Solution Manual for Project Management: The Managerial Process, 8th Edition by Erik W. Larson and Clifford F. Gray

SOLUTION MANUAL
Project Management, The Managerial Process,
8th Edition by Erik W. Larson, Clifford F. Gray
All Chapters 1 - 16

,TABLE OF CONTENTS OPL OPL




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 OPL




Modern Project Management OPL OPL




Chapter Outline OPL




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




B. Program versus Project OPL OPL




C. The Project Life Cycle OPL OPL OPL




D. The Project Manager OPL OPL




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




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 OPL OPL OPL OPL OPL




B. Knowledge Explosion OPL




C. Triple Bottom Line (Planet, People, Profit) OPL OPL OPL OPL OPL




D. Increased Customer Focus OPL OPL




E. Small Projects Represent Big Problems OPL OPL OPL OPL




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 OPL




9. Snapshot from Practice: Discussion QuestionsOPL OPL OPL OPL




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 OPL OPL




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




LO 1-2
OPL Distinguish a project from routine operations. OPL OPL OP L OPL OPL




LO 1-3
OPL Identify the different stages of a project life cycle. OPL OPL OPL OPL OPL OPL OPL OPL




LO 1-4
OPL Describe how Agile PM is different from traditional PM. OPL OPL OPL OPL OPL OPL OPL OPL




LO 1-5
OPL Understand that managing projects involves balancing the technical andsocioc OPL OPL OPL OPL OPL OPL OPL OPL LPO




ultural dimensions of the project. OPL OPL OPL OPL




Review Questions OPL




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 characteris
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tics 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 OPL OPL OPL OPL OPL




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




2. What are some of the key environmental forces that have changed the way
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projects are managed? What has been the effect of these forces on the ma
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nagement of projects? OPL OPL




Some environmental forces that have changed the way we manage projects are the prod
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uct life cycle, knowledge growth, global competition, organization downsizing,technolo
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gy changes, time-to-
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market. The impact of these forces is more projects perorganization, project teams respo
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nsible for implementing projects, accountability, changing organization structures, need
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for rapid completion of projects, linking projects to organization strategy and customers
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, prioritizing projects to conserve organization resources, alliances with external organiza
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tions, and so on. OPL OPL OPL




3. Describe the four phases of the traditional project life cycle. Which phase do yout
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hink would be most the difficult one to complete?
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