Project Management: The Managerial Process, Project Management: The Managerial Process, SOLUTION MANUAL Project Management: The Managerial Process, 8th Edition By Erik Larson and Clifford Gray Verified Chapters 1 - 16, Complete Project Management: The Managerial Process, Project Management: The Managerial Process, TABLE OF CONTENTS Ch. 1 Modern Project Management Ch. 2 Organization Strategy and Project Selection Ch. 3 Organization: Structure and Culture Ch. 4 Defining the Project Ch. 5 Estimating Project Times and Costs Ch. 6 Developing a Project Schedule Ch. 7 Mana ging Risk Ch. 8 Scheduling Resources and Costs Ch. 9 Reducing Project Duration Ch. 10 Being an Effective Project Manager Ch. 11 Managing Project Teams Ch. 12 Outsourcing: Managing Interorganizational Relations Ch. 13 Progress and Performance Measurement an d Evaluation Ch. 14 Project Closure Ch. 15 Agile Project Management Ch. 16 International Projects Project Management: The Managerial Process, Project Management: The Managerial Process, 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 Project Management: The Managerial Process, Project Management: The Managerial Process, 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 and sociocultural dimensions of the project. Review Questions 1. Define a project. What are five characteristics which help differentiate projects from 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 way projects 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 per organization, 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 organ izations, and so on. 3. Describe the four phases of the traditional project life cycle. Which phase do you think would be most the difficult one to complete?
