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and (3) develop a set of best practice procedures and strategies to foster a better and informed
implementation. Among problematic implementation issues is failure to take cognizance of change
management as it is crucial to the success of systems adoption.
Organisations are shaped by their own cultures, values and institutions. To foster change,
organisational learning, which is also a process rather than a once-off activity, is crucial to the
success of a digital cadastral implementation. The workers within the cadastral offices should
understand and appreciate the need and benefits of transition to a digital cadastral information
system. This should be coupled with staff development and training which should be done in a
piecewise manner as the system is introduced. The introduction of the digital cadastre can result in
organisational structure changes in which some departments and or sections can be eliminated while
new ones may also be created. For a smoother implementation, there should be a mechanism to
migrate and retain all employees within the new structures otherwise the implementation will face
intensive resistance. However, with the initial implementation, it is likely that some processes need
to be outsourced since conversion of analogue spatial data to a digital form takes considerable time
and effort. Systems must be user centered and interactive (Kurwakumire, 2013a). This transforms
users from passive to active users as demonstrated in the web 2.0 concept described in (De
Longueville, 2010).
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