SOLUTION MANUAL
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Project Management, The Managerial Process,
s s s s
8th Edition by Erik W. Larson, Clifford F. Gray
s s s s s s s s
All Chapters 1 - 16
s s s s
,TABLE OF CONTENTS s s
Ch. 1 Modern Project Management
s s s s
Ch. 2 Organization Strategy and Project Selection
s s s s s s
Ch. 3 Organization: Structure and Culture
s s s s s
Ch. 4 Defining the Project
s s s s
Ch. 5 Estimating Project Times and Costs
s s s s s s
Ch. 6 Developing a Project Schedule
s s s s s
Ch. 7 Managing Risk
s s s
Ch. 8 Scheduling Resources and Costs
s s s s s
Ch. 9 Reducing Project Duration
s s s s
Ch. 10 Being an Effective Project Manager
s s s s s s
Ch. 11 Managing Project Teams
s s s s
Ch. 12 Outsourcing: Managing Interorganizational Relations
s s s s s
Ch. 13 Progress and Performance Measurement and Evaluation
s s s s s s s
Ch. 14 Project Closure
s s s
Ch. 15 Agile Project Management
s s s s
Ch. 16 International Projects
s s s
, Chapter 1 s
ModernProject Management s s
Chapter Outline s
1. What Is a Project?
s s s
A. What a Project Is Not s s s s
B. Program versus Project s s
C. The Project Life Cycle s s s
D. The Project Manager s s
E. Being Part of a Project Team s s s s s
2. Agile Project Management
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3. Current Drivers ofProject Management
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A. Compression of the Product Life Cycle s s s s s
B. Knowledge Explosion s
C. Triple BottomLine (Planet, People, Profit) s s s s s
D. Increased Customer Focus s s
E. SmallProjects Represent Big Problems s s s s
4. Project Management Today: ASocio-Technical Approach
s s s s s
5. Summary
6. Text Overview
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7. Key Terms
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8. Review Questions s
9. Snapshot fromPractice: Discussion Questions s s s s
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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, Chapter LearningObjectives s s
After reading this chapter you should be able to:
s s s s s s s s
LO 1-1
s Understand why project management is crucial in today’s world. s s s s s s s s
LO 1-2
s Distinguish a project fromroutine operations. s s s s s
LO 1-3
s Identify the different stages of a project life cycle. s s s s s s s s
LO 1-4
s Describe how Agile PM is different from traditional PM. s s s s s s s s
LO 1-5
s Understand that managing projects involves balancing the technical and s s s s s s s s
sociocultural dimensions of the project.
s s s s s
Review Questions s
1. Define a project. What are five characteristics which help differentiate projectsfrom
s s s s s s s s s s s
other functions carried out in the daily operations of the organization?
s s s s s s s s s s s
A project is a complex, non-routine, one-time effort limited by time, budget, resource,and
s s s s s s s s s s s s s
specifications. Differentiating characteristics of projects from routine, repetitive daily work
s s s s s s s s s s
are below:
s s
a. A defined lifespan
s s
b. A well-defined objective
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c. Typically involves people fromseveraldisciplines s s s s s
d. Aproject life cycle
s s s
e. Specific time, cost, and performance requirements. s s s s s
2. What are some of the key environmental forces that have changed the way
s s s s s s s s s s s s
projects are managed? What has been the effect of these forces on the
s s s s s s s s s s s s s
management of projects?
s s s
Some environmental forces that have changed the way we manage projects are the product
s s s s s s s s s s s s s
life cycle, knowledge growth, global competition, organization downsizing,technology
s s s s s s s s s
changes, time-to-market. The impact ofthese forces is more projects perorganization,
s s s s s s s s s s s s
project teams responsible for implementing projects, accountability, changing
s s s s s s s s
organization structures, need for rapid completion of projects, linking projects to
s s s s s s s s s s s
organization strategy and customers, prioritizing projects to conserve organization
s s s s s s s s s
resources, alliances with external organizations, and so on.
s s s s s s s s
3. Describe the four phases of the traditional project life cycle. Which phase do youthink
s s s s s s s s s s s s s s
would be most the difficult one to complete?
