English: Monitoring and evaluation (M&E) techniques helps address the issue of measuring performance and achievement of projects. M&E has become imperative in all organization’s project. No organisation pursuing development initiatives would proceed at all without M&E framework in place. This study purposed to find out the influence of M&E activities on project performance of child fund international: a case of Gulu child development project. In this study monitoring and evaluation was defined by its activities: M&E planning, M&E training, and baseline surveys while project performance was considered as the degree of goal achievement. The objectives of the study were to establish how M&E plans influence project performance; to assess the influence of M&E training on project performance and to determine how baseline surveys influence project performance. Currently, there is inadequate knowledge on the influence of M&E on project performance a situation that this study addresses. It is hoped an understanding of M&E – Project performance relationship can improve the practice of M&E and consequently project performance among NGOs, learning institutions, students of project management and researchers in M&E. The study also reviewed the evolution of M&E and examined how the discipline has evolved over time. A project successfully implemented by child fund international were analysed through a mixed research design of ex-post facto and survey to determine a possible M&E - project performance relationship. All documents for the two projects, the project appraisal reports, inception report, databases and end of project reports were reviewed. This secondary data was supplemented with primary data collected from a survey. This data was analysed using quantitative and qualitative methods. Results show that monitoring and evaluation as a management function, indeed has influence on project performance. This is demonstrated in activities like M&E planning in which prior to project implementation, appropriate performance indicators are identified and a data collection schedule is devised. How data would be analysed to show project performance is also planned under M&E. In this way all necessary measures to ensure project performance is enhanced, are taken care of under M&E planning. Further, results show that the implementers underwent M&E training, participated in baseline surveys and were privy to the M&E plans developed by child fund international. On average, 80% of the respondents gave plausible reasons why they thought M&E influences project performance in reference to the projects under study. The results showed that on average, M&E planning, M&E training and baseline survey had statistically positive correlation with project performance at 0.92,0.725 and0.622 respectively. In conclusion, the study has shown that monitoring and evaluation has a directly proportional influence on project performance and that an M&E plan should be in place if a positive influence of M&E has to be seen. Further, M&E needs to be implemented in full and systematically in order to influence project performance. Considering that projects are implemented by institutions that have structures, it is hereby recommended that an M&E unit should be part of an organisation. Short of that, a full-time M&E officer should be part of an organisation establishment in order to enhance project learning and retain M&E memory.