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3

Horizontales
Includes people, things, equipment, and facilities.
This role has the ultimate decision-making authority in the project.
In a predictive project, this is a repeatable activity, but largely happens early in the project.
Ugh! This type of power is the ability of the project manager to make team members and stakeholders feel remorseful to gain compliance in the project.
This power means the project manager has control over data gathering and the distribution of facts within the project.
This power derives from the project manager's role and authority within the organization, often referred to as formal, authoritative, or legitimate power.
This leadership type is a motivating, high-energy leader who inspires the team through strong convictions about possibilities and the team's potential.
Project manager deliberately refrains from taking action, getting involved, or making decisions.
This group of management and executives review proposed project changes (three words).
This power stems from the project manager's extensive skills and experience in a specific discipline, enabling them to effectively manage projects in that domain.
This leadership emphasizes project goals and offers rewards or penalties to motivate the project team, often involving management by exception.
This power arises due to specific circumstances or situations within the organization.
This change control technique reviews the change’s effect on all parts of the project
Project management is really about getting things to this state.
Sometimes called coercive power, this enables the project manager to apply penalties or punishments to enforce compliance within the project team.
This type of power allows the project manager to limit choices to motivate the project team to perform project work.
Verticales
Sometimes called personal power, this power arises from the project manager's warm and likable personality, which attracts others.
Give and take Compromise Tradeoffs Making a deal.
This power results from the respect and admiration the project manager earns based on past experiences with the team, reflecting the manager's credibility in the organization.
This leadership inspires and motivates the project team to achieve project goals, encourages innovation, and fosters ambition among team members.
A project manager’s favorite part of the project.
This leadership type combines elements of transactional, transformational, and charismatic leadership The leader encourages action, inspires enthusiasm for the project, and holds the team accountable for results.
The amount of funds the project has to spend.
One of the best ways to engage the team, customers, and stakeholders is through this activity.
Predictive projects don’t want this, while agile projects welcome this.
Projects are dynamic with circumstances changing Project managers need this to respond to evolving conditions.
It’s been said that projects fail here and not at the end.
This includes identifying the objectives, stakeholders involved, the project charter, and overall feasibility.
Uncertain events that are positive or negative.
Management of this concept is part of lessons learned and relying on past information to manage the current situation.
This power empowers the project manager to provide incentives or rewards to motivate the project team.
This listening type is a communication technique where the recipient of a message restates what has been said to ensure a complete understanding and allows the sender to clarify the message if necessary.