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

SOLUTION MANUAL ii




Project Management, The Managerial Process,
ii ii ii ii




8th Edition by Erik W. Larson, Clifford F. Gray
ii ii ii ii ii ii ii ii




All Chapters 1 - 16
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,TABLE OF CONTENTS ii ii




Ch. 1 Modern Project Management
ii ii ii ii




Ch. 2 Organization Strategy and Project Selection
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Ch. 3 Organization: Structure and Culture
ii ii ii ii ii




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
ii ii ii




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
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Relations
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Ch. 13 Progress and Performance Measurement and
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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 ii




Modern Project Management
ii ii




Chapter Outline
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1. What iiIs iia iiProject?
A. What iia iiProject iiIs iiNot
B. Program iiversus iiProject
C. The iiProject iiLife iiCycle
D. The iiProject iiManager
E. Being iiPart iiof iia iiProject iiTeam
2. Agile iiProject iiManagement
3. Current iiDrivers iiof iiProject iiManagement
A. Compression iiof iithe iiProduct iiLife iiCycle
B. Knowledge iiExplosion
C. Triple iiBottom iiLine ii(Planet, iiPeople, iiProfit)
D. Increased iiCustomer iiFocus
E. Small iiProjects iiRepresent iiBig iiProblems
4. Project iiManagement iiToday: iiA iiSocio-Technical iiApproach
5. Summary
6. Text iiOverview
7. Key iiTerms
8. Review iiQuestions
9. Snapshot iifrom iiPractice: iiDiscussion iiQuestions
10. Exercises
11. Case ii1.1: iiA iiDay iiin iithe iiLife—2019
12. Case ii1.2: iiThe iiHokies iiLunch iiGroup

, Chapter Learning Objectives
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After iireading iithis iichapter iiyou iishould iibe iiable iito:

LO ii1-1 Understand iiwhy iiproject iimanagement iiis iicrucial iiin iitoday’s
iiworld.



LO ii1-2 Distinguish iia iiproject iifrom iiroutine iioperations.

LO ii1-3 Identify iithe iidifferent iistages iiof iia iiproject iilife iicycle.

LO ii1-4 Describe iihow iiAgile iiPM iiis iidifferent iifrom iitraditional iiPM.

LO ii1-5 Understand iithat iimanaging iiprojects iiinvolves iibalancing iithe
iitechnical iiandisociocultural iidimensions iiof iithe iiproject.




Review Questions
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1. Define iia iiproject. iiWhat iiare iifive iicharacteristics iiwhich iihelp iidifferentiate
iiprojectsifrom iiother iifunctions iicarried iiout iiin iithe iidaily iioperations iiof

iithe iiorganization?




A iiproject iiis iia iicomplex, iinon-routine, iione-time iieffort iilimited iiby iitime,
iibudget, iiresource,iand iispecifications. iiDifferentiating iicharacteristics iiof

iiprojects iifrom iiroutine, iirepetitive iidaily iiwork iiare iibelow:




a. A iidefined iilifespan
b. A iiwell-defined iiobjective
c. Typically iiinvolves iipeople iifrom iiseveral iidisciplines
d. A iiproject iilife iicycle
e. Specific iitime, iicost, iiand iiperformance iirequirements.

2. What iiare iisome iiof iithe iikey iienvironmental iiforces iithat iihave
iichanged iithe iiwayiprojects iiare iimanaged? iiWhat iihas iibeen iithe iieffect

iiof iithese iiforces iion iithe iimanagement iiof iiprojects?




Some iienvironmental iiforces iithat iihave iichanged iithe iiway iiwe iimanage
iiprojects iiare ii the iiproduct iilife iicycle, iiknowledge iigrowth, iiglobal

iicompetition, iiorganization iidownsizing,itechnology iichanges, iitime-to-

market. iiThe iiimpact iiof iithese iiforces iiis iimore iiprojects iiperiorganization,
iiproject iiteams iiresponsible iifor iiimplementing iiprojects, iiaccountability,

iichanging iiorganization iistructures, iineed iifor ii rapid iicompletion iiof iiprojects,

iilinking iiprojects iito iiorganization iistrategy iiand iicustomers, iiprioritizing

iiprojects iito iiconserve ii organization iiresources, ii alliances iiwith iiexternal

iiorganizations, ii and iiso iion.