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Solution Manual for Project Management: The Managerial Process, 8th Edition By Erik Larson and Clifford Gray, Verified Chapters 1 - 16, Complete Newest Version $21.99
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Solution Manual for Project Management: The Managerial Process, 8th Edition By Erik Larson and Clifford Gray, Verified Chapters 1 - 16, Complete Newest Version
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Solution Manual for Project Management: The Managerial Process, 8th Edition By Erik Larson and Clifford Gray, Verified Chapters 1 - 16, Complete Newest Version Solution Manual for Project Management: The Managerial Process 8th Edition Pdf Chapters Download Solution Manual for Project Management: Th...

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  • November 10, 2024
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  • 2024/2025
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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
AL AL AL AL




Ch. 2 Organization Strategy and Project Selection
AL AL AL AL AL AL




Ch. 3 Organization: Structure and Culture
AL AL AL AL AL




Ch. 4 Defining the Project
AL AL AL AL




Ch. 5 Estimating Project Times and Costs
AL AL AL AL AL AL




Ch. 6 Developing a Project Schedule
AL AL AL AL AL




Ch. 7 Managing Risk
AL AL AL




Ch. 8 Scheduling Resources and Costs
AL AL AL AL AL




Ch. 9 Reducing Project Duration
AL AL AL AL




Ch. 10 Being an Effective Project Manager
AL AL AL AL AL AL




Ch. 11 Managing Project Teams
AL AL AL AL




Ch. 12 Outsourcing: Managing Interorganizational Relations
AL AL AL AL AL




Ch. 13 Progress and Performance Measurement and Evaluation
AL AL AL AL AL AL AL




Ch. 14 Project Closure
AL AL AL




Ch. 15 Agile Project Management
AL AL AL AL




Ch. 16 International Projects
AL AL AL

, Chapter 1 AL




Modern Project Management AL AL




Chapter Outline AL




1. What Is a Project?
AL AL AL




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
AL AL




3. Current Drivers of Project Management
AL AL AL AL




A. Compression of the Product Life Cycle AL AL AL AL AL




B. Knowledge Explosion AL




C. Triple Bottom Line (Planet, People, Profit)
AL AL AL AL AL




D. Increased Customer Focus AL AL




E. Small Projects Represent Big Problems
AL AL AL AL




4. Project Management Today: A Socio-Technical Approach
AL AL AL AL AL




5. Summary
6. Text Overview
AL




7. Key Terms
AL




8. Review Questions AL




9. Snapshot from Practice: Discussion Questions
AL AL AL AL




10. Exercises
11. Case 1.1: A Day in the Life—2019
AL AL AL AL AL AL




12. Case 1.2: The Hokies Lunch Group
AL AL AL AL AL

, Chapter Learning Objectives AL AL




After reading this chapter you should be able to:
AL AL AL AL AL AL AL AL




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.
AL AL AL AL AL AL AL AL




LO 1-4
AL Describe how Agile PM is different from traditional PM. AL AL AL AL AL AL AL AL




LO 1-5
AL




Understand that managing projects involves balancing the tec AL AL AL AL AL AL AL




hnical andsociocultural dimensions of the project.
AL A
L AL AL AL AL




Review Questions AL




1. Define a project. What are five characteristics which help differentiate pr
AL AL AL AL AL AL AL AL AL AL




ojectsfrom other functions carried out in the daily operations of the orga
L
A AL AL AL AL AL AL AL AL AL AL AL




nization?

A project is a complex, non-routine, one-
AL AL AL AL AL AL




time effort limited by time, budget, resource,and specifications. Differentiating c
AL AL AL AL AL AL A
L AL AL AL




haracteristics of projects from routine, repetitive daily work are below: AL AL AL AL AL AL AL AL AL




a. A defined lifespan
AL AL




b. A well-defined objective
AL AL




c. Typically involves people from several disciplines AL AL AL AL AL




d. A project life cycle
AL AL AL




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
AL AL AL AL AL AL AL AL AL AL AL




he wayprojects are managed? What has been the effect of these for
AL L
A AL AL AL AL AL AL AL AL AL AL




ces on the management of projects?
AL AL AL AL AL




Some environmental forces that have changed the way we manage projects a
AL AL AL AL AL AL AL AL AL AL AL




re the product life cycle, knowledge growth, global competition, organization d
AL AL AL AL AL AL AL AL AL AL




ownsizing,technology changes, time-to- A
L AL AL




market. The impact of these forces is more projects perorganization, project te
AL AL AL AL AL AL AL AL AL L
A AL AL




ams responsible for implementing projects, accountability, changing organiza
AL AL AL AL AL AL AL




tion structures, need for rapid completion of projects, linking projects to organi
AL AL AL AL AL AL AL AL AL AL AL




zation strategy and customers, prioritizing projects to conserve organization r
AL AL AL AL AL AL AL AL AL




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
AL AL AL AL AL AL AL AL AL AL AL AL

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