Speaker 1: Hey there, it's your friend Phil, Project Management Training Coach. I hope you're doing well today. We got a question in from one of our students, Mithun from India, and his question revolves around the planned procurement management process. If you've read planned procurement management, you realize that change requests is an output of this process. So his question is, why is change requests an output? What exactly could change? To answer this question, you need to remember what exactly you're doing. You are planning procurement management. You're trying to come out with your procurement documents, your RFPs, your RFBs, your high-level procurement statement of work, as it were, for whoever is bidding. And when you do all that kind of stuff, you begin to realize and discover a little bit more about the project. You are also involved in doing a make-or-buy analysis. And when you do a make-or-buy analysis, there are certain things that might move around on the project. You might discover that you cannot make what you thought you would. You might discover that you cannot buy what you thought you would. And as a result of that, the overall scope of what you set out to do could change. The overall scope of what you want the vendor to do could change. The overall scope of the project, maybe even a deliverable, could change. Maybe you discover that 3D printing, for example, is now available. And what you were thinking you would have to do with the old-fashioned mold and operations and the conveyor belt type method can be replaced, for example. So as you go through plan procurement management, the scope of the project becomes even clearer because you're now discovering more about what you can do, more about what the vendor can do, and also what you cannot do. You're also discovering that the pricing that you had in mind might change, you see. So as you're going through plan procurement management, you might find that a considerable amount of your project does change, okay? So that's just one of the examples. Then there was another question that was asked about control procurements. And control procurements, we have work performance reports as an input. We also have work performance data as an input. So the question was, why do we have WPD going in and why do we have WPR going in? Well, just remember that these work performance reports are reporting on the performance of the vendor. How well is the vendor performing? How quickly are things moving along and so on? Has the cost of anything changed or is everything as planned? Now those reports, they're coming from monitor and control project work in the world of the vendor. Remember, we have monitor and control project work in our world, but on a, let's say, alternate universe, so to speak, of the vendor, they also have their work performance reports. And those work performance reports become an input to this process of controlling procurements because they're reporting on how well things are going. Also work performance data, that's a no-brainer. We always get work performance data going into the process. So work performance data going in, it's a no-brainer. This happens on every controlling process. And as far as the work performance information coming out, again, you're always going to have work performance information coming out of any controlling process. And that's why you see all three here. You see WPD, WPR, WPI. The WPD going in and the WPI coming out are pretty much boilerplate. But the work performance reports going in, yeah, that's a little bit different and it's because the vendor or the seller is reporting on their performance. Well, I hope that helped. I hope that gave you some insights. Thank you very much for the question. Don't forget to check out the rest of the channel. Hit like if this has helped you. Take care. Bye.