This paper presents a process model of how an IT offshore outsourcing project in a German-Indian context evolved over time. It applies project control theory as the theoretical basis for analysis. The findings from the underlying case study contribute to the domain knowledge of IT project management and IT offshoring by providing insights into the effects of different types of control modes on project outcomes in distinct phases of a successful, long-lasting software reengineering project. The amount and type of control depends on the criticality of the product, as well as the level of mutual trust.