Posted: February 28th, 2022

Crash and Minimize cost in Project Implementation

Project implementation refers to the process of employing the planned funds and resources in a project geared towards solving a given problem. As it usually happens in most cases, most projects are faced by unexpected intense cost constraints in the process of their implementation. In this regard therefore, these uncertainties experienced in most projects need to be addressed using the crash and minimize cost methods so as to ensure the continuity of the projects.

In addition it has been revealed that the method of crashing and minimizing costs in the project implementation where unexpected cost constraints have cropped up plays a crucial role in ensuring the success of any project. Methods to crash and minimize cost in an intensely constrained project implementation Crash cost refer to the cost incurred in a project from the time of its implementation to the time of its completion within the minimum time possible, while minimum cost refers to the lowest level of costs incurred in the running of a project from the time of implementation to its completion.

On this basis therefore, a project facing unexpected intense cost constraints needs to employ the best methods of crash and cost minimization so as enhance the success of the project (Cleland, 2002). One solution to an unexpected intense cost constraints in a project implementation is the maximum use of the indirect costs incurred during the unscheduled times especially through the week-ends where minimum costs are incurred.
More specifically, the schedules of activities need to be changed condensed during the unscheduled times at which the managers of the projects should set the minimum cost for the activities taking place during the non-official scheduled times. By so doing the managers of the projects will end up reducing the costs while at the same time accomplishing the project within the minimum time p possible. In this respect therefore, the change of schedules would act towards reducing the costs involved where the activities which are not time limited without affecting the overall completion of the project (Huston, 1996).
Another useful method of minimizing the costs in project implementation at crash time is the changing of crash schedules; under which the activities which can be assigned a longer time without delaying the project are placed on a pending basis. Under this regard therefore; for the project to attain its completion within the minimum time possible and at the same time incurring the minimum cost to be borne; the project managers need to change all crash schedules in favor of the activities which need first priority.
Inn this case this is achieved through temporarily neglecting the other activities which need not to be taken hurriedly, so as not lengthen the period of project completion (Cleland, 2002). An example of a crash project in this case is “The Sand Castle Project” which was originally initiated in Houston meant to initiate an art installation of a low cost computing cluster. In this project the sand castles were planned to be made from the locally and commonly “available obsolete hardware and software components of computers”.
More so, the project was initiated with an aim of innovating computer wares which would ensure the most efficient utilization of space and energy so as to counter the limitation of the scarcity of resources. Another aim of this project was to provide their clientele with computers which can process data very fast and are capable of serving the general public efficiently (Asbahr, 2001 pg 1) Conclusion Generally, a project suffering from unexpected intense cost constraints should be managed critically through the crash cost minimization so as to ensure the prosperity of the project.
More specifically, time and activity schedules have to be reviewed so as to ensure that the project takes the correct course meant to minimize the costs and enhance project completion. References Asbahr, J. (2001). The Sand Castle Project: An Experimental Parallel Computing Cluster. Retrieved from http://www. crash. org/projects/current/sandcastle. html Cleland, D. & Ireland L. (2002). Project Management: Strategic Design and Implementation. New York: McGraw-Hill Professional. Huston, C. (1996). Management of Project Procurement. New York: McGraw-Hill Companies.

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