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The document discusses the process of project crashing to reduce the completion time of a project. It provides an example of crashing the activities on the critical path of a sample project to minimize total crashing costs and reduce the project duration. Project crashing involves identifying critical paths, selecting activities on each critical path that can be crashed while minimizing total crashing costs, and repeating this process until no further crashing is possible.

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Varun Bhandari
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0% found this document useful (0 votes)
43 views13 pages

Session

The document discusses the process of project crashing to reduce the completion time of a project. It provides an example of crashing the activities on the critical path of a sample project to minimize total crashing costs and reduce the project duration. Project crashing involves identifying critical paths, selecting activities on each critical path that can be crashed while minimizing total crashing costs, and repeating this process until no further crashing is possible.

Uploaded by

Varun Bhandari
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as PPTX, PDF, TXT or read online on Scribd
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UPES – The Nation Builders University

Session 9

26th
February 2019

Centre for
Continuing Education
UPES – The Nation Builders University

Project crashing

Centre for
Continuing Education
UPES – The Nation Builders University
TIME COST RELATIONSHIP

Crash cost
cost

Normal cost

Crash Normal
time time

Time

Centre for
Continuing Education
UPES – The Nation Builders University
PROJECT CRASHING

•Compute crash cost per unit time for each activity


= crash cost - normal cost
normal time - crash time
•Identify all critical paths
•Select one activity on each critical path such that the total cost
of crashing these activities by one unit time is minimum among
all combinations
•Activities should be such that their current activity time is
higher than crash time
•Repeat the process until crashing is possible

Centre for
Continuing Education
UPES – The Nation Builders University
Activity Predecessor Normal time Crash time Normal cost Crash cost

A - 12 11 4000 4400

B A 6 4 2500 3500

C A 3 2 600 900

D A 5 4 1600 1950

E C, D 4 2 3400 3800

F B, E 8 5 1000 2800

G D 4 2 1200 2800

H F, G 7 5 1800 4000

B6 F8 A–B–F–H 33 Days
A 12 E4 A–C–E–F–H 34 Days
C3 H7
A–D–E–F–H 36 Days
A–D–G–H 28 Days

D5 G4

Centre for
Continuing Education
UPES – The Nation Builders University

Crash cost per day Possible number of


Activity Normal time Crash time Normal cost Crash cost crash days

400 1
A 12 11 4000 4400
500 2
B 6 4 2500 3500
300 1
C 3 2 600 900
350 1
D 5 4 1600 1950
200 2
E 4 2 3400 3800
600 1
F 8 7 1000 1600
800 2
G 4 2 1200 2800
1100 2
H 7 5 1800 4000

Centre for
Continuing Education
UPES – The Nation Builders University
Activities that can be Crashed project
Project completion time Paths Critical path Activity crashed Cost of crashing
crashed completion time
ABFH 33
ACEFH 34
36 ADEFH 36 ADEFH A, D, E, F, H E 200 35
ADGH 28

ABFH 33
ACEFH 33
35 ADEFH 35 ADEFH A, D, E, F, H E 200 34
ADGH 28

ABFH 33
ACEFH 32
34 ADEFH 34 ADEFH A, D, F, H D 350 33
ADGH 28

ABFH 33
ACEFH 32
ADEFH A, F, H
33 ADEFH 33 A 400 32
ABFH A, B, F, H
ADGH 27

ABFH 32
ACEFH 31
ADEFH F, H
32 ADEFH 32 F 600 31
ABFH B, F, H
ADGH 26

ABFH 31
ACEFH 30
ADEFH H
31 ADEFH 31 H 1100 30
ABFH B, H
ADGH 26

ABFH 30
ACEFH 29
ADEFH H
30 ADEFH 30 H 1100 29
ABFH B, H
ADGH 25

ABFH 29
ACEFH 28
ADEFH None Further crashing is not possible because on one of the critical path, no activity
29 ADEFH 29
ABFH B can be further crashed.
ADGH 24

Centre for
Continuing Education
UPES – The Nation Builders University

Activity Normal Crash Normal Crash Immediate


Time Time Cost Cost Predecessor

A 4 3 2,000 2,600 -
B 2 1 2,200 2,800 A
C 3 3 500 500 A
D 8 4 2,300 2,600 A
E 6 3 900 1,200 B, D
F 3 2 3,000 4,200 C, E
G 4 2 1,400 2,000 F

Centre for
Continuing Education
UPES – The Nation Builders University
Activity Normal Crash Normal Crash Immediate
Time Time Cost Cost Predecessor
A 10 10 5000 5000 --
B 8 8 4000 4000 A
C 8 8 4500 4500 A
D 4 4 6000 6000 C
E 7 5 5500 6500 B
F 9 4 3750 13750 B
G 8 1 2000 4800 D

H 15 12 6500 14900 E, F, G

I 10 10 5000 5000 H

• Calculate slack for all activities


• What is the additional cost for completing project in 52 days?

Centre for
Continuing Education
UPES – The Nation Builders University

SLACK
Total Slack
Amount of time an activity can be delayed beyond its earliest
possible start time if other activities take their estimated duration
The difference between late finish and early finish of an activity
Free Slack
Amount of time by which an activity can be delayed without
delaying early start of its successor activity
Early start of succeeding activity - Early finish of activity
Independent Slack
Amount of time by which an activity can be delayed maintaining late
finish of preceding and early start of succeeding activity
Early start of succeeding activity – late finish of preceding activity –
activity time

Centre for
Continuing Education
UPES – The Nation Builders University

S. No. Task Task code Predecessors Time (in days)

1 Specification development A - 20

2 Process mapping B - 15

3 Developing software for process C A, B 90


components

4 Testing of software D C 5

5 Developing hardware specifications E B 5

6 Procurement of hardware F E 25

7 Integration of software components G C 30

8 Installation of software on hardware H F, G 10

9 Pilot test I H 10

10 Training of users J I 30

Centre for
Continuing Education
UPES – The Nation Builders University

C 90

D5
A 20

G 30

J 30
B 15 I 10

H 10
E5 F 25

Centre for
Continuing Education
UPES – The Nation Builders University

Free Slack Independent Slack


S. No. Task code ES EF LS LF
Total Slack ESs EF IS = ESs – LFp – t

1 A 0 20 0 20 0–0=0 20 – 20 = 0 20 – 0 – 20 = 0

2 B 0 15 5 20 5–0=5 15 – 15 = 0 15 – 0 – 15 =0

3 C 20 110 20 110 20 – 20 = 0 110 – 110 = 0 110 – 20 – 90 = 0

4 D 110 115 165 170 165 – 110 = 55 170 – 115 = 55 170 – 110 – 5 = 55

5 E 15 20 110 115 110 – 15 = 95 20 – 20 = 0 20 – 20 – 5 = -5

6 F 20 45 115 140 115 – 20 = 95 140 -45 = 95 140 – 115 – 25 = 0

7 G 110 140 110 140 110 – 110 = 0 140 – 140 = 0 140 – 110 – 30 = 0

8 H 140 150 140 150 140 – 140 = 0 150 – 150 = 0 150 – 140 – 10 = 0

9 I 150 160 150 160 150 – 150 = 0 160 – 160 = 0 160 – 150 – 10 = 0

10 J 160 170 160 170 160 – 160 = 0 170 – 170 = 0 170 – 160 – 30 = -20

Centre for
Continuing Education

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