SOLUTION MANUALt t
Project Management, The Managerial Process,
t t t t
8th Edition by Erik W. Larson, Clifford F. Gray
t t t t t t t t
All Chapters 1 - 16
t t t t
,TABLE OF CONTENTS
t t
Ch. 1 Modern Project Management
t t t t
Ch. 2 Organization Strategy and Project Selection
t t t t t t
Ch. 3 Organization: Structure and Culture
t t t t t
Ch. 4 Defining the Project
t t t t
Ch. 5 Estimating Project Times and Costs
t t t t t t
Ch. 6 Developing a Project Schedule
t t t t t
Ch. 7 Managing Risk
t t t
Ch. 8 Scheduling Resources and Costs
t t t t t
Ch. 9 Reducing Project Duration
t t t t
Ch. 10 Being an Effective Project Manager
t t t t t t
Ch. 11 Managing Project Teams
t t t t
Ch. 12 Outsourcing: Managing Interorganizational Relations
t t t t t
Ch. 13 Progress and Performance Measurement and Evaluation
t t t t t t t
Ch. 14 Project Closure
t t t
Ch. 15 Agile Project Management
t t t t
Ch. 16 International Projects
t t t
, Chapter 1t
Modern Project Management
t t
Chapter Outline
t
1. What tIs ta tProject?
A. What ta tProject tIs tNot
B. Program tversus tProject
C. The tProject tLife tCycle
D. The tProject tManager
E. Being tPart tof ta tProject tTeam
2. Agile tProject tManagement
3. Current tDrivers tof tProject tManagement
A. Compression tof tthe tProduct tLife tCycle
B. Knowledge tExplosion
C. Triple tBottom tLine t(Planet, tPeople, tProfit)
D. Increased tCustomer tFocus
E. Small tProjects tRepresent tBig tProblems
4. Project tManagement tToday: tA tSocio-Technical tApproach
5. Summary
6. Text tOverview
7. Key tTerms
8. Review tQuestions
9. Snapshot tfrom tPractice: tDiscussion tQuestions
10. Exercises
11. Case t1.1: tA tDay tin tthe tLife—2019
12. Case t1.2: tThe tHokies tLunch tGroup
, Chapter Learning Objectives
t t
After treading tthis tchapter tyou tshould tbe table tto:
LO t1-1 Understand twhy tproject tmanagement tis tcrucial tin ttoday’s tworld.
LO t1-2 Distinguish ta tproject tfrom troutine toperations.
LO t1-3 Identify tthe tdifferent tstages tof ta tproject tlife tcycle.
LO t1-4 Describe thow tAgile tPM tis tdifferent tfrom ttraditional tPM.
LO t1-5 Understand tthat tmanaging tprojects tinvolves tbalancing tthe ttechnical tand
tsociocultural tdimensions tof tthe tproject.
Review Questions
t
1. Define ta tproject. tWhat tare tfive tcharacteristics twhich thelp tdifferentiate tprojects
tfrom tother tfunctions tcarried tout tin tthe tdaily toperations tof tthe torganization?
A tproject tis ta tcomplex, tnon-routine, tone-time teffort tlimited tby ttime, tbudget, tresource,
tand tspecifications. tDifferentiating tcharacteristics tof tprojects tfrom troutine, trepetitive
tdaily twork tare tbelow:
a. A tdefined tlifespan
b. A twell-defined tobjective
c. Typically tinvolves tpeople tfrom tseveral tdisciplines
d. A tproject tlife tcycle
e. Specific ttime, tcost, tand tperformance trequirements.
2. What tare tsome tof tthe tkey tenvironmental tforces tthat thave tchanged tthe
twaytprojects tare tmanaged? tWhat thas tbeen tthe teffect tof tthese tforces ton
tthe tmanagement tof tprojects?
Some tenvironmental tforces tthat thave tchanged tthe tway twe tmanage tprojects tare tthe
tproduct tlife tcycle, tknowledge tgrowth, tglobal tcompetition, torganization tdownsizing,
ttechnology tchanges, ttime-to-market. tThe timpact tof tthese tforces tis tmore tprojects tper
torganization, tproject tteams tresponsible tfor timplementing tprojects, taccountability,
tchanging torganization tstructures, tneed tfor trapid tcompletion tof tprojects, tlinking
tprojects tto torganization tstrategy tand tcustomers, tprioritizing tprojects tto tconserve
torganization tresources, t alliances twith texternal torganizations, t and tso ton.
3. Describe tthe tfour tphases tof tthe ttraditional tproject tlife tcycle. tWhich tphase tdo
tyoutthink twould tbe tmost t the tdifficult t one tto tcomplete?
