Solution Manual for Project Management: The Managerial Process, 8th Edition By Erik Larson and Clifford Gray, Verified Chapters 1 - 16, Complete Newest Version

SOLUTION MANUAL
Project Management: The Managerial
Process,
8th Edition By Erik Larson and Clifford
Gray Chapters 1 - 16, Complete

,  TABLE OF CONTENTS HT HT




Ch. 1 Modern Project Management
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Ch. 2 Organization Strategy and Project Selection
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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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Ch. 6 Developing a Project Schedule
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Ch. 7 Managing Risk
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Ch. 8 Scheduling Resources and Costs
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Ch. 9 Reducing Project Duration
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Ch. 10 Being an Effective Project Manager
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Ch. 11 Managing Project Teams
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Ch. 12 Outsourcing: Managing Interorganizational Relations
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Ch. 13 Progress and Performance Measurement and Evaluation
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Ch. 14 Project Closure
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Ch. 15 Agile Project Management
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Ch. 16 International Projects
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, Chapter 1 HT




Modern Project Management HT HT




Chapter Outline HT




1. What Is a Project?
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A. What a Project Is Not HT HT HT HT




B. Program versus Project HT HT




C. The Project Life Cycle HT HT HT




D. The Project Manager HT HT




E. Being Part of a Project Team HT HT HT HT HT




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 HT HT HT HT HT




B. Knowledge Explosion HT




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




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 HT




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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, Chapter Learning Objectives HT HT




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




LO 1-2
HT Distinguish a project from routine operations. HT HT HT HT HT




LO 1-3
HT Identify the different stages of a project life cycle.
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LO 1-4
HT Describe how Agile PM is different from traditional PM. HT HT HT HT HT HT HT HT




LO 1-5
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Understand that managing projects involves balancing the te HT HT HT HT HT HT HT




chnical andsociocultural dimensions of the project.
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Review Questions HT




1. Define a project. What are five characteristics which help differentiate pr
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ojectsfrom other functions carried out in the daily operations of the orga
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nization?

A project is a complex, non-routine, one-
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time effort limited by time, budget, resource,and specifications. Differentiating c
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haracteristics of projects from routine, repetitive daily work are below: HT HT HT HT HT HT HT HT HT




a. A defined lifespan
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b. A well-defined objective
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c. Typically involves people from several disciplines HT HT HT HT HT




d. A project life cycle
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e. Specific time, cost, and performance requirements. HT HT HT HT HT




2. What are some of the key environmental forces that have changed t
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he wayprojects are managed? What has been the effect of these for
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ces on the management of projects?
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Some environmental forces that have changed the way we manage projects
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are the product life cycle, knowledge growth, global competition, organization
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downsizing,technology changes, time-to-
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market. The impact of these forces is more projects perorganization, project t
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eams responsible for implementing projects, accountability, changing organi
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zation structures, need for rapid completion of projects, linking projects to org
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anization strategy and customers, prioritizing projects to conserve organizati
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on resources, alliances with external organizations, and so on.
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3. Describe the four phases of the traditional project life cycle. Which phase
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