CRASHING PROJECT ACTIVITIES Suppose you are considering whether or not to crash project activities in order to expedite your project. You have calculated the total costs per activity for both normal and crashed options.

These are shown in the table below:

a. Which activities are the most likely candidates for crashing (i.e., which are the most cost-effective to crash)?

b. Refer back to Figure 10.24. Using the critical path from this activity network, consider A – C – D – F – H as the critical path and assume all other paths are less than a fully crashed A – C – D – F – H. Prioritize the candidates for crashing. How does the activity network change the decision rule?

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Activity Normal Duration Crashed Cost Duration Cost ABCDE 6 days $2,400 4 days $3,600 7 days 3,500 5 days 5,000 5 days 3,000 4 days 3,800 3 days 2,700 2 days 4,500 4 days 800 3 days 1,500 F 5 days 1,200 3 days 2,100 G 8 days 2,400 5 days 4,200 H 3 days 4,500 2 days 7,000 Total costs $20,500 $31,700