Time cost optimisation
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The document discusses time-cost optimization in project management using the critical path method. It provides information on normal and crash time estimates, direct and indirect costs, and outlines the steps to determine the optimum duration that results in the lowest total project cost. These include establishing direct cost-time relationships, determining activity cost slopes, computing costs at normal durations, and crashing critical activities from lowest to highest slope while tracking total costs.
Time cost optimisation
- 2. The CPM, time is related to cost and the objective is to develop an optimum time –cost relationship. Sometimes it becomes necessary to complete the project earlier than the normal time, in such situations the cost of expediting the operations has to be considered. CPM makes the use of cost estimate alongwith time estimate and provides a schedule for completing the activities at the minimum total cost. LIMIT STATE METHOD
- 3. This procedure improves planning, scheduling and controlling of the project and also assesses the possibility to arrive at a feasible and desirable time cost relationship. The project duration can be reduced by reducing the duration of only the critical activities in the project network. Reduction in the time duration can be done by: 1) Deploying more resources for early completion. 2)Relaxing the technical specifications LIMIT STATE METHOD
- 4. OPTIMUM DURATION: the duration which gives the most economic cost for completing the project. TIME-COST ESTIMATES: 1) NORMAL ESTIMATE: emphasis is on cost with time being associated with minimum cost. 2) CRASH ESTIMATE: emphasis is on time . It involves the absolute minimum time required for the job and the cost necessary to achieve it. LIMIT STATE METHOD
- 5. LIMIT STATE METHOD 5 COST TIME Minimum cost Optimum duration Cost rises if project is prolonged Cost rises if project is crashed
- 7. LIMIT STATE METHOD INDIRECTCOST TIME Total indirect cost curve Over heads Outage loss
- 8. These are those expenditures which cannot clearly allocated to the individual activities of a project, but are assessed as whole. It includes expenditure related to administrative and establishment charges, supervision, expenditures on central store organisation, loss of revenue, lost profit, penalty etc. Indirect cost rises with increased duration. OUTAGE LOSS : loss in profits due to inability to meet demand or penalty due to delay. LIMIT STATE METHOD
- 9. Those expenditures which are directly chargeable to and can be identified specifically with the activities of the project. These include labour cost, material cost, equipment cost etc. LIMIT STATE METHOD
- 10. LIMIT STATE METHOD COST TIME Cc tn Normal Duration tc Crash duration Cn
- 11. NORMAL TIME(tn): Standard time that an estimator whould usually allow for an activity. CRASH TIME(tc): minimum possible time in which an activity can be completed, by employing extra resources. NORMAL COST(Cn): Direct cost required to complete the acticity in normal time. CRASH COST(Cc): Direct cost corresponding to completion of activity within crash time. LIMIT STATE METHOD
- 12. COST SLOPE: It is the slope of the direct cost curve, approximated as a straight line in order to have a single cross slope. Cost Slope = crash cost-normal cost Normal time-crash time CS = Cc-Cn = ∆C tn-tc ∆t LIMIT STATE METHOD
- 13. It is the sum of direct and indirect costs. LIMIT STATE METHOD COST TIME Indirect cost curve direct cost curve total cost curve tc crash tn normal to optimum Minimum cost
- 15. To examine « what will be the cost structure of the project if some or all of the activities is crashed ? » we should have following data with us :- - Normal direct cost data for each activity if it is to be completed in normal time duration . - crashed direct cost data if that activity is crashed. After this cost slope for each activity can be determined. - The indirect cost rate should also be known so that total cost can be determined. LIMIT STATE METHOD
- 16. Normal time of project- sum of the normal durations of each activity along the critical path. Minimum time of project – sum of the crashed time duration of each activity along the critical path. Non-critical activity need not to be speed up as their crashing is not going to decrease the project duration further. Moreover the cost will be high without any additional advantage. Some non-critical activities become critical in the process of crashing the critical activities. It is always better to start with crashing first that critical activity that has the lowest cost slope.Then we take another critical activity which is having next higher slope.
- 17. While crashing an activity fully by time “t” ,it should be examined whether its affecting the non –critical activity or not. 1 2 3 4 9(2) c A 5(4) B 6(2) D 5(3)
- 18. STEPS IN TIME COST OPTIMISATION 1. Establish:- Direct cost time relationship for various activities of the project. 2. Determine:- Cost slope for various activities and arrange them in the ascending order of cost slope. 3. Compute:- Direct cost for the network with normal duration of activities. 4. Crash:- The activities in the critical path as per ranking i.e starting with the the activity having the lowest slope. 5. Continue:-Crashing the critical activities in the ascending order of the slope.
- 19. 6. Crash:- Parallel non-critical activities which have become critical by the reduction of critical path duration due to crashing in steps 4 and 5. 7. Continue :- Crashing process through steps 4 to 6 , till a stage is reached beyond which no further crashing is possible. 8. Find:- Find total cost of the project at every stage by adding indirect costs to the direct costs determined above. 9. Plot:- Total cost–duration curve. 10. Pick Up:-The optimum duration corresponding to which least total project cost is obtained.
