Chapter 6 - Project Crashing

Project Scheduling: Lagging,
Crashing, and Activity

Networks
10-01
Chapter 10 Learning Objectives

After completing this chapter, students will be able to:
Apply lag relationships to project activities.
Construct and comprehend Gantt charts.
Recognize alternative means to accelerate projects,
including their benefits and drawbacks.
Understand the trade-offs required in the decision to crash
project activities.
Develop activity networks using Activity-on-Arrow
techniques.
Understand the differences in AON and AOA and
recognize the advantages and disadvantages of each
technique.
Copyright 2013 Pearson Education
10-02
Lags in Precedence Relationships

The logical relationship between the start and
finish of one activity and the start and finish of
another activity.
Four logical relationships between tasks
1. Finish to Start
2. Finish to Finish
3. Start to Start
4. Start to Finish
10-03
Finish to Start Lag

Most common type of sequencing
Shown on the line joining the modes
Added during forward pass
Subtracted during backward pass
0
A
6
Spec Design
6
6
B
11
Design Check
5
Lag 4
15
C
22
Blueprinting
7
10-04
Finish to Finish Lag

Two activities share a similar completion point
The mechanical inspection cannot happen until wiring,
plumbing, and HVAC installation are complete
15
D
Wiring
6
21
10
A
16
Plumbing
6
Lag 3
16
B
HVAC
5
21
21
C
22
Inspection
1
10-05
Start to Start Lag
30
D
Wiring
6
36
Lag 3
31
A
33
Plumbing
6
33
B
HVAC
5
36
36
C
37
Inspection
1
10-06
Start to Finish Lag

Least common type of lag relationship
Successors finish dependent on
predecessors start
30
D
Wiring
6
36
22
A
28
Plumbing
6
Lag 3
28
B
HVAC
5
33
33
C
34
Inspection
1
10-07
Gantt Charts
Establish a time-phased network
Can be used as a tracking tool
Benefits of Gantt charts

1. Easy to create and comprehend
2. Identify the schedule baseline network
3. Allow for updating and control
4. Identify resource needs
10-08
Completed Gantt Chart for Project Delta
FIGURE 10.8
10-9
Gantt Chart for Project Delta with

Critical Path Highlighted
FIGURE 10.9
10-10
Gantt Chart with Resources Specified
FIGURE 10.10
10-11
Gantt Chart with Lag Relationships
FIGURE 10.11
10-12
Crashing
The process of accelerating a project
Principal methods for crashing

Improving existing resources productivity
Changing work methods
Compromise quality and/or reduce project scope
Institute fast-tracking
Work overtime
Increasing the quantity of resources
10-13
Managerial Considerations
Determine activity fixed and variable costs
The crash point is the fully expedited activity
Optimize time-cost tradeoffs

Shorten activities on the critical path
Cease crashing when

the target completion time is reached
the crashing cost exceeds the penalty cost
10-14
Project Activities and Costs

Normal
Crashed
Activity
Duration
5 days
$ 1,000
3 days
$ 1,500
7 days
700
6 days
1,000
3 days
2,500
2 days
4,000
5 days
1,500
5 days
1,500
9 days
3,750
6 days
9,000
4 days
1,600
3 days
2,500
6 days
2,400
4 days
3,000
8 days
9,000
5 days
15,000
Total costs
Cost
$22,450
Duration
Cost
$37,500
Table 10.1
10-15
FIGURE 10.14 TimeCost Trade-Offs for Crashing Activities

10-16
FIGURE 10.15 Fully Crashed Project Activity Network

10-17
FIGURE 10.16 Relationship Between Cost and Days Saved in a Crashed Project
10-18
Activity on Arrow Networks

Activities represented by arrows
Widely used in construction
Event nodes easy to flag
Forward and backward pass logic similar to AON

Two activities may not begin and end at common
nodes
Dummy activities may be required
10-19
Notation for Activity-on-Arrow (AOA)

Networks
FIGURE 10.18
10-20
Sample Network Diagram Using AOA

Approach
FIGURE 10.19
10-21
Representing Activities with Two or More

Immediate Successors(Wrong)
FIGURE 10.20A
10-22
Alternative Way to Represent Activities

with Two or More Immediate Successors
(Wrong)
FIGURE 10.20B
10-23
Representing Activities with Two or More

Immediate Successors Using Dummy
Activities (Better)
FIGURE 10.20C
10-24
Partial Project Delta Network Using AOA

Notation
FIGURE 10.21
10-25
Completed Project Delta AOA Network
FIGURE 10.22
10-26
Project Delta Forward Pass Using AOA

Network
FIGURE 10.23
10-27
Project Delta Backward Pass Using AOA

Network
FIGURE 10.24
10-28
Controversies in the Use of Networks

Networks can be too complex
Poor network construction creates problems
Networks may be used inappropriately
When employing subcontractors

The master network must be available to them
All sub-networks must use common methods
Positive bias exists in PERT networks
10-29
Summary
1.
2.
3.
4.
5.
6.
Apply lag relationships to project activities.

