BPM Adoption at Bilfinger

Big size corporate companies that opt for Business Process Management (BPM) adoption invest a lot in BPM initiatives with the primary focus on the identi fication and standardization of best practices in the different phases of the BPM lifecycle. The business processes de signed are usually seen as the standard way of executing the processes and tend not be adapted to specifi c customers' need or changing condi tions. Furthermore, the acceptance of a paradigm shift by the end users is an added challenge. This case introduces a success story on BPM adoption in complex environments where different organizational units with different needs are involved. The projects executed in different units respond to specifi c customers' requirements, which affects the set of pro- cesses to be designed and executed within them. We developed a novel approach inspired by the Cyne fin framework and used it to defi ne process architectures and the respective business process models for a subset of the units. To ensure the applicability and acceptance of the new paradigm we followed a number of well-known methodologies and practices (e.g. SCRUM and gami fication). As a result, we managed to move from the traditional function orientation to BPM orientation taking into consid eration the exibility needs, and we received very positive feedback from our end users.