SOLUTION MANUAL
Project Management, The Managerial Process,
8th Edition by Erik W. Larson, Clifford F. Gray
All Chapters 1 - 16
,TABLE OF CONTENTS
Ch. 1 Modern Project Management
Ch. 2 Organization Strategy and Project Selection
Ch. 3 Organization: Structure and Culture
Ch. 4 Defining the Project
Ch. 5 Estimating Project Times and Costs
Ch. 6 Developing a Project Schedule
Ch. 7 Managing Risk
Ch. 8 Scheduling Resources and Costs
Ch. 9 Reducing Project Duration
Ch. 10 Being an Effective Project Manager
Ch. 11 Managing Project Teams
Ch. 12 Outsourcing: Managing Interorganizational Relations
Ch. 13 Progress and Performance Measurement and Evaluation
Ch. 14 Project Closure
Ch. 15 Agile Project Management
Ch. 16 International Projects
, 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
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
,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
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?
, 1. Defining: Project specifications objectives are defined, and teams are formed with
major responsibilities assigned. Much of this is referred to as defining the Scope of a
project.
2. Planning: The creation of a comprehensive plan that includes schedules, budgets,
staffing and risk assessment.
3. Executing: Work begins, deliverables are produced, and progress is monitored.
4. Closing: Putting the project to bed includes customer delivery, post project reviewor
audit, and redeployment of project team.
problematic. Disagreements at the customer acceptance can lead to rework, tension and
in many cases litigation. Veteran project managers answer to this question wouldbe ―It all
depends‖.
4. What kinds of projects is Agile PM best suited for and why?
R&D work, technological breakthroughs, and creative endeavors.
5. The technical and sociocultural dimensions of project management are two sides
to the same coin. Explain.
The technical and sociocultural dimensions of project management are two sides of the
same coin because successful project managers are skillful in both areas. The point is
successful project managers need to be very comfortable and skillful in bothareas.
Snapshot from Practice: Discussion Questions
1.1 The Project Management Institute
1. If you were a student interested in pursuing a career in project management how
important do you think being CAPM would be?
There is no data available on the value of the CAPM in the job market. Experts suggest ata
minimum it demonstrates a strong interest in project management and a good understanding
of the project management processes. Given the growing demand for people to work on
projects, the CAPM may just separate you from other applicants.
2. How valuable do you think being a certified PMP is?
Reliable data is hard to find. PMI reported that the median salary for a PMP is $108,200.
Non-certified project managers, on the other hand, showed a median income of $91,000.
According to a different survey, eighty percent of high-performing projects used PMP
certified project managers.
1.3 London Calling: Seattle Seahawks versus Oakland Raiders
,1. Why was it important to give players and staff a chance to explore London one
evening?
This will be a tough question for those not familiar with intense team sports. They will not
be aware of the importance coaches devote to eliminating distractions that can disruptteam
concentration and focus. Coach Carroll reportedly said, ―There was no avoiding the fact that
we were in a foreign country. Players and staff were curious and excited, so we decided
instead of denying it we would let them explore London‖.
2. What are one or two lessons you learned from this Snapshot?
Several lessons can be gleaned from this Snapshot:
High performance projects need to devote significant attention to providing a
work environment that supports high performance.
The importance of interjecting fun on intense projects.
The impact time zone changes can have on individual performance.
The attention to detail exhibited in the project.
The importance of managing the rhythm and pace of a group to accomplish
project objectives.
Sports fans will draw attention to coach Carroll driving the players to the stadium the day
before the game. This eliminated the distraction of not knowing what the field or locker
room would be like. It answered the question of what kind of shoes the players would be
wearing. Players like quarterback Russell Wilson like to form vivid, mental images of bigplays
the night before a big game.
1.4 Ron Parker
1. Do you agree with Ron Parker’s statement: ―To be successful, you must also be willing to
run at problems/opportunities when everyone else is running away from them‖?
This is somewhat of a philosophical question. While not the only way to become
successful this is one path to success especially when other opportunities or advantages are
not available. Tackling tough projects is a great way to gain visibility and establish a
reputation. The flip side is that these projects are risky, and failure may damage one’s
reputation. Organizations that excel at project management recognize that these projects
often fail despite superior effort. They value experience and devote significant attention to
improving future project performance by articulating lessons learned from current projects.
,Exercises
1. Review the front page of your local newspaper and try to identify all the projects
contained in the articles. How many were you able to find?
