The critical longest) path is A-D-E, which has an expected time of 13 days 5.5 +7.5). However, to decrease the project's completion time by 1.5 days, paths A-B-C-E 4.5 + 1.0 +
6.5 = 12 days) and A-B-D-E 4.5 + .5 + 7.5 = 12.5 days) as well as A-D-E must also be shortened. Hence, A-D-E must be reduced by 1.5 days, A-B-C-E by .5 day, and A-B-D-E by
1.0 day. The only way to decrease A-D-E by 1.5 days is to crash activity. AD 5.5 expected time -4.0 crash time = 1.5 days). Crashing DE results in a 1.0-day saving 7.5 - 6.5) only.
Crashing AB is the efficient way to reduce both A-B-C-E and A-B-D-E by the desired amount of time because it i s hart of both paths. The incremental cost of crashing AB is U $1,000 US $4,000 crash cost - US $3,000 normal cost) to shorten the completion time by
1.0 day 4.5 - 3.5). The alternatives for decreasing both A-B-C-E and A-B-D-E are more costly.

Absorption costing inventories all direct manufacturing costs and both variable and fixed manufacturing overhead indirect) costs.

A cost allocation base is the common denominator for systematically correlating indirect costs and a cost object. The cost driver of the indirect costs is ordinarily the allocation base. In a homogeneous cost pool, all cost should have the same or a similar cause-andeffect relationship with the cost allocation base.

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