Project management generates project performance information required by executives to make business decisions necessary to manage the portfolio of projects chartered to progress companies toward their strategic goals. When the performance information is not available or inaccurate, executive decision-making may be impacted and the results of these solution implementations may be sub-optimal. Even though methods of standardization designed to improve the type of project performance information that can be made available for managing projects have been available for almost 40 years, implemented by organizations such as the Project Management Institute (PMI), projects continue to fail to meet their desired objectives. If projects are not performing effectively or completing successfully, the impact may be felt throughout the organization as the strategic plan designed via the use of projects to progress companies toward their business objectives are unable to do so. Though the information may be available (as there are many sources of project performance information available from various processes that have as their foundational delivery element, project management), managers with decision-making authority may be reluctant to use the information if it was derived from an environment impacted by project failures. The purpose of this study is to determine the degree to which project management officers receive the necessary project performance information and what impact this information has on decision making and project completion success or failure.