Faculty of

Computer
Science

Software Project
Management
(SWE 321)

Prof. Abdel Nasser Zaied 2023 / 2024

 Reducing
Project
Completion
Time

=
 ‘Crashing’
Reducing task
durations by
increased costs

What Is 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 to the
project, which helps make tasks take less time than
what they were planned for.
 ‘Crashing’
Reducing task
durations by
increased costs

Reasons to Crash a Project

• The initial schedule may be
to optimistic.
• Market needs change and
the project is in demand
earlier than anticipated.
 ‘Crashing’
Reducing task
durations by
increased costs

Reasons to Crash a Project

• The contractual situation
provides even more
incentive to avoid schedule
delay.
 ‘Crashing’
Reducing task
durations by
increased costs

Reasons to Crash a Project

• One reason for using project crashing would be if the
project was scheduled unrealistically, and this wasn’t
clear until the project has already been executed.
• This can even happen at the planning stage if the
sponsor, customer or stakeholder insist on a due
date that isn’t feasible.
 ‘Crashing’
Reducing task
durations by
increased costs

• Crashing a project needs to balance

– Shorten a project duration
– Cost to shorten the project duration
• Crashing a project requires you to know
– Crash time of each activity (normal time – crash time)
– Crash cost of each activity (crash cost-normal cost)
Example – crashing (1)
Max weeks can be crashed
Normal weeks
5 (1)
2 6(3)
3
1
5(0)
• The critical path is 1-2-3,
• The completion time =11

• Path: 1-2-3 = 5+6=11 weeks (CP)

• Path: 1-3 = 5 weeks
Example – crashing (1)
Max weeks can be crashed
Normal weeks
5 (1)
2 6(3)
3
1
5(0)
• The critical path is 1-2-3,
how many
• The completion time =11 days can
we
“crash” it
• Path: 1-2-3 = 5+6=11 weeks (CP)
• Path: 1-3 = 5 weeks
?
Example – crashing (1)
Max weeks can be crashed
Normal weeks
5 (1)
2 6(3)
3
1
5(0)
• The critical path is 1-2-3,
how many
• The completion time =11 days can
we
“crash” it
• Path: 1-2-3 = 5+6=11 weeks (CP)
• Path: 1-3 = 5 weeks 11-5
?
Example – crashing (1)

5 (1)
2 6(3)
3
1
5(0)

The maximum time that can be crashed for:

Path 1-2-3 = 1 + 3 = 4
Path 1-3 = 0

Should we use up all these 4 weeks?

Example – crashing (1)

4(0) 3(0)
5 (1)
2 6(3)
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
Example – crashing (1)

5 (1)
2 6(3)
3
1
8(0)

What if path 1-3 has, say 8 weeks completion time?

Example – crashing (1)

Such as
5 (1)
2 6(3)
3
1
8(0)
Now, we cannot use all 4 days (Why?)
Because path 1-2-3 will not be critical path anymore as
path 1-3 would now has longest hour to finish
Example – crashing (1)

Such as
5 (1)
2 6(3)
3
1
8(0)
Now, we cannot use all 4 days (Why?)
Because path 1-2-3 will not be critical path anymore as
path 1-3 would now has longest hour to finish
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?)
Example – crashing (1)

Solution:
5 (1)
2 6(3)
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.
Example – crashing (1)

Solution:
5 (1)
2 6(3)
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
Example – crashing (1)

Solution: 4(0) 4(1)

5 (1)
2 6(3)
3
1
8(0)

Now, paths 1-2-3 and 1-3 are both critical paths

Example – crashing (1)

Solution: 4(0) 4(1)

5 (1)
2 6(3)
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
Procedure for crashing
1. Crash one time unit at a time
2. Only crashing critical path activities has any effect
on Total Project Time
3. Crash first the activity that is the cheapest to
reduce in time
4. Be aware of multiple critical paths
5. Stop crashing when:
• the crash-time is reached at every activity,
• benefits of possible crashing are lower than crashing
costs.
Example – crashing (2) Crashing
table
Activity Duration Crash Cost-slope
(label) (day) time (€/day)
a 4 2 100
b 2 1 150
c 2 1 110
d 5 3 200
e 2 1 160
f 3 2 500

Benefit of reducing TPT by one day: 400 €/day

Example – crashing (2) Solution method
Step 1: identify the critical activities
Step 2: find the critical activity with cheapest crash
cost, and if its cost slope is lower than the
daily benefit from crashing, reduce its
duration with one day. If there is no activity
to crash, or it is too costly, stop crashing
and go to step 4.
Step 3: reidentify the critical path, and go back to
step two.
Step 4: identify the newest critical path, TPT and
the total net benefit of crashing.
Example – crashing (2) 6 8 8 10
e
c
11 14
0 4 4 6

a b f
6 11

Activity (label) Duration (day)

a 4
b 2
c 2
d 5
e 2
f 3
Example – crashing (2) 6 8 8 10
e
c
11 14
0 4 4 6

a b f
6 11

Activity (label) Duration (day) Float (day)

