A new project manager takes over an ongoing project. The previous manager reported the project on track and within budget, but stakeholders are unhappy because metrics show schedule delays and higher costs. What should the new project manager do?

The new project manager needs to understand the true status of the project. Earned Value Analysis (EVA) is a powerful project control technique that integrates scope, schedule, and cost performance. By calculating metrics like Schedule Variance (SV), Cost Variance (CV), Schedule Performance Index (SPI), and Cost Performance Index (CPI), the new project manager can objectively assess whether the project is truly on track and within budget, or if the previous reports were inaccurate. This will provide a factual basis for addressing stakeholder concerns and planning corrective actions. Meeting the previous project manager might offer context but won't provide objective data. Submitting a change request is premature without understanding the current status. Training the team is a potential solution but not the immediate diagnostic step needed.