Chap8 Project Scheduling: Lagging, Lagging crashing and activity network

Pinto Chapter 10
9-1

Lags in Precedence Relationships

lag is The logical relationship between the start and finish of one activity and the start and finish of another activity. Four logical g relationships p between tasks 1. Finish to Start s to Finish s 2. Finish 3. Start to Start 4 Start to Finish 4.

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

L 4 Lag

15 C 22 Blueprinting 7

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 21 Wiring 6 Lag 3 16 B 21 HVAC 5 21 C 22 Inspection 1

10 A 16 Plumbing 6

Start to Start Lag

30

D 36 Wiring 6 Lag 3 33 B 36 HVAC 5 36 C 37 Inspection 1

31 A 33 Plumbing 6

Start to Finish Lag

30 D 36 Wiring 6

Least L t common type t of f lag l relationship Successors Successor s finish dependent on predecessors start
Lag 3 28 B 33 HVAC 5 33 C 34 Inspection 1

22 A 28 Plumbing 6

TradeTrade -Offs And Project Crashing

It is not uncommon to face the following situations:
The project is behind schedule The Th completion l ti ti time h has b been moved d forward

Shortening the duration of the project is called project crashing

Crashing Projects
Accelerating a project by committing more resources than initially planned Principal methods for crashing Improving existing resources resources productivity Changing work methods Increasing the quantity of resources

Factors to Consider When Crashing A Project

The amount by which an activity is crashed i i is, in f fact, t permissible i ibl Taken together, the shortened activity d ti durations will ill enable bl us t to fi finish i h th the project j t by the due date The total cost of crashing is as small as possible

Steps in Project Crashing

1. Compute the crash cost per time period. If crash costs are linear over time: Crash cost = (Crash cost Normal cost) per period (N (Normal l ti time Crash C h ti time) ) 2. Using current activity times, find the critical path and identify f the critical activities

Steps in Project Crashing

3 If there is only one critical path 3. path, then select the activity on this critical path that:
A can still be crashed AB- has the smallest crash cost per period. If there is more than one critical path, then select one activity from each critical path such that
1. 2. each selected activity can still be crashed the total crash cost of all selected activities is the smallest. Note that a single activity may be common to more than one critical path. p

Steps in Project Crashing

4. Update all activity times. If the desired due date has been reached, stop. If not, return to Step 2.

Crashing The Project

Given 13 weeks instead of 16 weeks

Time (Wks) A ti it Normal Activity N l Crash C h

Cost ($) Crash Cost Critical N Normal l C h Per Crash P Wk ($) Path? P th?

A B C D E F G H

2 3 2 4 4 3 5 2

1 1 1 3 2 2 2 1

22,000 , 30,000 26,000 48,000 56 000 56,000 30,000 80,000 16,000

22,750 34,000 , 27,000 49,000 58 000 58,000 30,500 84,500 19,000

750 2,000 , 1,000 1,000 1 000 1,000 500 1,500 3,000

Yes No Yes No Y Yes No Yes Yes

Critical Path And Slack Times For Milwaukee Paper

0 0 2 0 0
Start

2 2

2 2

4 4

4 10

7 13

2 Slack = 0 4 4 4 E 8 8

3 Slack = 6 13 13 2 G 8 8 5 Slack = 0 13 13 Slack = 0 H 15 15

0 0

Slack = 0

0 1

3 4

3 4

Slack = 0 7 8

3 Slack = 1

4 Slack = 1

Critical Path And Slack Times For Mil Milwaukee k P Paper

Current critical p path using g normal times is ACEGH A has the lowest crass cost/week which is 750 $ /week : crashing A by 1 week At this stage the original path starts ACEGH remains critical with a completion time of 14 weeks However a new path start BDGH is also critical now with a completion of 14 weeks Any further crashing must be done to both critical paths path 1 and D from the other p path however G is better since it is We select C from p common even it i is more expensive i Total cost : A+G =750+1500 =2250 $

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 p Cease crashing when
the target completion time is reached the crash cost exceeds the penalty cost

What is the lowest cost to complete this project in 53 weeks? Times are in weeks and costs in dollars.
Activity A B C D E F G H Pred -A A B C B, D D E, F G Normal Time 14 5 10 8 6 9 7 15 Min Time 9 2 8 5 5 6 4 11 Normal Cost 500 1000 2000 1000 1600 1500 600 1600 Crash Cost 1500 1600 2900 2500 1900 3000 1800 3600

Using U i Mi Microsoft ft P Project j t

Program 3.1

Using U i Mi Microsoft ft P Project j t

Program 3.2

Using U i Mi Microsoft ft P Project j t

Program 3.3

Using U i Mi Microsoft ft P Project j t

Program 3.4

Using U i Mi Microsoft ft P Project j t

Program 3.5

Using U i Mi Microsoft ft P Project j t

Program 3.6

Using U i Mi Microsoft ft P Project j t

Program g 3.7