SOLUTION MANUAL
Project Management: The Managerial
Process,
8th Edition By Erik Larson and Clifford
Gray Chapters 1 - 16, Complete
, TABLE OF CONTENTS AL AL
Ch. 1 Modern Project Management
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Ch. 2 Organization Strategy and Project Selection
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Ch. 3 Organization: Structure and Culture
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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
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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 Relations
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Ch. 13 Progress and Performance Measurement and 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 AL
Modern Project Management AL AL
Chapter Outline AL
1. What Is a Project?
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A. What a Project Is Not AL AL AL AL
B. Program versus Project AL AL
C. The Project Life Cycle AL AL AL
D. The Project Manager AL AL
E. Being Part of a Project Team AL AL AL AL AL
2. Agile Project Management
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3. Current Drivers of Project Management
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A. Compression of the Product Life Cycle AL AL AL AL AL
B. Knowledge Explosion AL
C. Triple Bottom Line (Planet, People, Profit)
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D. Increased Customer Focus AL AL
E. Small Projects Represent Big Problems
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4. Project Management Today: A Socio-Technical Approach
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5. Summary
6. Text Overview
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7. Key Terms
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8. Review Questions AL
9. Snapshot from Practice: Discussion Questions
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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 Learning Objectives AL AL
After reading this chapter you should be able to:
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LO 1-1
AL Understand why project management is crucial in today’s world. AL AL AL AL AL AL AL AL
LO 1-2
AL Distinguish a project from routine operations. AL AL AL AL AL
LO 1-3
AL Identify the different stages of a project life cycle.
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LO 1-4
AL Describe how Agile PM is different from traditional PM. AL AL AL AL AL AL AL AL
LO 1-5
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Understand that managing projects involves balancing the tec AL AL AL AL AL AL AL
hnical andsociocultural dimensions of the project.
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Review Questions AL
1. Define a project. What are five characteristics which help differentiate pr
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ojectsfrom other functions carried out in the daily operations of the orga
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nization?
A project is a complex, non-routine, one-
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time effort limited by time, budget, resource,and specifications. Differentiating c
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haracteristics of projects from routine, repetitive daily work are below: AL AL AL AL AL AL AL AL AL
a. A defined lifespan
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b. A well-defined objective
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c. Typically involves people from several disciplines AL AL AL AL AL
d. A project life cycle
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e. Specific time, cost, and performance requirements. AL AL AL AL AL
2. What are some of the key environmental forces that have changed t
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he wayprojects are managed? What has been the effect of these for
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ces on the management of projects?
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Some environmental forces that have changed the way we manage projects a
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re the product life cycle, knowledge growth, global competition, organization d
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ownsizing,technology changes, time-to- A
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market. The impact of these forces is more projects perorganization, project te
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ams responsible for implementing projects, accountability, changing organiza
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tion structures, need for rapid completion of projects, linking projects to organi
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zation strategy and customers, prioritizing projects to conserve organization r
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esources, alliances with external organizations, and so on. AL AL AL AL AL AL AL
3. Describe the four phases of the traditional project life cycle. Which phase
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