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Crashing in Project Management

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J. Scott Christianson
J. Scott Christianson

Explanation of Crashing and when to use it. Download additional slides, videos, and resources at https://www.christiansonjs.com/ Signup for The Free-Range Technologist, a monthly newsletter filled with creative commons resources, useful apps, and lifehacks: https://mailchi.mp/f8f0219bc305/jscott

Engineering
1 of 29
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.