Process improvement efforts based on best practices and standards such as the CMMI use appraisal results as input and focus on implementing processes as described in reference models. Since these models are of a general character the conclusions from the assessments could easily overlook problems experienced in the daily work. In addition, process improvement programs often fail to engage practitioners. To improve this, data that can be related to the daily work can help. This paper reports on the results from a study performed to understand how process data can complement project appraisals in finding improvement possibilities. A method for mapping process data to different practices and combining this with project appraisals to form a basis for focused performance improvement is proposed and a study including four projects from three organizations is presented.