It is nearly impossible to open a newspaper and not find articles relating to projects.
Sunday editions are especially good for this exercise. Even experienced project managers
find the number of projects far greater than they would have predicted.
Each one is managed by a project manager! This is a good illustration of theimportant
role projects play in our daily lives.
2. Individually identify what you consider to be the greatest achievements
accomplished by mankind in the last five decades. Now share your list with three
to five other students in the class and come up with an expanded list. Review
these accomplishments in terms of the definition of a project. What does your
review suggest about the importance of project management?
Typical responses center on technology, medical advances, space exploration—e.g.,
computer advances, laser operations and new drugs, building the space station. Oftenyou
have to point out that many of these projects are really programs.
We usually select two or three student suggestions of projects (there will be plenty!) and
ask the students to identify the kinds of problems the project manager of the project
may have had to deal with. Again, once the students get into the exercise, the problems
they can envision are many. These problems are placed on the board. After the board is
nearly filled and most students have participated, we try to show or classify on the
board the problems by the content of the text chapters. The intent is todemonstrate to
the class the course and text will address many of the problems suggested by the
students.
3. Individually identify projects assigned in previous terms. Were both
sociocultural and technical elements factors in the success or difficulties in the
projects?
Students will naturally focus on sociocultural aspects in part because they are more
familiar with concepts such as leadership, problem-solving, and teamwork than scope,
WBS, and baseline budgets. Furthermore, interpersonal friction is often a source of
consternation on student projects. The instructor may have to point out that
interpersonal conflicts often arise from ill-defined scopes, uneven work schedules, and
poor planning.
,4. Check out the Project Management Institute‘s home page at www.pmi.org.
a. Review general information about PMI as well as membership information.
Answers will vary. The PMI website undergoes periodic updates.
b. See if there is a PMI chapter in your state. If not, where is the closest one?
Answers will vary depending on your location.
c. Use the search function at the PMI home page to find information on Project
Management Body of Knowledge (PMBOK). What are the major knowledge
areas of PMBOK?
This search turns up a very wide variety of information including books the
student can purchase, how-to articles, and tools and templates. It will take some
searching, but the student can find that the ten knowledge areas are as follows:
1. Project Integration Management
2. Project Scope Management
3. Project Time Management
4. Project Cost Management
5. Project Quality Management
6. Project Human Resource Management
7. Project Communications Management
8. Project Risk Management
9. Project Procurement Management
10. Project Stakeholder Management
d. Explore other links that PMI provides. What do these links tell you about the
nature and future of project management?
Answers will vary, but most will tout the significance of project management as
well as different aspects of a career in Project Management.
,Case 1.1
A Day in the Life—2019
Troi, the project manager of a large information systems project, arrives at her office
early to get caught up with work before her co-workers and project team arrive.
However, as she enters the office, she meets Neil, one of her fellow project
managers, who also wants to get an early start on the day. Neil has just completed a
project overseas. They spend 10 minutes socializing and catching up on personal
news.
(Rest of case not shown due to length.)
This case shows a glimpse of what it is like to be a project manager. It also underscoresthat
being a project manager is more social than technical and that project managers spend the
majority of their time interacting with various people who impact a project.
Note: This case can either be used up front in the course or towards the end when the
sociocultural aspects of project management have been covered.
1. How effectively do you think Troi spent her day?
Students will be divided in their evaluation of Troi. Some will argue that she is inefficient and
does not have control over her time. Others will argue that this is the nature of the joband is
to be expected. They will point out that she is appropriately spending her time managing
relations and keeping on top of things that affect the project. We tend to observe that
students with little work experience are much more critical than those with work experience.
2. What does the case tell you about what it is like to be a project manager?
Troi’s day underscores three key functions project managers spend their time performing:
a. Building and sustaining interpersonal relations. Project managers have to network
and develop good working relations with team members and other project
stakeholders.
b. Information gathering and dissemination. Project managers are the information hub
for their projects. They are in constant communication with various stakeholders,
collecting information from various sources, and sending it to thosewho have a
need to know.
c. Decision-making. Project managers consult with various people to make decisions
necessary to complete the project.
, Case b1.2
The bHokies bLunch bGroup
Fatma bsettled bdown bfor blunch bat bthe bYank bSing bChinese brestaurant. bShe bwas
bearly band btook bthe btime bto bcatch bup bon bher be-mail. bSoon bshe bwould bbe bjoined bby
bJasper bandbViktoria, btwo bfellow b2014 bgrads bfrom bVirginia bTech bin bBlacksburg,
bVirginia.
