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Dissertation presented as the partial requirement for obtaining a Master's degree in Information Management, specialization in Knowledge Management and Business Intelligence An organisation’s success is as good as its ability to maintain and improve its processes. For the contemporary organisation this might mean the outsourcing of a Business Process Improvement project to a consulting company. The classical BPM lifecycle doesn’t apply to most of these projects, so a new Line of BPM Events is presented in its stead. This thesis is a study of a possible methodology of work for a successful BPI project, with a field work as an extensive example of all the activities inside each step. A BPI project is only successful if the organisation keeps the TO-BE model as their new standard process. To guarantee the success of the implementation of the new process, the whole methodology has into consideration change culture. Organisations are made by people and processes are run by people; therefore the collaborators of the organisation might be the “make it or break it” of the process. If the collaborators are not willing to change their ways, once the consulting team finishes its job in the organisation the collaborators will revert to their old habits, or they might raise problems in the implementation of the changes to begin with. On the other hand, an organisation with a positive change culture might not have these problems. All this will influence the implementation plan and application. The thesis studies a BPI project from beginning to end, including change culture.