Construct and comprehend Gantt charts.
Recognize alternative means to accelerate projects,
including their benefits and drawbacks.
Understand the trade-offs required in the decision to
crash project activities.
Develop activity networks using Activity-on-Arrow
techniques.
Understand the differences in AON and AOA and
recognize the advantages and disadvantages of each
technique.
10-30
Crashing Example 1
Crashing Example 1
Cost per time period is =
Crash cost- Normal cost

Normal time-crash time
Crashing Example 1
Activity A$ 6,000 per week
Activity B$10,000 per week

Activity C$ 5,000 per week
Activity D$ 6,000 per week
Normal Project Duration is 18 weeks
Normal Project Costs is $ 200,000
Crashing Example 1
Reduce Project duration to 17 weeks
Critical path ?
Lowest costs ?
Outcome
Project Duration = 17 weeks
Project Costs = $ 205,000
Crashing Example 1
Critical path ?
Lowest costs ?
Outcome
Crashing Example 1
Critical path ?
Lowest costs ?
Outcome
Crashing Example 2
Calculate the minimum extra costs if the project is to be speeded up to 12 weeks
B
8
13
13
11
13
13
13
13
E
5
18
18
laluan kritikal
Rajah : Rangkaian dengan jangkamasa normal
8-37
Crashing Example 2
Jadual 5
Aktiviti
A
B
C
D
E
Normal
Duration
5
8
6
4
5
Normal
Cost ($)
2000
2500
3000
2000
1000
Crash
Duration
3
2
4
4
3
Crash
Cost ($)
2400
4500
4500
2000
3500
Rate
$/week
200
333
750
1250
Mix
compression
(weeks)
2
6
2
2
Rate ($/week) = crash cost - normal cost

normal time-crash time
8-38
Crashing Example 2
Ist compression
(crash A 1 minggu)
4
B
8
12
12
10
12
17
12
12
17
11
laluan kritikal
12
8-39
Crashing Example 2
(crash A 1 minggu)
3
B
8
11
11
11
D
7
7
4
11
11
16
16
laluan kritikal
11
8-40
Crashing Example 2
2nd compression
(crash B-1 minggu)
3
B
7
10
10
10
10
10
10
E
5
15
15
laluan kritikal
8-41
Crashing Example 2
(crash B-1 minggu)
B
6
9
9
14
14
laluan kritikal
8-42
Crashing Example 2
3rd compression
(crash B-1 minggu dan C-1 minggu)
B
5
E
5
13
13
laluan kritikal
8-43
Crashing Example 2
(crash B-1 minggu dan C-1 minggu)
3
B
4
7
7
E
5
12
12
laluan kritikal
8-44
Crashing Example 2
Jadual 6
Pendekkan A
Pendekkan B
Pendekkan B, C
Jumlah
Jumlah kos ($)
Masa dijimat
(minggu)
Kos
tambahan/minggu
Duration
(minggu)
400
666
2166
3232
2
2
2
200
333
1083
16
14
12
8-45

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Project Scheduling: Lagging,

Crashing, and Activity

Chapter 10 Learning Objectives

Lags in Precedence Relationships

Finish to Start Lag

Copyright 2013 Pearson Education

Finish to Finish Lag

plumbing, and HVAC installation are complete

Copyright 2013 Pearson Education

Start to Start Lag

Start to Finish Lag

Can be used as a tracking tool

Benefits of Gantt charts

Copyright 2013 Pearson Education

Completed Gantt Chart for Project Delta

Gantt Chart for Project Delta with

Gantt Chart with Resources Specified

Gantt Chart with Lag Relationships

Principal methods for crashing

Optimize time-cost tradeoffs

Cease crashing when

Copyright 2013 Pearson Education

Project Activities and Costs

Copyright 2013 Pearson Education

FIGURE 10.14 TimeCost Trade-Offs for Crashing Activities

FIGURE 10.15 Fully Crashed Project Activity Network

Activity on Arrow Networks

Forward and backward pass logic similar to AON

Notation for Activity-on-Arrow (AOA)

Sample Network Diagram Using AOA

Representing Activities with Two or More

Alternative Way to Represent Activities

Representing Activities with Two or More

Copyright 2013 Pearson Education

Partial Project Delta Network Using AOA

Completed Project Delta AOA Network

Project Delta Forward Pass Using AOA

Copyright 2013 Pearson Education

Project Delta Backward Pass Using AOA

Copyright 2013 Pearson Education

Controversies in the Use of Networks

When employing subcontractors

Positive bias exists in PERT networks

Copyright 2013 Pearson Education

Apply lag relationships to project activities.

Copyright 2013 Pearson Education

Crash cost- Normal cost

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Activity B$10,000 per week

Copyright 2013 Pearson Education

Copyright 2013 Pearson Education

Copyright 2013 Pearson Education

Copyright 2013 Pearson Education

Rajah : Rangkaian dengan jangkamasa normal

Copyright 2013 Pearson Education

Rate ($/week) = crash cost - normal cost

Copyright 2013 Pearson Education

Copyright 2013 Pearson Education

Copyright 2013 Pearson Education

Copyright 2013 Pearson Education

Copyright 2013 Pearson Education

Copyright 2013 Pearson Education

Copyright 2013 Pearson Education