a 4 0
b 2 0
c 2 1
d 5 0
e 2 1
f 3 0
Example – crashing (2) Crashing
Solution method table
Activity Duration Float Crash Cost-slope
(label) (day) (day) time (€/day)
a 4 0 2 100
b 2 0 1 150
c 2 1 1 110
d 5 0 3 200
e 2 1 1 160
f 3 0 2 500
Example – crashing (2) Solution method
Step 1: identify the critical activities
Step 2: find the critical activity with cheapest crash
cost, and if its cost slope is lower than the
daily benefit from crashing, reduce its
duration with one day. If there is no activity
to crash, or it is too costly, stop crashing
and go to step 4.
Step 3: reidentify the critical path, and go back to
step two.
Step 4: identify the newest critical path, TPT and
the total net benefit of crashing.
Example – crashing (2) Crashing
Solution method table
Activity Duration Float Crash Cost-slope
(label) (day) (day) time (€/day)
a 4 0 2 100
b 2 0 1 150
c 2 1 1 110
d 5 0 3 200
e 2 1 1 160
f 3 0 2 500
Example – crashing (2) Crashing
Solution method table
Activity Duration Float Crash Cost-slope
(label) (day) (day) time (€/day)
a 4 0 2 100
b 2 0 1 150
c 2 1 1 110
d 5 0 3 200
e 2 1 1 160
f 3 0 2 500
Benefit of reducing TPT by one day: 400 €/day

300 €/day
Example – crashing (2) Crashing
Solution method table
Activity Duration Float Crash Cost-slope
(label) (day) (day) time (€/day)
a 4 0 2 100
b 2 0 1 150
c 2 1 1 110
d 5 0 3 200
e 2 1 1 160
f 3 0 2 500
Benefit of reducing TPT by one day: 400 €/day

250 €/day
Example – crashing (2) Crashing
Solution method table
Activity Duration Float Crash Cost-slope
(label) (day) (day) time (€/day)
a 4 0 2 100
b 2 0 1 150
c 2 1 1 110
d 5 0 3 200
e 2 1 1 160
f 3 0 2 500
Benefit of reducing TPT by one day: 400 €/day

200 €/day
Example – crashing (2) Crashing
Solution method table
Activity Duration Float Crash Cost-slope
(label) (day) (day) time (€/day)
a 4 0 2 100
b 2 0 1 150
c 2 1 1 110
d 5 0 3 200

X
e 2 1 1 160
f 3 0 2 500
Benefit of reducing TPT by one day: 400 €/day

-100 €/day
Example – crashing (2) Crashing
Solution method table
Activity Duration Float Crash Cost-slope
(label) (day) (day) time (€/day)
a 4 0 2 100
b 2 0 1 150
c 2 1 1 110
d 5 0 3 200
e 2 1 1 160
f 3 0 2 500
Benefit of reducing TPT by one day: 400 €/day

300 €/day
 Solution method
Step 1: identify the critical activities
Step 2: find the critical activity with cheapest crash
cost, and if its cost slope is lower than the
daily benefit from crashing, reduce its
duration with one day. If there is no activity
to crash, or it is too costly, stop crashing
and go to step 4.
Step 3: reidentify the critical path, and go back to
step two.
Step 4: identify the newest critical path, TPT and
the total net benefit of crashing.
Example – crashing (2) 6 8 8 10
e
c
11 14
0 4 4 6

a b f
6 11

d
Example – crashing (2) 6 8 8 10
e
c
7 9
5 7 11 14
0 4 4 6

a b f
6 11
0 3 10 13
3 5
d
5 10

Path / normal step 1 step 2 step 3 step 4 step 5

activity
crashed – a
a-b-c-e-f 13 12

a-b-d-f 14 13
 Solution
Pathdurations
Path durations

Path / normal
normal step 11 step
step step 22 step 33
step step 44
step step 55
step
Path / activity
activity
crached
crashed – a
a-b-c-e-f 13 12
a-b-d-f 14 13
Cost: Cost: 100
–
300
Cumulated net
Cumulated
benefit: – 300
net benefit:

After crashing:
– there is one critical path and TPT is 13 days
– total benefit of crashing is €300
Example – crashing (2) 6 8 8 10
e
c
6 8
4 6 11 14
0 4 4 6

a b f
6 11
0 2 9 12
2 4
d
4 9

Path / normal step 1 step 2 step 3 step 4 step 5

activity
crashed – a a
a-b-c-e-f 13 12 11

a-b-d-f 14 13 12
 Solution
Pathdurations
Path durations

Path / normal
normal step 11 step
step step 22 step 33
step step 44
step step 55
step
Path / activity
activity
crached
crashed – a a
a-b-c-e-f 13 12 11
a-b-d-f 14 13 12
Cost: Cost: 100 100
–
300 300
Cumulated net
Cumulated
benefit: – 300 600
net benefit:

