This paper takes a novel approach to IS project control by studying control perceptions of clients and vendors in IS offshoring projects and the implications of their perceptions for project performance. We present the results of a survey-based analysis of 46 client-vendor dyads involved in IS offshoring projects. A major contribution of this study lies in operationalizing and empirically testing attempted control (control perceived by the client) and realized control (control perceived by the vendor). Based on prior research, we employ a relational governance view to test whether control perception differences decrease IS project performance. Building on transaction cost economics, we then develop and test the rival perspective that control perception differences may improve performance. Our data support the view that perception differences can be beneficial for IS offshoring project performance.