Expert answer:Project management question
Answer & Explanation:Here is exam Exam.doc here is text Project Management 5th Edition.pdf important note ; i need original work otherwise i will not accept it ,, i think thats my right and fair Thanks
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project_management_5th_edition.pdf
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Exam
Instructions:
Each question should be answered within 3-4 paragraphs. The answers are to be brief, concise
and demonstrate your knowledge and understanding of the principles and practices of project
management
1. Managing a project is an integrative process. Recalling the discussions in class and the work
performed to manage the Alliance Prototype Project (SIM Project), identify and discuss the
integrative actions and processes required to assure project success.
2. Why is the implementation of projects important to the success of the organization?
3. What is more important for successfully completing a project – a formal project management
structure or the culture of the organization? Why?
4. What is a Project Priority Matrix and how is it used?
5. Why are accurate cost estimates critical to Project Management?
6. Why is slack important to the project manager?
7. Can project risks be eliminated if the project is planned carefully, explain?
8. What are the primary reasons for crashing a project?
Cross Reference of Project Management Body
of Knowledge (PMBOK) Concepts to Text Topics
Chapter 1
Chapter 8
Modern Project Management
1.2 Project defined
1.3 Project management defined
1.4 Projects and programs (.2)
2.1 The project life cycle (.2.3)
App. G.1 The project manager
App. G.7 Political and social environments
F.1 Integration of project management processes [3.1]
Chapter 2 Organization Strategy and Project Selection
1.4 Projects and programs (.2)
1.4.1 Managing the portfolio
1.4.3 Strategy and projects
2.3 Stakeholders and review boards
12.1 RFP’s and vendor selection (.3.4.5)
11.2.2.6 SWAT analysis
Chapter 3
Chapter 4
Defining the Project
4.1 Project charter
5.1 Gather requirements
5.2 Defining scope
5.3 Creating a WBS
5.4 Tools and techniques
6.1 Define activities
9.1.2. Responsibility matrixes
10.1 Communication planning (.2.3.4) [App. G-4]
Chapter 5
Estimating Times and Costs
6.4 Activity duration estimates (.3)
6.4.2 Estimating tools (.1.3.4)
6.3.1 Identifying resources
7.1 Activity cost estimates (.2.3.4.5)
5.1.2.4 Delphi method
Chapter 6
Developing a Project Plan
4.2.2 Planning tools
6.2 Sequence activities [1.2]
6.5.1 Bar and milestone charts
6.5.2 Critical path method (.2)
6.5.2.6 Lead and lag activities [6.2.3]
F.3 Project duration
Chapter 7
Managing Risk
11.1 Risk management process [F.8]
11.2 Identifying risks
11.3.2.2 Impact matrix
11.4 Risk assessment
11.5 Risk responses (.2–.1.2)
11.6 Risk register
7.1.2.5 PERT analysis
7.1.2.6.3 Contingency reserves
7.3.3.4 Change control management
ISBN: 0073403342
Author: Erik W. Larson, Clifford F. Gray
Title: Project Management
Chapter 9
Reducing Project Duration
6.5.2.7 Schedule compression
Chapter 10
Leadership
9.4.2.5 Leadership skills
G.1 Project leadership
10.1 Stakeholder management
Chapter 11
Organization: Structure and Culture
2.4.1 Organization cultures [G.7]
2.4.2 Organization structure [9.1.3]
9.1.1 Organization charts
1.4.4 Project offices
Scheduling resources and cost
6.5.2 Setting a schedule baseline [8.1.4]
6.5.3.1 Setting a resource schedule
6.5.2.4 Resource leveling
7.2 Setting a cost and time baseline schedule (1.3.5) [8.1.3]
6.5.2.3 Critical chain method
Teams
9.2 Building the team (.1.3) & [3.5.3] [App G.2 Building teams]
9.4 Managing the team
9.3.2 Team building activities
9.2.4 Virtual teams
9.3.3.1 Team performance [9.4.2.2]
9.4.2.3 Conflict management
9.3.2.6 Recognition and awards
Chapter 12
Outsourcing
12.1.1 Procurement requirements [G.8]
12.1.2.3 Contract types
9.4.2.3 Conflict management
12.2.7 The art of negotiating
12.2.3.5 Change requests
Chapter 13
Monitoring Progress
10.5.3 Cost/schedule system (.1)
6.6 .2.1 Time performance
7.2.3.1 Cost baseline development
7.3.2.1 Earned value system (F.4)
7.3.2.4 E.V., performance status report
7.3.2.2 E.V., forecasts
7.3.2.3 EV., to complete index (EAC)
7.3.2.5 Schedule and cost variance
Chapter 14
Project closure
Closure report
4.5.1.4 Organization processes (.5) & [4.5.3 & 4.6.3.2]
4.6.1 Administrative tasks (.3) & [3.7.1, & 12.4]
10.3.3.1 Lessons learned [8.3.3.4]
9.4.2.2 Individual performance appraisals
Chapter 15
