Crashing Progarm: Estimation

Crashing progarm
Estimation
KADHIM FALAH NADHIM
GROUP B
Fourth Year of Study
MORNING STUDIES
2019-2020
KADHIM FALAH Crashing progarm
Crashing (1)
refers to a particular variety of project schedule compression which is performed for the
purposes of decreasing total period of time (also known as the total project schedule duration).
The diminishing of the project duration typically take place after a careful and thorough analysis
of all possible project duration minimization alternatives in which any and all methods to attain
the maximum schedule duration for the least additional cost The objective of crashing a network
is to determine the optimum project schedule. Crashing may also be required to expedite the
execution of a project, irrespective of the increase in cost. Each phase of the software design
consumes some resources and hence has cost associated with it. In most of the cases cost will
vary to some extent with the amount of time consumed by the design of each phase .The total
cost of project, which is aggregate of the activities costs will also depends upon the project
duration, can be cut down to some extent. The aim is always to strike balance between the cost
and time and to obtain an optimum software project schedule. An optimum minimum cost
project schedule implies lowest possible cost and the associated time for the software project
management
Project time-cost relationship (1)
Total project costs include both direct costs and indirect costs of performing the activities of the
project. If each activity of the project is scheduled for the duration that results in the minimum
direct cost (normal duration) then the time to complete the entire project might be too long and
substantial penalties associated with the late project completion might be incurred. At the other
extreme, a manager might choose to complete the activity in the minimum possible time, called
crash duration, but at a maximum cost. Thus, planners perform what is called time cost trade-off
analysis to shorten the project duration. This can be done by selecting some activities on the
critical path to shorten their duration. As the direct cost for the project equals the sum of the
direct costs of its activities, then the project direct cost will increase by decreasing its duration.
On the other hand, the indirect cost will decrease by decreasing the project duration, as the
indirect cost are almost a linear function with the project duration
components of total project cost(2)
 Direct cost : which comprises of expenditure, that is specific to a project, that is cost of
materials, labour and equipment
 Indirect cost : includes expenditure like tariff for infrastructure facilities, rent
Since the direct and indirect costs are not necessarily expressible as linear functions, time–cost
trade-off relationships are made by searching for the lowest possible total cost (i.e., direct and
indirect) that likewise satisfies the region of feasible budgets. This method is shown in Figure1(3)
Figure1 Determining project duration.(3)

Example(4): The following table gives data on normal time and cost and crash time & cost for a
project
Table 1
Activit Normal Crash

y Cost Time(week Cost Time(week
s) s)
1-2 3 300 2 400
2-3 3 30 3 30
2-4 7 420 5 580
2-5 9 720 7 810
3-5 5 250 4 300
4-5 0 0 0 0
5-6 6 320 4 410
6-7 4 400 3 470
6-8 13 780 10 900
7-8 10 1000 9 1200
Total cost = 4220$
The indirect cost per week is 50$

1. Draw the network for the project & Critical path.
2. Find optimum time and optimum cost.
3. Determine minimum total time & corresponding cost.
Solution :
1. Draw the network of the proposed project.
Critical path starting towards end

1-2-3-5-6-7-8 = 31 weeks
1-2-5-6-8 = 30 weeks
1-2-5-6-7-8 = 32 weeks it is critical path (CPM) of the project duration.
Table 2
Activit Normal Crash ΔT ΔC Δc/ΔT

y
TIME Cost Time Cost
1-2 3 300 2 400 1 100 100
2-3 3 30 3 30 0 0 0
2-4 7 420 5 580 2 160 80
2-5 9 720 7 810 2 90 45
3-5 5 250 4 300 1 50 50
4-5 0 0 0 0 0 0 0
5-6 6 320 4 410 2 90 45
6-7 4 400 3 470 1 70 70
6-8 13 780 10 900 3 120 40
7-8 10 1000 9 1200 1 200 200
The results are summarized in the table below.
Activit No. Wee Projec Normal Indirect Crash Cost Total

y Of ks t Direct Cost Cost =
Crashe Wee Save Durati Cost Dc+Ic+C
d k d on c
Cras In (Week
h Proje )
ct
CPM - - 32 4220 32 x 0 5820
50=1600
2-5 1 1 31 4220 31x 1x45=45 5815
50=1550
5-6 2 2 29 4220 29x 45+2x45=135 5805
50=1450 Least
6-7 1 1 28 4220 28x 135+1x70=205 5825
50=1400
1-2 1 1 27 4220 27x 205+1x100=305 5875
50=1350
6-8 2 - 27 4220 27x 305+2x40=385 5955
50=1350
7-8 1 1 26 4220 26x 385+1x200=585 6105
50=1300
3-5 1 - 26 4220 26x 585+1x50=635 6155
50=1300
2-5 1 1 25 4220 25x 635+1x45=680 6150
50=1250
 The above table indicates the optimum cost (5805) and optimum duration
(29 weeks) and also shows the maximum crashing after the project duration is
25weeks.
 The all project duration is crashing is dependent in critical path (CPM) because
the duration is reduce in only crashing in critical path.
Result and Conclusion

The time network is shown in figure all the activities are fully crashed .Thus the minimum
projects duration is 25weeks .The complete crashing of the network from 32 weeks to 25 weeks.
We see that all the activities on the critical path which could be crashed as per the given
condition have been possible to further crash the project network. It is also to be noted that
crashing of the non-critical activity will not change the project completion time. Hence, they will
not be calculated.
References
1. Production and Operations Management Systems Sushil Gupta and
Martin Starr
2. Principles of Construction Management Prof. Sudhir Misra
Department of Civil Engineering Indian Institute of Technology,
Kanpur
3. PROJECT MANAGEMENT A Systems Approach to Planning ,
Scheduling , and controlling 11th Edition Kerzner
4. Cost & Time and Also Minimum Project Duration Using
Alternative Method (Komesh Sahu1 and Meenu Sahu)

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Crashing progarm

KADHIM FALAH NADHIM

Fourth Year of Study

Project time-cost relationship (1)

components of total project cost(2)

Figure1 Determining project duration.(3)

Activit Normal Crash

The indirect cost per week is 50$

1. Draw the network of the proposed project.

Critical path starting towards end

Activit Normal Crash ΔT ΔC Δc/ΔT

The results are summarized in the table below.

Activit No. Wee Projec Normal Indirect Crash Cost Total

Result and Conclusion

2. Principles of Construction Management Prof. Sudhir Misra

Department of Civil Engineering Indian Institute of Technology,

3. PROJECT MANAGEMENT A Systems Approach to Planning ,

Scheduling , and controlling 11th Edition Kerzner

4. Cost & Time and Also Minimum Project Duration Using

Alternative Method (Komesh Sahu1 and Meenu Sahu)

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