After crashing:
– there is one critical path and TPT is 12 days
– total benefit of crashing is €600
Example – crashing (2) 6 8 8 10
e
c
5 7
3 5 11 14
0 4 4 6

a b f
6 11
0 2 8 11
2 3
d
3 8

Path / normal step 1 step 2 step 3 step 4 step 5

activity
crashed – a a b
a-b-c-e-f 13 12 11 10

a-b-d-f 14 13 12 11
 Solution
Pathdurations
Path durations

Path / normal
normal step 11 step
step step 22 step 33
step step 44
step step 55
step
Path / activity
activity
crached
crashed – a a b
a-b-c-e-f 13 12 11 10
a-b-d-f 14 13 12 11
Cost: Cost: 100 100 150
–
300 300 250
Cumulated net
Cumulated
benefit: – 300 600 850
net benefit:

After crashing:
– there is one critical path and TPT is 11 days
– total benefit of crashing is €850
Example – crashing (2) 6 8 8 10
e
c
5 7
3 5 11 14
0 4 4 6

a b f
6 11
0 2 7 10
2 3
d
3 7

Path / normal step 1 step 2 step 3 step 4 step 5

activity
crashed – a a b d
a-b-c-e-f 13 12 11 10 10

a-b-d-f 14 13 12 11 10
 Solution
Pathdurations
Path durations

Path / normal
normal step 11 step
step step 22 step 33
step step 44
step step 55
step
Path / activity
activity
crached
crashed – a a b d
a-b-c-e-f 13 12 11 10 10
a-b-d-f 14 13 12 11 10
Cost: Cost: 100 100 150 200
–
300 300 250 200
Cumulated net
Cumulated
benefit: – 300 600 850 1050
net benefit:

After crashing:
– there are two critical paths and TPT is 10 days
– total benefit of crashing is €1050
Example – crashing (2) Solution method
Step 1: identify the critical activities
Step 2: find the critical activity with cheapest crash
cost, and if its cost slope is lower than the
daily benefit from crashing, reduce its
duration with one day. If there is no activity
to crash, or it is too costly, stop crashing
and go to step 4.
Step 3: reidentify the critical path, and go back to
step two.
Step 4: identify the newest critical path, TPT and
the total net benefit of crashing.
Example – crashing (2) 6 8 8 10
e
c
5 7
3 5 11 14
0 4 4 6

a b f
6 11
0 2 7 10
2 3
d
3 7

Activity Duration Float Crash time Cost-slope

a 4 0 2 100
b 2 0 1 150
c 2 1 1 110
d 5 (4) 0 3 200
e 2 1 1 160
f 3 0 2 500
Example – crashing (2) 6 8 8 10
e
c
5 7
3 5 11 14
0 4 4 6

a b f
6 11
0 2 7 10
2 3
d
3 7

Activity Duration Float Crash time Cost-slope

a 4 0 2 100
b 2 0 1 150
c 2 1 1 110
d 5 (4) 0 3 200
e 2 1 1 160
f 3 0 2 500
Example – crashing (2) 6 8 8 10
e
c
5 7
3 5 11 14
0 4 4 6

a b f
6 11
0 2 7 10
2 3
d
3 7

Activity Duration Float Crash time Cost-slope

a 4 0 2 100
b 2 0 1 150
c 2 1 1 110
d 5 (4) 0 3 200
e 2 1 1 160
f 3 0 2 500
Example – crashing (2) 6 8 8 10
e
c
4 6
3 4 11 14
0 4 4 6

a b f
6 11
0 2 6 9
2 3
d
3 6

Path / normal step 1 step 2 step 3 step 4 step 5

activity
crashed – a a b d d,c
a-b-c-e-f 13 12 11 10 10 9

a-b-d-f 14 13 12 11 10 9
 Solution
Pathdurations
Path durations

Path / normal
N. Stepstep 1
Step step
Step2 Step
step 3StepstepStep
4 step 5
Step
Path / activity
activity 1 2 3 4 5 6 7
crached
crashed – a a b d d,c
a-b-c-e-f 13 12 11 10 10 9

a-b-d-f 14 13 12 11 10 9
Cost:
Cost: 100 100 150 200 310
–
Cumulated net 300 300 250 200 90
benefit:
Cumulated
– 300 600 800 1050 1140
net benefit:

After crashing:
– there are two critical paths and TPT is 9 days
– total benefit of crashing is €1140
Example – crashing (2) 6 8 8 10
e
c
4 5
3 4 11 14
0 4 4 6

a b f
6 11
0 2 5 8
2 3
d
3 5

Path / N. Step Step Step Step Step Step Step

activity 1 2 3 4 5 6 7
crashed – a a b d d,c d,e
a-b-c-e-f 13 12 11 10 10 9 8
a-b-d-f 14 13 12 11 10 9 8
 Solution
Pathdurations
Path durations

Path / normal
N. Stepstep 1
Step step
Step2 Step
step 3StepstepStep
4 step 5
Step
Path / activity
activity 1 2 3 4 5 6 7
crached
crashed – a a b d d,c d,e
a-b-c-e-f 13 12 11 10 10 9 8
a-b-d-f 14 13 12 11 10 9 8
Cost:
Cost: 100 100 150 200 310 360
–
Cumulated net 300 300 250 200 90 40
benefit:
Cumulated
– 300 600 800 1050 1140 1180
net benefit:

