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Not entirely clear what you're asking - you may not have provided enough detail : o
There is a constant battle and balance between too much, too little, and an appropriate amount if detail. Havimg said that, if nothing else a detail-orientation is fundamental to being a PM. Knowing what level of detail is needed is the master skill.
I construct Gantts, Excel charts (e.g. status), Kanban boards, and presentations to be able to be understood at 5,000 ft as well as in the ground. PM output needs to be understood by audiences that vary greatly.
I think about projects in chunks that each contain smaller chunks - Phases contain Stages, which contain Steps, then Tasks, and then Subtasks. BTW - it's impossible / inappropriate to manage, what I consider, subtasks (e.g. a person on a team reviews their work with their manager) and Tasks are a stretch with the number of moving parts these days. I find myself pivoting from Stages to Steps and back most of the time.
You hear about boulders, rocks, and pebbles alot in the Agile world - same principle.
Good luck - hope this was relevant.
It’s not. My manager gets mad for knit picky things that don’t impact the output