The chapter goes into significant detail about the Earned Value $($EV$)$ approach for tracking progress. I've been on only one project where we tried using $EV,$ and we decided to abandon it partway through. For most projects we reported status based on the number of actual versus planned completed activities or work packages. The reason for our deciding not to use EV is given in the last subsection of the chapter that has this title. $($This subsection points to "Snapshot from Practice $13\mathrm{.}3"$ for another approach.$)$

Status Reporting Accuracy

The Costs and Problems of Data Acquisition

Managing Conflict within the Project

Communicating Upward