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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 R437,83   Add to cart

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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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SOLUTION MANUAL
Project Management, The Managerial Process,
8th Edition by Erik W. Larson, Clifford F. Gray
All Chapters 1 - 16

,TABLE OF CONTENTS QY QY




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
QY QY QY




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
QY QY QY




Ch. 15 Agile Project Management
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Ch. 16 International Projects
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, Chapter 1 QY




Modern Project Management QY QY




Chapter Outline QY




1. What Is a Project?
QY QY QY




A. What a Project Is Not QY QY QY QY




B. Program versus Project QY QY




C. The Project Life Cycle QY QY QY




D. The Project Manager QY QY




E. Being Part of a Project Team QY QY QY QY QY




2. Agile Project Management
QY QY




3. Current Drivers of Project Management
QY QY QY QY




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




B. Knowledge Explosion QY




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




D. Increased Customer Focus QY QY




E. Small Projects Represent Big Problems
QY QY QY QY




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




5. Summary
6. Text Overview
QY




7. Key Terms
QY




8. Review Questions QY




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




10. Exercises
11. Case 1.1: A Day in the Life—2019
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12. Case 1.2: The Hokies Lunch Group
QY QY QY QY QY

, Chapter Learning Objectives QY QY




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




LO 1-1
QY Understand why project management is crucial in today’s world. QY QY QY QY QY QY QY QY




LO 1-2
QY Distinguish a project from routine operations. QY QY QY QY QY




LO 1-3
QY Identify the different stages of a project life cycle.
QY QY QY QY QY QY QY QY




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




LO 1-5
QY Understand that managing projects involves balancing the technical andsocio QY QY QY QY QY QY QY QY Q
Y




cultural dimensions of the project. QY QY QY QY




Review Questions QY




1. Define a project. What are five characteristics which help differentiate projectsfr
QY QY QY QY QY QY QY QY QY QY Q
Y




om other functions carried out in the daily operations of the organization?
QY QY QY QY QY QY QY QY QY QY QY




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




time effort limited by time, budget, resource,and specifications. Differentiating characteri
QY QY QY QY QY QY Q
Y QY QY QY




stics of projects from routine, repetitive daily work are below:
QY QY QY QY QY QY QY QY QY




a. A defined lifespan
QY QY




b. A well-defined objective
QY QY




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




d. A project life cycle
QY QY QY




e. Specific time, cost, and performance requirements.
QY QY QY QY QY




2. What are some of the key environmental forces that have changed the wayp
QY QY QY QY QY QY QY QY QY QY QY QY Q
Y




rojects are managed? What has been the effect of these forces on the mana
QY QY QY QY QY QY QY QY QY QY QY QY QY




gement of projects? QY QY




Some environmental forces that have changed the way we manage projects are the pro
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duct life cycle, knowledge growth, global competition, organization downsizing,technol
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Y




ogy changes, time-to-
QY QY




market. The impact of these forces is more projects perorganization, project teams resp
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Y QY QY QY




onsible for implementing projects, accountability, changing organization structures, nee
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d for rapid completion of projects, linking projects to organization strategy and custom
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ers, prioritizing projects to conserve organization resources, alliances with external orga
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nizations, and so on. QY QY QY




3. Describe the four phases of the traditional project life cycle. Which phase do yout
QY QY QY QY QY QY QY QY QY QY QY QY QY Q
Y




hink would be most the difficult one to complete?
QY QY QY QY QY QY QY QY

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