Table of Crashing Decision

$\backslash$table$[[,$TIME $($WEEKS$),$COST $($$$)],[$ACTIVITY$,\backslash$table$[[$IMMEDIATE$],[$PREDECESSOR$($S$)]],$NORMAL,CRASH,NORMAL,CRASH$],[$A$,$dots,$3,2,3,000,3,300],[$B$,$dots,$6,4,8,000,9,000],[$C$,$A$,1,1,4,000,4,000],[,,,,,],[$D$,$A$,5,4,3,500,4,000],[$E$,$B$,4,3,4,750,5,500],[$F$,$C$,2,2,2,000,2,000],[,,,,,],[$G$,$D$,1,1,4,000,4,000],[$H$,$D$,$F$,3,2,3,500,3,750],[$I$,$E$,$G$,3,2,3,000,4,250],[$J$,$E$,2,1,5,000,7,000]]$

Since no indirect cost nor penaly cost information is offered, please consider the schedule and crash cost issues only,

Using Table of Crashing Decision, what is the difference, in dollars, between the minimum$-$time schedule and the schedule created by crashing all activities to their limits$?$ Assume that there are no indirect or penalty costs. less than or equal to $$1,000$

greater than $$1000$ but less than or equal to $$L,000$

greater than $$2000$ but less than or equal to $$3,000$

greater than $$3,000$