Network

Analysis

CPM PROJECT
CRASHING

Network Analysis
- is an administrative skill by which a manager can plan, organize,
and control a project consisting of different interrelated activities.
Three Network Models:
1. Critical Path Method (CPM)
2. Program Evaluation and Review Technique (PERT)
3. CPM - Project Crashing

CPM Project Crashing

- a method for shortening theprojectduration
by reducing the time of one (or more) of the
criticalprojectactivities to less than its normal
activity time. This reduction in the normal
activity time is referred to ascrashing.

Two types of Project Crashing

Full Crashing is done by crashing the project completion
to the shortest possible time by the following steps:
a) Using the crash time data, find the new optimum
completion time or the optimum crash time, OCrCT
b) To minimize the total additional cost of crashing, adjust
the crashing applied on the non-critical activities or
NCA without changing the critical path

Two types of Project Crashing

Partial Crashing is crashing the project completion by a
specific time production. This is accomplished by the following:
a) Determine the optimum completion time under normal
conditions. Identify the critical activities and non critical
activities.
b) Apply the crashing on the critical activities, starting on the CA
with the lowest additional cost of crashing per unit of time; the
to the next lowest, etc. until desired reduction in the completion
time is attained.
c) Apply the crashing on the NCA only when necessary.

Case Study
The Information and Computing systems department of Mega
Industries has an opening for a systems analysis position. The
selection process has been designed in order to find the right man
for the right job. This process include activities like getting referrals
from the internal stuff, advertising in newspapers, receiving
application, interview, and evaluation by the Human Resource
Department, endorsement of the short-listed applicants to line
management, and so on. The following table shows relevant
information of the project or program.

Project INDUSTRY
Normal

Crash

Activity
Code

Immediate
Predecessor
s

Time in
Days

None

1000

1200

None

4200

6000

I,N

1200

1500

600

900

1500

2000

350

350

1800

1800

U, R

4000

6100

Direct Cost

Time in
Days

Direct
Cost

Requirements:
1) Draw the network diagram for this project
2) Find the optimum completion time and identify the critical path
and critical activities
3) Compute the slack time for each of the non-critical activities

1) Network Diagram
U
(3)

I (5)

Star
t

2
N
(7)

D
(4)

S
(2)
T
(1)

R
(2)

Y
(8)

End

Normal Time/ Crash Time

Enumeration Method
IDUY
IDSRY
IDTRY
NDUY
NDSRY
NDTRY

Total time
(in days)

Summary
Optimal Completion Time:
OCT (Normal) = 23 days
OCrCT (Crash) = 15 days
Total Normal Cost = 14,650
Total Crash Cost = 19,850

Critical Activities, CA = N, D,
S, R, Y
Critical Path, CP = NDSRY
Non-Critical Activities = I, U,
T

Normal
Activity
Code

Time in Days

Crash
Direct
Cost

Time in
Days

Direct
Cost

Reduced Reduced
Time tN - Cost CC -

tC

CN

Additional
Cost / Days
(Marginal)

1000

1200

200

100.00

4200

6000

1,800

600.00

1200

1500

300

300.00

600

900

300

150.00

1500

2000

500

500.00

350

350

0.00

1800

1800

0.00

4000

6100

2,100

700.00

Total Cost

14,650

19,850

LEGENDS
Activity
ES
EF
I
(0)

(5)

(11) (11)
(7)D
S
2
3
(4)
(2)

1
(0)

(5)

(11)U
(3)

N
(7)

(7)

(11)T
(1)

(14)
(13)

(13)
R
4
(2)

(15)

(12)

(15) Y
(8)

(23)
6

End

Activity
Code

Intermed
iate
Predeces
sors

Time
(t) weeks

Earliest
Start
(ES)

Earliest
Finish
(EF)

Latest
Finish
(LF)

Latest
Start
(LS)

Slack
Time
()

None

None

I, N

11

11

11

14

15

12

11

13

13

11

11

12

23

22

11

13

15

15

13

U,R

15

23

23

15

Based on Crash
Time
Activity
Code

Intermed
iate
Predeces
sors

Time
(t) weeks

Earliest
Start
(ES)

Earliest
Finish
(EF)

Latest
Finish
(LF)

Latest
Start
(LS)

Slack
Time
()

None

None

I, N

10

15

14

10

10

U,R

10

15

15

10