- 20. . LIMIT STATE METHOD . ACTIVITY NORMAL DURATION (WEEKS) NORMAL COST (RUPEES) CRASH DURATION (WEEKS) CRASH COST (RUPEES) 1-2 4 4000 2 12000 2-3 5 3000 2 7500 2-4 7 3600 5 6000 3-4 4 5000 2 10000
- 21. . 1 2 3 4 4(2) 5(2) 4(2) 7(5)
- 22. STEP 1. TIME SCALED VERSION OF NETWORK 1 32 4 7(5) 4(2) 4(2) 5(2)
- 23. ACTIVITY Δ C (RUPEES) Δ t (WEEKS) COST SLOPE RS./WEEK 1-2 8000 2 4000 2-3 4500 3 1500 2-4 2400 2 1200 3-4 5000 2 2500
- 24. The normal; duration of the project is the sum of the normal durations of each activity on the critical path. (It is not the sum of normal durations of all the activities). Therefore, Normal duration of the project = 4+5+4 = 13 weeks. Direct cost = 4000+3000+3600+5000 = 15600
- 25. While crashing the activities, we shall first select that critical activity which has minimum cost slope. Let say Activity 2-4 has minimum cost slope of 1500 per week. Crash period is 2 weeks i.e. Δt = 5-2 = 3 weeks. However, crashing it by 3 weeks will affect non-critical activity 2-4 which has float of only 2 weeks. Hence restrict the crashing of 2-3 by 2 weeks only, in the first stage. New duration of the project= 13-2 = 11 weeks. Extra cost of crashing activity 2-3 by 2 weeks = 2*1500 = 3000 Direct cost of the project of 11 weeks duration = 15600 + 3000 = 18600 The time-scaled version of the network, after first stage crashing, for the project of 11 weeks duration is shown in the figure.
- 26. 41 2 34(2) 3(2) 4(2) 7(5)
- 27. From the figure above it is clear that activity 2-4 lying on the parallel path has also become critical, though activity 2-3 has still 1 week crashing left. However, Activity 2-3 cannot be crashed unless 2-4 is also crashed. So crash 2-3 &2-4 for 1 week simultaneously. Further crashing can be done with three alternatives: crashing activities 2-3 & 2-4 simultaneously, having a combined cost slope of 1500 + 1200 = 2700 per week. Crashing activities 3-4 & 2-4 simultaneously, having a combined cost slope of 2500 + 1200 = 3700 per week Crashing activity 1-2 alone, having a cost slope of rupees 4500 per week out of these, the first alternative has the minimum cost slope. Thus, the extra cost of crashing 2-3 & 2-4 by 1 week = 2700 therefore, Direct cost of Project for 10 weeks duration = 18600 + 2700 = 21300 In this step, activity 2-3 has been crashed to its fullest extent.
- 28. 1 2 3 4 4(2) 2(2) 4(2) 6(5)
- 29. The remaining activities to be crashed are 1-2 , 2-4, 3-4. out of these, activities 2-4 & 3-4 are to be crashed jointly, with a combined cost slope of 2500 + 1200 = 3700. The cost slope of activity 1-2 is 4000 which is higher . Hence period of 6-5 = 1 week left. Hence only 1 week crashing will be done in this step, leading to a project duration of 9 weeks.
- 30. cost of crashing 2-4 & 3-4 by 1 week. = 3700 * 1 = 3700 Therefore, cost of project for 9 weeks duration = 21300 + 3700 = 25000. The Time scaled version of the network for 9 weeks duration is shown in fig. we crashed activity 2-4 also to its fullest extent.
- 31. Time- scaled network for 9 weeks Duration. 1 2 3 4 6(5) 4(2) 2(2) 3(2)
- 32. Out of remaining critical activities ( i.e. 1-2&3-4) Activity 3-4 cannot be further crashed to its fullest crash period of 2 weeks, since it will affect activity 2-4 which has already been fully crashed. Hence activity 1-2 is the only remaining activity to be crashed. The period by which it can be crashed is = 4-2 = 2 weeks, reducing the project duration to 9-2 = 7 weeks. Extra cost of crashing 1-2 by 2 weeks = 2*4000 = 8000 Therefore, Direct cost of Project of 7 weeks duration = 25000 + 8000 = 33000.
- 33. 1 2 3 5(2) 4 2(2) 2(2) 3(2)
- 34. PROJECT DURATIO N 13 (NORMAL ) 11 10 9 7 DIRECT COST (RS.) 15600 18600 21200 25000 31000 INDIRECT COST (RS.) 26000 22000 20000 18000 14000 TOTAL COST (RS.) 41600 40600 41300 43000 47000