Project management is more than just Gantt charts and status meetings. It reflects our attitude, our communication and our ability to deal with complexity. Yet there are myths circulating about this discipline that slow projects down and demotivate teams. We debunk six myths about project management – and show what project managers can learn from them.

That is what makes this myth problematic
This expectation leads to micromanagement, overwork and burnout. Project managers are not superheroes, but rather those who shape the framework.

An example makes it clearer
A project manager at a non-profit organisation tried to manage every risk, no matter how small, himself. He wanted to be kept informed about everything, make all the decisions himself and avoid taking any risks wherever possible. As a result, the project team became passive and left everything to him, and he felt completely overwhelmed – to the point of burnout. It was only after a change in project leadership that clear areas of responsibility were finally defined, and the project began to flow (and become fun!). And eventually – much later than it should have been – it was brought to a successful conclusion.

As a project manager, you can work on this
Good project managers shape spaces – not to-do lists. They create structures in which team members can take responsibility and contribute their strengths. Rather than trying to know or control everything themselves, they encourage initiative and foster trust within the team. This also means being able to cope with uncertainty and seeing mistakes as opportunities to learn.

That is what makes this myth problematic
Plans provide reassurance – but in dynamic contexts, they are often out of date within two weeks. The way in which the unexpected is handled, and the quality of that handling, is far more crucial to a project’s success than even the best plan.

An example makes it clearer
A media company set up a project with a meticulously planned timetable. After two weeks, the project was turned completely on its head by a change in the market. Thanks to an external impetus for a revised project design, new priorities were quickly established – without losing face.

As a project manager, you can work on this
A good plan provides certainty, but project success comes from dealing with the unexpected. Those who remain flexible and see change as an opportunity can guide their team confidently through uncertainty. Truly good project managers rely on adaptability rather than rigid plans.

That is what makes this myth problematic
The regular meeting is intended to be a forum for exchanging all relevant information, making decisions and ensuring project progress. In reality, however, it is often more of a forum for passing on information – featuring PowerPoint presentations and little genuine interaction. The actual management of a project often takes place in the gaps between these meetings: in informal conversations, spontaneous consultations, reflections and bold individual decisions.

An example makes it clearer
Weekly steering group meetings were a fixed part of the schedule for a major transformation project. However, team members were reluctant to speak their minds, and conflicts were not addressed. It was only when an informal, facilitated reflection session was introduced – outside the official agenda – that the project began to make progress. This provided a space where real problems could be addressed and creative solutions developed.

As a project manager, you can work on this
Project management requires relationships, trust and the courage to engage in genuine discussion. The key impetus for a project’s success often arises outside traditional meetings: in confidential conversations, over a cup of coffee or through focused reflection. Good project managers create the space for this and foster a culture in which projects are managed and shaped even between meetings.

That is what makes this myth problematic
Many people associate agility with speed and a certain degree of chaos. Yet agility is not a free pass for improvisation, but rather a highly structured framework for thinking and working. When applied correctly, agility requires a great deal of discipline: clear roles, established rituals and regular feedback loops. At first, agile working may even seem slower, as teams invest time in clarifying processes and collaboration. Yet it is precisely this that ensures greater transparency, adaptability and sustainable success in the long term.

An example makes it clearer
A client wanted to work ‘agilely’ without all the fuss – without rituals, roles or feedback loops. The result: chaos, a lack of coordination and frustration within the team. It was only after an agile fresh start, with clear structures and fixed processes, that the project suddenly began to run with great clarity and focus. Collaboration became more efficient, and the team was finally able to respond more flexibly to changes.

As a project manager, you can work on this
Agility is discipline with a learning curve – not a blind sprint into the unknown. Truly agile teams consciously invest in structures and reflection in order to achieve sustainable results. Agility means embracing change and learning from it, rather than getting lost in a flurry of activity. Those who truly understand agility create clarity, focus and a culture of shared learning.

That is what makes this myth problematic
Particularly in complex or innovative projects, objectives often only take shape as work progresses. Defining objectives too early or too rigidly can squander valuable opportunities and steer the team in a direction that misses the actual needs. Flexibility in the project vision makes it possible to respond to new insights and changes and to improve the project iteratively. Those who insist that everything be fixed from the outset risk overlooking potential and dampening the team’s motivation.

An example makes it clearer
An innovation project began with a very narrow scope. The team was tasked with developing a digital product within six months that would meet the client’s specifications exactly. However, market requirements suddenly changed and the scope was no longer appropriate. The team responded by reviewing the objectives with the client and continuously adapting them to reflect new insights. The result was a product that was not only better tailored to current needs but also significantly boosted motivation and commitment within the team.

As a project manager, you can work on this
It is not the goal that needs to be 100 per cent clear, but the framework within which it can develop. Good project managers create scope for development and adaptation. They support their team in refining their goals and responding flexibly to changes – this is how sustainable project success is achieved.

That is what makes this myth problematic
Many projects are judged on whether they have been completed on time and within budget. However, meeting deadlines and keeping costs under control alone say little about the actual benefit of a project. A project may be ‘successful’ in formal terms, but still fail to create added value if the solution is not used or fails to meet the needs. True success is demonstrated by whether the project has an impact and makes a genuine contribution to users or the organisation.

An example makes it clearer
A digital project was completed ‘on time and within budget’ – yet the solution developed remained unused because the users were never involved. It was only following a relaunch involving extensive user participation that acceptance rose to 70 per cent and the project achieved the desired result.

As a project manager, you can work on this
Success in project management means making an impact – not just to deliver. Good project managers focus on the actual benefits and acceptance of the results. They ask: What is our project actually changing?

The six myths about project management described above are, unfortunately, widespread. However, anyone who wants to manage projects successfully really needs to recognise and challenge these myths. The lessons learnt from these misconceptions show that it’s all about trust, flexibility, relationships and impact. And about having the courage to lead differently. You can find out how to do it here. Enjoy!