The global media landscape has undergone fundamental changes. South Africa is one of the countries that has been part of the global media revolution, and it is therefore not surprising that the broadcasting and the telecommunications industry in South Africa finds itself in the midst of critical and rapid changes. From a technological and legislative viewpoint, the industry is grappling with the meaning and implications of the convergence of broadcasting (Sentech Annual Report, 2002). Sentech Limited is used as a case study for this dissertation. The present study examines the nature of Sentech's transformation as a service arm within the South African Broadcasting Corporation (SABC) to a fully-fledged, profit driven, state-owned enterprise. The advent of technological convergence and the introduction of new digital technologies afford Sentech exciting new opportunities to expand in the communications arena. The first chapter entails the methods of data collection used, as well as the analysis of data collected from the interviews and surveys. It is worth reviewing the challenges that Sentech faces as it operates independently of SABC, as well as how its transition into a digital oriented enterprise has developed and necessitated the possible access to information. Chapter two discusses and outlines Sentech's history and its structure. The two issues raised guide the reader towards a better understanding of the 'old Sentech', and its transformation to a 'renewed entity'. The history surveys Sentech's establishment from the initial stages when it was a mere division of SABC, focused on technological aspects of analogue terrestrial signal distribution. The new technological revolution introduced and transformed Sentech into a digital transmitter. The 'new Sentech's outfitted with new technological platforms for distribution and transmission. For instance, IP Wireless mobile broadband and other new technological structures contributed to reshaping Sentech into a digitally oriented transmitter. The design of the company tracks different developments in which Sentech has engaged over the past ten years, and are dealt with the following sections. The third chapter deals with Sentech's transformation as an outcome of the liberalization wherein the effects of this process need to be looked at including the role of the government, market structure, issues of competition with Orbicom and Telkom, the new competitive strategies and ICASA's role as a regulator. The fourth chapter covers the concepts and theories that may help inform the discussion in the dissertation. Three theories will be used in the discussion to help to analyze and evaluate the data collected. The theories are very important as they motivate this study. They are concerned with the concept of political economy. Political economy signifies "the production, distribution, and consumption of the more general interest in the process of control and survival in social life" (Mosco, 1996: 17). These will exemplify the opportunities that Sentech faced as an independent commercial enterprise. Furthermore, the section explains technological components. Sentech is a signal distributor, which underwent transformation. Concepts such as 'convergence' produce a vivid explanation of how Sentech was allowed to undertake an aggressive business transformation, from being traditional signal distribution to international telephony and multimedia service. Chapter five entails the performance of Sentech. This part discusses the revenue, public interest on matters relating to access and some of the key challenges. There is also a discussion on globalization, digitization and convergence which Sentech has engaged in. The last chapter will be concerned with a conclusion and will recommend a way forward. / Thesis (M.A.)-University of KwaZulu-Natal, 2005.

There are more requirements for business to be able to run its operations successfully in terms of legal compliance and revenue streams optimisations. Businesses are placing high demands on Information and Communication Technology (ICT) to adapt to changing conditions. However, ICT organisations tasked with providing increased service levels at lower costs do not have the resources to reinvent itself with every technological or regulatory change. Without frameworks in place to leverage automation and best practices, these ICT, organisations are consumed with the day-to-day operations of ICT with little time and few resources left to develop new services that add value to the business. There is, therefore, a definite requirement for a central repository system in order to enhance ICT service delivery and strategy for continuing to improve service, lowering per-service delivery costs and enabling ICT organisations to bring new services that support competitive advantages. The company of choice in the study is Sentech, which has recently adopted some of the Information Technology Infrastructure Library (ITIL) processes; these are service desk, incident management, and change management. The company is still in the middle of deciding on whether to implement the configuration management process which will eventually lead to Configuration Management Database (CMDB). This study attempted to indicate the role and the importance of running the CMDB together with the rest of other ITI L processes. The study also indicated how the other processes cannot function effectively without a proper CMDB platform. The primary objective of the study was to identify the importance and the role of CMDB in an ICT environment. The organisation implemented a number of processes such as configuration and change management. To be successful with using the ITIL change management process, it is important that the