This paper examines how digital technologies can bridge the critical gap between data availability and decision-making effectiveness in capital project execution. Despite the exponential growth in data generation and the widespread adoption of digital tools, capital projects frequently suffer from cost overruns and schedule delays. This paradox suggests that the primary value of digitalization lies not in data collection, but in the ability to translate raw data into timely, actionable insights that drive proactive management. Using a conceptual framework supported by industry observations and case studies, this research illustrates how digital technologies and its components bring impact to the Capital project performance. The findings reveal that successful digital transformation is less a technological challenge and more an organizational one, requiring robust data governance, cultural alignment, and clear decision accountability. The paper concludes with practical recommendations for implementing digital solutions that move project controls from retrospective reporting to forward-looking insight generation, ultimately improving project performance and reducing execution uncertainty.