International Projects
G.7 Culture awareness
Chapter 16
Oversight
1.4.4 Project offices
8.1.2 Continuous improvement
5.1 Requirements vs. actual [5.3]
Chapter 17
Agile PM
6.1.2.2 Rolling wave
Front endsheets
Color: 2
Pages: 2,3
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Project
Management
The Managerial Process
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The McGraw-Hill/Irwin Series Operations and Decision Sciences
OPERATIONS MANAGEMENT
Beckman and Rosenfield,
Operations, Strategy: Competing in the
21st Century,
First Edition
Benton,
Purchasing and Supply Chain
Management,
Second Edition
Bowersox, Closs, and Cooper,
Supply Chain Logistics Management,
Third Edition
Brown and Hyer,
Managing Projects: A Team-Based
Approach,
First Edition
Burt, Petcavage, and Pinkerton,
Supply Management,
Eighth Edition
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Matching Supply with Demand: An
Introduction to Operations Management,
Second Edition
Hill,
Manufacturing Strategy: Text & Cases,
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Process Analysis and Improvement,
First Edition
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Factory Physics,
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and Simchi-Levi,
Designing and Managing the Supply
Chain: Concepts, Strategies, Case
Studies,
Third Edition
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Manufacturing Planning & Control for
Supply Chain Management,
Sixth Edition
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Business Dynamics: Systems Thinking
and Modeling for Complex World,
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Operations and Supply Management:
The Core,
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10th Edition
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Operations and Supply Management,
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Why ERP?
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Development: Text and Cases,
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Supply Chain Management,
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Larson and Gray,
Project Management: The Managerial
Process,
Fifth Edition
Fitzsimmons and Fitzsimmons,
Service Management: Operations,
Strategy, Information Technology,
Seventh Edition
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Purchasing and Supply Management,
Thirteenth Edition
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Foundations of Inventory Management,
First Edition
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Sixth Edition
QUANTITATIVE METHODS AND
MANAGEMENT SCIENCE
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Operations Management Cases,
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Fourth Edition
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Project Management,
Second Edition
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Introduction to Management Science: A
Modeling and Case Studies Approach
with Spreadsheets,
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Hayen,
SAP R/3 Enterprise Software:
An Introduction,
First Edition
Schroeder, Goldstein, Rungtusanatham,
Operations Management: Contemporary
Concepts and Cases,
Fifth Edition
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Introduction to Management Science with
Spreadsheets,
First Edition
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Project
Management
The Managerial Process
Fifth Edition
Erik W. Larson
Oregon State University
Clifford F. Gray
Oregon State University
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PROJECT MANAGEMENT: THE MANAGERIAL PROCESS
Published by McGraw-Hill/Irwin, a business unit of The McGraw-Hill Companies, Inc., 1221 Avenue
of the Americas, New York, NY, 10020. Copyright © 2011 by The McGraw-Hill Companies, Inc. All rights
reserved. No part of this publication may be reproduced or distributed in any form or by any means, or
stored in a database or retrieval system, without the prior written consent of The McGraw-Hill Companies,
Inc., including, but not limited to, in any network or other electronic storage or transmission, or broadcast
for distance learning.
Some ancillaries, including electronic and print components, may not be available to customers outside the
United States.
This book is printed on acid-free paper.
1 2 3 4 5 6 7 8 9 0 WVR/WVR 0 9 8 7
ISBN
978-0-07-340334-2
MHID 0-07-340334-2
Editorial director: Stewart Mattson
Publisher: Tim Vertovec
Executive editor: Richard T. Hercher, Jr.
