Solution Manual for Project Management The Managerial Process 8th Edition By Eric W Larson, Clifford F. Gray

SOLUTION MANUAL tb




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




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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Project Management: The Managerial Process,
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, Chapter 1 tb




Modern Project Management tb tb




Chapter Outline tb




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




B. Program versus Project tb tb




C. The Project Life Cycletb tb tb




D. The Project Manager tb tb




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




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 tb tb tb tb tb




B. Knowledge Explosion tb




C. Triple Bottom Line (Planet, People, Profit)
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D. Increased Customer Focus tb tb




E. Small Projects Represent Big Problems
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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 tb




9. Snapshot from Practice: Discussion Questionstb tb tb tb




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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Project Management: The Managerial Process,
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, Chapter Learning Objectives tb tb




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




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




LO 1-3
tb Identify the different stages of a project life cycle.
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LO 1-4
tb Describe how Agile PM is different from traditional PM.
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LO 1-5
tb Understand that managing projects involves balancing the tb tb tb tb tb tb



technical andsociocultural dimensions of the project.
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Review Questions tb




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



d. A project life cycle
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e. Specific time, cost, and performance requirements.
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2. What are some of the key environmental forces that have changed
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the wayprojects are managed? What has been the effect of these
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forces on the management of projects?
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Some environmental forces that have changed the way we manage projects
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are the product life cycle, knowledge growth, global competition,
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organization downsizing,technology changes, time-to-market. The impact
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of these forces is more projects perorganization, project teams responsible
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for implementing projects, accountability, changing organization
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structures, need for rapid completion of projects, linking projects to
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organization strategy and customers, prioritizing projects to conserve
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organization resources, alliances with external organizations, and so on.
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Project Management: The Managerial Process, tb tb tb tb tb