During a PMO status update the CEO is alarmed that all projects suddenly moved from green to red. Upper management prefers traditional progress and cost reports and wants to continue seeing that information. How should the PMO improve how it reports project health?

The CEO is alarmed because traditional reporting (green/red) doesn't reflect the nuances of agile progress, leading to sudden, drastic status changes. Exploring Earned Value (EV) KPIs, while incorporating agile progress as an input, allows the PMO to bridge the gap between traditional financial and schedule reporting expectations and agile development. This approach provides a more accurate, data-driven view of project health that upper management can understand, without abandoning their preferred metrics. Asking program managers to be "more accurate" is vague and doesn't address the underlying reporting incompatibility. Requiring Kanban boards might be a good agile practice but doesn't directly solve the CEO's concern about traditional progress and cost reports. A root cause analysis is premature; the immediate issue is improving how status is reported, not necessarily diagnosing a project failure.