Abstract
The implementation of information technology (IT) projects constitutes a major change for any organisation. The actual implementation appears to be very heavily biased toward the technological aspects, while paying little attention to managing the ensuing changes in process, structure and culture. This study employs statistical tests to show that nine established change management guidelines were particularly significant where the successful implementation of IT projects was concerned. Of the nine, however, two were primarily responsible for the success or failure of IT projects.
Published Version
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