study
Q1

Project Crashing Due to the internal demand and unexpected cope up situation for the external uncertainties there are possibilities of speed up the scheduling time for projects. For instance due to high prioritize resource commitment for the another simultaneously running critical project or situation where seasonal weather effect come to the play in time. Mostly this kind of expedition occurs from the non critical activities where the slack is available. Having done the crash, it would result better utilization of recourses but the rule of thumb is there should not be any major impact on the project scope. In simple terms, this refers to the compression of the original project schedule in order to minimize the total time of the project. This has to be done after very careful study since it might crack the whole project till up to the abandons. Moreover detail analysis and total acceptability of the stakeholders has to be met and this has to be done at the least additional cost. The regain value should be derived from the benefit gain over the additional cost; which has to be realized in positive node with respect to the aggregate impact on the organization.

Q2
What are the steps involving in Project Crashing? First, the marginal cost has to be calculated in relation with the project crash for each activity.
Crash Cost Per Time Period or Margin Cost=
Marginal Cost = (change in cost)/(change in time) = (Crash cost - Normal cost)/(Normal time - Crash time)
This has to be calculated in line with the project activity list.
Secondly finding the current critical path and way to crash the project at the lowest possible cost is the prominent task.
To do so, Identify the critical path in the project net work, mark the critical activities find the lowest cost to crash the project by adding one time period and updates all the