Case Study and Maturity Model for Business Process Management Implementation 129 Model Integration is an approach for the assessment and improvement of product development processes in general. A number of additional maturity models were developed which cover other areas like the CMMI Acquisition Model(CMMI-AM) or the People Capability Maturity Model(P-CMM) for personal management and development to name a few. Today, CMMI is widely used in practice to evaluate and to improve(software)development processes [4, 5, 6,7,8 CMMI uses standardized question catalogues and evaluation criteria to assess an organizations product development process and to work out the strengths and weaknesses. It helps to define improvement measures and to plan the implementation in an organization. The CMMi introduces the concept of five maturity levels defined by special requirements that are cumulative. In recent years a number of maturity models for Business Process Management have been proposed [9, 10, 11, 12, 13, 14, 15, 16, 17]. Most of the models focus on only one dimension for measuring BPM maturity and very few applied studies are known. Exceptions are the Business Process Management Maturity Model(BPMM) of the OMG [9], the Process Audit of Hammer [11 and the maturity model of Rosemann et al. [13, 14, 15, 16 This paper presents the implementation of Business Process Management in a large international company, undertaken as a corporate, company wide project within The next section outlines the objectives and the overall a usiness process management. It introduces the process framework reference process house and the overall structure and content BPM implementation process Section 3 gives an overview of the process management maturity assessment model which was developed in order to assess and to derive improvement measures for the Business Process Management in the company. The assessment process and some results of the assessments are presented to illustrate some benefits of the approach 2 Implementation of Business Process Management 2.1 The business process management initiative at siemens ag The Siemens AG is engaged in different business sectors with a very broad and diverse product and service spectrum. It is a global company with regional representations in more than 190 countries(for a short overview see [18). Over the years the process and IT landscape has developed differently in the business units and regions. With the business Process Management activities a redesign alignment and optimization of business processes and a better process standardization and utilization of synergies is intended Central element of the Business Process Management Initiative was the development of a Siemens Process Framework [19] which consists of a reference process house (RPH) and common methods for process management across the company. These activities, with the development of a reference process house(RPh) in its core, are part of a comprehensive process management initiative [18, 2, 241-252]. The initial company wide activities for process standardization startedCase Study and Maturity Model for Business Process Management Implementation 129 Model Integration is an approach for the assessment and improvement of product development processes in general. A number of additional maturity models were developed which cover other areas like the CMMI Acquisition Model (CMMI-AM) or the People Capability Maturity Model (P-CMM) for personal management and development to name a few. Today, CMMI is widely used in practice to evaluate and to improve (software) development processes [4, 5, 6, 7, 8]. CMMI uses standardized question catalogues and evaluation criteria to assess an organizations product development process and to work out the strengths and weaknesses. It helps to define improvement measures and to plan the implementation in an organization. The CMMI introduces the concept of five maturity levels defined by special requirements that are cumulative. In recent years a number of maturity models for Business Process Management have been proposed [9, 10, 11, 12, 13, 14, 15, 16, 17]. Most of the models focus on only one dimension for measuring BPM maturity and very few applied studies are known. Exceptions are the Business Process Management Maturity Model (BPMM) of the OMG [9], the Process Audit of Hammer [11], and the maturity model of Rosemann et al. [13, 14, 15, 16]. This paper presents the implementation of Business Process Management in a large international company, undertaken as a corporate, company wide project within Siemens AG. The next section outlines the objectives and the overall approach for implementing business process management. It introduces the process framework including the reference process house and the overall structure and content of the BPM implementation process. Section 3 gives an overview of the process management maturity assessment model which was developed in order to assess and to derive improvement measures for the Business Process Management in the company. The assessment process and some results of the assessments are presented to illustrate some benefits of the approach. 2 Implementation of Business Process Management 2.1 The Business Process Management Initiative at Siemens AG The Siemens AG is engaged in different business sectors with a very broad and diverse product and service spectrum. It is a global company with regional representations in more than 190 countries (for a short overview see [18]). Over the years the process and IT landscape has developed differently in the business units and regions. With the Business Process Management activities a redesign, alignment and optimization of business processes and a better process standardization and utilization of synergies is intended. Central element of the Business Process Management Initiative was the development of a Siemens Process Framework [19] which consists of a reference process house (RPH) and common methods for process management across the company. These activities, with the development of a reference process house (RPH) in its core, are part of a comprehensive process management initiative [18, 2, pp. 241-252]. The initial company wide activities for process standardization started in