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

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prior written consent of McGraw-Hill.
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, Chapter 1 bn




Modern Project Management bn bn




Chapter Outline bn




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



B. Program versus Project bn bn



C. The Project Life Cycle
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D. The Project Manager
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E. Being Part of a Project Team
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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 bn bn bn bn bn




B. Knowledge Explosion bn




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




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 bn



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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Copyright © 2021 McGraw-Hill. All rights reserved. No reproduction or distribution without the
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, Chapter Learning Objectives bn bn




After reading this chapter you should be able to:
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LO 1-1
bn Understand why project management is crucial in today’s world.
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LO 1-2
bn Distinguish a project from routine operations. bn bn bn bn bn




LO 1-3
bn Identify the different stages of a project life cycle.
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LO 1-4
bn Describe how Agile PM is different from traditional PM.
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LO 1-5
bn Understand that managing projects involves balancing the technical
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and sociocultural dimensions of the project.
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Review Questions bn




1. Define a project. What are five characteristics which help differentiate
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projects from other functions carried out in the daily operations of the
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organization?
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A project is a complex, non-routine, one-time effort limited by time, budget,
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resource, and specifications. Differentiating characteristics of projects from
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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
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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
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way projects are managed? What has been the effect of these forces
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on the management of projects?
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Some environmental forces that have changed the way we manage projects are
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the product life cycle, knowledge growth, global competition, organization
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downsizing, technology changes, time-to-market. The impact of these forces is
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more projects per organization, project teams responsible for implementing
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projects, accountability, changing organization structures, need for rapid
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completion of projects, linking projects to organization strategy and customers,
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prioritizing projects to conserve organization resources, alliances with external
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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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do you think would be most the difficult one to complete?
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Copyright © 2021 McGraw-Hill. All rights reserved. No reproduction or distribution without the
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prior written consent of McGraw-Hill. bn bn bn bn bn


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