Module 2c Continuation Project Crashing

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SCHOOL OF CIVIL, ENVIRONMENTAL, GEOLOGICAL ENGINEERING

CE168P-2 .

CONSTRUCTION METHODS AND PROJECT


MANAGEMENT
MODULE 2

Prepared By:

Engr. Jeffrey E. Germono, PSM CM

SCHOOL OF CIVIL, ENVIRONMENTAL, AND GEOLOGICAL ENGINEERING


SCHOOL OF CIVIL, ENVIRONMENTAL, GEOLOGICAL ENGINEERING

2: CASH PLANNING AND CONTROL


2c: PROJECT MONITORING AND CONTROL
 2C-1:Measuring Work Accomplishments
 2C-2: Progress Status Reporting
 2C-3: Progress Billing
 2C-4: Schedule Updating
 2C-5: Project Crashing

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2C-5: PROJECT CRASHING


Project crashing is when you shorten the duration of a project by reducing the time of one or
more tasks. Crashing is done by increasing the resources of the project, which helps make tasks
take less time than what they were planned for. Of course, this also adds to the cost of the
overall project.

Therefore, the primary objective of a project crashing is to shorten the project while
also keeping costs at a minimum.

If you reduce the duration of the project or its time, then costs will, in turn,
have to increase.

It’s a trade-off.
Crashing project management accounts for the triple constraint, in that to
achieve it, you include additional resources or reduce the project
requirements or scope.

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Additional concepts of PROJECT CRASHING


A result of a project crashing can be a change to the critical path and the
emergence of a new, different critical path.

Project crash management requires that you return to your project schedule to make
sure you’re aware of changes that have occurred there because of the project
crashing.

There are many project decisions that could be described as crashing. It could mean
including more team members to work on a task so it will be completed
faster. Crashing may also involve paying an additional fee for faster results.
Incentivized third-party contractors could provide additional manpower to help up a
work schedule.

The goal of crashing in project management is to reduce the length of a project and
its time-consuming tasks while also keeping costs minimal to mitigate budget concerns
and retain satisfied stakeholders.

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Project Crashing Management Stages


Critical Path
The first thing to do is analyze the critical path of your project. This will help you determine which tasks can be shortened to bring the
project to a close sooner. Therefore, if you haven’t already, calculate your critical path, and see which tasks are essential and which
are secondary to the project’s success.

Identify Tasks
Get a list of all the tasks you have, then meet with those who have been assigned to complete them. Ask if they believe any of the tasks
they’re responsible for are in the critical path and can be cut down. Then, start looking for ways to tighten up those tasks.

What’s the Trade-Off?


Once you’ve narrowed down the tasks in the critical path that you believe can be shortened, start calculating how much adding more
resources will cost. Find the tasks that can be allocated additional resources, and come in sooner with the least amount of strain on your
budget.

Make Your Choice


When you know what you will have to spend (compared to how much time you’ll save) for each of the tasks in your critical path, you
must now make a decision and choose the least expensive way forward. Project crashing is not just adding resources to get done
faster, but it’s getting the most in return for that extra expense.

Create a Budget
Like any project, once you’ve decided on your plan, you have to pay for it. Making a project-crashing budget is the next step in
executing your project-crashing plan. You’ll have to update your baseline, schedule and resource plan to align with your new initiative.

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WHY CRASH IN PROJECT MANAGEMENT?


Project crashing is used in critical situations that require a swift and substantial change
to a project’s critical path (the roadmap of tasks that are dependent on each other
and lead to project completion). If one item gets delayed, the rest of the path does
too.

Crashing a project is one way to compress the rest of the project path to make up for
delays in the beginning.

In most cases, crashing is an option best used to address emergency situations with
minimal impact on project constraints.

In short, crashing in project management is typically the final option to address


unforeseen changes. It should only be tried after calculating the costs and making a
data-driven decision that this is the best way of finishing the project.

CRASH EARLIER RATHER THAN LATER!!!


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FACTORS TO CONSIDER WHEN CRASHING A PROJECT

• The amount by which an activity is crashed is, in fact,


permissible

• Taken together, the shortened activity durations will enable


us to finish the project by the due date

• The total cost of crashing is as small as possible

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STEPS IN PROJECT CRASHING


STEP 1: STEP 3:
Compute the crash cost per time period. If there is only one critical path, then select the
activity on this critical path that:
(a)can still be crashed, and
(b)has the smallest crash cost per period.

If there is more than one critical path, then


STEP 2: select one activity from each critical path such
Using current activity times, find the critical that:
path(s) and identify the critical activities. (a)each selected activity can still be crashed,
and
STEP 4: (b)the total crash cost of all selected activities is
Update all activity times. If the desired due date the smallest. Crash each selected activity in
has been reached, stop. If not, return to Step 2. one period.

