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

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

,TABLE OF CONTENTS
V V




Ch. 1 Modern Project Management
V V V V




Ch. 2 Organization Strategy and Project Selection
V V V V V V




Ch. 3 Organization: Structure and Culture
V V V V V




Ch. 4 Defining the Project
V V V V




Ch. 5 Estimating Project Times and Costs
V V V V V V




Ch. 6 Developing a Project Schedule
V V V V V




Ch. 7 Managing Risk
V V V




Ch. 8 Scheduling Resources and Costs
V V V V V




Ch. 9 Reducing Project Duration
V V V V




Ch. 10 Being an Effective Project Manager
V V V V V V




Ch. 11 Managing Project Teams
V V V V




Ch. 12 Outsourcing: Managing Interorganizational Relations
V V V V V




Ch. 13 Progress and Performance Measurement and Evaluation
V V V V V V V




Ch. 14 Project Closure
V V V




Ch. 15 Agile Project Management
V V V V




Ch. 16 International Projects
V V V

, ChapterV1

ModernVProjectVManagement

ChapterVOutline

1. WhatVIsVaVProject?
A. WhatVaVProjectVIsVNot
B. ProgramVversusVProject
C. TheVProjectVLifeVCycle
D. TheVProjectVManager
E. BeingVPartVofVaVProjectVTeam
2. AgileVProjectVManagement
3. CurrentVDriversVofVProjectVManagement
A. CompressionVofVtheVProductVLifeVCycle
B. KnowledgeVExplosion
C. TripleVBottomVLineV(Planet,VPeople,VProfit)
D. IncreasedVCustomerVFocus
E. SmallVProjectsVRepresentVBigVProblems
4. ProjectVManagementVToday:VAVSocio-TechnicalVApproach
5. Summary
6. TextVOverview
7. KeyVTerms
8. ReviewVQuestions
9. SnapshotVfromVPractice:VDiscussionVQuestions
10. Exercises
11. CaseV1.1:VAVDayVinVtheVLife—2019
12. CaseV1.2:VTheVHokiesVLunchVGroup

, ChapterVLearningVObjectives
AfterVreadingVthisVchapterVyouVshouldVbeVableVto:

LOV1-1 UnderstandVwhyVprojectVmanagementV isVcrucialVinVtoday’sVworld.

LOV1-2 DistinguishVaVprojectVfromVroutineVoperations.

LOV1-3 IdentifyVtheVdifferentVstagesVofVaVprojectV lifeVcycle.

LOV1-4 DescribeVhowVAgileVPMVisVdifferentVfromVtraditionalVPM.

LOV1-5 UnderstandVthatVmanagingVprojectsVinvolvesVbalancingVtheVtechnicalVandVso
cioculturalVdimensionsVofVtheVproject.

ReviewVQuestions

1. DefineVaVproject.VWhatVareVfiveVcharacteristicsVwhichVhelpVdifferentiateVproject
sVfromVotherVfunctionsVcarriedVoutVinVtheVdailyVoperationsVofVtheVorganization?

AVprojectVisVaVcomplex,Vnon-routine,Vone-
timeVeffortVlimitedVbyVtime,Vbudget,Vresource,VandVspecifications.VDifferentiatingVcharact
eristicsVofVprojectsVfromVroutine,VrepetitiveVdailyVworkVareVbelow:

a. AVdefinedVlifespan
b. AVwell-definedVobjective
c. TypicallyVinvolvesVpeopleVfromVseveralVdisciplines
d. AVprojectVlifeVcycle
e. SpecificVtime,Vcost,VandVperformanceVrequirements.

2. WhatVareVsomeVofVtheVkeyVenvironmentalVforcesVthatVhaveVchangedVtheVwa
yVprojectsVareVmanaged?VWhatVhasVbeenVtheVeffectVofVtheseVforcesVonVtheV
managementVofVprojects?

SomeVenvironmentalVforcesVthatVhaveVchangedVtheVwayVweVmanageVprojectsVareVtheV
productVlifeVcycle,VknowledgeVgrowth,VglobalVcompetition,VorganizationVdownsizing,Vt
echnologyVchanges,Vtime-to-
market.VTheVimpactVofVtheseVforcesVisVmoreVprojectsVperVorganization,VprojectVteamsVr
esponsibleVforVimplementingVprojects,Vaccountability,VchangingVorganizationVstructure
s,VneedVforVrapidVcompletionVofVprojects,VlinkingVprojectsVtoVorganizationVstrategyVan
dVcustomers,VprioritizingVprojectsVtoVconserveVorganizationVresources,ValliancesVwithVe
xternalVorganizations,VandVsoVon.

3. DescribeVtheVfourVphasesVofVtheVtraditionalVprojectVlifeVcycle.VWhichVphaseVdoVy
ouVthinkVwouldVbeVmostVtheVdifficultVoneVtoVcomplete?