Developmental editor: Gail Korosa
Associate marketing manager: Jaime Halterman
Project manager: Harvey Yep
Production supervisor: Carol Bielski
Designer: Mary Kazak Vander
Photo researcher: Jeremy Cheshareck
Media project manager: Cathy Tepper
Cover image: © Veer Images
Typeface: 10.5/12 Times Roman
Compositor: Aptara®, Inc.
Printer: Worldcolor
Library of Congress Cataloging-in-Publication Data
Larson, Erik W., 1952Project management: the managerial process / Erik W. Larson, Clifford F. Gray. —5th ed.
p. cm. —(The McGraw-Hill/Irwin series, operations and decision sciences)
Gray’s name appears first on the earlier editions.
Includes index.
ISBN-13: 978-0-07-340334-2 (alk. paper)
ISBN-10: 0-07-340334-2 (alk. paper)
1. Project management. 2. Time management. 3. Risk management. I. Gray, Clifford F.
II. Gray, Clifford F. Project management. III. Title.
HD69.P75G72 2011
658.4904—dc22
2009054318
www.mhhe.com
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About the Authors
Erik W. Larson
ERIK W. LARSON is professor of project management at the College of Business, Oregon State University. He teaches executive, graduate, and undergraduate
courses on project management, organizational behavior, and leadership. His
research and consulting activities focus on project management. He has published
numerous articles on matrix management, product development, and project partnering. He has been honored with teaching awards from both the Oregon State
University MBA program and the University of Oregon Executive MBA program.
He has been a member of the Portland, Oregon, chapter of the Project Management Institute since 1984. In 1995 he worked as a Fulbright scholar with faculty at
the Krakow Academy of Economics on modernizing Polish business education.
In 2005 he was a visiting professor at Chulalongkorn University in Bangkok,
Thailand. He received a B.A. in psychology from Claremont McKenna College
and a Ph.D. in management from State University of New York at Buffalo. He is
a certified project management professional (PMP) and Scrum Master.
Clifford F. Gray
CLIFFORD F. GRAY is professor emeritus of management at the College of
Business, Oregon State University. He continues to teach undergraduate and graduate project management courses overseas and in the United States; he has personally taught more than 100 executive development seminars and workshops.
His research and consulting interests have been divided equally between operations management and project management; he has published numerous articles
in these areas, plus a text on project management. He has also conducted research
with colleagues in the International Project Management Association. Cliff has
been a member of the Project Management Institute since 1976 and was one of the
founders of the Portland, Oregon, chapter. He was a visiting professor at Kasetsart
University in Bangkok, Thailand in 2005. He was the president of Project Management International, Inc. (a training and consulting firm specializing in project
management) 1977–2005. He received his B.A. in economics and management
from Millikin University, M.B.A. from Indiana University, and doctorate in operations management from the College of Business, University of Oregon. He is
certified Scrum Master.
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“Man’s mind, once stretched by a new idea, never
regains its original dimensions.”
Oliver Wendell Holmes, Jr.
To my family who have always encircled me with
love and encouragement—my parents (Samuel
and Charlotte), my wife (Mary), my sons and their
wives (Kevin and Dawn, Robert and Sally) and
their children (Ryan, Carly, Connor and Lauren).
C.F.G.
“We must not cease from exploration and the end of all
exploring will be to arrive where we begin and to know
the place for the first time.”
T. S. Eliot
To Ann whose love and support has brought out
the best in me. And, to our girls Mary, Rachel, and
Tor-Tor for the joy and pride they give me. Finally,
to my muse, Neil, for the faith and inspiration he
instills.
E.W.L
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Preface
Since you are reading this text, you have made a decision that learning more about
project management will have a positive impact for you. You are absolutely right!
Project management has become an organization-wide core competency; nearly
every manager, regardless of discipline is involved in managing one or more projects. This text is designed to provide project managers and prospective project
managers with the knowledge and skills that are transferable across industries and
countries.
Our motivation for writing this text was to provide students with a holistic,
integrative view of project management. A holistic view focuses on how projects
contribute to the strategic goals of the organization. The linkages for integration
include the process of selecting projects that best support the strategy of a particular organization and that in turn can be supported by the technical and managerial processes made available by the organization to bring projects to completion.