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COMMON TECHNIQUES IN PROJECT CRASHING


 Crash the Project ONE PERIOD AT A TIME

 Crash the activities on the CRITICAL PATH/S

 Crash the LEAST EXPENSIVE (that is on the critical path)

 When there are multiple critical paths, find the sum of crashing the
least expensive activity on each path

 If there are two or more critical paths sharing common activities,


compare the least expensive cost of crashed common activity with
the sum for the separate critical paths

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SAMPLE PROBLEM

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STEP 1

ABSOLUTE VALUE

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STEP 2

A-C-E-G-H IS THE CRITICAL PATH


The total project duration is 15 weeks

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STEP 3

CRASH THE LEAST EXPENSIVE ACTIVITY AT THE CRITICAL PATH


Activity A, C and E are the activities with the LEAST EXPENSIVE activity along the
critical path.

Activity F* is the ideal least expensive but is not included in the Critical Path
*(Last option for crashing)

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STEP 3

Start crashing Activity A to lessen the


project duration from 15 weeks to 14
weeks

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STEP 3: JUTSU TECHNIQUE

You may use a tabulated form of a solution in performing the crashing.

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STEP 3: JUTSU TECHNIQUE

At RUN1, the critical paths are now: A-C-E-G-H and B-D-G-H


Activity A crashed from 2 weeks to 1 week.
The total project duration is now 14 weeks.

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SCHOOL OF CIVIL, ENVIRONMENTAL, GEOLOGICAL ENGINEERING

STEP 3: JUTSU TECHNIQUE

At RUN2, the critical paths are STILL: A-C-E-G-H and B-D-G-H


Activity A crashed from 2 weeks to 1 week.
Activity G crashed from 5 weeks to 3 weeks.
The total project duration is now 12 weeks.

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SCHOOL OF CIVIL, ENVIRONMENTAL, GEOLOGICAL ENGINEERING

ADDITIONAL SAMPLE PROBLEM

From the following data, develop an optimum time cost plan assuming that the
indirect cost is PHP 10,000.00

COST PER
NORMAL
ACTIVITY CRASH TIME DAY TO
TIME
CRASH
A 8 8 A B
B 12 10 6,000
C 7 6 2,000 F
D 6 2 6,000 C D E
E 9 7 4,500
F 4 2 7,000

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SCHOOL OF CIVIL, ENVIRONMENTAL, GEOLOGICAL ENGINEERING

ADDITIONAL SAMPLE PROBLEM

A B
PATH 1-2-5-6 (A-B-F) = 24 DAYS
PATH 1-3-4-5-6 (C-D-E-F) = 26 DAYS
F
C D E C-D-E-F IS THE CRITICAL PATH

Rank the Critical Path from the lowest crashing


cost to expensive cost and find out how many
COST PER
ACTIVITY
NORMAL CRASH AVAILABLE
DAY TO days can be crashed (Available days)
TIME TIME DAYS
CRASH
C 7 6 1 2,000
Start Shortening the project one day at a time
D 6 2 4 6,000
and check if there can still be a reduction on the
E 9 7 2 4,500
critical path.
F 4 2 2 7,000

Shortening Activity C by one day at a cost of


Php 2,000, the length of the path will be 25 days.

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SCHOOL OF CIVIL, ENVIRONMENTAL, GEOLOGICAL ENGINEERING

ADDITIONAL SAMPLE PROBLEM


PATH 1-2-5-6 (A-B-F) = 24 DAYS
A B PATH 1-3-4-5-6 (C-D-E-F) = 26 DAYS

F C-D-E-F IS THE CRITICAL PATH


C D E

Shorten Activity E by one day at a cost of PHP


ACTIVITY
NORMAL CRASH AVAILABLE
COST PER
DAY TO
4,500, the length of the path is 24 days.
TIME TIME DAYS
CRASH
C 7 6 1 2,000 But PATH 1 is 24 days also.
D 6 2 4 6,000
E 9 7 2 4,500
Therefore, both PATH is still in the Critical Path
F 4 2 2 7,000
with the same duration. Further improvement will
be shortening each path by one (1) day.

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SCHOOL OF CIVIL, ENVIRONMENTAL, GEOLOGICAL ENGINEERING

ADDITIONAL SAMPLE PROBLEM


ACTIVITY PATH COST PER DAY TO CRASH

A NO POSSIBLE REDUCTION
B (A-B-F) 6,000
F 7,000
C NO POSSIBLE REDUCTION
D 6,000
(C-D-E-F)
E 4,500
F 7,000

Crashing Activity F will not be advantageous as it has the highest crashing cost.
However, F is on both paths, shortening it by one (1) day will shorten both paths (A-B-F) and (C-D-E-F) for a cost of PHP
7,000.00

The option will be shortening the less expensive activity (Activity B and Activity E) with cost per day of 6,000 and 4,500
respectively or a total of 10,500. (Duration at 23 days)

BUT  the indirect cost is PHP 10,000.00

At this point, no additional improvement is feasible. The cost of crashing B and E exceeds the project cost of PHP 10,000 per
day.

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SCHOOL OF CIVIL, ENVIRONMENTAL, GEOLOGICAL ENGINEERING

ADDITIONAL SAMPLE PROBLEM


PATH Length after crashing n days
N=0 1 2 3
A-B-F 24 24 24 23
C-D-E-F 26 25 24 23
ACTIVITY
CRASHED C E F
COST PHP 2,000.00 4,000.00 7,000.00
Table shown is the crashing sequence of the activities

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