SOLUTION MANUAL
All Chapters Included
, Project Management: The Managerial Process, 8th Edition By Erik Larson and
Clifford Gray Verified Chapters 1 - 16, Complete
TABLE OF CONTENTS
Chapter 1 Modern Project Management
Chapter 2 Organization Strategy and Project Selection
Chapter 3 Organization: Structure and Culture
Chapter 4 Defining the Project
Chapter 5 Estimating Project Times and Costs
Chapter 6 Developing a Project Schedule
Chapter 7 Managing Risk
Chapter 8 Scheduling Resources and Costs
Chapter 9 Reducing Project Duration
Chapter 10 Being an Effective Project Manager
Chapter 11 Managing Project Teams
Chapter 12 Outsourcing: Managing Interorganizational Relations
Chapter 13 Progress and Performance Measurement and Evaluation
Chapter 14 Project Closure
Chapter 15 Agile Project Management
Chapter 16 International Projects
, 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
D. The Project Manager
E. Being Part of a Project Team
2. Agile Project Management
3. Current Drivers of Project Management
A. Compression of the Product Life Cycle
B. Knowledge Explosion
C. Triple Bottom Line (Planet, People, Profit)
D. Increased Customer Focus
E. Small Projects Represent Big Problems
4. Project Management Today: A Socio-Technical Approach
5. Summary
6. Text Overview
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 andsociocultural dimensions of the project.
Review Questions
1. Define a project. What are five characteristics which help
differentiate projectsfrom other functions carried out in the daily
operations of the organization?
A project is a complex, non-routine, one-time effort limited by time,
budget, resource,and specifications. Differentiating characteristics of
projects from routine, repetitive daily work are below:
a. A defined lifespan
b. A well-defined objective
c. Typically involves people from several disciplines
d. A project life cycle
e. Specific time, cost, and performance requirements.
2. What are some of the key environmental forces that have
changed the wayprojects 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 perorganization,
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
All Chapters Included
, Project Management: The Managerial Process, 8th Edition By Erik Larson and
Clifford Gray Verified Chapters 1 - 16, Complete
TABLE OF CONTENTS
Chapter 1 Modern Project Management
Chapter 2 Organization Strategy and Project Selection
Chapter 3 Organization: Structure and Culture
Chapter 4 Defining the Project
Chapter 5 Estimating Project Times and Costs
Chapter 6 Developing a Project Schedule
Chapter 7 Managing Risk
Chapter 8 Scheduling Resources and Costs
Chapter 9 Reducing Project Duration
Chapter 10 Being an Effective Project Manager
Chapter 11 Managing Project Teams
Chapter 12 Outsourcing: Managing Interorganizational Relations
Chapter 13 Progress and Performance Measurement and Evaluation
Chapter 14 Project Closure
Chapter 15 Agile Project Management
Chapter 16 International Projects
, 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
D. The Project Manager
E. Being Part of a Project Team
2. Agile Project Management
3. Current Drivers of Project Management
A. Compression of the Product Life Cycle
B. Knowledge Explosion
C. Triple Bottom Line (Planet, People, Profit)
D. Increased Customer Focus
E. Small Projects Represent Big Problems
4. Project Management Today: A Socio-Technical Approach
5. Summary
6. Text Overview
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 andsociocultural dimensions of the project.
Review Questions
1. Define a project. What are five characteristics which help
differentiate projectsfrom other functions carried out in the daily
operations of the organization?
A project is a complex, non-routine, one-time effort limited by time,
budget, resource,and specifications. Differentiating characteristics of
projects from routine, repetitive daily work are below:
a. A defined lifespan
b. A well-defined objective
c. Typically involves people from several disciplines
d. A project life cycle
e. Specific time, cost, and performance requirements.
2. What are some of the key environmental forces that have
changed the wayprojects 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 perorganization,
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
