Leadership in Fast Track Project Management

Abstract

Fast tracking is a project delivery method that has become increasingly important in several industries globally. It allows shortening project duration to meet the needs of the accelerated international market. Schedule compression, however, complicates the project and creates additional challenges for the project team. This study aims to examine what is the nature of fast track projects in companies, what are the challenges and success factors in them, and what kind of leadership styles and abilities are emphasized by project managers specifically on fast track projects. The aim was to give a new viewpoint and contribute to the previous fast track project research which has been very process centered.

This thesis is a qualitative case study based on semi-structured interviews with project managers who have extensive experience in managing fast track projects. Altogether six project managers were interviewed, and the interviews were limited to one case company. The data were interpreted by using inductive thematic analysis.

The findings of the study indicate that decision making environment in fast track projects is complex and creates additional pressure with the fact that the schedule does not allow any delays or unexpected changes. Transformational and engaging leadership styles have been adapted by the project managers in the case company. The project managers’ main tasks are to maximize communication, motivate the team, set clear objectives, roles and responsibilities, manage relationships with stakeholders and ensure organizational support.

This thesis contributed to the theory of fast tracking especially by bringing the decision making environment from the Cynefin framework to the context of fast track projects. Understanding that fast track projects locate in a more complex decision making environment is crucial information for all stakeholders involved in the fast track project business.