Project work packages are typically decomposed into smaller components called activities to provide a basis for（）scheduling, executing, and monitoring and controllingthe proj ect work.
Project Quality Management processes include all the activities of the（）that determine quality policies, objectives and responsibilities so that the project will satisfy theneeds for which it was undertaken.
Project （） Management includes the processes required to ensure that the project includes all the work required, and only the work required, to complete the project successfully.
Creating WBS means subdividing the major project deliverables into smaller components until the deliverables are defined to the level（）
Performing（）involves monitoring specific project results to determine if they comply with relevant quality standards and identifying ways to eliminate causes of unsatisfactory results.
（）involves comparing actual or planned project practices to those of other projects to generate ideas for improvement and to provide a basis by which to measure performance. These other projects can be within the performing organization or outside of it, and can be within the same or in another application area.
Project schedule management is made up of six management processes including: activity definition, activity sequencing（）and schedule control by order.
During the project, requirements change for a variety of reasons. As needs change and as work proceeds, additional requirements are derived and changes may have to be made to the existing requirements. It is essential to manage these additions and changes efficiently and effectively. To effectively analyze the impact of the changes, it is necessary that the source of each requirement is known and the rationale for any change is documented. The project manager may, however, want to track appropriate measures of requirements volatility to judge whether new or revised（）are necessary.
In the project management context（）includes characteristics of unification,consolidation, articulation, and integrative actions that are crucial to project completion,successfully meeting customer and other stakeholder requirements, and managing expectations.
Project selection methods involve measuring value or attractiveness to the project owner or sponsor and may include other organizational decision criteria （）is not a project selection method.
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