Shiva_rk, i struggled with the differences myself. I actually highlighted that in my LL. http://pmzilla.com/passed-pmp-811-4ps-and-1-mp-see-my-lessons-learned

Someone else posted a great document in pmzilla on this: http://www.deepfriedbrainproject.com/2009/09/work-performance-information-reports.html

After reading the doc, this is what i came away with:

Work Performance Information (WPI) is the nitty gritty data of how the work is progressing e.g actual costs, deliverables completed, etc. That data is taken and used to generate more valuable data called Work Performance Meansurements ( WPMs) e.g CV, SV, etc and WPMs are used to generate forecast info such as EAC, ETC, etc.

When you then take WPI + WPM + Forecast info = Performance reports. Performance reports are for communication purposes and if you notice are created in Communication Management.

*The aha moment for me is that i see that  WPMs are generated in Control Scope, Cost, and Schedule (think perfomance baseline!)

Hope this helped!

Ms T. PMP

In Integration Management - Why Work Perf. Info'n is an input to Integrated Change Control and not for Monitoring & Control. Same regarding Performance Report?

As i understand it, Performance reports are an input to Monitor & Control Project Work because this is where you are looking at the project performance as a whole, so you need valuable data  tell you variances, forecasts, etc. WPI (cost incurred, deliverables completed) i.e the raw data with no analysis, will not give you enough data for you to be able to really know the entire project performance. Think how much better you will understand where your project is and where it needs to be, when you have detailed performance reports that show variances, forecasts, etc.

For this piece- WPI is an input to Integrated change control ,  i honestly never understood this one. It may have to do with the fact that:

1) This is where change requests are being reviewed for approval or rejection. So if the change control board is reviewing change requests, they may want to know how much we've spent up to date, how many deliverables are completed, etc to determine how this will impact the new change request's scope/cost, etc

2) The change control board are usually senior management i believe. Therefore they may not understand what EAC/ETC/BAC and all the technical forecasting terms are so it might be easier to tell them what the actual costs are and they can compare that to the budget amount that they are aware of.

I could be totally wrong here but this is what i convinced myself it was lol. Maybe someone else can shed some light here..

This is actually a great question by the way! You are not alone, a lot of people struggle with this portion!

i guess due to the importance and crucial of implementation in the PERFORM Integrated change control , which is the process of reviewing all change requests , managing changes to deliverables , organizational process assets and project management plan

all are being done in an integrated manner  , therefore, having said the above its presence as an input is really essential.