The paper "Cost-Related to Project Crashing" is a good example of a management essay. Projects involve various phases. Various factors may affect progress from one phase to another, for example, project owners desire to use the project earlier, strikes and delay in disbursement of project funds. Changes in a project, in order to accommodate certain aspects, results in a deviation from the original schedule, for example, an increase in project cost or a reduction in the completion time. This may require the project implementers to crash the project process.
Crashing involves introducing more resources in a project in order to ensure a reduction in the completion time. Crashing requires appropriate management of the project’ s baseline plan in order to enable it to accommodate the changes and avoid interfering with the project sequence. To manage change and facilitate comparison of the project progress managers should use multiple baseline plans. Crash – Cost Concept Crashing involves reducing the project duration without interfering with its sequence. For it to take place effectively, resources for the project completion are increased (Nagarajan, 2005). Crashing causes an increase in the cost of projects because of the introduction of more resources.
Project Managers involved in the crashing process should ensure the increase in the cost does not surpass the crash-cost limit (Nagarajan, 2005). Crashing entails the interaction of time and cost and ensuring the sequence of activities in a project is not interfered with (Jones, 2007). To facilitate project crashing, Harrison, & Lock, (2004), a manager can introduce more resources, throw in incentives to the employees to enhance their productivity and provide a premium for overtime. Cost Related to Project Crashing The crashing process involves increasing the project resources in order to reduce project completion time (Jones, 2007).
This requires an increase in project costs. The costs associated with crashing are direct coats and indirect costs. Direct costs are the costs that are directly related to project activity costs that directly relate to project activity.
Harrison, F. L., & Lock, D. (2004). Advanced project management: a structured approach. Aldershot, England, Gower
Jones, R. (2007). Project management survival: a practical guide to leading, managing & delivering challenging projects. London, Kogan Page.
Nagarajan, K. (2005). Project management. New Delhi, New Age International.
Charles H. Kepner, Benjamin B. Tregoe, McGraw-Hill (1965). The Rational Manager: A Systematic Approach to Problem Solving and Decision Making”,