Managers of information systems development projects seem to be primarily in a reactive mode of management: being concerned more with day-to-day crises than with planning for the future. This research is aimed at providing project managers with a tool that will enable them to be proactive, by putting in place a set of performance indicators that focus on those issues that will have a downstream effect on project success or failure. A rigorous cause-and-effect relationship between the measurement of current activities and future performance is derived from the Balanced Scorecard, the Generalised Scorecard Model and the Goal-Question- Metric framework. The paper reports on the results obtained to date when this approach is applied to an actual development project. The interim results suggest that the approach delivers benefits by highlighting areas of concern, and by initiating focus on project factors that might otherwise not be addressed in a timely manner.