SOLUTION MANUAL for Project Management:
The Managerial Process 8th Edition by Erik W.
Larson & Clifford F. Gray
ALL CHAPTERS 1-16 WITH APPENDIX A-D| A+ PASS
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Fr
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b u
A
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, Chapter 1
Modern Project Management
Chapter Outline
1. What Is a Project?
A. What a Project Is Not
B. Program versus Project
C. The Project Life Cycle
mbuthia
D. The Project Manager
Fr
E. Being Part of a Project Team
a
a
2. Agile Project Management
i
nk
3.
h
Current Drivers of Project Management
ly
A.
t
Compression of the Product Life Cycle
ne
B. Knowledge Explosion
u
C. Triple Bottom Line (Planet, People, Profit)
b
A
D. Increased Customer Focus
pl
E.
m
Small Projects Represent Big Problems
us
4. Project Management Today: A Socio-Technical Approach
5. Summary
Pa
6. Text Overview
ss
7. Key Terms
8. Review Questions
9. Snapshot from Practice: Discussion Questions
10. Exercises
11. Case 1.1: A Day in the Life—2019
12. Case 1.2: The Hokies Lunch Group
, Chapter Learning Objectives
After reading this chapter you should be able to:
LO 1-1 Understand why project management is crucial in today‘s world.
LO 1-2 Distinguish a project from routine operations.
LO 1-3 Identify the different stages of a project life cycle.
LO 1-4 Describe how Agile PM is different from traditional PM.
LO 1-5 Understand that managing projects involves balancing the technical and sociocultural dimensions
mbuthia
of the project.
Fr
a
a
Review Questions
i
nk
1.
h
Define a project. What are five characteristics which help differentiate projects from other
functions carried out in the daily operations of the organization?
ly
t
A project is a complex, non-routine, one-time effort limited by time, budget, resource, and specifications.
ne
a. A defined lifespan
b u
Differentiating characteristics of projects from routine, repetitive daily work are below:
A
b. A well-defined objective
pl
c. m
Typically involves people from several disciplines
us
d. A project life cycle
e. Specific time, cost, and performance requirements.
Pa
ss
2. What are some of the key environmental forces that have changed the way projects are managed? What
has been the effect of these forces on the management of projects?
Some environmental forces that have changed the way we manage projects are the product life cycle,
knowledge growth, global competition, organization downsizing, technology changes, time-to-market.
The impact of these forces is more projects per organization, project teams responsible for implementing
projects, accountability, changing organization structures, need for rapid completion of projects, linking
projects to organization strategy and customers, prioritizing projects to conserve organization resources,
alliances with external organizations, and so on.
, 3. Describe the four phases of the traditional project life cycle. Which phase do you think would be most
the difficult one to complete?
1. Defining: Project specifications objectives are defined, and teams are formed with major
responsibilities assigned. Much of this is referred to as defining the Scope of a project.
2. Planning: The creation of a comprehensive plan that includes schedules, budgets, staffing and risk
assessment.
3. Executing: Work begins, deliverables are produced, and progress is monitored.
4. Closing: Putting the project to bed includes customer delivery, post project review or audit, and
redeployment of project team.
mbuthia
Fr
a
problematic. Disagreements at the customer acceptance can lead to rework, tension and in many cases
a
litigation. Veteran project managers answer to this question would be ―It all depends.
i
nk
h
ly
4. What kinds of projects is Agile PM best suited for and why?
t
ne
u
R&D work, technological breakthroughs, and creative endeavors.
b
A
pl
m
us
5. The technical and sociocultural dimensions of project management are two sides to the same coin.
Explain.
Pa
The technical and sociocultural dimensions of project management are two sides of the same coin because
successful project managers are skillful in both areas. The point is successful project managers need to be
ss
very comfortable and skillful in both areas.
Snapshot from Practice: Discussion Questions
1.1 The Project Management Institute
1. If you were a student interested in pursuing a career in project management how important do you
think being CAPM would be?
There is no data available on the value of the CAPM in the job market. Experts suggest at a minimum it
demonstrates a strong interest in project management and a good understanding of the project
management processes. Given the growing demand for people to work on projects, the CAPM may just
separate you from other applicants.