The goals for prospective project managers are to understand the role of a project
in their organizations and to master the project management tools, techniques,
and interpersonal skills necessary to orchestrate projects from start to finish.
The role of projects in organizations is receiving increasing attention. Projects
are the major tool for implementing and achieving the strategic goals of the organization. In the face of intense, worldwide competition, many organizations have
reorganized around a philosophy of innovation, renewal, and organizational
learning to survive. This philosophy suggests an organization that is flexible and
project driven. Project management has developed to the point where it is a professional discipline having its own body of knowledge and skills. Today it is nearly
impossible to imagine anyone at any level in the organization who would not benefit from some degree of expertise in the process of managing projects.
Audience
This text is written for a wide audience. It covers concepts and skills that are used
by managers to propose, plan, secure resources, budget, and lead project teams to
successful completions of their projects. The text should prove useful to students
and prospective project managers in helping them understand why organizations
have developed a formal project management process to gain a competitive advantage. Readers will find the concepts and techniques discussed in enough detail to be
immediately useful in new-project situations. Practicing project managers will find
the text to be a valuable guide and reference when dealing with typical problems
that arise in the course of a project. Managers will also find the text useful in
understanding the role of projects in the missions of their organizations. Analysts
will find the text useful in helping to explain the data needed for project implementation as well as the operations of inherited or purchased software. Members of the
Project Management Institute will find the text is well structured to meet the needs
of those wishing to prepare for PMP (Project Management Professional) or CAPM
(Certified Associate in Project Management) certification exams. The text has indepth coverage of the most critical topics found in PMI’s Project Management
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Preface
Body of Knowledge (PMBOK). People at all levels in the organization assigned to
work on projects will find the text useful not only in providing them with a rationale for the use of project management tools and techniques but also because of
the insights they will gain on how to enhance their contributions to project
success.
Our emphasis is not only on how the management process works, but more
importantly, on why it works. The concepts, principles, and techniques are universally applicable. That is, the text does not specialize by industry type or project
scope. Instead, the text is written for the individual who will be required to manage a variety of projects in a variety of different organizational settings. In the
case of some small projects, a few of the steps of the techniques can be omitted,
but the conceptual framework applies to all organizations in which projects are
important to survival. The approach can be used in pure project organizations
such as construction, research organizations, and engineering consultancy firms.
At the same time, this approach will benefit organizations that carry out many
small projects while the daily effort of delivering products or services continues.
Content
In this latest edition of the book, we have responded to feedback received from
both students and teachers, which is deeply appreciated. As a result of the this
feedback, the following changes have been made to the fifth edition:
• Restructuring of text to include four supplemental chapters that cover topics
beyond the project management core.
• Inclusion of a supplemental chapter on agile project management which has
enjoyed success on new product and software development projects.
• Terms and concepts have been updated to be consistent with the fourth edition
of the Project Management Body of Knowledge (2008).
• Revised Chapter 14 to include project retrospectives. Chapters 2, 4, 6, 7, and 12,
have been updated.
• New student exercises and cases have been added to most chapters.
• Answers to selected exercises are now available in Appendix 1
• A third major computer exercise has been added to the Appendix 2;
• The “Snapshot from Practice” boxes feature a number of new examples of
project management in action as well as new research highlights that continue
to promote practical application of project management.
Overall the text addresses the major questions and issues the authors have encountered over their 60 combined years of teaching project management and consulting with practicing project managers in domestic and foreign environments. The
following questions represent the issues and problems practicing project managers
find consuming most of their effort: What is the strategic role of projects in contemporary organizations? How are projects prioritized? What organizational and
managerial styles will improve chances of project success? How do project managers orchestrate the complex network of relationships involving vendors, subcontractors, project team members, senior management, functional managers, and
customers that affect project success? What factors contribute to the development
of a high-performance project team? What project management system can be set
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Preface
ix
up to gain some measure of control? How do managers prepare for a new international project in a foreign culture? How does one pursue a career in project
management?
Project managers must deal with all these concerns to be effective. All of these
issues and problems represent linkages to an integrative project management view.
The chapter content of the text …
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