Follow link below; https://www.irbnet.de/daten/iconda/CIB12920.pdf

The first issue is to define what you mean when using the term fast-tracking. If you mean starting construction before the design is 100% complete, I would point you toward the literature on construction manager/general contractor project delivery in the US and early contractor involvement project delivery in Australia, New Zealand and the UK.

If you mean awarding the design and construction to the same contractor in one contract, then the literature on design-build (US) design and build (UK+) provide a rich amount of information. A great summary for the US can be found at : http://www.fhwa.dot.gov/reports/designbuild/designbuild.htm.

Cheers

Doug

 Hi Reza

Look at Internal Journal of Project Management

http://www.sciencedirect.com/science?_ob=ArticleListURL&_method=list&_ArticleListID=-917769084&_sort=r&_st=13&view=c&md5=64d6a9991ad8b5e4a6d1b081be8dd37b&searchtype=a

Examples of papers your looking for

Fast-tracking for nuclear power plant construction

International Journal of Project Management, Volume 1, Issue 3, August 1983, Pages 148-154

AC Baker, KJ Boyd

Benefits of fast tracking are a myth

International Journal of Project Management, Volume 9, Issue 1, February 1991, Pages 49-51

Joseph J Tighe

Fast-track project direction

International Journal of Project Management, Volume 2, Issue 4, November 1984, Pages 240-241

S H Wearne

Performing complex project crashing analysis with aid of particle swarm optimization algorithm

International Journal of Project Management, Volume 25, Issue 6, August 2007, Pages 637-646

I-Tung Yang

Crashing PERT networks using mathematical programming

International Journal of Project Management, Volume 19, Issue 3, April 2001, Pages 181-188

Ghaleb Y. Abbasi, Adnan M. Mukattash

Also look at Project Management Journal (PMJ) from PMI and the International Journal of Managing Projects in Business (IJMPB)

Let me know if you need the articles

Good luck

Robert

You could also look at http://www.leanconstruction.org/

The Lean Construction Institute has some principles that help improve predictability.

Personally, I think "Fast Tracking" is a fantasy. The biggest problems are

1. On site safety. Lost time from accidents is the most costly error. In product development projects the most costly error is deferring quality checks until testing and approval.

2. Failure to consider potential risks and planning assumptions. If one considers planning assumptions as the major source of risk then some mitigation is possible. Dozens of projects are delayed because of erroneous assumptions about suppliers, soil checks, capability and capacity of subs and even obvious things like strength of new materials.

Invariably, fast tracking makes more assumptions than usual and hence encounters even more problems than usual.

In my personal view, the value of very high predictability far outweighs the value of faster completion because the inherent risk grows so much.

Muhammad, Doug, Robert J. and Robert F.!

I reviewed your replies and found them very informative and helpful. Thank you.

Just a quick note that the results of my research so far indicate that fast tracking has a wide spectrum of pros and cons and one cannot simply encourage or discourage fast tracking. An educated tradeoff between pros and cons is necessary to make the right decision about using any fast-tracking technique. My research focus is on such tradeoffs.

Cheers,

Reza

Muhammad, Doug, Robert J. and Robert F.!

I reviewed your replies and found them very informative and helpful. Thank you.

Just a quick note that the results of my research so far indicate that fast tracking has a wide spectrum of pros and cons and one cannot simply encourage or discourage fast tracking. An educated tradeoff between pros and cons is necessary to make the right decision about using any fast-tracking technique. My research focus is on such tradeoffs.

Cheers,

Reza