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Solution Manual for Project Management The Managerial Process 5th Edition by Larson

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Solution Manual for Project Management The Managerial Process 5th Edition by Larson

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Product Details:

  • ISBN-10 ‏ : ‎ 0073403342
  • ISBN-13 ‏ : ‎ 978-0073403342
  • Author: Larson

As the market-leading textbook on the subject, Project Management: The Managerial Process, 5e is distinguished by its balanced treatment of both the technical and behavioral issues in project management as well as by its coverage of a broad range of industries to which project management principles can be applied. It focuses on how project management is integral to the organization as a whole. The 5th edition reflects the latest changes found in the practice. Other texts discuss the topics covered in this text but they do not view oversight as the project manager’s operating environment, as does Larson/Gray. Resumes of managers will soon be primarily a description of participation in and contributions to projects.

 

Table of Content:

  1. Chapter 1 Modern Project Management
  2. 1.1 What Is a Project?
  3. What a Project Is Not
  4. Program versus Project
  5. The Project Life Cycle
  6. The Project Manager
  7. Being Part of a Project Team
  8. 1.2 Agile Project Management
  9. 1.3 Current Drivers of Project Management
  10. Compression of the Product Life Cycle
  11. Knowledge Explosion
  12. Triple Bottom Line (Planet, People, Profit)
  13. Increased Customer Focus
  14. Small Projects Represent Big Problems
  15. 1.4 Project Management Today: A Socio-Technical Approach
  16. Summary
  17. Chapter 2 Organization Strategy and Project Selection
  18. 2.1 Why Project Managers Need to Understand Strategy
  19. 2.2 The Strategic Management Process: An Overview
  20. Four Activities of the Strategic Management Process
  21. 2.3 The Need for a Project Priority System
  22. Problem 1: The Implementation Gap
  23. Problem 2: Organization Politics
  24. Problem 3: Resource Conflicts and Multitasking
  25. 2.4 Project Classification
  26. 2.5 Phase Gate Model
  27. 2.6 Selection Criteria
  28. Financial Criteria
  29. Nonfinancial Criteria
  30. Two Multi-Criteria Selection Models
  31. 2.7 Applying a Selection Model
  32. Project Classification
  33. Sources and Solicitation of Project Proposals
  34. Ranking Proposals and Selection of Projects
  35. 2.8 Managing the Portfolio System
  36. Senior Management Input
  37. Governance Team Responsibilities
  38. Balancing the Portfolio for Risks and Types of Projects
  39. Summary
  40. Chapter 3 Organization: Structure and Culture
  41. 3.1 Project Management Structures
  42. Organizing Projects within the Functional Organization
  43. Organizing Projects as Dedicated Teams
  44. Organizing Projects within a Matrix Arrangement
  45. Different Matrix Forms
  46. 3.2 Project Management Office (PMO)
  47. 3.3 What Is the Right Project Management Structure?
  48. Organization Considerations
  49. Project Considerations
  50. 3.4 Organizational Culture
  51. What Is Organizational Culture?
  52. Identifying Cultural Characteristics
  53. 3.5 Implications of Organizational Culture for Organizing Projects
  54. Summary
  55. Chapter 4 Defining the Project
  56. 4.1 Step 1: Defining the Project Scope
  57. Employing a Project Scope Checklist
  58. 4.2 Step 2: Establishing Project Priorities
  59. 4.3 Step 3: Creating the Work Breakdown Structure
  60. Major Groupings in a WBS
  61. How a WBS Helps the Project Manager
  62. A Simple WBS Development
  63. 4.4 Step 4: Integrating the WBS with the Organization
  64. 4.5 Step 5: Coding the WBS for the Information System
  65. 4.6 Process Breakdown Structure
  66. 4.7 Responsibility Matrices
  67. 4.8 Project Communication Plan
  68. Summary
  69. Chapter 5 Estimating Project Times and Costs
  70. 5.1 Factors Influencing the Quality of Estimates
  71. Planning Horizon
  72. Project Complexity
  73. People
  74. Project Structure and Organization
  75. Padding Estimates
  76. Organizational Culture
  77. Other Factors
  78. 5.2 Estimating Guidelines for Times, Costs, and Resources
  79. 5.3 Top-Down versus Bottom-Up Estimating
  80. 5.4 Methods for Estimating Project Times and Costs
  81. Top-Down Approaches for Estimating Project Times and Costs
  82. Bottom-Up Approaches for Estimating Project Times and Costs
  83. A Hybrid: Phase Estimating
  84. 5.5 Level of Detail
  85. 5.6 Types of Costs
  86. Direct Costs
  87. Direct Project Overhead Costs
  88. General and Administrative (G&A) Overhead Costs
  89. 5.7 Refining Estimates
  90. 5.8 Creating a Database for Estimating
  91. 5.9 Mega Projects: A Special Case
