As a newly appointed IT Manager in an organization that previously did not follow project management principles, how challenging was it to change the culture and successfully implement these principl

My scenario happened in construction. near 30 years ago the company was looking forward to growth. I wanted technology implemented to facilitate and organize the growth while reducing costs and giving visualization to projects. Some of the largest budgets I ever worked with could be found in the office shoebox.

I had one U.S. gov project of experience. That was my first exposure to genuine PM work. What I noticed was the construction crews and biz partners all followed some type of PM structure but they didn't speak terms or believe they did. To facilitate understanding for that org, I hired people who understood my trajectory. We implemented tech (skills training) and trained current employees (values) and we didn't stray from using correct terminology to build a level of comfort in communication.

This allowed our restructured org to bid and work under larger org who had fulltime PMs and IT managers, comptrollers. We could interact on their business level to fulfill contracts and still run the family biz crews for our own projects.