The various perspectives on how requirements for a process-developing IT application are described have led to the long-standing challenge of business IT alignment. For BPM (Business Process Management) modeling at Fiducia for many years, employees in the business departments have been able to compile large, complex processes by involving experts. Such models are not focused on the point of view of each individual employee involved but on the process as a whole. Consequently, the specification

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... s coarse-grained to such an extent that an identification of the employees with a model and how they effectively work along a process cannot be achieved. Moreover, the superficial examination does not allow deriving guidelines for implementing an IT solution based on coarsegrained models. Introducing S-BPM brings the point of view of the individual employee to the center of describing processes. It thereby enables describing how processes actually run from his/her point of view. We have used this capability to empower the employees of the business departments to carry out this description task (modeling) themselves. Based on a sample project, which also includes integrating SAP as a database, I shall describe the difference between the "traditional" approaches to BPM and S-BPM. Since both approaches were used in this project, the benefits can be described precisely. The savings in Euro and time (earlier availability) represent an important factor here besides the quality of the description. By considering the details of the process, the quality of the description is significantly increased, and, last but not least, the identification of the employees in the business departments with their models, who finally were able to create applications by themselves.