people, processes, and technologies work together in a coordinated manner to overcome the political roadblocks that usually inhibit cooperation between groups in the same organisation. The study has indicated that the current ITIL processes, such as change management are not achieving the required results due to a lack of proper CMDB. General recommendations on the implementation of the CMOB based on the study were: •Get executive and Board of Directors' support on the implementation of CMOB. •The organisation needs to redefine the role of the General Manager - ICT to a more appropriate role of Chief Information Officer reporting directly to the board. •The organisation must define detailed business processes and procedures. •The organisation must set a clear scope of the CMOB. •The relevant stakeholders on the CMOB must be identified . •A full state of the current ICT processes must be determined. •The business case on the CMOS must be formulated and documented. •Set goals on what the CMOB will have to achieve. •The organisation must create a plan on the implementation of the CMOB. •Identify responsibilities on maintaining the CMOS. •Create awareness within the organisation around CMOB. •Training on CMOB must be offered to the personnel. •The organisation must baseline all ICT assets. •Plan for ongoing management of the CMOB. It is believed that the objective of the study has been met. From the investigation, it has been clear that there is a dire need for an implementation of a central repository system like the CMOS to support other service delivery and support processes. If the recommendations are implemented within Sentech, the company will secure a more effective and efficient service delivery on the ICT platform. Furthermore, Sentech can become an ICT leader and gain a competitive advantage over its fellow competitors. / Thesis (M.B.A.)--North-West University, Vaal Triangle Campus, 2010.

There are more requirements for business to be able to run its operations successfully in terms of legal compliance and revenue streams optimisations. Businesses are placing high demands on Information and Communication Technology (ICT) to adapt to changing conditions. However, ICT organisations tasked with providing increased service levels at lower costs do not have the resources to reinvent itself with every technological or regulatory change. Without frameworks in place to leverage automation and best practices, these ICT, organisations are consumed with the day-to-day operations of ICT with little time and few resources left to develop new services that add value to the business. There is, therefore, a definite requirement for a central repository system in order to enhance ICT service delivery and strategy for continuing to improve service, lowering per-service delivery costs and enabling ICT organisations to bring new services that support competitive advantages. The company of choice in the study is Sentech, which has recently adopted some of the Information Technology Infrastructure Library (ITIL) processes; these are service desk, incident management, and change management. The company is still in the middle of deciding on whether to implement the configuration management process which will eventually lead to Configuration Management Database (CMDB). This study attempted to indicate the role and the importance of running the CMDB together with the rest of other ITI L processes. The study also indicated how the other processes cannot function effectively without a proper CMDB platform. The primary objective of the study was to identify the importance and the role of CMDB in an ICT environment. The organisation implemented a number of processes such as configuration and change management. To be successful with using the ITIL change management process, it is important that the people, processes, and technologies work together in a coordinated manner to overcome the political roadblocks that usually inhibit cooperation between groups in the same organisation. The study has indicated that the current ITIL processes, such as change management are not achieving the required results due to a lack of proper CMDB. General recommendations on the implementation of the CMOB based on the study were: •Get executive and Board of Directors' support on the implementation of CMOB. •The organisation needs to redefine the role of the General Manager - ICT to a more appropriate role of Chief Information Officer reporting directly to the board. •The organisation must define detailed business processes and procedures. •The organisation must set a clear scope of the CMOB. •The relevant stakeholders on the CMOB must be identified . •A full state of the current ICT processes must be determined. •The business case on the CMOS must be formulated and documented. •Set goals on what the CMOB will have to achieve. •The organisation must create a plan on the implementation of the CMOB. •Identify responsibilities on maintaining the CMOS. •Create awareness within the organisation around CMOB. •Training on CMOB must be offered to the personnel. •The organisation must baseline all ICT assets. •Plan for ongoing management of the CMOB. It is believed that the objective of the study has been met. From the investigation, it has been clear that there is a dire need for an implementation of a central repository system like the CMOS to support other service delivery and support processes. If the recommendations are implemented within Sentech, the company will secure a more effective and efficient service delivery on the ICT platform. Furthermore, Sentech can become an ICT leader and gain a competitive advantage over its fellow competitors. / Thesis (M.B.A.)--North-West University, Vaal Triangle Campus, 2010.