- roleTerm ( text )
- advisor
- namePart
- Malan, A., Dr.; Pretorius, J.H.C., Prof.
- roleTerm ( text )
- author
- namePart
- Phiri, Asante
- dateAccessioned
- 2013-05-27T07:19:24Z
- dateAvailable
- 2013-05-27T07:19:24Z
- dateIssued
- 2013-05-27
- dateSubmitted
- 2012
- identifier ( uri )
- http://hdl.handle.net/10210/8404
- note
- M.Ing. (Engineering Management)
- abstract
- Organizations sometimes invest in expensive and extensive operational software systems or packages in order to improve certain aspects of the organization. Change from one system to another is predominantly brought about by some sort of perceived added value. This added value is identified by a few individuals in an organization and must then be demonstrated and marketed to management as well as the system end-users, in order to obtain buy-in. Although software systems have become a prominent fixture in organizations, the success rates for software implementation projects remain reportedly quite poor. Researchers noted that 56% - 90% of software implementation projects are late or over budget and only 30% are successful. Potentially, the process of changing software systems is inherently fraught with resistance. This resistance towards this change and the management thereof can prove to be the deciding factor in the success or failure of the new software system. Presumably, there is a role for change management in software implementation projects. In order to understand the role of change management in software implementation projects, the current research aims to carry out an extensive literature review on change management and software implementation project challenges. Software implementation projects are often executed in a project management framework. Consequently, the literature review firstly investigates project management principles, standards and methodologies. Secondly, the literature review peers into several critical success factors that research has identified for software implementation projects. Lastly, the intricacies of change management psychology and organizational resistance are researched. The findings of the research indicate that change management plays a pivotal role in the success of software implementation projects. The role of change management in software implementation projects is to manage the individuals’ and organizational resistance such that the adoption of the new software or system is facilitated.Despite the availability of information regarding change management, the research indicates that a lot of software implementation projects fail because the required change management effort is underestimated by the organization. The current research raises questions regarding the level of change management awareness and proficiency amongst project managers and the suitability of project management standards and methodologies for software implementation projects.
- languageTerm ( rfc3066 )
- en
- accessCondition ( useAndReproduction )
- University of Johannesburg
- topic
- Organizational change
- topic
- Computer software
- topic
- Information technology - Management
- topic
- Project management
- title
- Change management in software implementation projects
- genre
- Mini-Dissertation