After crashing:
– there are two critical paths and TPT is 8 days
– total benefit of crashing is €1180
Example – crashing (2) 6 8 8 10
e
c
4 5
3 4 11 14
0 4 4 6

a b f
6 11
0 2 5 7
2 3
d
3 5

Path / N. Step Step Step Step Step Step Step

activity 1 2 3 4 5 6 7
crashed – a a b d d,c d,e f
a-b-c-e-f 13 12 11 10 10 9 8 7
a-b-d-f 14 13 12 11 10 9 8 7
 Solution
Pathdurations
Path durations

Path / normal
N. Stepstep 1
Step step
Step2 Step
step 3StepstepStep
4 step
Step5
Path / activity
activity 1 2 3 4 5 6 7
crached
crashed – a a b d d,c d,e f
a-b-c-e-f 13 12 11 10 10 9 8 7
a-b-d-f 14 13 12 11 10 9 8 7
Cost:
Cost: 100 100 150 200 310 350 500
–
300 300 250 200 90 50 -100

X
Cumulated net
benefit:
Cumulated
– 300 600 800 1050 1140 1180 1080
net benefit:

After crashing:
– there are two critical paths and TPT is 7 days
– total benefit of crashing is €1080
 Solution
Pathdurations
Path durations

Path / normal
N. Stepstep 1
Step step
Step2 Step
step 3StepstepStep
4 step 5
Path / activity Stop
activity 1 2 3 4 5 6
crached
crashed – a a b d d,c d,e
a-b-c-e-f 13 12 11 10 10 9 8
a-b-d-f 14 13 12 11 10 9 8

Stop
Cost:
Cost: 100 100 150 200 310 360
–
Cumulated net 300 300 250 200 90 40
benefit:
Cumulated
– 300 600 800 1050 1140 1180
net benefit:

After crashing:
– there are two critical paths and TPT is 8 days
– total benefit of crashing is €1180
Example – crashing (3) Reducing the Time of a
Project (crashing)

Immediate Durat
Activity Description
Predecessor (week
A Develop product specifications None 4
B Design manufacturing process A 6
C Source & purchase materials A 3
D Source & purchase tooling & equipment B 6
E Receive & install tooling & equipment D 14
F Receive materials C 5
G Pilot production run E&F 2
H Evaluate product design G 2
I Evaluate process performance G 3
J Write documentation report H&I 4
K Transition to manufacturing J 2
Example – crashing (3) Reducing the Time of a
Project (crashing)
Example – crashing (3) Reducing the Time of a
Project (crashing)
Example – crashing (3) Reducing the Time of a
Project (crashing)
Normal Time Normal Cost Crash Cost
Activity Crash Time
(wk) ($) ($)
A 4 8,000 3 11,000

