Solution Manual for Project Management: The Managerial Process 8th Edition by Larson & Gray | All Chapters 1-16 | With Appendix A-D & Instructor Resources

SOLUTION MANUAL for Project Management: The
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Managerial Process 8th Edition by Erik W. Larson & Cl
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ifford F. Gray t t




ALL CHAPTERS 1-16 WITH APPENDIX A-D| A+ PASS
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, Chaptert1

ModerntProjecttManagementtCha

ptertOutline

1. WhattIstatProject?

A. WhattatProjecttIstNot

B. ProgramtversustProject

C. ThetProjecttLifetCycle

D. ThetProjecttManager

E. BeingtParttoftatProjecttTeam

2. AgiletProjecttManagement

3. CurrenttDriverstoftProjecttManagement

A. CompressiontoftthetProducttLifetCycle

B. KnowledgetExplosion

C. TripletBottomtLinet(Planet,tPeople,tProfit)

D. IncreasedtCustomertFocus

E. SmalltProjectstRepresenttBigtProblems

4. ProjecttManagementtToday:tAtSocio-TechnicaltApproach

5. Summary

6. TexttOverview

7. KeytTerms

8. ReviewtQuestions

9. SnapshottfromtPractice:tDiscussiontQuestions

10. Exercises

11. Caset1.1:tAtDaytintthetLife—2019

12. Caset1.2:tThetHokiestLunchtGroup

, ChaptertLearningtObjectives

Aftertreadingtthistchaptertyoutshouldtbetabletto:

LOt1-1t Understandtwhytprojecttmanagementtistcrucialtinttoday‘stworld.

LOt1-2t Distinguishtatprojecttfromtroutinetoperations.

LOt1-3t Identifytthetdifferenttstagestoftatprojecttlifetcycle.

LOt1-4t DescribethowtAgiletPMtistdifferenttfromttraditionaltPM.

LOt1-
5t Understandtthattmanagingtprojectstinvolvestbalancingtthettechnicaltandtsocioculturaltdimensionstoftthetpro
ject.



ReviewtQuestions

1. Definetatproject.tWhattaretfivetcharacteristicstwhichthelptdifferentiatetprojectstfromtothertfun
ctionstcarriedtouttintthetdailytoperationstoftthetorganization?

Atprojecttistatcomplex,tnon-routine,tone-
timetefforttlimitedtbyttime,tbudget,tresource,tandtspecifications.tDifferentiatingtcharacteristicstoftprojectstfro
mtroutine,trepetitivetdailytworktaretbelow:

a. Atdefinedtlifespan

b. Atwell-definedtobjective

c. Typicallytinvolvestpeopletfromtseveraltdisciplines

d. Atprojecttlifetcycle

e. Specificttime,tcost,tandtperformancetrequirements.



2. Whattaretsometoftthetkeytenvironmentaltforcestthatthavetchangedtthetwaytprojectstaretmanaged?tWhatthastb
eenttheteffecttoftthesetforcestontthetmanagementtoftprojects?

Sometenvironmentaltforcestthatthavetchangedtthetwaytwetmanagetprojectstaretthetproducttlifetcycle,tknowled
getgrowth,tglobaltcompetition,torganizationtdownsizing,ttechnologytchanges,ttime-to-
market.tThetimpacttoftthesetforcestistmoretprojectstpertorganization,tprojecttteamstresponsibletfortimplementi
ngtprojects,taccountability,tchangingtorganizationtstructures,tneedtfortrapidtcompletiontoftprojects,tlinkingtpr
ojectsttotorganizationtstrategytandtcustomers,tprioritizingtprojectsttotconservetorganizationtresources,tallianc
estwithtexternaltorganizations,tandtsoton.

, 3. Describetthetfourtphasestoftthettraditionaltprojecttlifetcycle.tWhichtphasetdotyoutthinktwouldtbetmosttthetdi
fficulttonettotcomplete?

1. Defining:tProjecttspecificationstobjectivestaretdefined,tandtteamstaretformedtwithtmajortres
ponsibilitiestassigned.tMuchtoftthististreferredttotastdefiningtthetScopetoftatproject.

2. Planning:tThetcreationtoftatcomprehensivetplantthattincludestschedules,tbudgets,tstaffingtandtrisktasse
ssment.

3. Executing:tWorktbegins,tdeliverablestaretproduced,tandtprogresstistmonitored.

4. Closing:tPuttingtthetprojectttotbedtincludestcustomertdelivery,tposttprojecttreviewtortaudit,tandtrede
ploymenttoftprojecttteam.



problematic.tDisagreementstattthetcustomertacceptancetcantleadttotrework,ttensiontandtintmanytcases
litigation.tVeterantprojecttmanagerstanswerttotthistquestiontwouldtbet―Ittalltdepends.



4. WhattkindstoftprojectstistAgiletPMtbesttsuitedtfortandtwhy?



R&Dtwork,ttechnologicaltbreakthroughs,tandtcreativetendeavors.




5. Thettechnicaltandtsocioculturaltdimensionstoftprojecttmanagementtarettwotsidesttotthetsametcoin.tExp
lain.

Thettechnicaltandtsocioculturaltdimensionstoftprojecttmanagementtarettwotsidestoftthetsametcointbecausetsucc
essfultprojecttmanagerstaretskillfultintbothtareas.tThetpointtistsuccessfultprojecttmanagerstneedttotbetverytcom
fortabletandtskillfultintbothtareas.

SnapshottfromtPractice:tDiscussiontQuestions

1.1tThetProjecttManagementtInstitute

1. Iftyoutweretatstudenttinterestedtintpursuingtatcareertintprojecttmanagementthowtimportanttdotyoutthin
ktbeingtCAPMtwouldtbe?

TheretistnotdatatavailabletontthetvaluetoftthetCAPMtintthetjobtmarket.tExpertstsuggesttattatminimumtittdemons
tratestatstrongtinteresttintprojecttmanagementtandtatgoodtunderstandingtoftthetprojecttmanagementtprocesses.t
Giventthetgrowingtdemandtfortpeoplettotworktontprojects,tthetCAPMtmaytjusttseparatetyoutfromtothertapplica
nts.