s s s s s s s s
s s
Project Management, The Managerial Process,
s s s s
8th Edition by Erik W. Larson, Clifford F. Gray
s s s s s s s s
All Chapters 1 - 16
s s s s
,TABLE OF CONTENTS s s
Ch. 1 Modern Project Management
s s s s
Ch. 2 Organization Strategy and Project Selection
s s s s s s
Ch. 3 Organization: Structure and Culture
s s s s s
Ch. 4 Defining the Project
s s s s
Ch. 5 Estimating Project Times and Costs
s s s s s s
Ch. 6 Developing a Project Schedule
s s s s s
Ch. 7 Managing Risk
s s s
Ch. 8 Scheduling Resources and Costs
s s s s s
Ch. 9 Reducing Project Duration
s s s s
Ch. 10 Being an Effective Project Manager
s s s s s s
Ch. 11 Managing Project Teams
s s s s
Ch. 12 Outsourcing: Managing Interorganizational Relations
s s s s s
Ch. 13 Progress and Performance Measurement and Evaluation
s s s s s s s
Ch. 14 Project Closure
s s s
Ch. 15 Agile Project Management
s s s s
Ch. 16 International Projects
s s s
, Chapter 1 s
ModernProject Management s s
Chapter Outline s
1. What Is a Project?
s s s
A. What a Project Is Not s s s s
B. Program versus Project s s
C. The Project Life Cycle s s s
D. The Project Manager s s
E. Being Part of a Project Team s s s s s
2. Agile Project Management
s s
3. Current Drivers ofProject Management
s s s s
A. Compression of the Product Life Cycle s s s s s
B. Knowledge Explosion s
C. Triple BottomLine (Planet, People, Profit) s s s s s
D. Increased Customer Focus s s
E. SmallProjects Represent Big Problems s s s s
4. Project Management Today: ASocio-Technical Approach
s s s s s
5. Summary
6. Text Overview
s
7. Key Terms
s
8. Review Questions s
9. Snapshot fromPractice: Discussion Questions s s s s
10. Exercises
11. Case 1.1: A Day in the Life—2019
s s s s s s
12. Case 1.2: The Hokies Lunch Group
s s s s s
, Chapter LearningObjectives s s
After reading this chapter you should be able to:
s s s s s s s s
LO 1-1
s Understand why project management is crucial in today’s world. s s s s s s s s
LO 1-2
s Distinguish a project fromroutine operations. s s s s s
LO 1-3
s Identify the different stages of a project life cycle. s s s s s s s s
LO 1-4
s Describe how Agile PM is different from traditional PM. s s s s s s s s
LO 1-5
s Understand that managing projects involves balancing the technical and s s s s s s s s
sociocultural dimensions of the project.
s s s s s
Review Questions s
1. Define a project. What are five characteristics which help differentiate projectsfrom
s s s s s s s s s s s
other functions carried out in the daily operations of the organization?
s s s s s s s s s s s
A project is a complex, non-routine, one-time effort limited by time, budget, resource,and
s s s s s s s s s s s s s
specifications. Differentiating characteristics of projects from routine, repetitive daily work
s s s s s s s s s s
are below:
s s
a. A defined lifespan
s s
b. A well-defined objective
s s
c. Typically involves people fromseveraldisciplines s s s s s
d. Aproject life cycle
s s s
e. Specific time, cost, and performance requirements. s s s s s
2. What are some of the key environmental forces that have changed the way
s s s s s s s s s s s s
projects are managed? What has been the effect of these forces on the
s s s s s s s s s s s s s
management of projects?
s s s
Some environmental forces that have changed the way we manage projects are the product
s s s s s s s s s s s s s
life cycle, knowledge growth, global competition, organization downsizing,technology
s s s s s s s s s
changes, time-to-market. The impact ofthese forces is more projects perorganization,
s s s s s s s s s s s s
project teams responsible for implementing projects, accountability, changing
s s s s s s s s
organization structures, need for rapid completion of projects, linking projects to
s s s s s s s s s s s
organization strategy and customers, prioritizing projects to conserve organization
s s s s s s s s s
resources, alliances with external organizations, and so on.
s s s s s s s s
3. Describe the four phases of the traditional project life cycle. Which phase do youthink
s s s s s s s s s s s s s s
would be most the difficult one to complete?
s s s s s s s s
