Project Costs and Crashing

Management of Operations
Brad C. Meyer
Summer 2002

Crashing
When we say that an activity will take a
certain number of days or weeks, what
we really mean is: normally, this activity
takes this many days or weeks. We
could make it take less time but it
would cost more money. To spend
more money so as to get something
done more quickly is called crashing
the activity.
Summer 2002

Crash time and crash cost

NT = normal time to complete an activity
NC = normal cost to complete an activity
CT = crash time to complete an activity,
that is, the shortest possible time it
could be completed in.
CC = crash cost - the cost to complete
the activity if it is performed in its
shortest possible time.
Summer 2002

Time, Rate, and Productivity

Parameters for crashing

maximum time reduction for an activity
= NT CT
cost to crash per period
CC NC
= ----------NT - CT
Summer 2002

By the way
the cost to crash per period assumes
that the relationship between adding
more money to the activity and
reducing the time is linear. Spend half
of the money, and get half the time
reduction, spend _ of the money and
get _ time reduction. This is not always
true in practice, but works alright for a
rough planning technique.
Summer 2002

Computing crash data

given:
activities
normal time
normal cost
crash time
crash cost

compute:
maximum time reduction
cost to crash per period
Summer 2002

Time, Rate, and Productivity

Example
Act. NT

NC

CT

CC

3000

6000

4000

5500

15000

20000

10000

19000

7000

9100

Summer 2002

Example
Act. NT
A

NC

CT

CC

Max Red

3000

6000

7-4 = 3

4000

5500

3-2 = 1

15000

20000

4-2 = 2

10000

19000

8-5 = 3

7000

9100

9-6 = 3

Summer 2002

Example
Act. NT
A

NC

CT

CC

Max
Red

Cost to crash
per period

3000

6000

1000

4000

5500

15000

20000

10000

19000

7000

9100

For activity A: (6000-3000)/(7-4) = 1000

Summer 2002

Time, Rate, and Productivity

Example
Act. NT

NC

CT

CC

Max
Red

Cost to crash
per period

3000

6000

1000

4000

5500

1500

15000

20000

2500

10000

19000

3000

7000

9100

700

Summer 2002

10

Finding the minimum cost schedule

To shorten a project, crash only activities that
are critical.
Crash from least expensive to most
expensive.
Each activity can be crashed until
it reaches its maximum time reduction
it causes another path to also become critical
it is more expensive to crash than not to crash

Continue until no more activities should be

crashed.
Summer 2002

11

Example continued
A
7

B
3
C
4

D
8
E
9

Same problem as earlier. Times shown are normal

times. There are three paths in this network:

ABD 18
ACD 19
ACE 20
Summer 2002

Time, Rate, and Productivity

12

This project, under normal conditions takes 20 days.

Suppose each day the project runs incurs an indirect
project cost of $1400 (overhead). What activities
should be crashed if any?

ABD 18
ACD 19
ACE 20 *
Start by looking at activities on the critical path:
A, C, and E. E is least expensive to crash.
Summer 2002

13

E has maximum time reduction of 3, but if it is crashed

by 1, then ACD also becomes a critical path. Also,
we save $1400 per day the project is shortened and
would spend $700 per day to crash E, so it is
profitable to crash E.
crash E
by 1

ABD 18
18
ACD 19
19 *
ACE 20 * 19 *
Summer 2002

14

Now there are two critical paths. To finish the project

earlier, we would need to shorten both paths.
Crashing A or C does this, since those two activities
are on both paths. Alternately, we could crash both
D and E together.
crash E
by 1

ABD 18
18
ACD 19
19 *
ACE 20 * 19 *
Summer 2002

Time, Rate, and Productivity

15

Cost to crash A = 1000

Cost to crash C = 2500
Cost to crash both D and E = 3700
Best is to crash A. How much should it be crashed?
crash E
crash A
by 1
by ?

ABD 18
18
ACD 19
19 *
ACE 20 * 19 *
Summer 2002

16

Maximum reduction for A is 3

When A is crashed, all paths are affected, so no new
paths will become critical.
Cost savings remain at $1400 vs $1000 cost to crash.
crash E
crash A
by 1
by 3

ABD 18
18
ACD 19
19 *
ACE 20 * 19 *

15
16 *
16 *
Summer 2002

17

Stopping condition
To continue, we could crash C or both D
and E. But in each case, the cost would
be greater than the $1400 savings per
day. So, we stop at this point.
We can compute the cost to perform the
project in 16 days.
Summer 2002

Time, Rate, and Productivity

18

Figuring Total Project Cost

Sum of normal costs = 39,000
Indirect costs = 16 dys * 1400 = 22400
Crashing cost
E by 1 = 700
A by 3 = 3000

Total cost = $65100

Summer 2002

19

Minimum time schedule at

minimum cost

Sometimes it is necessary to complete a

project in as short a time as possible.
To find the shortest time possible, crash
all activities completely and then find
the times for all paths.
The longest path is, of course, critical
and tells us how long the project must
take.
Summer 2002

20

Minimum time schedule continued

Activities on non-critical paths may not
need to be fully crashed in order for the
project to be finished in the shortest
possible time. These can be
uncrashed one at a time, starting
from the most expensive, until nothing
is crashed that does not need to be.
Summer 2002

Time, Rate, and Productivity

21

Example
A
4

B
2
C
2

D
5
E
6

Same problem as earlier. Times shown are crash times.

Same three paths, but now with shorter times.

ABD 11
ACD 11
ACE 12*
Summer 2002

22

Minimum time schedule continued

Critical activities are A,C, and E. B and D are not critical
and could be relaxed. B costs $1500 to crash. D
costs $3000 to crash. To save some money, but still
complete in 12 days, uncrash D by 1.
uncrash
D by 1

ABD 11 12*
ACD 11 12*
ACE 12* 12*
Summer 2002

23

Minimum time schedule continued

Uncrashing anything else would not allow
completion in the 12 days, so we are finished.
uncrash
D by 1

ABD 11 12*
ACD 11 12*
ACE 12* 12*
Summer 2002

Time, Rate, and Productivity

24

Look over the solved problems and examples in

the text for more practice.

Summer 2002

Time, Rate, and Productivity

25