Abstract
M.Comm.
Computer-based systems have become highly integrated into everyday business activities. The successful implementation of new IT systems will depend upon not only the
technical strength of the information system, but also on the effective management of
organisational change. If a company wants to obtain business benefit from a new system
the users should accept the system and use it the correct way. It often happens that the
users resist the change in their work environment and "abuse" the new system. The
problem here is that change, especially its effect on people, is not purposively managed
as part of the Systems Development Life Cycle (SDLC). To obtain the necessary
business benefit, change management tasks (activities) and project management activities
must be integrated into an overall project plan for the implementation of information
systems. The objective of this study is therefore to develop an information system
implementation methodology that takes applicable change management and project
management issues into consideration. Business and systems change should be managed purposively and not ad hoc. A change management model is proposed which consists of seven phases: creating awareness of the need for change, setting the vision and objectives, initiating action, making connections, rebalancing to accommodate change, monitoring, evaluating, stabilising and consolidating learning and moving on to the next change cycle. Each phase of the model has been broken down into actions and specific deliverables. People fear the unknown; therefore it is necessary to remove the "unknown" by training, retraining and communication.