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Project Mgt Chapter 3 & 4

Horizontales
A matrix structure in which functional managers have primary control over project activities and the project manager coordinates project work.
A matrix structure in which the project manager and functional managers share roughly equal authority over the project. The project manager decides what needs to be done; functional managers are concerned with how it will be accomplished.
A document that authorizes the project manager to initiate and lead a project.
A hierarchical method that successively subdivides the work of the project into smaller detail.
A multiproject organization in which project managers have full authority to assign priorities and direct the work of persons assigned to their project.
An event that represents significant, identifiable accomplishment toward the project’s completion.
A control point of one or more work packages used to plan, schedule, and control the project. The sum of all the project cost accounts represents the total cost of the project.
A matrix whose intersection point shows the relationship between an activity (work package) and the person/group responsible for its completion.
The tendency for the scope of a project to expand once it has started.
Verticales
A condition in which team members become strongly attached to their project and disconnected from the larger organization.
Any organizational structure in which the project manager shares responsibility with the functional managers for assigning priorities and for directing the work of individuals assigned to the project.
A system of shared norms, beliefs, values, and assumptions held by an organization’s members.
A list of conditions that must be met before deliverables are accepted.
A phase-oriented grouping of project activities that defines the total scope of the project. Each descending level represents an increasingly detailed description of project work.
A matrix that is set up before the project begins that establishes which criterion among cost, time, and scope will be enhanced, constrained, or accepted.
The addition of any feature or enhancement not considered in the original scope plan or product description at any point in a project.
A matrix structure in which the project manager has primary control over project activities and functional managers support project work.
A task at the lowest level of the WBS. Responsibility for the package should be assigned to one person and, if possible, limited to 80 hours of work.
A structure used to assign responsibility for work packages.