Progress measurements are the tools used to identify problems when there is still time to catch up. Since cost and schedule progress comprise two‐thirds of the cost‐schedule‐quality equilibrium, they are the primary focus of progress measurement. Each work package in the plan is a measurable unit of progress. Each has start and finish dates. Managers must use the 0‐50‐100 rule for recording schedule completion of tasks that span no more than two reporting periods. Scheduling completion measures accomplishment, similar tasks, measuring costs, earned value reporting, and schedule variance are also discussed. The secret to making earned value work is in the work breakdown structure (WBS). Some problems need to be escalated to higher management or may even demand the direct attention of senior management. Escalation thresholds represent preset variances that signal the severity of a problem. Cost and schedule baselines represent the original project plan as approved by the stakeholders.