Most management approaches eventually accumulate myths. The most extreme case is when a fashionable new management technique is born as a miracle—sparkling like the philosopher’s stone and rumored to be the elixir for all organizational ills. But today, we’re not talking about management charlatanism fueled by hype over trendy innovations. Instead, we’ll focus on how otherwise effective, proven methods can be discredited through superficial understanding. Let’s look at the most widespread—and most damaging—myths in project management.
Myth #1: Not all organizations have projects
“Projects are only for programmers, construction firms, consultants, and producers. We (retailers, bankers, wholesalers, manufacturers) don’t need project management.”
It’s true that the role of projects varies by organization. Some companies generate income through client-funded projects; others operate on repeatable, routine tasks. But that doesn’t mean these latter organizations don’t deal with projects. What about launching branches, implementing IT systems, developing new services? These are all projects.
A serious issue in such companies is the failure to distinguish project work from operations. Projects require a different approach: clearly defined outcomes, assigned project manager, stakeholder recognition, established scope, timeline, and budget—all with a risk assessment. Without this structure, initiatives get tangled with daily work, and the organization’s leader ends up managing everything, fighting not external risks but employee excuses.
Takeaway: Projects aren’t limited to external contracts. Any initiative that consumes resources and carries risk should be managed as a project, with defined goals, resources, and dedicated team members.
Myth #2: A project plan is a strict execution manual
Of course—plan the work, get upper management sign-off, and execute!
But then come the infamous “unforeseen circumstances.” Timelines slip, the plan is shelved or buried under more urgent paperwork. The project is now managed by sheer force of will and improvisation.
There’s a joke: a successful project isn’t one completed on time and budget, but one that meets its revised scope. Only rookies laugh at that—veterans know it’s true.
Few project managers dare to inform leadership about missed deadlines or budget overruns. Fewer leaders react rationally. So what’s the point of planning if it’s always off?
Answer: A plan reflects the project’s current state. If updated timely, it gives leadership the visibility they need to make broader decisions. Leaders who reject plan changes block vital information flow.
Myth #3: The project manager is solely responsible for results
Once assigned, the PM becomes “responsible for everything”—and everyone’s favorite scapegoat. Instead of helping, people point fingers.
Yes, accountability is key, but it must come with authority. Does the PM have decision-making power? Often not. This is where the project sponsor must step in.
Since the 1980s, “sponsor” has been misunderstood. Sponsorship isn’t just financial—it’s support from someone with real organizational power (executives, owners). Sponsors advocate for the project internally and bear even more responsibility for results than the PM.
Myth #4: The PM manages time, budget, and quality
Of course delays, cost overruns, and quality issues signal poor project management—but those are outcomes, not control points.
A project manager should focus on three controllable areas:
- The project team
- Project risks
- Stakeholder expectations
Managing the team takes the most time. Managing expectations means preventing perfectionism or sloppiness. Risk management, however, is an area full of its own myths…
Myth #5: Risk management is mystical knowledge from Wall Street
“Risk management” sounds like something only elite financial analysts do. But it’s mostly about foresight.
Risk management is 70% anticipation. You don’t control weather—but you bring an umbrella.
Another 20% is reserves: having extra time and money for the unexpected. Unfortunately, many executives still view reserves with suspicion, so PMs hide them in inflated estimates—which distorts the budget and leaves no real buffer.
Experienced PMs plan buffers explicitly—in both time and cost—and structure them clearly (not hidden inside task durations). Buffers allow agility when inevitable issues arise.
Only 10% of risk management is reaction to actual events. If the PM spends 70% anticipating, 20% reserving, and just 10% reacting, the consequences will be minimal.
Don’t manage by crisis. Start early, and manage risks like any other deliverable.
Myth #6: Shorter deadlines = faster results
“Work expands to fill the time allotted,” right? So just slash the timeline!
Every PM has felt the sword of unrealistic deadlines. Pressure can boost performance—but it’s not always effective.
Studies by Teresa Amabile’s team show that deadline stress does not inherently improve productivity. It only works if people:
- Understand the importance of the task
- Are shielded from distractions
High pressure + poor prioritization = chaos.
One insight: the best work under pressure happens in pairs—even if the people haven’t worked together closely before.
So instead of compressing timelines to impossible levels, make sure people know what matters and remove everything else.
Conclusion
Before you dismiss a method for not working, ask yourself—was it applied correctly?
Don’t blindly trust myths, especially from those who’ve never truly tried the project approach. Arm yourself with a practical, well-adapted methodology. Use flexible thinking, creativity, and structure—and success will follow.
