Project Management: The Managerial Process 8th Edition by Erik Larson & Clifford Gray _All Chapters 1-16 | TEST BANK

Project Management: The Managerial Process,
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SOLUTION MANUAL Project Management: The
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fgManagerial Process, 8th Edition By Erik Larson and
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fg fgClifford Gray Verified Chapters 1 - 16, Complete
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Project Management: The Managerial Process,
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TABLE OF CONTENTS fg fg




Ch. 1 Modern Project Management
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Ch. 2 Organization Strategy and Project Selection
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f g Ch. 3 Organization: Structure and Culture
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Ch. 4 Defining the Project
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Ch. 5 Estimating Project Times and Costs
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fg Ch. 6 Developing a Project Schedule
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fg Ch. 7 Managing Risk
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Ch. 8 Scheduling Resources and Costs
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fg Ch. 9 Reducing Project Duration
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Ch. 10 Being an Effective Project Manager
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fg Ch. 11 Managing Project Teams
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Ch. 12 Outsourcing: Managing Interorganizational Relations
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f g Ch. 13 Progress and Performance Measurement and
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Evaluation Ch. 14 Project Closure
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Ch. 15 Agile Project Management
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fg Ch. 16 International Projects
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Project Management: The Managerial Process,
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Chapter 1 fg




Modern Project Management fg fg




Chapter Outline
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1. What Is a Project?
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A. What a Project Is Not fg fg fg fg




B. Program versus Project fg fg




C. The Project Life Cycle
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D. The Project Manager
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E. Being Part of a Project Team
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2. Agile Project Management
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3. Current Drivers of Project Management
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A. Compression of the Product Life Cycle fg fg fg fg fg




B. Knowledge Explosion fg




C. Triple Bottom Line (Planet, People, Profit)
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D. Increased Customer Focus fg fg




E. Small Projects Represent Big Problems
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4. Project Management Today: A Socio-Technical Approach
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5. Summary
6. Text Overview
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7. Key Terms
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8. Review Questions fg




9. Snapshot from Practice: Discussion Questions
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10. Exercises
11. Case 1.1: A Day in the Life—2019
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12. Case 1.2: The Hokies Lunch Group
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Project Management: The Managerial Process,
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Chapter Learning Objectives fg fg




After reading this chapter you should be able to:
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LO 1-1
fg Understand why project management is crucial in today’s fg fg fg fg fg fg fg




world. LO 1-2
fg f g fg Distinguish a project from routine operations. fg fg fg fg fg




LO 1-3
fg Identify the different stages of a project life cycle.
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LO 1-4
fg Describe how Agile PM is different from traditional PM.
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LO 1-5
fg Understand that managing projects involves balancing the technical and
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sociocultural dimensions of the project.
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Review Questions fg




1. Define a project. What are five characteristics which help differentiate projects
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from other functions carried out in the daily operations of the organization?
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A project is a complex, non-routine, one-time effort limited by time, budget,
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resource, and specifications. Differentiating characteristics of projects from
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routine, repetitive daily work are below:
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a. A defined lifespan
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b. A well-defined objective
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c. Typically involves people from several disciplines fg fg fg fg fg


d. A project life cycle
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e. Specific time, cost, and performance requirements.
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2. What are some of the key environmental forces that have changed the
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way projects are managed? What has been the effect of these forces on
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the management of projects?
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Some environmental forces that have changed the way we manage projects are
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the product life cycle, knowledge growth, global competition, organization
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downsizing, technology changes, time-to-market. The impact of these forces is
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more projects per organization, project teams responsible for implementing
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projects, accountability, changing organization structures, need for rapid
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completion of projects, linking projects to organization strategy and customers,
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prioritizing projects to conserve organization resources, alliances with external
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organizations, and so on.
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3. Describe the four phases of the traditional project life cycle. Which phase do
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you think would be most the difficult one to complete?
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Project Management: The Managerial Process,fg fg fg fg

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