The project should be broken down systematically into manageable activities that meet the customer's requirements for products or services and processes; the breakdown is usually called a work breakdown structure, whose elements are called activities, tasks or work packages and which supports programming, cost planning and control. Staff assigned to the project should help define the activities, so their experience is used and they understand, accept and own them. Each activity should be defined so its results can be measured, and the activity list checked for completeness; the activities should cover progress evaluations, quality management practices, and preparing and maintaining the project management plan. Interactions between activities that could cause trouble between the project organization and stakeholders should be identified, managed and documented.
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