This case study paper is about the changes made and the actions that were taken to mitigate a perceived likelihood of IT system rejection on a large IT project three months prior to delivery and handover, after encountering difficulties which included business disengagement, requirements ambiguities, problems of multiple software applications integration, and uncertainty over delivery and acceptance. Based on the analysis of the semi-structured interviews, documentation data and observation, the provisional analysis is reported upon in this paper. Our findings demonstrate that the changed project management approach was underpinned with the objective of transferring IS ownership, this being achieved through the depoliticalization of the business process, using user led workshops. In this on-going research, we begin to realise that ownership is a major factor in gaining user acceptance of the system.