  92. Summary
  93. Appendix 5.1: Learning Curves for Estimating
  94. Chapter 6 Developing a Project Schedule
  95. 6.1 Developing the Project Network
  96. 6.2 From Work Package to Network
  97. 6.3 Constructing a Project Network
  98. Terminology
  99. Basic Rules to Follow in Developing Project Networks
  100. 6.4 Activity-on-Node (AON) Fundamentals
  101. 6.5 Network Computation Process
  102. Forward Pass—Earliest Times
  103. Backward Pass—Latest Times
  104. Determining Slack (or Float)
  105. 6.6 Using the Forward and Backward Pass Information
  106. 6.7 Level of Detail for Activities
  107. 6.8 Practical Considerations
  108. Network Logic Errors
  109. Activity Numbering
  110. Use of Computers to Develop Networks
  111. Calendar Dates
  112. Multiple Starts and Multiple Projects
  113. 6.9 Extended Network Techniques to Come Closer to Reality
  114. Laddering
  115. Use of Lags to Reduce Schedule Detail and Project Duration
  116. An Example Using Lag Relationships—the Forward and Backward Pass
  117. Hammock Activities
  118. Summary
  119. Chapter 7 Managing Risk
  120. 7.1 Risk Management Process
  121. 7.2 Step 1: Risk Identification
  122. 7.3 Step 2: Risk Assessment
  123. Probability Analysis
  124. 7.4 Step 3: Risk Response Development
  125. Mitigating Risk
  126. Avoiding Risk
  127. Transferring Risk
  128. Escalating Risk
  129. Retaining Risk
  130. 7.5 Contingency Planning
  131. Technical Risks
  132. Schedule Risks
  133. Cost Risks
  134. Funding Risks
  135. 7.6 Opportunity Management
  136. 7.7 Contingency Funding and Time Buffers
  137. Contingency Reserves
  138. Management Reserves
  139. Time Buffers
  140. 7.8 Step 4: Risk Response Control
  141. 7.9 Change Control Management
  142. Summary
  143. Appendix 7.1: PERT and PERT Simulation
  144. Chapter 8 Scheduling Resources and Costs
  145. 8.1 Overview of the Resource Scheduling Problem
  146. 8.2 Types of Resource Constraints
  147. 8.3 Classification of a Scheduling Problem
  148. 8.4 Resource Allocation Methods
  149. Assumptions
  150. Time-Constrained Projects: Smoothing Resource Demand
  151. Resource-Constrained Projects
  152. 8.5 Computer Demonstration of Resource-Constrained Scheduling
  153. The Impacts of Resource-Constrained Scheduling
  154. 8.6 Splitting Activities
  155. 8.7 Benefits of Scheduling Resources
  156. 8.8 Assigning Project Work
  157. 8.9 Multiproject Resource Schedules
  158. 8.10 Using the Resource Schedule to Develop a Project Cost Baseline
  159. Why a Time-Phased Budget Baseline Is Needed
  160. Creating a Time-Phased Budget
  161. Summary
  162. Appendix 8.1: The Critical-Chain Approach
  163. Chapter 9 Reducing Project Duration
  164. 9.1 Rationale for Reducing Project Duration
  165. 9.2 Options for Accelerating Project Completion
  166. Options When Resources Are Not Constrained
  167. Options When Resources Are Constrained
  168. 9.3 Project Cost-Duration Graph
  169. Explanation of Project Costs
  170. 9.4 Constructing a Project Cost-Duration Graph
  171. Determining the Activities to Shorten
  172. A Simplified Example
  173. 9.5 Practical Considerations
  174. Using the Project Cost-Duration Graph
  175. Crash Times
  176. Linearity Assumption
  177. Choice of Activities to Crash Revisited
  178. Time Reduction Decisions and Sensitivity
  179. 9.6 What If Cost, Not Time, Is the Issue?
  180. Reduce Project Scope
  181. Have Owner Take on More Responsibility
  182. Outsource Project Activities or Even the Entire Project
  183. Brainstorm Cost Savings Options
  184. Summary
  185. Chapter 10 Being an Effective Project Manager
  186. 10.1 Managing versus Leading a Project
  187. 10.2 Engaging Project Stakeholders
  188. 10.3 Influence as Exchange
  189. Task-Related Currencies
  190. Position-Related Currencies
  191. Inspiration-Related Currencies
  192. Relationship-Related Currencies
  193. Personal-Related Currencies
  194. 10.4 Social Network Building
  195. Mapping Stakeholder Dependencies
  196. Management by Wandering Around (MBWA)
  197. Managing Upward Relations
  198. Leading by Example
  199. 10.5 Ethics and Project Management
  200. 10.6 Building Trust: The Key to Exercising Influence
  201. 10.7 Qualities of an Effective Project Manager
  202. Summary
  203. Chapter 11 Managing Project Teams
  204. 11.1 The Five-Stage Team Development Model
  205. 11.2 Situational Factors Affecting Team Development
  206. 11.3 Building High-Performance Project Teams
  207. Recruiting Project Members
  208. Conducting Project Meetings
  209. Establishing Team Norms
  210. Establishing a Team Identity
  211. Creating a Shared Vision
  212. Managing Project Reward Systems
  213. Orchestrating the Decision-Making Process
  214. Managing Conflict within the Project
