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Analyze a project management scenario involving crashing techniques to reduce project duration. Use the provided chart (PJ2a) to compute crash costs per week, then crash the project to specified durations: 9 weeks, 8 weeks, and 7 weeks. For each duration, identify which activities to crash, calculate the associated costs, and create visual representations showing early start (EST), late start (LST), early finish (EFT), late finish (LFT), slacks, and critical paths.

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Project management often involves balancing project duration with cost constraints, especially when project deadlines threaten delivery schedules. Crashing a project involves compressing its schedule by accelerating certain activities, usually at an increased cost. The primary goal herein is to analyze a project schedule, determine the optimal activities for crashing, and evaluate the impact of these accelerations on project timeline and cost.

Using the provided data, the initial step is to compute the crash cost per week for each activity. The crash cost per week is derived by dividing the crash cost by the crash time reduction, which indicates the expense involved in shortening an activity by one week. This metric helps prioritize activities for crashing since activities with lower crash costs per week present more economical options for schedule compression. The computed crash costs per week typically reveal that some activities are more cost-effective to crash than others, guiding strategic decision-making when reducing project duration.

Following this initial analysis, the project will be crashed iteratively to meet the targeted durations of 9, 8, and 7 weeks. For each target, the chosen activities for crashing are those on the critical path or activities that directly influence project duration. Crashing is performed by reducing activity durations to their minimal possible times, ensuring the crash is feasible within given constraints (e.g., only crashing activities once or twice). The associated costs are accumulated to determine the total crashing cost for each schedule. Visual project schedules, including Gantt charts or network diagrams, are used to illustrate the critical path, show slack times, and highlight activities that have been crashed.

Specifically, for each crashing scenario—9 weeks, 8 weeks, and 7 weeks—the project manager needs to identify which activities to crash based on the crash cost per week, the activity's crash limits, and the effect on the overall project's critical path. For example, at 9 weeks, minimal or no crashing may be needed if the initial schedule fits; at 8 weeks, some activities on the critical path may be crashed; and at 7 weeks, more extensive crashing likely involves multiple activities on the critical path. Each subsequent schedule becomes more cost-intensive, reflecting the increasing urgency to meet tighter deadlines.

Finally, the project’s visual representations will be detailed to show the new schedule, critical path adjustments, EST, LST, EFT, LFT, and slack times. These diagrams are essential for communicating the schedule changes and ensuring stakeholder understanding of crashing decisions, costs, and schedule implications.

References

• Kerzner, H. (2017). Project Management: A Systems Approach to Planning, Scheduling, and Controlling. Wiley.
• Project Management Institute. (2017). A Guide to the Project Management Body of Knowledge (PMBOK® Guide) (6th ed.). PMI.
• , J., & Larson, E. W. (2015). Construction Planning & Scheduling. McGraw-Hill Education.
• Meredith, J. R., & Mantel, S. J. (2014). Project Management: A Managerial Approach. Wiley.
• Gido, J., & Clements, J. P. (2019). Successful Project Management. Cengage Learning.