Beruflich Dokumente
Kultur Dokumente
Chapter 8 (Crashing)
2
Chapter 8 - Project Management
8-2
Project Crashing
Solution!
Yes, the project duration can be reduced by
assigning more resources to project
activities. But, doing this would somehow
increase our project cost!
How do we strike a balance?
■ Project crashing is a method for shortening
project duration by reducing one or more
critical activities to a time less than normal
activity time.
3
8-3
Trade-off concept
Here, we adopt the “Trade-off” concept
We attempt to “crash” some “critical”
events by allocating more resources to them,
so that the time of one or more critical
activities is reduced to a time that is less than
the normal activity time.
How to do that:
Question: What criteria should it be
based on when deciding to crashing
critical times?
4
8-4
Example – crashing (1)
Max weeks can be crashed
Normal weeks 2 6(3)
5 (1)
3
1
5(0)
The critical path is 1-2-3, the completion
time =11
How? Path: 1-2-3 = 5+6=11 weeks
Path: 1-3 = 5 weeks
Now, how many days can we “crash” it?
5
8-5
Example – crashing (1)
2 6(3)
5 (1)
3
1
5(0)
4(0) 3(0)
2 6(3)
5 (1)
3
1
5(0)
If we used all 4 days, then path 1-2-3 has
(5-1) + (6-3) = 7 completion weeks
Now, we need to check if the completion time for path 1-3 has lesser than 7
weeks (why?)
Now, path 1-3 has (5-0) = 5 weeks
Since path 1-3 still shorter than 7 weeks, we used up all 4 crashed weeks
Rule: When a path is a critical path, it will not stay as a critical path
So, we can only reduce the path 1-2-3 completion time to the same time
as path 1-3. (HOW?)
8
8-8
Example – crashing (1)
Solution:
2 6(3)
5 (1)
3
1
8(0)
We can only reduce total time for path 1-2-3 = path 1-3,
that is 8 weeks
If the cost for path 1-2 and path 2-3 is the same then
We can random pick them to crash so that its completion
Time is 8 weeks
9
8-9
Example – crashing (1)
Solution: 4(0) 4(1)
2 6(3)
5 (1)
3
1
8(0)
OR 3(0)
5 (1) 6(3)
2
1
3
8(0)
Now, paths 1-2-3 and 1-3 are both critical paths 10
8-10
The Project Network
AOA Network for House Building Project
Figure 8.6
Expanded Network for Building a
House Showing Concurrent Activities
Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall 8-11
Project Crashing and Time-Cost Trade-Off
Example Problem (1 of 5)
Table 8.4
Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall 8-13
Project Crashing and Time-Cost Trade-Off
Example Problem (2 of 5)
Crash cost & crash time have a linear
relationship:
Total Crash Cost $2000
Total Crash Time 5 weeks
$400 / wk
Figure 8.20
Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall 8-14
Project Crashing and Time-Cost Trade-Off
General Relationship of Time and Cost (2 of 2)
Figure 8.23
The Time-Cost Trade-Off
Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall 8-15
Project Crashing and Time-Cost Trade-Off
Example Problem (4 of 5)
Figure 8.21 Network with Normal Activity Times and Weekly Crashing Costs
Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall 8-16
Project Crashing and Time-Cost Trade-Off
Example Problem (5 of 5)
As activities are crashed, the critical path may change and
several paths may become critical.
Figure 8.22
Revised Network with
Activity 1 Crashed
Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall 8-17
Project Crashing and Time-Cost Trade-Off
Project Crashing with QM for Windows
Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall Exhibit 8.16 8-18
Formulating as a Linear Programming Model
AOA Network for House Building Project
Figure 8.6
Expanded Network for Building a
House Showing Concurrent Activities
Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall 8-19
Formulating as a Linear Programming Model
Example Problem Formulation and Data (1 of 2)
Figure 8.24
Minimize Z = x1 + x2 + x3 + x4 + x5 + x6 + x7
subject to:
x2 - x1 12
x3 - x2 8
x4 - x2 4
x4 - x3 0
x5 - x4 4
x6 - x4 12
x6 - x5 4
x7 - x6 4
xi, xj 0
Where:
xi = earliest event time of node i
xj = earliest event time of node j
tij = time of activity i j