Work Performance Information
A structured template and methodology for translating raw project data into actionable intelligence through variance and earned value analysis.
§1Introduction to WPI
Work Performance Information (WPI) is the vital middle step in project control, converting raw observations into meaningful performance metrics.
Raw Work Performance Data is processed through Variance Analysis and Earned Value Analysis to generate WPI[cite: 6, 40]. This analysed performance information acts as the primary input for project status reporting and provides the quantitative justification required for formal change requests[cite: 5, 6, 39, 40].
Contents§2Variance Analysis Framework
The first half of the WPI framework focuses on variance tracking. It requires project managers to juxtapose baseline expectations with actual realities, demanding a thorough investigation into root causes and planned corrective measures.
| Metric | Description |
|---|---|
| Schedule Variance | Compares the planned result against the actual timeline result to isolate the schedule variance[cite: 7, 8, 11, 12]. |
| Cost Variance | Compares the planned financial outlay against actual expenditures to determine cost variance[cite: 13, 14, 15, 16]. |
| Quality Variance | Tracks deviations in deliverable quality against established baselines, such as defect rates or testing coverage[cite: 23, 24]. |
| Root Cause Analysis | Identifies the fundamental drivers behind schedule or cost discrepancies[cite: 9, 17]. |
| Planned Response | Outlines the specific corrective or preventive actions scheduled to bring performance back in line with the baseline[cite: 10, 18]. |
§3Earned Value Analysis Framework
The second half of the WPI template utilises Earned Value Management (EVM) to forecast future performance trends mathematically. The core baseline is defined by the Budget at Completion (BAC)[cite: 25, 68].
| Forecasting Method | Formula | Application |
|---|---|---|
| EAC with CPI | $BAC/CPI$ | Used when current cost performance is expected to continue[cite: 72, 74]. |
| EAC with CPI × SPI | $AC+(BAC-EV)/(CPI\times SPI)$ | Used when both cost and schedule variances strongly influence remaining work[cite: 72, 75]. |
| TCPI to BAC | $(BAC-EV)/(BAC-AC)$ | Calculates the required efficiency rate on remaining work to hit the original budget baseline[cite: 72, 76]. |
§4Worked Example: Website Project
To demonstrate the WPI framework in action, consider the following analysis for "Mary's Consulting - New Company Website" for the period ending 30 September 2026[cite: 36, 38].
1. Schedule Performance
The build phase was planned to be 75% complete by 30 September, but actual progress achieved only 71% completion[cite: 42]. This yielded a Schedule Variance (SV) of -$2,307 and an SPI of 0.974[cite: 42, 70]. The root cause involved a 5-day capacity drain due to an unbudgeted CRM API workaround and underweighted complexity in directory page templates[cite: 44, 45, 46]. The planned response is to defer two templates to Phase 2 to allow the current build to catch up[cite: 48].
2. Cost Performance
Cumulative spend reached $93,500 against a planned value of $88,807, generating a Cost Variance (CV) of -$7,000 and a CPI of 0.925[cite: 53, 70]. The overrun was driven by an approved scope expansion ($3,800) paid from contingency, and the unbudgeted labour hours required for the CRM workaround ($3,200)[cite: 55, 56]. The response requires notifying the sponsor of the projected EAC and tightening the scope of remaining activities without drawing on management reserve[cite: 59, 60, 61].
3. Quality Performance
Quality metrics indicate elevated risk. While zero Sev-1 defects are open, there are four Sev-2 defects[cite: 67]. Furthermore, the defect density sits at 0.6 per template, and test coverage is at 62%, well below the planned baseline of 80% coverage and <0.5 density[cite: 67].
4. Earned Value Forecasts
With a BAC of $142,952, the selected Estimate at Completion (EAC) is $154,520, derived using the CPI-only formula[cite: 68, 72, 74]. This formula was chosen because the cost trend is the primary concern, whereas the schedule trend is deemed recoverable[cite: 74, 75]. The To-Complete Performance Index (TCPI) indicates that to achieve the original BAC, the team must operate at approximately 107% efficiency (TCPI = 1.142) on all remaining tasks[cite: 72, 76].
The template tracks Planned Value (PV), Earned Value (EV), Actual Cost (AC), and computes indices over current, cumulative, and past periods[cite: 28, 70].
Ensure both Root Cause and Planned Responses are meticulously documented for schedule and cost deviations[cite: 9, 10, 17, 18].
Always provide a clear rationale for why a specific EAC forecasting method was selected over alternatives based on project context[cite: 31, 73, 74].