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Time Management
Compressing the Project
Crashing
Compressing the Project
Crashing
$0.00
$250.00
$500.00
$750.00
$1,000.00
0 5 10
ActivityCosts
Duration (Days)
Normal
Cost &
Duration
Crashing
$0.00
$250.00
$500.00
$750.00
$1,000.00
0 5
ActivityCosts
Duration (Days)
Crash
Cost &
Duration
Crashing
$0.00
$250.00
$500.00
$750.00
$1,000.00
$1,250.00
0 5 10
ActivityCosts
Duration (Days)
Normal
Cost &
Duration
Crash
Cost &
Duration
Crashing
$0.00
$250.00
$500.00
$750.00
$1,000.00
$1,250.00
0 5 10
ActivityCosts
Duration (Days)
Normal
Cost &
Duration
Crash
Cost &
Duration
Slope Or
Amount per
Day
= $500 / 5 days = $100
per day
Crashing
$0.00
$250.00
$500.00
$750.00
$1,000.00
$1,250.00
0 5 10
ActivityCosts
Duration
Crashing
ID
Direct costs
Slope
Maximum
Crash
Tim
Normal Crash
Time Cost Time Cost
A 5 $500 4 $600 $100 1
B 10 $1200 6 $2000 $200 4
C 13 $3600 11 $4800 $600 2
D 3 $300 1 $600 $150 2
E 9 $1000 8 $1400 $400 1
F 10 $2400 8 $5400 $1500 2
G 5 $700 5 $700 $0 0
B
10
D
3
E
9
G
5
A
5
Crashing
A->C->F->G = 33
C
13
F
10
B
10
D
3
E
9
G
5
A
5
Crashing
A->C->F->G = 33
A->B->E->G = 29
C
13
F
10
B
10
D
3
E
9
G
5
A
5
Crashing
A->C->F->G = 33
A->B->D->E->G = 32
A->B->E->G = 29
C
13
F
10
B
10
D
3
E
9
G
5
A
5
Crashing
A->C->F->G = 33
A->B->D->E->G = 32
A->B->E->G = 29
C
13
F
10
DUR: 33
Crashing
ID
Direct costs
Slope
Maximum
Crash
Time
Normal Crash
Time Cost Time Cost
A 5 $500 4 $600 $100 1
B 10 $1200 6 $2000 $200 4
C 13 $3600 11 $4800 $600 2
D 3 $300 1 $600 $150 2
E 9 $1000 8 $1400 $400 1
F 10 $2400 8 $5400 $1500 2
G 5 $700 5 $700 $0 0
$9700
B
10
D
3
E
9
G
5
A
5
Crashing
A->C->F->G = 33
A->B->D->E->G = 32
A->B->E->G = 29
C
13
F
10
DUR: 33
$9700
B
10
D
3
E
9
G
5x
A
5
Crashing
A->C->F->G = 33
A->B->D->E->G = 32
A->B->E->G = 29
C
13
F
10
ID Slope
Max
Crash
A $100 1
C $600 2
F $1500 2
G $0 0
DUR: 33
$9700
B
10
D
3
E
9
G
5x
A
4x
Crashing
A->C->F->G = 32
A->B->D->E->G = 31
A->B->E->G = 28
C
13
F
10
ID Slope
Max
Crash
A $100 1
C $600 2
F $1500 2
G $0 0
DUR: 32
$9700+$100=$9800
B
10
D
3
E
9
G
5x
A
4x
Crashing
A->C->F->G = 31
A->B->D->E->G = 31
A->B->E->G = 28
C
12
F
10
ID Slope
Max
Crash
A $100 1
C $600 1
F $1500 2
G $0 0
DUR: 31
$9700+$100+$600=$10,400
B
10
D
3
E
9
G
5x
A
4x
Crashing
A->C->F->G = 31
A->B->D->E->G = 31
A->B->E->G = 28
C
12
F
10
ID Slope
Max
Crash
A $100 1
C $600 1
F $1500 2
G $0 0
DUR: 31
$9700+$100+$600=$10,400
B
10
D
3
E
9
G
5x
A
4x
Crashing
A->C->F->G = 31
A->B->D->E->G = 31
A->B->E->G = 28
C
12
F
10
DUR: 31
$9700+$100+$600=$10,400
ID Slope
Max
Crash
B $200 4
C $600 1
D $150 2
E $400 1
B
10
D
3
E
9
G
5x
A
4x
Crashing
A->C->F->G = 31
A->B->D->E->G = 31
A->B->E->G = 28
C
12
F
10
DUR: 31
$9700+$100+$600=$10,400
ID Slope
Max
Crash
B $200 4
C $600 1
D $150 2
E $400 1
B
10
D
2
E
9
G
5x
A
4x
Crashing
A->C->F->G = 30
A->B->D->E->G = 30
A->B->E->G = 28
C
11x
F
10
DUR: 30
$9700+$100+$600+$600+150=$