The Managerial Process 8th Edition by Erik W.
Larson & Clifford F. Gray
ALL CHAPTERS 1-16 WITH APPENDIX A-D| A+ PASS
mbuthia
Fr
a
a
i
nk
h
ly
t
ne
b u
A
pl
m
us
Pa
ss
, Chapter 1
Modern Project Management
Chapter Outline
1. What Is a Project?
A. What a Project Is Not
B. Program versus Project
C. The Project Life Cycle
mbuthia
D. The Project Manager
Fr
E. Being Part of a Project Team
a
a
2. Agile Project Management
i
nk
3.
h
Current Drivers of Project Management
ly
A.
t
Compression of the Product Life Cycle
ne
B. Knowledge Explosion
u
C. Triple Bottom Line (Planet, People, Profit)
b
A
D. Increased Customer Focus
pl
E.
m
Small Projects Represent Big Problems
us
4. Project Management Today: A Socio-Technical Approach
5. Summary
Pa
6. Text Overview
ss
7. Key Terms
8. Review Questions
9. Snapshot from Practice: Discussion Questions
10. Exercises
11. Case 1.1: A Day in the Life—2019
12. Case 1.2: The Hokies Lunch Group
, Chapter Learning Objectives
After reading this chapter you should be able to:
LO 1-1 Understand why project management is crucial in today‘s world.
LO 1-2 Distinguish a project from routine operations.
LO 1-3 Identify the different stages of a project life cycle.
LO 1-4 Describe how Agile PM is different from traditional PM.
LO 1-5 Understand that managing projects involves balancing the technical and sociocultural dimensions
mbuthia
of the project.
Fr
a
a
Review Questions
i
nk
1.
h
Define a project. What are five characteristics which help differentiate projects from other
functions carried out in the daily operations of the organization?
ly
t
A project is a complex, non-routine, one-time effort limited by time, budget, resource, and specifications.
ne
a. A defined lifespan
b u
Differentiating characteristics of projects from routine, repetitive daily work are below:
A
b. A well-defined objective
pl
c. m
Typically involves people from several disciplines
us
d. A project life cycle
e. Specific time, cost, and performance requirements.
Pa
ss
2. What are some of the key environmental forces that have changed the way projects are managed? What
has been the effect of these forces on the management of projects?
Some environmental forces that have changed the way we manage projects are the product life cycle,
knowledge growth, global competition, organization downsizing, technology changes, time-to-market.
The impact of these forces is more projects per organization, project teams responsible for implementing
projects, accountability, changing organization structures, need for rapid completion of projects, linking
projects to organization strategy and customers, prioritizing projects to conserve organization resources,
alliances with external organizations, and so on.
, 3. Describe the four phases of the traditional project life cycle. Which phase do you think would be most
the difficult one to complete?
1. Defining: Project specifications objectives are defined, and teams are formed with major
responsibilities assigned. Much of this is referred to as defining the Scope of a project.
2. Planning: The creation of a comprehensive plan that includes schedules, budgets, staffing and risk
assessment.
3. Executing: Work begins, deliverables are produced, and progress is monitored.
4. Closing: Putting the project to bed includes customer delivery, post project review or audit, and
redeployment of project team.
mbuthia
Fr
a
problematic. Disagreements at the customer acceptance can lead to rework, tension and in many cases
a
litigation. Veteran project managers answer to this question would be ―It all depends.
i
nk
h
ly
4. What kinds of projects is Agile PM best suited for and why?
t
ne
u
R&D work, technological breakthroughs, and creative endeavors.
b
A
pl
m
us
5. The technical and sociocultural dimensions of project management are two sides to the same coin.
Explain.
Pa
The technical and sociocultural dimensions of project management are two sides of the same coin because
successful project managers are skillful in both areas. The point is successful project managers need to be
ss
very comfortable and skillful in both areas.
Snapshot from Practice: Discussion Questions
1.1 The Project Management Institute
1. If you were a student interested in pursuing a career in project management how important do you
think being CAPM would be?
There is no data available on the value of the CAPM in the job market. Experts suggest at a minimum it
demonstrates a strong interest in project management and a good understanding of the project
management processes. Given the growing demand for people to work on projects, the CAPM may just
separate you from other applicants.