B 6 30,000 5 35,000
C 3 6,000 3 6,000
D 4 24,000 2 28,000
E 14 60,000 12 72,000
F 5 5,000 4 6,500
G 2 6,000 2 6,000
H 2 4,000 2 4,000
I 3 4,000 2 5,000
J 4 4,000 2 6,400
K 2 5,000 2 5,000
Example – crashing (3) Reducing the Time of a
Project (crashing)
Normal
Normal Crash Crash Max. weeks Reduce cost
Activity Time
Cost ($) Time Cost ($) of reduction per week
(wk)
A 4 8,000 3 11,000 1
B 6 30,000 5 35,000
C 3 6,000 3 6,000
D 4 24,000 2 28,000
E 14 60,000 12 72,000
F 5 5,000 4 6,500
G 2 6,000 2 6,000
H 2 4,000 2 4,000
I 3 4,000 2 5,000
J 4 4,000 2 6,400
K 2 5,000 2 5,000
Example – crashing (3) Reducing the Time of a
Project (crashing)
Normal
Normal Crash Crash Max. weeks Reduce cost
Activity Time
Cost ($) Time Cost ($) of reduction per week
(wk)
A 4 8,000 3 11,000 1
B 6 30,000 5 35,000 1
C 3 6,000 3 6,000 0
D 4 24,000 2 28,000 2
E 14 60,000 12 72,000 2
F 5 5,000 4 6,500 1
G 2 6,000 2 6,000 0
H 2 4,000 2 4,000 0
I 3 4,000 2 5,000 1
J 4 4,000 2 6,400 2
K 2 5,000 2 5,000 0
Example – crashing (3) Reducing the Time of a
Project (crashing)
Normal Time Normal Cost Crash Cost
Activity Crash Time
(wk) ($) ($)
A 4 8,000 3 11,000
B 6 30,000 5 35,000
C 3 6,000 3 6,000
D 4 24,000 2 28,000
E 14 60,000 12 72,000
F 5 5,000 4 6,500
G 2 6,000 2 6,000
H 2 4,000 2 4,000
I 3 4,000 2 5,000
J 4 4,000 2 6,400
K 2 5,000 2 5,000
Example – crashing (3) Reducing the Time of a
Project (crashing)
Normal
Normal Crash Crash Max. weeks Reduce cost
Activity Time
Cost ($) Time Cost ($) of reduction per week
(wk)
A 4 8,000 3 11,000 1 3,000
B 6 30,000 5 35,000 1
C 3 6,000 3 6,000 0
D 4 24,000 2 28,000 2
E 14 60,000 12 72,000 2
F 5 5,000 4 6,500 1
G 2 6,000 2 6,000 0
H 2 4,000 2 4,000 0
I 3 4,000 2 5,000 1
J 4 4,000 2 6,400 2
K 2 5,000 2 5,000 0
Example – crashing (3) Reducing the Time of a
Project (crashing)
Normal
Normal Crash Crash Max. weeks Reduce cost
Activity Time
Cost ($) Time Cost ($) of reduction per week
(wk)
A 4 8,000 3 11,000 1 3,000
B 6 30,000 5 35,000 1 5,000
C 3 6,000 3 6,000 0 0
D 4 24,000 2 28,000 2 2,000
E 14 60,000 12 72,000 2 6,000
F 5 5,000 4 6,500 1 1500
G 2 6,000 2 6,000 0 0
H 2 4,000 2 4,000 0 0
I 3 4,000 2 5,000 1 1,000
J 4 4,000 2 6,400 2 1,200
K 2 5,000 2 5,000 0 0
Example – crashing (3) Reducing the Time of a
Project (crashing)
Normal
Normal Crash Crash Max. weeks Reduce cost
Activity Time
Cost ($) Time Cost ($) of reduction per week
(wk)
A 4 8,000 3 11,000 1 3,000
B 6 30,000 5 35,000 1 5,000
C 3 6,000 3 6,000 0 0
D 4 24,000 2 28,000 2 2,000
E 14 60,000 12 72,000 2 6,000
F 5 5,000 4 6,500 1 1500
G 2 6,000 2 6,000 0 0
H 2 4,000 2 4,000 0 0
I 3 4,000 2 5,000 1 1,000
J 4 4,000 2 6,400 2 1,200
K 2 5,000 2 5,000 0 0
Example – crashing (3) Reducing the Time of a
Project (crashing)
Max. Reduce
Activity weeks of cost per
reduction week
A 1 3,000
B 1 5,000
C 0 0
D 2 2,000
E 2 6,000
F 1 1500
G 0 0
H 0 0
I 1 1,000
J 2 1,200
K 0 0
Example – crashing (3) Reducing the Time of a
Project (crashing)
Max. Reduce
Activity weeks of cost per
reduction week
A 1 3,000
B 1 5,000
C 0 0
D 2 2,000
E 2 6,000
F 1 1500
G 0 0
H 0 0
I 1 1,000
J 2 1,200
K 0 0
Example – crashing (3) Reducing the Time of a
Project (crashing)
Max. Reduce
Activity

A
weeks of
reduction
1
cost per
week
3,000
X
B 1 5,000
C 0 0
D 2 2,000
E 2 6,000
F 1 1500
G 0 0
H 0 0
I 1 1,000
J 2 1,200
K 0 0
Example – crashing (3) Reducing the Time of a
Project (crashing)
Max. Reduce
Activity

