All about Project Control

Let’s find out

(a) The crash cost per day per activity

(b) Identify the activities that should be crashed to meet a project deadline of 10 days at minimum cost

(c) Determine the new cost for the project.

The first step in this type of problem is to calculate the crash cost per day: 

Crash cost = (crash cost - normal cost) / (Normal time - crash time)

ACTIVITY CRASH COST PER DAY

A 800-500/(7-4) = 300/3 = $100

B 350-200/(3-2) = 150/1 = $150

C 900-500/(6-4) = 400/2 = $200

D 500-200/(3-1) = 300/2 = $150

E 550-300/(2-1) = 250/1 = $250

For Part B, you need to find all of the paths and their durations. These networks are usually smaller than the ones for the AIB questions, and they will be drawn for you. Remember to use the normal times to calculate durations.

Path Duration

A-B-E 12 Days 

C-D-E 11 Days

By looking at the durations of each path, you learn that both will need to be shortened in order to make the new scheduled completion of 10 days. In the calculation for Part A, the denominators are in boldface because that is the maximum number of days those activities can be crashed. In other words, A can be crashed up to three days, while E can only be crashed for one day.

To find the minimum crash cost, start substituting numbers until you get down to the desired scheduled completion.

Rules for crashing:

(1) Look at activities, which are on more than one path

(2) Look at the activities with the cheapest crash cost. In this case, your cheapest solution is Crash A for two days at a cost of 2x100=$200, and D for one day at a cost of 1x$150, for a total of $350.

For Part C, the new cost is simply the normal cost for each activity, along with the additional $350 premium, or 500+200+500+200+300+350=$2,050.

•   What are the three numbers you need for each activity to implement earned value analysis?

Budgeted Cost of Work Scheduled (BCWS)

Budgeted Cost of Work Performed (BCWP)

Actual Cost of Work Performed (ACWP).

•  What is the calculation for the cost variance? What does it mean if the answer is positive? What does it mean if the answer is negative?

The cost variance is defined as the BCWP minus the ACWP. A positive CV means that you are under budget. A negative CV means that you are over budget.

•  What is the calculation for the schedule variance? What does it mean if the answer is positive? What does it mean if the answer is negative?

The schedule variance is defined as the BCWP minus the BCWS. A positive SV means that you are ahead of schedule. A negative SV means that you are behind schedule.

•  Why would a PM ideally want his/her cost variance and schedule variance to either negative or both positive?

He needs both positive because that would mean your project is under budget and ahead of schedule.

•  What is the cost performance index? How is it calculated?

The cost performance index (CPI) calculates how cost efficient a project is. It is defined as CPI = BCWP/ACWP. A low ratio means the project is NOT cost efficient; a ratio of 1.0 is on budget, a ration closer to 0 is very inefficient.

·          What is the schedule performance index? How is it calculated?

The schedule performance index (SPI) calculates how time efficient a project is. It is defined as SPI = BCWP/BCWS. A low ratio means the project is not time efficient; a ratio of 1.0 is on track, a ratio greater than 1.0 is very efficient.

•  What is the definition of the project control process?

The project control process involves regularly gathering data on project performance, comparing actual performance to planned performance, and taking corrective actions if actual performance is behind planned performance.

• What is the difference between top-down and bottom-up estimating? When would a PM use each type?

Top-down estimating is used when few details are known about the project. It is often used in the early stages of a project and is usually less accurate. Bottom-up estimating is used when most of the details are known about the project. It is often used in the later stages of a project. Estimators usually define a cost for each activity and then aggregate the costs together for a total project cost.

• What is the definition of earned value?

Earned value is the value of the work actually performed. It is a key parameter that must be determined and reported throughout the project.

• What is the variance which is important to effectively controlling the cost performance of a project? 

Cost variance. Cost variance is the difference between the cumulative earned value of the work performed and the cumulative actual cost.

• What is crashing a schedule? How does it relate to a time-cost trade-off?

Crashing a schedule means expediting the task by increasing the resources and costs associated with the crashed activities to accelerate the duration of said activities.

• What is the calculation for the crash cost (i.e., the cost per activity to accelerate the schedule)?

Crash cost = (crash cost - normal cost) / (normal time - crash time)