(Rest bof bcase bnot bshown bdue bto blength.)
This bcase b is bdesigned bto bprovide bstudents ba bglimpse bof bwhat b it b is blike bto bwork bon
bprojects.bOver bthe bcourse bof bmonthly blunch bmeetings bstudents bare bexposed bto ba bvariety
bof bmanagement b issues bas bwell bas bthe bdifferent b phases b of bthe bproject b life bcycle.
1. For beach bpart b(A, bB, bC) bwhat bphase bof bthe bproject blife bcycle bis beach bproject bin?
Part bA
Viktoria band bJasper’s bprojects bare bin bthe bExecuting bphase bwith bPAX2 bentering ba
bcriticalbtesting bstage. b Fatma’s bproject b appears bto b be bin bthe bDefining bphase bwhere bshe bis
bworkingbon bdefining b the bscope bof bthe bproject.
Part bB
Viktoria band bJasper’s bprojects bcontinue bto bbe bin bthe bExecuting bphase bwith bJasper bfeeling
bintense bpressure bafter bmissing ba bsecond bmilestone. bFatma’s bproject bappears bto bbe bin bthe
bplanning bphase bsince bshe bis b involved b in bscheduling b work.
Part bC
Viktoria bis bwrapping bup bher bsuccessful bproject bduring bthe bClosing bphase. bJasper’s
bproject,bon bthe bother bhand, bhas bbeen bcanceled band bhe bis bnow blooking bfor bwork. bFatma’
brenovation bproject b is bnow bin bthe bExecuting bphase.
2. What bare btwo bimportant bthings byou blearned babout bworking bon bprojects bfrom
bthebcase? bWhy bare bthey bimportant?
This b is ban bopen-ended bquestion band bresponses bwill bvary bdepending bupon blevel bof
bexperience band bexposure bto b project b management.
The bcase binvolves ba bnumber bof bkey bproject b management bissues:
Part bA
How bprojects bvary bin bthe bdegree bthat bscope bcan bbe bdefined bup b front b and bhow
bdifficult b itbcan bbe bto b define bthe bscope bof bsoftware bprojects.
Project Management, The Managerial Process,
8th Edition by Erik W. Larson, Clifford F. Gray
All Chapters 1 - 16
,TABLE OF CONTENTS
Ch. 1 Modern Project Management
Ch. 2 Organization Strategy and Project Selection
Ch. 3 Organization: Structure and Culture
Ch. 4 Defining the Project
Ch. 5 Estimating Project Times and Costs
Ch. 6 Developing a Project Schedule
Ch. 7 Managing Risk
Ch. 8 Scheduling Resources and Costs
Ch. 9 Reducing Project Duration
Ch. 10 Being an Effective Project Manager
Ch. 11 Managing Project Teams
Ch. 12 Outsourcing: Managing Interorganizational Relations
Ch. 13 Progress and Performance Measurement and Evaluation
Ch. 14 Project Closure
Ch. 15 Agile Project Management
Ch. 16 International Projects
, 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
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
,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
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?
, 1. Defining: Project specifications objectives are defined, and teams are formed with
major responsibilities assigned. Much of this is referred to as defining the Scope of a
project.
2. Planning: The creation of a comprehensive plan that includes schedules, budgets,
staffing and risk assessment.
3. Executing: Work begins, deliverables are produced, and progress is monitored.
4. Closing: Putting the project to bed includes customer delivery, post project reviewor
audit, and redeployment of project team.
problematic. Disagreements at the customer acceptance can lead to rework, tension and
in many cases litigation. Veteran project managers answer to this question wouldbe ―It all
depends‖.
4. What kinds of projects is Agile PM best suited for and why?
R&D work, technological breakthroughs, and creative endeavors.
5. The technical and sociocultural dimensions of project management are two sides
to the same coin. Explain.
The technical and sociocultural dimensions of project management are two sides of the
same coin because successful project managers are skillful in both areas. The point is
successful project managers need to be very comfortable and skillful in bothareas.
Snapshot from Practice: Discussion Questions
1.1 The Project Management Institute
1. If you were a student interested in pursuing a career in project management how
important do you think being CAPM would be?
There is no data available on the value of the CAPM in the job market. Experts suggest ata
minimum it demonstrates a strong interest in project management and a good understanding
of the project management processes. Given the growing demand for people to work on
projects, the CAPM may just separate you from other applicants.
