Solution manual for project management the managerial process 8th

SOLUTION MANUAL j




Project Management: The Managerial Process,
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8th Edition By Erik Larson and Clifford Gray
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Chapters 1 - 16, Complete
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, • TABLE OF CONTENTS j j




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 1j




ModernProjectManagement j j




ChapterOutline j




1. What Is a Project? j j j




A. What a Project IsNot j j j j




B. Programversus Project j j




C. TheProject Life Cycle j j j




D. TheProject Manager j j




E. Being Part ofa Project Team j j j j j




2. AgileProject Management
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3. Current DriversofProject Management j j j j




A. Compressionofthe Product Life Cycle j j j j j




B. Knowledge Explosion j




C. TripleBottomLine (Planet, People, Profit)j j j j j




D. Increased Customer Focus j j




E. SmallProjects Represent Big Problems j j j j




4. Project Management Today: ASocio-TechnicalApproach
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5. Summary
6. Text Overview
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7. Key Terms
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8. Review Questions j




9. Snapshot fromPractice: DiscussionQuestions j j j j




10. Exercises
11. Case 1.1: ADayin the Life—2019
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12. Case 1.2: The Hokies Lunch Group
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, ChapterLearningObjectives j j




After reading this chapter you should be able to:
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LO 1-1
j Understand whyproject management iscrucialintoday’sworld. j j j j j j j j




LO 1-2
j Distinguisha project fromroutine operations. j j j j j




LO 1-3
j Identifythedifferent stagesofa project life cycle. j j j j j j j j




LO 1-4
j Describe how Agile PM is different from traditionalPM. j j j j j j j j




LO 1-5
j Understand that managing projects involves balancing thetechnicaland j j j j j j j j




socioculturaldimensions ofthe project.
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ReviewQuestions j




1. Define a project. Whatare five characteristics which help differentiate projects
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from otherfunctions carried out in thedaily 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
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work arebelow:
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a. Adefined lifespan
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b. Awell-defined objective
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c. Typicallyinvolves people fromseveraldisciplines j j j j j




d. Aproject lifecycle
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e. Specifictime, cost, and performancerequirements. j j j j j




2. What are some of the key environmental forces that have changedtheway
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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
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product life cycle, knowledge growth, global competition, organization downsizing,
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technologychanges, time-to-market. The impact ofthese forces is more projects per
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organization, project teams responsible for implementing projects, accountability,
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changing organization structures, need for rapid completion of projects, linking projects
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to organization strategy and customers, prioritizing projects to conserve organization
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resources, alliances with externalorganizations, and so on.
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3. Describe the fourphases of the traditional project life cycle. Which phase doyouthink
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would be most the difficult one to complete?
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