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Complex Projects

Across
We don't pay attention to what we don't want to hear. ________Dissonance.
Transfer of power to a lower level.
Not fully knowable, but reasonably predictable.
Management by many.
A free Mind Mapping tool
An Agile method that makes use of Product Backlogs and Sprints.
Refusal to change one's views or to agree about something.
Easily knowable.
Complex projects where there is no consensus on strategic direction.
Reporting only positive results to avoid being seen as "not a team player" in front of managers or executives. Conspiracy of ____________.
Complex Projects that have never been done before or utilize "bleeding edge" solutions.
Down
Complex projects that require high effort, difficult to track because of a high number of tasks.
Where solutions to problems originate in the middle and bottom of the organizations, but leaders pretend they've got all the answers and subordinates are complacent in letting them believe this. _____/Follower Charade.
Neither knowable nor predictable.
Complex projects of long durations that may be affected by major external changes.
Example: Avoiding traveling during "high terrorism alerts" vs traveling by auto anytime. __________Theory.
An acronym for must have, should have, could have and won't have used in prioritizing requirements.
Management by a few or one.
Not simple, but still knowable.
A series of product builds followed by evaluations followed by more builds and evaluations until implemented.
Describes a type of complex project based on landscapes that have multiple, varying peaks of varying dimensions.
Executives routinely exaggerate benefits and discount costs due to anchoring and competitor neglect. ______________ of Success.
The "fight or flight" center of the brain.
A methodology that completes Verification and Validation in parallel.