Solution manual for project management the managerial process 8th eric w larson clifford f gray

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




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 n




Modern Project Management n n




Chapter Outline n




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




B. Program versus Project n n




C. The Project Life Cycle n n n




D. The Project Manager n n




E. Being Part of a Project Team n n n n n




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 n n n n n




B. Knowledge Explosion n




C. Triple Bottom Line (Planet, People, Profit) n n n n n




D. Increased Customer Focus n n




E. Small Projects Represent Big Problemsn n n n




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 n




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 n n




After reading this chapter you should be able to:
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LO 1-1
n Understand why project management is crucial in today’s world. n n n n n n n n




LO 1-2
n Distinguish a project from routine operations. n n n n n




LO 1-3
n Identify the different stages of a project life cycle. n n n n n n n n




LO 1-4
n Describe how Agile PM is different from traditional PM. n n n n n n n n




LO 1-5
n Understand that managing projects involves balancing the technical and n n n n n n n n




sociocultural dimensions of the project.
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Review Questions n




1. Define a project. What are five characteristics which help differentiate projectsfrom
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other functions carried out in the daily operations of the organization?
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A project is a complex, non-routine, one-time effort limited by time, budget, resource,and
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specifications. Differentiating characteristics of projects from routine, repetitive daily work
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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 n n n n n




d. A project life cycle
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e. Specific time, cost, and performance requirements. n n n n n




2. What are some of the key environmental forces that have changed the way
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projects 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 product
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life cycle, knowledge growth, global competition, organization downsizing,technology
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changes, time-to-market. The impact of these forces is more projects perorganization,
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project teams responsible for implementing projects, accountability, changing
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organization structures, need for rapid completion of projects, linking projects to
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organization strategy and customers, prioritizing projects to conserve organization
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resources, alliances with external organizations, and so on.
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3. Describe the four phases of the traditional project life cycle. Which phase do you
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think would be most the difficult one to complete?
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