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Project Crashing
The process of accelerating a project is
referred as crashing.
Crashing a project relates to resource
commitment; the more resources expended, the
faster the project will finish.
There are several reasons to crash a project:
Initial schedule was too optimistic
Market needs change and the project is in demand
earlier than anticipated
The project has slipped considerably behind
schedule
There are contractual late penalties
Project Crashing
Principal methods for crashing are:
Improving existing resources’ productivity
Changing work methods
Increasing the quantity of resources
Increasing the quantity of resources is the
most commonly used method for project
crashing. There are 2 approaches:
Working current resources for longer hours
(overtime, weekend work, etc.)
Adding more personnel
Project Crashing
Fully expedited (no expense is spared)
Crash
Point
Crashed
Cost
Normal
Point
Normal
Crashed Normal
Activity Duration
Critical path:A-C-F-H-K
Resource Leveling Example
Critical path:A-C-F-H-K
Resource Leveling Example
Activity Duration Total Float Resource Hours Needed Total Resources
Per Week Required
A 5 0 6 30
B 4 1 2 8
C 5 0 4 20
D 6 3 3 18
E 6 1 3 18
F 6 0 2 12
G 4 3 4 16
H 7 0 3 21
I 5 3 4 20
J 3 5 2 6
K 5 0 5 25
Total 194
Resource Leveling Example
12
10
Resource Requirements
0
1 3 5 7 9 11 13 15 17 19 21 23 25 27
Project Days
Resource Leveling Example
On day 10 the required resource hours is 10
If project is budgetted for up to 10 resource
units per day, then it is acceptable.
C, D, and E are all scheduled on this day and
have require 4, 3, and 3 hours respectively
Which activity should be adjusted?
C is on the critical path
E has 1 day slack
D has 3 days of slack (we can split the
activity)
Resource Leveling Example
Resource Loading Chart
Another way to create a visual diagram of
resource management problem is to use
resource-loading charts.
Resource conflicts can be seen in the
resource-loading charts.
They are used to display the amount of
resources required as a function of time on a
graph.
Each activity’s resource requirements are
represented as a block (resource requirement
over time).
Resource Loading Chart
Resource limit is set at 8 hourly units per day.
Display the amount of resources required as a function of
time.
4 B 5 5 D 9 9 E 11
Res = 2 Res = 7 Res = 3
1. Start with a
0 A 4 network diagram
Res = 6 11 F 12
Res = 6
4 C 7
Res = 2
Resource Loading Chart
Activity Resource Duration ES Slack LF
A 6 4 0 0 4
B 2 1 4 0 5
C 2 3 4 4 11
D 7 4 5 0 9
E 3 2 9 0 11
F 6 1 11 0 12
6
Resource
4 imbalance
A D F
B
2 E
C
2 4 6 8 10 12 14
Project Days
Resource Loading Chart
4. Rearrange activities within their slack
to create a more level profile. Splitting
8 C creates a more level project.
Resources
4 C
A D F
B
2 E
C
2 4 6 8 10 12 14
Project Days
Resource Loading Chart
Critical Chain Project Management
Critical Chain Project Management (CCPM), which
was developed and publicized by Dr. Eliyahu M.
Goldratt (1997) in his book Critical Chain, is a novel
approach for managing projects.
Goldratt is well known in the operations management
community as the inventor of the Theory of Constraints
(TOC).
TOC is a tool for managing repetitive production
systems based on the principle that every system has a
constraint, and system performance can only be
improved by enhancing the performance of the
constraining resource.
Critical Chain Project Management
CCPM identifies the critical chain as the set of
tasks that results in the longest path to project
completion after resource leveling.
CCPM is the same as conventional project
management except for the terminology "critical
chain", which would otherwise be called the
"leveled critical path".
Critical Chain Project Management
CCPM planning consists of recalculating the project
schedule based on shortened task duration estimates.
The rationale for shortening the original duration estimates
is as follows:
all tasks in the project are subject to some degree of
uncertainty
when asked to provide an estimate of the duration, the task
owner adds a safety margin in order to be almost certain of
completing the task on time. This means that, in general, task
durations are overestimated
In most cases, the task will not require the entire amount of
safety margin and should be completed sooner than scheduled
Because the safety margin is internal to the task, if it is not
needed, it is wasted.
Critical Chain Project Management
For project plan execution, CCPM prescribes the
following principles:
Source: http://en.wikipedia.org/wiki/Critical_chain