11,150
ID Slope
Max
Crash
B $200 4
C $600 1
D $150 1
E $400 1
Crashing
$11,150.00
$10,400.00
$9,800.00 $9,700.00
0
3750
7500
11250
15000
28 30 31 32 33
Direct Costs
Crashing
$11,150.00
$10,400.00
$9,800.00
$9,700.00
9000
9750
10500
11250
12000
28 30 31 32 33
Direct Costs
Crashing
$11,150.00
$10,400.00
$9,800.00 $9,700.00
0
3750
7500
11250
15000
28 30 31 32 33
Direct Costs
Crashing
$11,150.00
$10,400.00
$9,800.00 $9,700.00
$8,150.00 $8,400.00 $8,800.00
$9,700.00
0
3750
7500
11250
15000
28 30 31 32 33
Direct Costs Cost w Incentive
Optimum
Cost/Time
Crashing
$11,150.00
$10,400.00
$9,800.00 $9,700.00
0
3750
7500
11250
15000
28 30 31 32 33
Direct Costs
Crashing
$11,150.00
$10,400.00
$9,800.00 $9,700.00
$1,400.00 $1,600.00 $1,800.00 $2,000.00
$12,550.00
$12,000.00 $11,600.00 $11,700.00
0
3750
7500
11250
15000
28 30 31 32 33
Direct Costs Indirect Total Costs
Optimum
Cost/Time
Crashing
0
12.5
25
37.5
50
0 2 4 6 8 10 12 14 16 18 20
Indirect Costs Direct Costs Total Costs
Optimum
Cost/Time
Pros
• Reduces project time
• Can find optimum
project time.
Crashing
Cons
• Increases Direct
Costs
• Increased
Management Time
• May Increate Risk

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Crashing in Project Management

Editor's Notes

  1. Reducing Project Scope Compromise Quality Adding Resources Outsourcing Project Work Scheduling Overtime Have owner take on more responsibility Negative Float: If you have negative project float (meaning the estimated completion date is after the desired date), would your first choice be to tell the customer the date cannot be met and to ask for more time? No; the first choice would be to analyze what could be done about the negative float by compressing the schedule. In crashing or fast tracking, it is best to see all potential choices and then select the option or options that have the least negative impact on the project. For the exam, remember that you need to identify all the possible options and, if given a choice between crashing or fast tracking options, select the choice or combination of choices with the least negative impact
  2. Ask our subject mater experts: Crash time represents a limit—the greatest time reduction possible under realistic conditions.
  3. The cost relationship is linear. Normal time assumes low-cost, efficient methods to complete the activity. Crash time represents a limit—the greatest time reduction possible under realistic conditions. Slope represents a constant cost per unit of time. All accelerations must occur within the normal and crash times.
  4. The cost relationship is linear. Normal time assumes low-cost, efficient methods to complete the activity. Crash time represents a limit—the greatest time reduction possible under realistic conditions. Slope represents a constant cost per unit of time. All accelerations must occur within the normal and crash times.