Page 225 - DMGT521_PROJECT_MANAGEMENT

Project Management

Notes Looking at the time cost slope of the activities on the new critical path (1-2-5-6-7), we find that
the activity (5-6) has the lowest slope. Hence this activity is crashed. The project network after
such crashing is shown in Figure 13.5, the critical path is (1-2-4-6-7) with a length of 27 weeks and
the total direct cost is 49,500.

Figure 13.6: Project Network (4)

6 3
2 4 6
10
4

5 2
1 7

9
5 7
3 5

Comparing the time cost slope of the non-crashed activities on the new critical path (1-2-4-6-7),
we find that the activity which costs the least to crash is (1-2). Hence this is crashed. The project
network after such a crashing is shown in Figure 13.6. As per this Figure 13.6 the critical path is
(1-3-5-6-7) with a length of 24 weeks and the total direct cost is 52,500.
Looking at the time cost slope of the non crashed activities on the new critical path, (1-3-6-7), we
find that activity (6-7) has the lowest slope. Hence it is crashed. The project network after such a
crashing is shown in Figure 13.7. As per this Figure 13.7 there are two critical paths (1-3-5-6-7)
and (1-3-5-7), both with a length of 21 weeks, and the total direct cost is 55,200.
Figure 13.7: Project Network (5)

6 3
2 4 6

4 7

5 2
1 7

9
5 7
3 5

Considering the time cost slope of non crashed activities on critical paths (1-3-5-6-7) and (1-3-5-
7), we find that activity (3-5) which is common to both the critical paths is the least costly to

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