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The Human Aspects of Change in IT Projects

The Human Aspects of Change in IT Projects

Karen Day, Tony Norris
Copyright: © 2008 |Pages: 17
ISBN13: 9781599047928|ISBN10: 1599047926|ISBN13 Softcover: 9781616927141|EISBN13: 9781599047942
DOI: 10.4018/978-1-59904-792-8.ch006
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MLA

Day, Karen, and Tony Norris. "The Human Aspects of Change in IT Projects." Human, Social, and Organizational Aspects of Health Information Systems, edited by Andre W. Kushniruk and Elizabeth M. Borycki, IGI Global, 2008, pp. 103-119. https://doi.org/10.4018/978-1-59904-792-8.ch006

APA

Day, K. & Norris, T. (2008). The Human Aspects of Change in IT Projects. In A. Kushniruk & E. Borycki (Eds.), Human, Social, and Organizational Aspects of Health Information Systems (pp. 103-119). IGI Global. https://doi.org/10.4018/978-1-59904-792-8.ch006

Chicago

Day, Karen, and Tony Norris. "The Human Aspects of Change in IT Projects." In Human, Social, and Organizational Aspects of Health Information Systems, edited by Andre W. Kushniruk and Elizabeth M. Borycki, 103-119. Hershey, PA: IGI Global, 2008. https://doi.org/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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