---
esco_uri: http://data.europa.eu/esco/skill/f5f5b244-6cea-4fbc-8a50-8f712791bc09
esco_label: "follow company standards"
relation: essential
onet_soc: 13-1082.00
source: model-knowledge
confidence: high
qa_count: 0
generator: gemma3:27b (prompt-designed and spot-checked by Claude)
generated: 2026-07-10
---

# follow company standards — Project Manager

For a Project Manager, 'following company standards' isn’t just about ethics – it *is* project execution. It means consistently applying the organization’s defined methodologies (Agile, Waterfall, Hybrid), using approved templates for project charters, risk registers, status reports, and communication plans. Daily tasks involve ensuring deliverables adhere to quality gates outlined in internal processes, utilizing designated tools like Jira, Asana, or MS Project *as configured by central IT/PMO*, and adhering to procurement guidelines when sourcing resources. It's about predictability; stakeholders expect projects delivered 'the company way'.

A common pitfall is ‘going rogue’ – believing a faster, simpler approach is better than the standard, even if it seems so. This creates inconsistencies, audit issues, and makes knowledge transfer impossible. Another is assuming standards are irrelevant for 'small' projects; they provide a baseline level of governance *always*. Good looks like proactively referencing the company’s PMO resources (intranet, shared drives, training materials), incorporating standard checkpoints into your project schedule, and actively flagging deviations to leadership with proposed solutions – not just problems.

Specifically, think about change control. A standard process might require a Change Request form, impact assessment, and approval from a Change Control Board. Skipping this because it's 'too slow' violates the standard *and* introduces uncontrolled risk. Or consider reporting; using a non-approved format for a status update may seem minor, but undermines consistent communication across the organization. It’s about demonstrating respect for established processes and contributing to organizational learning.

Ultimately, consistently adhering to standards builds trust with stakeholders – they know what to expect. It also simplifies audits, facilitates resource allocation, and allows senior management to accurately compare project performance across different teams. A PM who champions standards isn't a rigid rule-follower; they’re a facilitator of predictable, successful outcomes.

## Weitere Anreicherung

Stage-2 source for future practitioner grounding: CORE / DOAB (open-access HR & organisational research).
