What should become a project and what should not, what belongs in project knowledge rather than the conversation, and what goes in the instructions so every colleague starts from the same defaults.
Projects are shared, persistent context. That is what makes them powerful and what makes an unmaintained one quietly harmful: a project built carefully in March is still being used in November, on last year’s rates, by someone who assumes it was checked.
Includes the daily habits that keep output trustworthy, a rollout plan for a handful of people, the quarterly contents review nobody does spontaneously, and a one-page briefing for anyone joining a project.
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