You work as the project manager for Bluewell Inc. There has been a delay in your project work that is adversely affecting the project schedule. You decide, with your stakeholders' approval, to fast…

Fast tracking reorganizes the timing of existing work rather than adding new work, so it does not inherently increase human resource needs.

Fast tracking overlaps activities that were planned to execute sequentially, creating situations where later tasks begin before upstream tasks are fully complete, which increases the probability of rework if earlier deliverables require changes. The compressed sequencing removes buffer time for identifying and correcting errors before dependent work begins, directly elevating overall project risk. Unlike crashing, fast tracking does not necessarily add cost, but it does consistently and predictably increase risk as the primary consequence.

Increased costs are a typical consequence of crashing - adding resources to compress the schedule - not of fast tracking, which achieves schedule compression by parallelizing existing activities.

While quality issues can arise indirectly from fast tracking, increased risk is the primary, most direct, and most universally cited consequence of overlapping previously sequential activities.