5 Stages of Project Crashing in Project Management

 Project Crashing is simple at its core — it simply means getting things done faster. Once you've decided to use project crashing, you'll need to take a few steps to achieve your goals.

1.      Identify the Essential Path –

Three constraints govern each project: scope, cost, and timeline. The project manager begins the project management crash phase by assessing the project's size and identifying the components or tasks required to complete it. The manager determines which tasks should be shortened to reduce delivery time after this scope management evaluation. He or she then uses the critical path method to plot a new path (CPM).

2.      Determine Which Tasks Can Be Omitted –

Allocating more resources and defining tasks that can be shortened or abbreviated are not involved in a project crash. The project manager meets with the team to determine which activities can be cut without jeopardising the project's success. Even if the team is unable to shorten any assignments, they may be able to save the manager money on resource costs if they discover any potential abbreviation options.

3.      Determining the Opportunity Cost –

The project manager should calculate the amount of time saved by using the above strategies and compare it to the negative consequences of the project running late. The project manager must now decide whether it is worthwhile to increase the project's resources.

4.      Invest in the Best Value Logical Solution –

The manager can now invest in the least expensive solution to the problem now that he or she has this information. While the manager has decided that continuing with Project Crashing is desirable, they have a number of efficiency-enhancing options to choose from.

5. Make Necessary Adjustments to the Budget and Schedule –

The manager must then update the budget and timetable to reflect the new resource allocation and notify stakeholders after making the necessary decisions. Before requesting additional human or financial resources, the manager may need to get approval from stakeholders, so they must clearly articulate the benefits of this initiative.

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