Besides politics, inability to increase funding or resources, and incomplete planning, speediness is one of the top reasons why projects fail.  In addition to a lack of patience within the project arena, external support is also a factor:

• Key staff with critical project knowledge are laid off to hasten the payroll savings their departure brings, then having to struggle with uninformed execution or partial knowledge for the duration
• Buying equipment when the location it will be installed is sight unseen, then having to re-order replace and wait for a second delivery when you discover your “standard order” was in correct
• Fiscal Year-End rush to “spend or lose it” and circumvent a detailed plan only later to potentially scrap the entire purchase and project, especially in the case of custom made elements
• Signing contracts to meet a discount deadline before conducting user surveys, deliverables feasibility, and an architectural or organizational readiness review

These are just a few of myriads of examples of cause and effect of rushing through a project to satisfy something other than the project goal.  Remember what your objective is,

• Replace a legacy system with a more efficient application, not more complicated features requiring a programming skill you haven’t’ hired yet
• Harden your network security globally, not switching to a new brand so as to obtain a Gold status with a vendor
• Upgrade your productivity software to remain or increase productivity, not have a post on your company news that broadcasts you are using the latest and greatest

At times, there may be a legitimate reason for speeding up a process, but to do that properly it requires you to plan all facets of the outcome of that acceleration, which takes time.