SOLUTION MANUAL v
Project Management: The Managerial
v v v
Process,
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8th Edition By Erik Larson and Clifford
v v v v v v
Gray Verified Chapters 1 - 16, Complete
v v v v v v v
Project Management: The Managerial Process,
v v v v v
, • TABLE OF CONTENTS v v
Ch. 1 Modern Project Management
v v v v
Ch. 2 Organization Strategy and Project Selection
v v v v v v
Ch. 3 Organization: Structure and Culture
v v v v v
Ch. 4 Defining the Project
v v v v
Ch. 5 Estimating Project Times and Costs
v v v v v v
Ch. 6 Developing a Project Schedule
v v v v v
Ch. 7 Managing Risk
v v v
Ch. 8 Scheduling Resources and Costs
v v v v v
Ch. 9 Reducing Project Duration
v v v v
Ch. 10 Being an Effective Project Manager
v v v v v v
Ch. 11 Managing Project Teams
v v v v
Ch. 12 Outsourcing: Managing Interorganizational Relations
v v v v v
Ch. 13 Progress and Performance Measurement and Evaluation
v v v v v v v
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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Project Management: The Managerial Process,
v v v v v
,Project Management: The Managerial Process,
v v v v v
, Chapter 1 v
Modern Project Management v v
Chapter Outline v
1. What Is a Project?
v v v
A. What a Project Is Not v v v v
B. Program versus Project v v
C. The Project Life Cycle v v v
D. The Project Manager v v
E. Being Part of a Project Team v v v v v
2. Agile Project Management
v v
3. Current Drivers of Project Management
v v v v
A. Compression of the Product Life Cycle v v v v v
B. Knowledge Explosion v
C. Triple Bottom Line (Planet, People, Profit) v v v v v
D. Increased Customer Focus v v
E. Small Projects Represent Big Problems v v v v
4. Project Management Today: A Socio-Technical Approach
v v v v v
5. Summary
6. Text Overview
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7. Key Terms
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8. Review Questions v
9. Snapshot from Practice: Discussion Questions v v v v
10. Exercises
11. Case 1.1: A Day in the Life—2019
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12. Case 1.2: The Hokies Lunch Group
v v v v v
Project Management: The Managerial Process,
v v v v v
Project Management: The Managerial
v v v
Process,
v v
8th Edition By Erik Larson and Clifford
v v v v v v
Gray Verified Chapters 1 - 16, Complete
v v v v v v v
Project Management: The Managerial Process,
v v v v v
, • TABLE OF CONTENTS v v
Ch. 1 Modern Project Management
v v v v
Ch. 2 Organization Strategy and Project Selection
v v v v v v
Ch. 3 Organization: Structure and Culture
v v v v v
Ch. 4 Defining the Project
v v v v
Ch. 5 Estimating Project Times and Costs
v v v v v v
Ch. 6 Developing a Project Schedule
v v v v v
Ch. 7 Managing Risk
v v v
Ch. 8 Scheduling Resources and Costs
v v v v v
Ch. 9 Reducing Project Duration
v v v v
Ch. 10 Being an Effective Project Manager
v v v v v v
Ch. 11 Managing Project Teams
v v v v
Ch. 12 Outsourcing: Managing Interorganizational Relations
v v v v v
Ch. 13 Progress and Performance Measurement and Evaluation
v v v v v v v
Ch. 14 Project Closure
v v v
Ch. 15 Agile Project Management
v v v v
Ch. 16 International Projects
v v v
Project Management: The Managerial Process,
v v v v v
,Project Management: The Managerial Process,
v v v v v
, Chapter 1 v
Modern Project Management v v
Chapter Outline v
1. What Is a Project?
v v v
A. What a Project Is Not v v v v
B. Program versus Project v v
C. The Project Life Cycle v v v
D. The Project Manager v v
E. Being Part of a Project Team v v v v v
2. Agile Project Management
v v
3. Current Drivers of Project Management
v v v v
A. Compression of the Product Life Cycle v v v v v
B. Knowledge Explosion v
C. Triple Bottom Line (Planet, People, Profit) v v v v v
D. Increased Customer Focus v v
E. Small Projects Represent Big Problems v v v v
4. Project Management Today: A Socio-Technical Approach
v v v v v
5. Summary
6. Text Overview
v
7. Key Terms
v
8. Review Questions v
9. Snapshot from Practice: Discussion Questions v v v v
10. Exercises
11. Case 1.1: A Day in the Life—2019
v v v v v v
12. Case 1.2: The Hokies Lunch Group
v v v v v
Project Management: The Managerial Process,
v v v v v
