SOLUTION MANUAL Project Management: The Managerial Process, 8th Edition by Larson and Gray All Chapters (1– 16) Completed

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

, • TABLE OF CONTENTS bq bq




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 bq




Modern Project Management bq bq




Chapter Outline bq




1. What Is a Project? bq bq bq




A. What a Project Is Not bq bq bq bq




B. Program versus Project bq bq




C. The Project Life Cycle bq bq bq




D. The Project Manager bq bq




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




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 bq bq bq bq bq




B. Knowledge Explosion bq




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




E. Small Projects Represent Big Problemsbq bq bq bq




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 bq




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 bq bq




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




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




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




LO 1-5
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Understand that managing projects involves balancing the technica bq bq bq bq bq bq bq




l andsociocultural dimensions of the project.
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Review Questions bq




1. Define a project. What are five characteristics which help differentiate projectsfr
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om other functions carried out in the daily operations of the organization?
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A project is a complex, non-routine, one-
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time effort limited by time, budget, resource,and specifications. Differentiating charact
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eristics of projects from 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 bq bq bq bq bq




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 wayp
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rojects are managed? What has been the effect of these forces on the mana
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gement of projects? bq bq




Some environmental forces that have changed the way we manage projects are the
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product life cycle, knowledge growth, global competition, organization downsizing,te
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chnology changes, time-to- bq bq




market. The impact of these forces is more projects perorganization, project teams re
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sponsible for implementing projects, accountability, changing organization structure
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s, need for rapid completion of projects, linking projects to organization strategy and
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customers, prioritizing projects to conserve organization resources, alliances with ex
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ternal organizations, and so on.
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