Project Management: The Managerial
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Process,
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8th Edition By Erik Larson and Clifford
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Gray Verified Chapters 1 - 16, Complete
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Project Management: The Managerial Process,
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, TABLE OF CONTENTS vv vv
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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Project Management: The Managerial Process,
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,Project Management: The Managerial Process,
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, Chapter 1 vv
Modern Project Management vv vv
Chapter Outline vv
1. What Is a Project?
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A. What a Project Is Not vv vv vv vv
B. Program versus Project vv vv
C. The Project Life Cycle vv vv vv
D. The Project Manager vv vv
E. Being Part of a Project Team vv vv vv vv vv
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 vv vv vv vv vv
B. Knowledge Explosion vv
C. Triple Bottom Line (Planet, People, Profit)vv vv vv vv vv
D. Increased Customer Focus vv vv
E. Small Projects Represent Big Problems vv vv vv vv
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 vv
9. Snapshot from Practice: Discussion Questions vv vv vv vv
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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