Project Management, The Managerial Process,
t t t t
8th Edition by Erik W. Larson, Clifford F. Gray
t t t t t t t t
All Chapters 1 - 16
t t t t
,TABLE OF CONTENTS
t t
Ch. 1 Modern Project Management
t t t t
Ch. 2 Organization Strategy and Project Selection
t t t t t t
Ch. 3 Organization: Structure and Culture
t t t t t
Ch. 4 Defining the Project
t t t t
Ch. 5 Estimating Project Times and Costs
t t t t t t
Ch. 6 Developing a Project Schedule
t t t t t
Ch. 7 Managing Risk
t t t
Ch. 8 Scheduling Resources and Costs
t t t t t
Ch. 9 Reducing Project Duration
t t t t
Ch. 10 Being an Effective Project Manager
t t t t t t
Ch. 11 Managing Project Teams
t t t t
Ch. 12 Outsourcing: Managing Interorganizational Relations
t t t t t
Ch. 13 Progress and Performance Measurement and Evaluation
t t t t t t t
Ch. 14 Project Closure
t t t
Ch. 15 Agile Project Management
t t t t
Ch. 16 International Projects
t t t
, Chapter 1t
Modern Project Management
t t
Chapter Outline
t
1. What tIs ta tProject?
A. What ta tProject tIs tNot
B. Program tversus tProject
C. The tProject tLife tCycle
D. The tProject tManager
E. Being tPart tof ta tProject tTeam
2. Agile tProject tManagement
3. Current tDrivers tof tProject tManagement
A. Compression tof tthe tProduct tLife tCycle
B. Knowledge tExplosion
C. Triple tBottom tLine t(Planet, tPeople, tProfit)
D. Increased tCustomer tFocus
E. Small tProjects tRepresent tBig tProblems
4. Project tManagement tToday: tA tSocio-Technical tApproach
5. Summary
6. Text tOverview
7. Key tTerms
8. Review tQuestions
9. Snapshot tfrom tPractice: tDiscussion tQuestions
10. Exercises
11. Case t1.1: tA tDay tin tthe tLife—2019
12. Case t1.2: tThe tHokies tLunch tGroup
, Chapter Learning Objectives
t t
After treading tthis tchapter tyou tshould tbe table tto:
LO t1-1 Understand twhy tproject tmanagement tis tcrucial tin ttoday’s tworld.
LO t1-2 Distinguish ta tproject tfrom troutine toperations.
LO t1-3 Identify tthe tdifferent tstages tof ta tproject tlife tcycle.
LO t1-4 Describe thow tAgile tPM tis tdifferent tfrom ttraditional tPM.
LO t1-5 Understand tthat tmanaging tprojects tinvolves tbalancing tthe ttechnical tand
tsociocultural tdimensions tof tthe tproject.
Review Questions
t
1. Define ta tproject. tWhat tare tfive tcharacteristics twhich thelp tdifferentiate tprojects
tfrom tother tfunctions tcarried tout tin tthe tdaily toperations tof tthe torganization?
A tproject tis ta tcomplex, tnon-routine, tone-time teffort tlimited tby ttime, tbudget, tresource,
tand tspecifications. tDifferentiating tcharacteristics tof tprojects tfrom troutine, trepetitive
tdaily twork tare tbelow:
a. A tdefined tlifespan
b. A twell-defined tobjective
c. Typically tinvolves tpeople tfrom tseveral tdisciplines
d. A tproject tlife tcycle
e. Specific ttime, tcost, tand tperformance trequirements.
2. What tare tsome tof tthe tkey tenvironmental tforces tthat thave tchanged tthe
twaytprojects tare tmanaged? tWhat thas tbeen tthe teffect tof tthese tforces ton
tthe tmanagement tof tprojects?
Some tenvironmental tforces tthat thave tchanged tthe tway twe tmanage tprojects tare tthe
tproduct tlife tcycle, tknowledge tgrowth, tglobal tcompetition, torganization tdownsizing,
ttechnology tchanges, ttime-to-market. tThe timpact tof tthese tforces tis tmore tprojects tper
torganization, tproject tteams tresponsible tfor timplementing tprojects, taccountability,
tchanging torganization tstructures, tneed tfor trapid tcompletion tof tprojects, tlinking
tprojects tto torganization tstrategy tand tcustomers, tprioritizing tprojects tto tconserve
torganization tresources, t alliances twith texternal torganizations, t and tso ton.
3. Describe tthe tfour tphases tof tthe ttraditional tproject tlife tcycle. tWhich tphase tdo
tyoutthink twould tbe tmost t the tdifficult t one tto tcomplete?
