SOLUTION MANUAL
Project Management: The Managerial
Process,
8th Edition By Erik Larson and Clifford
Gray Verified Chapters 1 - 16, Complete
Project Management: The Managerial Process,
, • 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
Project Management: The Managerial Process,
, 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
Project Management: The Managerial Process,
, 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 andsociocultural dimensions of the project.
Review Questions
1. Define a project. What are five characteristics which help differentiate
projectsfrom 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 fare fsome fof fthe fkey fenvironmental fforces fthat fhave fchanged
fthe fwayfprojects fare fmanaged? fWhat fhas fbeen fthe feffect fof fthese
fforces fon fthe fmanagement fof fprojects?
Some fenvironmental fforces fthat fhave fchanged fthe fway fwe fmanage
fprojects fare fthe fproduct flife fcycle, fknowledge fgrowth, fglobal
fcompetition, forganization fdownsizing,ftechnology fchanges, ftime-to-
market. fThe fimpact fof fthese fforces fis fmore fprojects fperforganization,
fproject fteams fresponsible ffor fimplementing fprojects, faccountability,
fchanging forganization fstructures, fneed ffor frapid fcompletion fof fprojects,
flinking fprojects fto forganization fstrategy fand fcustomers, fprioritizing
fprojects fto fconserve forganization fresources, falliances fwith fexternal
forganizations, fand fso fon.
Project Management: The Managerial Process,
Project Management: The Managerial
Process,
8th Edition By Erik Larson and Clifford
Gray Verified Chapters 1 - 16, Complete
Project Management: The Managerial Process,
, • 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
Project Management: The Managerial Process,
, 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
Project Management: The Managerial Process,
, 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 andsociocultural dimensions of the project.
Review Questions
1. Define a project. What are five characteristics which help differentiate
projectsfrom 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 fare fsome fof fthe fkey fenvironmental fforces fthat fhave fchanged
fthe fwayfprojects fare fmanaged? fWhat fhas fbeen fthe feffect fof fthese
fforces fon fthe fmanagement fof fprojects?
Some fenvironmental fforces fthat fhave fchanged fthe fway fwe fmanage
fprojects fare fthe fproduct flife fcycle, fknowledge fgrowth, fglobal
fcompetition, forganization fdownsizing,ftechnology fchanges, ftime-to-
market. fThe fimpact fof fthese fforces fis fmore fprojects fperforganization,
fproject fteams fresponsible ffor fimplementing fprojects, faccountability,
fchanging forganization fstructures, fneed ffor frapid fcompletion fof fprojects,
flinking fprojects fto forganization fstrategy fand fcustomers, fprioritizing
fprojects fto fconserve forganization fresources, falliances fwith fexternal
forganizations, fand fso fon.
Project Management: The Managerial Process,
