Project Management: The Managerial Process, 8th Edition — Erik Larson & Clifford Gray — Chapters 1–16 — Complete Solution Manual

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




Project Management: The Managerial Process,
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, • TABLE OF CONTENTS tj tj




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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, Chapter 1 tj




Modern Project Management tj tj




Chapter Outline tj




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




B. Program versus Project tj tj




C. The Project Life Cycle tj tj tj




D. The Project Manager tj tj




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




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 tj tj tj tj tj




B. Knowledge Explosion tj




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




E. Small Projects Represent Big Problemstj tj tj tj




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 tj




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 tj tj




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




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




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




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




LO 1-5
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Understand that managing projects involves balancing the technical a tj tj tj tj tj tj tj tj



ndsociocultural dimensions of the project.
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Review Questions tj




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 character
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istics of projects from routine, repetitive daily work are below:
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a. A defined lifespan tj tj



b. A well-defined objective
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c. Typically involves people from several disciplines tj tj tj tj tj



d. A project life cycletj tj tj



e. Specific time, cost, and performance requirements. tj tj tj tj tj




2. What are some of the key environmental forces that have changed the waypr
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ojects are managed? What has been the effect of these forces on the manage
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ment of projects? tj tj




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,techno
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logy changes, time-to-
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market. The impact of these forces is more projects perorganization, project teams resp
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onsible for implementing projects, accountability, changing organization structures, n
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eed for rapid completion of projects, linking projects to organization strategy and custo
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mers, prioritizing projects to conserve organization resources, alliances with external o
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rganizations, and so on. tj tj tj




3. Describe the four phases of the traditional project life cycle. Which phase do youthi
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nk would be most the difficult one to complete?
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Project Management: The Managerial Process, tj tj tj tj tj