
There’s a saying I keep coming back to in my work as a project manager: when everything is important, nothing really is. It sounds simple, almost obvious — and yet, in the day-to-day grind of managing complex initiatives, it’s astonishing how often we lose sight of it.
I’ll admit it: I have a weakness for optimization. Some might even say I’m obsessed with finding the “silver bullet” — the most efficient, effective way to get things done. But for me, it’s not about constant customization. In fact, I’ve learned that sometimes, the better path lies in standardization — not as a rigid set of rules, but as a reliable foundation. A standardized core helps teams align more easily, reduces friction, and saves valuable time and mental energy.
But as with many things in project management, there’s a danger of going too far in the other direction.
It usually starts with good intentions. Someone wants to ensure compliance, minimize risk, or simply bring structure. Before long, the process becomes overgrown with artifacts: operating models, compliance logs, transition plans, detailed documentation of every conceivable scenario — all meant to demonstrate thoroughness and readiness.
The result? Teams are asked to produce and maintain an overwhelming number of documents, each with its own structure and requirements. And soon, the focus shifts from delivering value to filling templates.
I’ve seen this play out many times. Some people push back — often the more pragmatic ones, who would rather do the minimum necessary to keep the project on track and fit for purpose, rather than spending hours covering every possible angle “just in case.” Others simply can’t keep up — business stakeholders are stretched thin, and expecting them to contribute detailed inputs to a dozen different artifacts is neither realistic nor sustainable.
And that brings us back to the core idea.
If everything is treated as equally critical, we lose the ability to prioritize. We drown in noise, and the truly important elements get lost. The role of a project leader is not to create complexity, but to navigate it — to identify what’s essential, and to give teams the structure and clarity they need without overwhelming them.
In practice, that means making conscious choices. Not everything needs to be documented in five places. Not every risk requires a mitigation plan. Not every deliverable needs its own workflow. Focus on what brings real value. Build just enough structure to provide stability and direction, and allow the rest to evolve.
Because the world will keep changing. And projects, by definition, introduce change. The stability we seek doesn’t come from exhaustive control — it comes from clarity of purpose and well-placed priorities.
Choose wisely. And don’t be afraid to let go of the rest.