A
weeks of
reduction
1
cost per
week
3,000
X
B 1 5,000
C 0 0
D 2 2,000
E 2 6,000
F 1 1500
G 0 0
H 0 0
I 1 1,000
J 2 1,200
K 0 0
Example – crashing (3) Reducing the Time of a
Project (crashing)
Max. Reduce
Activity weeks of cost per
reduction week
A 1 3,000
B 1 5,000
C 0 0
D 2 2,000
E 2 6,000
F 1 1500
G 0 0
H 0 0
I 1 1,000
J 2 1,200 2
K 0 0 2400
Example – crashing (3) Reducing the Time of a
Project (crashing)
Max. Reduce
Activity weeks of cost per
reduction week
A 1 3,000
B 1 5,000
C 0 0
D 2 2,000
E 2 6,000
F 1 1500
G 0 0
H 0 0
I 1 1,000
J 2 1,200
K 0 0
Example – crashing (3) Reducing the Time of a
Project (crashing)
Max. Reduce
Activity weeks of cost per 4 + 6 + 4 + 14 = 28
reduction week
A 1 3,000
B 1 5,000
C 0 0
D 2 2,000
E 2 6,000
F 1 1500
G 0 0
H 0 0
I 1 1,000
J 2 1,200
K 0 0
Example – crashing (3) Reducing the Time of a
Project (crashing)
Max. Reduce
Activity weeks of cost per 4 + 6 + 4 + 14 = 28
reduction week
A 1 3,000
B 1 5,000
C 0 0
D 2 2,000
E 2 6,000
F 1 1500
G 0 0
H 0 0 4 + 3 + 5 = 12
I 1 1,000
J 2 1,200
K 0 0
Example – crashing (3) Reducing the Time of a
Project (crashing)
Max. Reduce
Activity weeks of cost per 4 + 6 + 4 + 14 = 28 16
reduction week
A 1 3,000
B 1 5,000
C 0 0
D 2 2,000
E 2 6,000
F 1 1500
G 0 0
H 0 0 4 + 3 + 5 = 12
I 1 1,000
J 2 1,200
K 0 0
Example – crashing (3) Reducing the Time of a
Project (crashing)
Max. Reduce
Activity weeks of cost per 4 + 6 + 4 + 14 = 28 16
reduction week
A 1 3,000
B 1 5,000
C 0 0
D 2 2,000
E 2 6,000
F 1 1500
G 0 0
H 0 0 4 + 3 + 5 = 12
I 1 1,000
J 2 1,200
K 0 0
Example – crashing (3) Reducing the Time of a
Project (crashing)
Max. Reduce
Activity weeks of cost per 4 + 6 + 4 + 14 = 28 16
reduction week
A 1 3,000
B 1 5,000
C 0 0
D 2 2,000
E 2 6,000
F 1 1500
G 0 0
H 0 0 4 + 3 + 5 = 12
I 1 1,000
J 2 1,200
K 0 0
Example – crashing (3) Reducing the Time of a
Project (crashing)
Max. Reduce
Activity weeks of cost per 4 + 6 + 4 + 14 = 28 16
reduction week
A 1 3,000
B 1 5,000
C 0 0
D 2 2,000
E 2 6,000
F 1 1500
G 0 0
H 0 0 4 + 3 + 5 = 12
I 1 1,000
J 2 1,200
K 0 0
Example – crashing (3) Reducing the Time of a
Project (crashing)
Max. Reduce
Activity weeks of cost per 4 + 6 + 4 + 14 = 28 16
reduction week
A 1 3,000
B 1 5,000
C 0 0
D 2 2,000
E 2 6,000
F 1 1500
G 0 0
H 0 0 4 + 3 + 5 = 12
I 1 1,000 5
J 2 1,200 21000
K 0 0
2400
23400
Example – crashing (3) Reducing the Time of a
Project (crashing)
Max. Reduce
Activity weeks of cost per
reduction week
A 1 3,000
B 1 5,000
C 0 0
D 2 2,000
E 2 6,000
F 1 1500
G 0 0
H 0 0
I 1 1,000 1
J 2 1,200 3000
K 0 0
23400
26400
Example – crashing (3) Reducing the Time of a
Project (crashing)
1 2 2

1 2

36 – 8 = 28 weeks
Example – crashing (3) Reducing the Time of a
Project (crashing)
1 2 2

1 2

• TPT = 28 weeks Benefit of reducing

TPT by one week:
• Total crashing cost = 26400 ($) 7500 $/week
Example – crashing (3) Reducing the Time of a
Project (crashing)
1 2 2

1 2

• TPT = 28 weeks 60000-26400

• Total crashing cost = 26400 ($) 33600 $

Example – crashing (3) Reducing the Time of a
Project (crashing)
1 2 2

1 2

Benefit of reducing TPT by one week:

2500 $/day ?
Example – crashing (3) Reducing the Time of a
Project (crashing)
1 2 2

1 2

• TPT = 28 weeks 20000-26400

• Total crashing cost = 26400 ($) - 6400 $

Example – crashing (3) Reducing the Time of a
Project (crashing)
Max. Reduce
Activity weeks of cost per
reduction week
A 1 3,000
B 1 5,000
C 0 0
D 2 2,000 Benefit of
E 2 6,000
reducing TPT by
F 1 1500
one week:
G 0 0
H 0 0 2500 $/week
I 1 1,000
J 2 1,200
K 0 0
Example – crashing (3) Reducing the Time of a
Project (crashing)
1 2 2

X X
X 1 2

• TPT = 36 – 4 = 32 weeks
• Total crashing cost = 2400 + 4000 = 6400 ($)
Example – crashing (3) Reducing the Time of a
Project (crashing)
1 2 2

X X
X 1 2

10000-6400

• TPT = 36 – 4 = 32 weeks 3600 $

• Total crashing cost = 2400 + 4000 = 6400 ($)
Example – crashing (3) Reducing the Time of a
Project (crashing)
1 2 2

X X
1 2

• TPT = 36 – 5 = 31 weeks
• Total crashing cost = 6400 + 3000 = 9400 ($)
Example – crashing (3) Reducing the Time of a
Project (crashing)
1 2 2

X X
1 2

12500-9400

• TPT = 36 – 5 = 31 weeks 3100 $

• Total crashing cost = 6400 + 3000 = 9400 ($)
Example – crashing (3) Reducing the Time of a
Project (crashing)
1 2 2

X
1 2

• TPT = 36 – 6 = 30 weeks
• Total crashing cost = 9400 + 5000 = 13400 ($)
Example – crashing (3) Reducing the Time of a
Project (crashing)
1 2 2

X
1 2

15000-13400

• TPT = 36 – 6 = 30 weeks 1600 $

• Total crashing cost = 9400 + 5000 = 13400 ($)
Example – crashing (3) Reducing the Time of a
Project (crashing)
1 2 1

1 2

• TPT = 36 – 7 = 29 weeks
• Total crashing cost = 13400 + 6000 = 19400 ($)
Example – crashing (3) Reducing the Time of a
Project (crashing)
1 2 1

