Page 1 of 1030
SOLUTION MANUAL FOR PROJECT MANAGEMENT THE
MANEGERIAL PROCESS: (8TH EDITION), BY ERIC W. LARSON
CLIFFORD F. GRAY TEST BANK (CHAPTER 1 – 16) … PDF
Chapter 1
Modern Project Management
Chapter Outline
1. What Is a Project?
A. What a Project Is Not
B. Program versus Project
C. The Project Life Cycle
D. The Project Manager
E. Being Part of a Project Team
2. Agile Project Management
3. Current Drivers of Project Management
A. Compression of the Product Life Cycle
B. Knowledge Explosion
C. Triple Bottom Line (Planet, People, Profit)
D. Increased Customer Focus
E. Small Projects Represent Big Problems
4. Project Management Today: A Socio-Technical Approach
5. Summary
6. Text Overview
7. Key Terms
8. Review Questions
Copyright © 2021 McGraw-Hill. All rights reserved. No reproduction or distribution without the prior
written consent of McGraw-Hill.
1
,Page 2 of 1030
9. Snapshot from Practice: Discussion Questions
10. Exercises
11. Case 1.1: A Day in the Life—2019
12. Case 1.2: The Hokies Lunch Group
Copyright © 2021 McGraw-Hill. All rights reserved. No reproduction or distribution without the prior
written consent of McGraw-Hill.
2
,Page 3 of 1030
Chapter Learning Objectives
After reading this chapter you should be able to:
LO 1-1 Understand why project management is crucial
in today’s world.
LO 1-2 Distinguish a project from routine operations.
LO 1-3 Identify the different stages of a project life
cycle.
LO 1-4 Describe how Agile PM is different from
traditional PM.
LO 1-5 Understand that managing projects involves
balancing the technical and sociocultural
dimensions of the project.
Review Questions
1. Define a project. What are five characteristics which
help differentiate projects from other functions carried
out in the daily operations of the organization?
A project is a complex, non-routine, one-time effort
limited by time, budget, resource, and specifications.
Differentiating characteristics of projects from routine,
repetitive daily work are below:
a. A defined lifespan
b. A well-defined objective
c. Typically involves people from several disciplines
d. A project life cycle
e. Specific time, cost, and performance requirements.
2. What are some of the key environmental forces that
have changed the way projects are managed? What
has been the effect of these forces on the
Copyright © 2021 McGraw-Hill. All rights reserved. No reproduction or distribution without the prior
written consent of McGraw-Hill.
3
, Page 4 of 1030
management of projects?
Some environmental forces that have changed the way
we manage projects are the product life cycle, knowledge
growth, global competition, organization downsizing,
technology changes, time-to-market. The impact of these
forces is more projects per organization, project teams
responsible for implementing projects, accountability,
changing organization structures, need for rapid
completion of projects, linking projects to organization
strategy and customers, prioritizing projects to conserve
organization resources, alliances with external
organizations, and so on.
3. Describe the four phases of the traditional project life
cycle. Which phase do you think would be most the
difficult one to complete?
Copyright © 2021 McGraw-Hill. All rights reserved. No reproduction or distribution without the prior
written consent of McGraw-Hill.
4
SOLUTION MANUAL FOR PROJECT MANAGEMENT THE
MANEGERIAL PROCESS: (8TH EDITION), BY ERIC W. LARSON
CLIFFORD F. GRAY TEST BANK (CHAPTER 1 – 16) … PDF
Chapter 1
Modern Project Management
Chapter Outline
1. What Is a Project?
A. What a Project Is Not
B. Program versus Project
C. The Project Life Cycle
D. The Project Manager
E. Being Part of a Project Team
2. Agile Project Management
3. Current Drivers of Project Management
A. Compression of the Product Life Cycle
B. Knowledge Explosion
C. Triple Bottom Line (Planet, People, Profit)
D. Increased Customer Focus
E. Small Projects Represent Big Problems
4. Project Management Today: A Socio-Technical Approach
5. Summary
6. Text Overview
7. Key Terms
8. Review Questions
Copyright © 2021 McGraw-Hill. All rights reserved. No reproduction or distribution without the prior
written consent of McGraw-Hill.
1
,Page 2 of 1030
9. Snapshot from Practice: Discussion Questions
10. Exercises
11. Case 1.1: A Day in the Life—2019
12. Case 1.2: The Hokies Lunch Group
Copyright © 2021 McGraw-Hill. All rights reserved. No reproduction or distribution without the prior
written consent of McGraw-Hill.
2
,Page 3 of 1030
Chapter Learning Objectives
After reading this chapter you should be able to:
LO 1-1 Understand why project management is crucial
in today’s world.
LO 1-2 Distinguish a project from routine operations.
LO 1-3 Identify the different stages of a project life
cycle.
LO 1-4 Describe how Agile PM is different from
traditional PM.
LO 1-5 Understand that managing projects involves
balancing the technical and sociocultural
dimensions of the project.
Review Questions
1. Define a project. What are five characteristics which
help differentiate projects from other functions carried
out in the daily operations of the organization?
A project is a complex, non-routine, one-time effort
limited by time, budget, resource, and specifications.
Differentiating characteristics of projects from routine,
repetitive daily work are below:
a. A defined lifespan
b. A well-defined objective
c. Typically involves people from several disciplines
d. A project life cycle
e. Specific time, cost, and performance requirements.
2. What are some of the key environmental forces that
have changed the way projects are managed? What
has been the effect of these forces on the
Copyright © 2021 McGraw-Hill. All rights reserved. No reproduction or distribution without the prior
written consent of McGraw-Hill.
3
, Page 4 of 1030
management of projects?
Some environmental forces that have changed the way
we manage projects are the product life cycle, knowledge
growth, global competition, organization downsizing,
technology changes, time-to-market. The impact of these
forces is more projects per organization, project teams
responsible for implementing projects, accountability,
changing organization structures, need for rapid
completion of projects, linking projects to organization
strategy and customers, prioritizing projects to conserve
organization resources, alliances with external
organizations, and so on.
3. Describe the four phases of the traditional project life
cycle. Which phase do you think would be most the
difficult one to complete?
Copyright © 2021 McGraw-Hill. All rights reserved. No reproduction or distribution without the prior
written consent of McGraw-Hill.
4
