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

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

,TABLE OF CONTENTS CQ CQ




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 CQ




Modern Project Management CQ CQ




Chapter Outline CQ




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




B. Program versus Project CQ CQ




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 CQ CQ CQ CQ CQ




B. Knowledge Explosion CQ




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




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 CQ




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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, Chapter Learning Objectives CQ CQ




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




LO 1-3
CQ Identify the different stages of a project life cycle.
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LO 1-4
CQ Describe how Agile PM is different from traditional PM.
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LO 1-5
CQ Understand that managing projects involves balancing the technical andso
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ciocultural dimensions of the project. CQ CQ CQ CQ




Review Questions CQ




1. Define a project. What are five characteristics which help differentiate project
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sfrom 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 charact
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eristics 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
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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 w
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ayprojects are managed? What has been the effect of these forces on the
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management of projects?
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Some environmental forces that have changed the way we manage projects are the
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product life cycle, knowledge growth, global competition, organization downsizing,t
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echnology changes, time-to- CQ CQ



market. The impact of these forces is more projects perorganization, project teams r
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esponsible for implementing projects, accountability, changing organization structure
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s, need for rapid completion of projects, linking projects to organization strategy an
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d customers, prioritizing projects to conserve organization resources, alliances with
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external organizations, and so on.CQ CQ CQ CQ




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