1 2

17500-19400

• TPT = 36 – 7 = 29 weeks -1900 $

• Total crashing cost = 13400 + 6000 = 19400 ($)
Example – crashing (3) Reducing the Time of a
15000-13400
Project (crashing)
1 2 2 1600 $
X X
1
X X 2

• TPT = 36 – 6 = 30 weeks

• Total crashing cost = 9400 + 5000 = 13400 ($)

Example – crashing (4) Reducing the Time of a
Project (crashing)

Determine a crashing scheme for

the above project so that the total
project time is reduced by 3 weeks.
Example – crashing (4) Reducing the Time of a
Project (crashing)
Example – crashing (4) Reducing the Time of a
Project (crashing)
Example – crashing (4) Reducing the Time of a
Project (crashing)

A, B, D and F.
Example – crashing (4) Reducing the Time of a
Project (crashing)

A, B, D and F.

A, C, E, G and H.
Example – crashing (4) Reducing the Time of a
Project (crashing)

A, B, D and F.

A, C, E, G and H.

Therefore Path II is the critical path and

the critical activities are A, C, E, G and H.
Example – crashing (4) Reducing the Time of a
Project (crashing)

A, B, D and F.

A, C, E, G and H.

Therefore Path II is the critical path and

the critical activities are A, C, E, G and H.
Example – crashing (4) Reducing the Time of a
Project (crashing)

If a critical activity is delayed, it will delay the whole project.

Because of this reason, we have to select a critical activity for
crashing.

Here we have to choose one of the activities A, C, E, G and H

Example – crashing (4) Reducing the Time of a
Project (crashing)

• Given that the normal time of activity A is 4 weeks while its crash
time is 3 weeks.
• The normal cost of this activity is LE. 8,000 whereas the crash cost
is LE. 9,000.
• From this, we see that crashing of activity A by one week will cost
the management an extra amount of LE. 1,000.
• In a similar way, we can work out the crash cost per unit time for
the other activities also.
Example – crashing (4) Reducing the Time of a
Project (crashing)
Example – crashing (4) Reducing the Time of a
Project (crashing)
Example – crashing (4) Reducing the Time of a
Project (crashing)

X
3 3

Now the time for A or C cannot be reduced further.

Therefore, we have to consider E, G and H for crashing.

Among them, E has the least crash cost per unit time.
E=1 , G=6 and H=3
Hence we reduce the time of E by one week with an extra
cost of LE. 1,000.
Example – crashing (4) Reducing the Time of a
Project (crashing)
By the given condition, we have
to reduce the project time by 3
weeks. Since this has been
accomplished, we stop with this
step.
Example – crashing (4) Reducing the Time of a
Project (crashing)
By the given condition, we have
to reduce the project time by 3
weeks. Since this has been
accomplished, we stop with this
step.

Result
• Reduce the time of A, C and E by one week each.
• Project time after crashing is 22 weeks.
• Extra amount required = 1,000 + 1,000 + 1,000 =
= 3,000 LE
Example – crashing (5) Reducing the Time of a
Project (crashing)
The network and table given below summarize the time-cost
information for the activities. The owner wants to finish the project
in 110 days. Find the minimum possible cost for the project if you
want to finish it on 110 days.
Example – crashing (5) Reducing the Time of a
Project (crashing)
The network and table given below summarize the time-cost
information for the activities. The owner wants to finish the project
in 110 days. Find the minimum possible cost for the project if you
want to finish it on 110 days.
Example – crashing (5) Reducing the Time of a
Project (crashing)
The network and table given below summarize the time-cost
information for the activities. The owner wants to finish the project
in 110 days. Find the minimum possible cost for the project if you
want to finish it on 110 days.

20 days $100/day
5 days $200/day
10 days $600/day
10 days $60/day
10 days $120/day
15 days $300/day
Example – crashing (5) Reducing the Time of a
Project (crashing)

• A = 120 days
• B-C-D-E = 140 days
• B-F-E = 130 days
• The normal cost for the project = $48300
• The normal duration = 140 days.
• Critical path = B-C-D-E
Example – crashing (5) Reducing the Time of a
Project (crashing)

140 days

130 days
Example – crashing (5) Reducing the Time of a
Project (crashing)

• Overall duration is 130 days and there are multiple

critical paths (B-F-E and B-C-D-E).
• Total project cost at this duration is the normal cost of
$48300 plus the cost of crashing the activity D by 10
days (60 * 10 = $600) for a total of $48900 (48300+600)
Example – crashing (5) Reducing the Time of a
Project (crashing)

130 days

120 days
Example – crashing (5) Reducing the Time of a
Project (crashing)

120 days
• Crashing the activity E by 10 days (120 * 10 = $1200).
• The project duration is now 120 days
• The total project cost is $50100 (48300+600+1200).
• There are now three critical paths (A, B-C-D-E, and B-F-E).
Example – crashing (5) Reducing the Time of a
Project (crashing)

120 days
115 days
120 days

120 days
Example – crashing (5) Reducing the Time of a
Project (crashing)

115 days
• Activity A is paired with each of the other activities to determine
which has the least overall cost slope for those activities which
have remaining days to be crashed.

