ABSTRACT
Making initiation decisions where process drives project choices implies that there is a formalized process that is objectively utilized to evaluate project opportunities, and that it is actually followed. This chapter explores the factors that govern the effectiveness of decision making processes, and in turn the effectiveness of project initiation decisions. Process effectiveness influences decision effectiveness in those organizations whose rule environment has an explicit orientation, where the process of project initiation is formally defined and articulated. The misalignment between environment and influence drivers also appears to determine the degree to which participants perceive that they have flexibility and opportunities to make an impact in the project initiation process. The role of project shaper was one that definitely existed within this organization, particularly for the audit projects the organization conducted. The project shaper's role was to champion the project from the outset, and to provide support throughout the initiation process.
