Agile adoption often goes hand in hand with abandoning the so-called traditional methods of project management and software engineering. This comes from the idea that Agile approaches originated from a point of rupture with traditional methods and, hence, must not inherit any of their characteristics. However, most traditional methods, tools, and techniques were devised to address legitimate and universal management questions, which happen to be present in Agile initiatives as well and therein continue to require a project management answer. This Executive Report discusses how the earned value management method can be adapted to fit into an Agile product development process, and thereby deliver the required controls essential to achieve business value and stakeholder expectations.