Journal of International Information Management


Business Process Reeingineering (BPR) projects offer organizations a means for improving their business processes. The high failure rate associated with BPR projects points to the need to have detailed plans designed prior to introducing change. This article provides a planning framework modeled on Lewin's three-stage change model. The framework incorporates both social and technical aspects of the project. The framework presented is a comprehensive planning process. It presents a guideline for establishing a solid foundation prior to implementing change. Although good planning cannot guarantee success, success without planning is impossible.