The formalization of business processes represents a critical success factor for organizations operating in complex and competitive environments. When processes remain informal, fragmented, or dependent on individual expertise, enterprises face significant risks: operational inefficiencies, lack of accountability, inconsistent outcomes, and strategic misalignment. This thesis argues that process formalization, understood as the systematic definition of activities, roles, decision gates, and evaluation criteria, constitutes a foundational governance mechanism that transforms practices into replicable and optimizable workflows. To demonstrate this principle, this dissertation presents the design and implementation of a standardized “Software Selection Process” within an engineering consulting firm. The project specifically addresses the needs of the company's IT Architecture business unit, which had identified critical governance gaps in how software solutions were evaluated and procured across different business lines.