• Activity A ($100) + activity B ($200) = 300

Example – crashing (5) Reducing the Time of a
Project (crashing)

115 days
• Activity A is paired with each of the other activities to determine
which has the least overall cost slope for those activities which
have remaining days to be crashed.
• Activity A ($100) + activity C ($600) + activity F ($300)

• = 1000
Example – crashing (5) Reducing the Time of a
Project (crashing)

• The least-cost slope will be activity A + activity B for a cost

increase of $300 per day.
• Reducing the project duration by 5 days will add 5*300 = $1500
dollar crashing cost and the total project cost would be $51600.
• Activity B can not be crashed any more.
Example – crashing (5) Reducing the Time of a
Project (crashing)

115 days

• Final step in crashing the project to 110 days would be

accomplished by reducing the duration of activity A by 5 days to
110 days, reducing activity C by 5 days to 35 days, and reducing
activity F by 5 days to 55 days. The cost reduction of activities A,
C, & F = $1000 per day, $5000 for 5 days of reduction.
Example – crashing (5) Reducing the Time of a
Project (crashing)

• The total project cost for the crashed schedule to 110 days of
duration would be $56600.
• $48300 + $600 + $1200 + $1500 + $5000

• $48300 + $48900 + $50100 + $51600 + $56600

Example – crashing (6)
Table shows the normal time & cost and crash time & cost of the
various activities in a project. Find the optimum duration and
minimum project cost, assuming the indirect cost of the project
as $ 200/week.
Normal Time Normal Crash Time Crash
Activity (weeks) Cost ($) (weeks) Cost/week ($)
1-2 7 700 4 50
1-3 5 500 3 100
1-4 8 600 5 200
2-5 9 800 7 225
3-5 5 700 3 150
3-6 6 1100 5 200
4-6 7 1200 5 125
5-7 2 400 1 100
6-7 3 500 2 350
Total: 6500
Example – crashing (6)
Critical Paths:
1-2-5-7 : Project completion 18 weeks
1-4-6-7 : Project completion 18 weeks
Example – crashing (6)

Project completion time and cost:

• Project completion time =18 weeks
• Project completion cost = Normal cost +Indirect cost for
18 weeks
= 6500 + (18 x 200)
= $ 10,100
Example – crashing (6)
Critical Paths:
1-2-5-7 : Project completion 18 weeks
1-4-6-7 : Project completion 18 weeks

Normal Time Normal Crash Time Crashing Cost

Activity (weeks) Cost ($) (weeks) weeks Slope
1-2 7 700 4 3 50
1-3 5 500 3 2 100
1-4 8 600 5 3 200
2-5 9 800 7 2 225
3-5 5 700 3 2 150
3-6 6 1100 5 1 200
4-6 7 1200 5 2 125
5-7 2 400 1 1 100
6-7 3 500 2 1 350
Total: 6500
Example – crashing (6)
Critical Paths:
1-2-5-7 : Project completion 18 weeks
1-4-6-7 : Project completion 18 weeks

2-5 2 225
1-2 3 50

1-3 2 100 3-5 2 150 5-7 1 100

1-4 3 200 3-6 1 200 6-7 1 350

4-6 2 125

Find the optimum duration and minimum project cost, assuming

the indirect cost of the project as $ 200/week.
Example – crashing (6)
Parallel Crashing:
We have two following critical paths:
1-2-5-7 : Project completion 18 weeks
1-4-6-7 : Project completion 18 weeks

2 X 50

2 x 125
Example – crashing (6)
Critical Paths:
1-2-5-7 : Project completion 16 weeks
1-4-6-7 : Project completion 16 weeks
Example – crashing (6)

New project completion time and cost:

• Project completion time =16 weeks
• Project completion cost = Cost obtained in normal case
− Indirect cost for 2 weeks
+ Cost slope of activity 1-2 for 2
weeks
+ Cost slope of activity 4-6 for 2
weeks

= 10,100
– (2 x 200)
$ 50 + (2 x 50) + (2 x125)
= $ 10,050
 Critical Paths:
Example – crashing (6) 1-2-5-7 : Project completion 16 weeks
1-4-6-7 : Project completion 16 weeks

Parallel Crashing
2-5 2 225
1-2 1 50

1-3 2 100 3-5 2 150 5-7 1 100

1-4 3 200 3-6 1 200 6-7 1 350

4-6
X 2 125
 Critical Paths:
Example – crashing (6) 1-2-5-7 : Project completion 16 weeks
1-4-6-7 : Project completion 16 weeks

Parallel Crashing
1 x 50

1 x 200
Example – crashing (6)

New project completion time and cost:

• Project completion time =15 weeks
• Project completion cost = Cost obtained in last step
− Indirect cost for 1 weeks
+ Cost slope of activity 1-2 for 1
week
+ Cost slope of activity 1-4 for 1
week

= 10,050
– (1 x 200)
+ (1 x 50) + (1 x 200)
= $ 10,100
Example – crashing (6)

We can conclude that, by iteration-2 the Project

cost increases than in iteration-1.
So;
• Optimum project completion time =16 weeks
• Minimum project cost​ = $.10,050​