2. How valuable do you think being a certified PMP is?
Reliable data is hard to find. PMI reported that the median salary for a PMP is $108,200.
Non-certified project managers, on the other hand, showed a median income of $91,000.
According to a different survey, eighty percent of high-performing projects used PMP
certified project managers.
1.3 London Calling: Seattle Seahawks versus Oakland Raiders
,1. Why was it important to give players and staff a chance to explore London one
evening?
This will be a tough question for those not familiar with intense team sports. They will not
be aware of the importance coaches devote to eliminating distractions that can disruptteam
concentration and focus. Coach Carroll reportedly said, ―There was no avoiding the fact that
we were in a foreign country. Players and staff were curious and excited, so we decided
instead of denying it we would let them explore London‖.
2. What are one or two lessons you learned from this Snapshot?
Several lessons can be gleaned from this Snapshot:
High performance projects need to devote significant attention to providing a
work environment that supports high performance.
The importance of interjecting fun on intense projects.
The impact time zone changes can have on individual performance.
The attention to detail exhibited in the project.
The importance of managing the rhythm and pace of a group to accomplish
project objectives.
Sports fans will draw attention to coach Carroll driving the players to the stadium the day
before the game. This eliminated the distraction of not knowing what the field or locker
room would be like. It answered the question of what kind of shoes the players would be
wearing. Players like quarterback Russell Wilson like to form vivid, mental images of bigplays
the night before a big game.
1.4 Ron Parker
1. Do you agree with Ron Parker’s statement: ―To be successful, you must also be willing to
run at problems/opportunities when everyone else is running away from them‖?
This is somewhat of a philosophical question. While not the only way to become
successful this is one path to success especially when other opportunities or advantages are
not available. Tackling tough projects is a great way to gain visibility and establish a
reputation. The flip side is that these projects are risky, and failure may damage one’s
reputation. Organizations that excel at project management recognize that these projects
often fail despite superior effort. They value experience and devote significant attention to
improving future project performance by articulating lessons learned from current projects.
,Exercises
1. Review the front page of your local newspaper and try to identify all the projects
contained in the articles. How many were you able to find?
It is nearly impossible to open a newspaper and not find articles relating to projects.
Sunday editions are especially good for this exercise. Even experienced project managers
find the number of projects far greater than they would have predicted.
Each one is managed by a project manager! This is a good illustration of theimportant
role projects play in our daily lives.
2. Individually identify what you consider to be the greatest achievements
accomplished by mankind in the last five decades. Now share your list with three
to five other students in the class and come up with an expanded list. Review
these accomplishments in terms of the definition of a project. What does your
review suggest about the importance of project management?
Typical responses center on technology, medical advances, space exploration—e.g.,
computer advances, laser operations and new drugs, building the space station. Oftenyou
have to point out that many of these projects are really programs.
We usually select two or three student suggestions of projects (there will be plenty!) and
ask the students to identify the kinds of problems the project manager of the project
may have had to deal with. Again, once the students get into the exercise, the problems
they can envision are many. These problems are placed on the board. After the board is
nearly filled and most students have participated, we try to show or classify on the
board the problems by the content of the text chapters. The intent is todemonstrate to
the class the course and text will address many of the problems suggested by the
students.
3. Individually identify projects assigned in previous terms. Were both
sociocultural and technical elements factors in the success or difficulties in the
projects?
Students will naturally focus on sociocultural aspects in part because they are more
familiar with concepts such as leadership, problem-solving, and teamwork than scope,
WBS, and baseline budgets. Furthermore, interpersonal friction is often a source of
consternation on student projects. The instructor may have to point out that
interpersonal conflicts often arise from ill-defined scopes, uneven work schedules, and
poor planning.
,4. Check out the Project Management Institute‘s home page at www.pmi.org.
a. Review general information about PMI as well as membership information.
Answers will vary. The PMI website undergoes periodic updates.
b. See if there is a PMI chapter in your state. If not, where is the closest one?
Answers will vary depending on your location.
c. Use the search function at the PMI home page to find information on Project
Management Body of Knowledge (PMBOK). What are the major knowledge
areas of PMBOK?