  215. Rejuvenating the Project Team
  216. 11.4 Managing Virtual Project Teams
  217. 11.5 Project Team Pitfalls
  218. Groupthink
  219. Bureaucratic Bypass Syndrome
  220. Team Spirit Becomes Team Infatuation
  221. Summary
  222. Chapter 12 Outsourcing: Managing Interorganizational Relations
  223. 12.1 Outsourcing Project Work
  224. 12.2 Request for Proposal (RFP)
  225. Selection of Contractor from Bid Proposals
  226. 12.3 Best Practices in Outsourcing Project Work
  227. Well-Defined Requirements and Procedures
  228. Extensive Training and Team-Building Activities
  229. Well-Established Conflict Management Processes in Place
  230. Frequent Review and Status Updates
  231. Co-location When Needed
  232. Fair and Incentive-Laden Contracts
  233. Long-Term Outsourcing Relationships
  234. 12.4 The Art of Negotiating
  235. 1. Separate the People from the Problem
  236. 2. Focus on Interests, Not Positions
  237. 3. Invent Options for Mutual Gain
  238. 4. When Possible, Use Objective Criteria
  239. Dealing with Unreasonable People
  240. 12.5 A Note on Managing Customer Relations
  241. Summary
  242. Appendix 12.1: Contract Management
  243. Chapter 13 Progress and Performance Measurement and Evaluation
  244. 13.1 Structure of a Project Monitoring Information System
  245. What Data Are Collected?
  246. Collecting Data and Analysis
  247. Reports and Reporting
  248. 13.2 The Project Control Process
  249. Step 1: Setting a Baseline Plan
  250. Step 2: Measuring Progress and Performance
  251. Step 3: Comparing Plan against Actual
  252. Step 4: Taking Action
  253. 13.3 Monitoring Time Performance
  254. Tracking Gantt Chart
  255. Control Chart
  256. Milestone Schedules
  257. 13.4 Earned Value Management (EVM)
  258. The Need for Earned Value Management
  259. Percent Complete Rule
  260. What Costs Are Included in Baselines?
  261. Methods of Variance Analysis
  262. 13.5 Developing a Status Report: A Hypothetical Example
  263. Assumptions
  264. Baseline Development
  265. Development of the Status Report
  266. 13.6 Indexes to Monitor Progress
  267. Performance Indexes
  268. Project Percent Complete Indexes
  269. Software for Project Cost/Schedule Systems
  270. Additional Earned Value Rules
  271. 13.7 Forecasting Final Project Cost
  272. 13.8 Other Control Issues
  273. Technical Performance Measurement
  274. Scope Creep
  275. Baseline Changes
  276. The Costs and Problems of Data Acquisition
  277. Summary
  278. Appendix 13.1: The Application of Additional Earned Value Rules
  279. Appendix 13.2: Obtaining Project Performance Information from MS Project 2010 or 2016
  280. Chapter 14 Project Closure
  281. 14.1 Types of Project Closure
  282. 14.2 Wrap-up Closure Activities
  283. 14.3 Project Audits
  284. The Project Audit Process
  285. Project Retrospectives
  286. 14.4 Project Audits: The Big Picture
  287. Level 1: Ad Hoc Project Management
  288. Level 2: Formal Application of Project Management
  289. Level 3: Institutionalization of Project Management
  290. Level 4: Management of Project Management System
  291. Level 5: Optimization of Project Management System
  292. 14.5 Post-implementation Evaluation
  293. Team Evaluation
  294. Individual, Team Member, and Project Manager Performance Reviews
  295. Summary
  296. Appendix 14.1: Project Closeout Checklist
  297. Chapter 15 Agile Project Management
  298. 15.1 Traditional versus Agile Methods
  299. 15.2 Agile PM
  300. 15.3 Agile PM in Action: Scrum
  301. Roles and Responsibilities
  302. Scrum Meetings
  303. Product and Sprint Backlogs
  304. Sprint and Release Burndown Charts
  305. 15.4 Extreme Programming and Kanban
  306. Kanban
  307. 15.5 Applying Agile PM to Large Projects
  308. 15.6 Limitations and Concerns
  309. 15.7 Hybrid Models
  310. Summary
  311. Chapter 16 International Projects
  312. 16.1 Environmental Factors
  313. Legal/Political Factors
  314. Security
  315. Geography
  316. Economic Factors
  317. Infrastructure
  318. Culture
  319. 16.2 Project Site Selection
  320. 16.3 Cross-Cultural Considerations: A Closer Look
  321. Adjustments
  322. Working in Mexico
  323. Working in France
  324. Working in Saudi Arabia
  325. Working in China
  326. Working in the United States
  327. Summary Comments about Working in Different Cultures
  328. Culture Shock
  329. 16.4 Selection and Training for International Projects
  330. Summary
  331. Appendix One: Solutions to Selected Exercises
  332. Appendix Two: Computer Project Exercises
  333. Glossary
  334. Acronyms
  335. Project Management Equations
  336. Cross Reference of Project Management
  337. Socio-Technical Approach to Project Management
  338. Index

 

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