In both academy and practice, BP (Business Process) modelling and re-engineering are used to enlighten the IS adaptations required when enterprises change. However, industrial scale BP models are large and complex, and analysing the current and the required BPs at the same time is difficult. We believe this issue can be dealt with by abstracting BP models. This paper proposes a methodological framework organising this analysis into several levels. At the highest level an abstract formalism, called MAP, is used to synthesise BP goals and strategies. Our expectation is that MAP facilitates analysis of change with traditional BP models. A process starting with MAP is also proposed to conduct BP change and IS adaptation analysis. The resulting method was applied in an industrial case study. The paper reports the framework, case study and lessons learned by observation and critics made during the case study.