This search turns up a very wide variety of information including books the
student can purchase, how-to articles, and tools and templates. It will take some
searching, but the student can find that the ten knowledge areas are as follows:
1. Project Integration Management
2. Project Scope Management
3. Project Time Management
4. Project Cost Management
5. Project Quality Management
6. Project Human Resource Management
7. Project Communications Management
8. Project Risk Management
9. Project Procurement Management
10. Project Stakeholder Management
d. Explore other links that PMI provides. What do these links tell you about the
nature and future of project management?
Answers will vary, but most will tout the significance of project management as
well as different aspects of a career in Project Management.
,Case 1.1
A Day in the Life—2019
Troi, the project manager of a large information systems project, arrives at her office
early to get caught up with work before her co-workers and project team arrive.
However, as she enters the office, she meets Neil, one of her fellow project
managers, who also wants to get an early start on the day. Neil has just completed a
project overseas. They spend 10 minutes socializing and catching up on personal
news.
(Rest of case not shown due to length.)
This case shows a glimpse of what it is like to be a project manager. It also underscoresthat
being a project manager is more social than technical and that project managers spend the
majority of their time interacting with various people who impact a project.
Note: This case can either be used up front in the course or towards the end when the
sociocultural aspects of project management have been covered.
1. How effectively do you think Troi spent her day?
Students will be divided in their evaluation of Troi. Some will argue that she is inefficient and
does not have control over her time. Others will argue that this is the nature of the joband is
to be expected. They will point out that she is appropriately spending her time managing
relations and keeping on top of things that affect the project. We tend to observe that
students with little work experience are much more critical than those with work experience.
2. What does the case tell you about what it is like to be a project manager?
Troi’s day underscores three key functions project managers spend their time performing:
a. Building and sustaining interpersonal relations. Project managers have to network
and develop good working relations with team members and other project
stakeholders.
b. Information gathering and dissemination. Project managers are the information hub
for their projects. They are in constant communication with various stakeholders,
collecting information from various sources, and sending it to thosewho have a
need to know.
c. Decision-making. Project managers consult with various people to make decisions
necessary to complete the project.
, Case b1.2
The bHokies bLunch bGroup
Fatma bsettled bdown bfor blunch bat bthe bYank bSing bChinese brestaurant. bShe bwas
bearly band btook bthe btime bto bcatch bup bon bher be-mail. bSoon bshe bwould bbe bjoined bby
bJasper bandbViktoria, btwo bfellow b2014 bgrads bfrom bVirginia bTech bin bBlacksburg,
bVirginia.
(Rest bof bcase bnot bshown bdue bto blength.)
This bcase b is bdesigned bto bprovide bstudents ba bglimpse bof bwhat b it b is blike bto bwork bon
bprojects.bOver bthe bcourse bof bmonthly blunch bmeetings bstudents bare bexposed bto ba bvariety
bof bmanagement b issues bas bwell bas bthe bdifferent b phases b of bthe bproject b life bcycle.
1. For beach bpart b(A, bB, bC) bwhat bphase bof bthe bproject blife bcycle bis beach bproject bin?
Part bA
Viktoria band bJasper’s bprojects bare bin bthe bExecuting bphase bwith bPAX2 bentering ba
bcriticalbtesting bstage. b Fatma’s bproject b appears bto b be bin bthe bDefining bphase bwhere bshe bis
bworkingbon bdefining b the bscope bof bthe bproject.
Part bB
Viktoria band bJasper’s bprojects bcontinue bto bbe bin bthe bExecuting bphase bwith bJasper bfeeling
bintense bpressure bafter bmissing ba bsecond bmilestone. bFatma’s bproject bappears bto bbe bin bthe
bplanning bphase bsince bshe bis b involved b in bscheduling b work.
Part bC
Viktoria bis bwrapping bup bher bsuccessful bproject bduring bthe bClosing bphase. bJasper’s
bproject,bon bthe bother bhand, bhas bbeen bcanceled band bhe bis bnow blooking bfor bwork. bFatma’
brenovation bproject b is bnow bin bthe bExecuting bphase.
2. What bare btwo bimportant bthings byou blearned babout bworking bon bprojects bfrom
bthebcase? bWhy bare bthey bimportant?
This b is ban bopen-ended bquestion band bresponses bwill bvary bdepending bupon blevel bof
bexperience band bexposure bto b project b management.
The bcase binvolves ba bnumber bof bkey bproject b management bissues:
Part bA
How bprojects bvary bin bthe bdegree bthat bscope bcan bbe bdefined bup b front b and bhow
bdifficult b itbcan bbe bto b define bthe bscope bof bsoftware bprojects.
