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The Human Aspects of Change in IT Projects

The Human Aspects of Change in IT Projects
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Author(s): Karen Day (University of Auckland, New Zealand) and Tony Norris (Massey University, New Zealand)
Copyright: 2008
Pages: 17
Source title: Human, Social, and Organizational Aspects of Health Information Systems
Source Author(s)/Editor(s): Andre W. Kushniruk (University of Victoria, Canada) and Elizabeth M. Borycki (University of Victoria, Canada)
DOI: 10.4018/978-1-59904-792-8.ch006

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Abstract

In this chapter we describe the transition phase (capability crisis) of the change process linked to health IT projects, indicate how it can be identified, and outline the ways in which we can use change management to intervene and assist people in their journey of change. Despite IT projects being considered a failure more often than not, we continue to implement IT innovations encapsulated in health information systems in healthcare services. These projects bring about considerable organizational change. Good project management includes the use of critical success factors such as change management in our attempts at ensuring success. The purpose of this chapter is to examine the ways in which we can identify (diagnose) the capability crisis and intervene (with change management) by means of learning, leadership, communication and workload management.

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