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The basement of project mangement is quality. But quality, while PMI has its own approach defined into the PMBOK and other informaion, it is a matter of each organization definition. So, what you stated in your last paragraph is a must. In my personal experience, you have to be as flexible and adaptable as possible with focus on your current reality without betraying the basement of project management.
Thank you Sergio for verifying my approach to this.
I'd start by familiarizing yourself with two of the more commonly followed change models out there - John Kotter's leadership-driven change approach & ADKAR's model for personal change.
Both will give you some good ideas...
I agree with Sergio. As a newly hired project manager, you have the opportunity, nay the responsibility, to add to your employer's culture.
Don't be subsumed by your organization's culture. Be curious and question everything.
You have a great opportunity to change the paradigms and promote change. Be open to understand the culture, but do not be afraid to act in a different way to try and test new ways to move the organization ahead. I have s een people that come to organization to be weird and a new entrepreneurs in the organization to seed the change. GO AHEAD.
They might be asking you as someone new to the organisation, so you can share your experiences from life "on the outside". I would also do some research into what change initiatives have started and failed in the organisation and why, so you can have some background with the perception of change management and how your talk might be reacted to.
I totally agree with Mr. Bondale. John Kotter's Change Model will be great guidance for you.
In line with @Elizabeth’s thoughts, I would recommend that you informally reach out to individuals on the leadership team and get their thoughts on "change", both from a historical and way-forward basis. Doing this will provide knowledge, and "relationship points" that will increase the opportunity that your plan will gain acceptance and a mandate.
Really super advice from the community. I'll chime in with a similar approach - ask questions, be curious, have conversations, understand what is happening and why decisions have been made. Give yourself credence and context. From there, guide toward the goal line. It won't help to implicitly say the current direction is wrong by explicitly prescribing an approach. Gently work through a path forward and strategy that satisfies the needs - as learned from your curiosity and conversations.
Agree with Sergio
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