Bringing Order to Chaos in a Fast Track Project


Building or renovating a facility with a seemingly impossible deadline and a high degree of complexity are projects many construction firms might avoid. However, with the right team in place, bringing order to the chaos can be accomplished.

Making complex appear simple

Let’s face it, fast track projects can be challenging, but here are a few ways that can help smooth the process and ensure a more successful outcome:

Close collaboration

From the outset, developing a strategic plan of attack with the architect, engineer, contractor, and key subcontractors is critical. Everyone must be on the same page with an understanding of the overall vision and goals. Collaboration with the contractor and subcontractors during the design phase allows the architect to make practical and economical choices from readily available materials. Then, as the architect continues design, the contractor can begin budgeting and scheduling for construction as the design is finalized.

Check-ins and milestones

Milestones for the project and clear accountability for every party are essential. Setting clear goals creates alignment amongst the team members and helps the project run smoothly. Throughout the project, frequent check-ins should be scheduled to ensure the project is on track and to provide opportunities to collaborate on any solutions required.


Building Information Modeling (BIM) is frequently used for fast track projects to help maintain accuracy and improve communication between all parties involved. This technology allows team members  to engage in advanced collaboration and helps identify conflicts that left unchecked would arise during the course of the project— preventing delay, reducing change orders and potentially saving the client money.


Finally, the importance of a shared belief that success without compromising quality is possible cannot be underestimated. It is often the job of the contractor to drive this commitment by creating a “whatever it takes” mindset among all team members. Once everyone believes success is the only acceptable outcome, the attitude becomes contagious.

Case Study: The Bon Secours Washington Redskins Training Center 

The Bon Secours Washington Redskins Training Center was completed in just 25 short weeks in order to meet the strict deadline of July 1, 2013—just a couple of weeks before the start of the Redskins training camp. Collaboration was key from the beginning. To learn more, visit the project’s website.

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