In this paper an exploratory study is reported about the effectiveness of project start-up (PSU) practices within a world-scale operating, high technology innovating and manufacturing company. The emphasis is on the focal position of both project owner and project manager. To uncover potential differences between both parties, pairwise comparisons of project owner and project manager of the same project have been made. The research findings support the general made assumption that a PSU contributes in getting a better understanding of the intended project purpose, scope and objectives in an early phase of the project process. The study however also makes clear that there certainly is room for improving the start-up process. In particular expectations of both project owner and project manager of the same project concerning project purpose and scope as well as their particular role in the process should be thoroughly discussed and aligned during the design phase of the PSU workshop.