The objective of the study is to determine if the Navy is following sound implementation procedures when a new system is introduced into the organization. Case studies are employed to determine what problems occur is a specific implementation process, and whether or not the problems which did appear could have been avoided by an improved implementation process. This objective is accomplished through a comparison of theoretical models of change and implementation procedures found in accounting and related literature to the actual implementation procedures employed by the Navy in the case studies. The conclusion of the thesis, although the sample size was limited, is that the Navy does have a sound process for implementing change in its management control system and that the implementation process is used.

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