This study investigates the nuanced relationship between public sector project managers and their adherence to organizational project management protocols, as defined by reference documents such as PRINCE2 and PMBOK® Guide. It investigates why these project managers frequently deviate from these protocols. The study investigates the practical relevance yet perceived redundancy of these documents through interviews and a focus group with nine experienced project managers in the Australian public sector. Using thematic analysis and a Derridean perspective, we show how these documents create a project manager's their authority and autonomy. The study concludes with the proposal of a deconstructive theory of public sector project management, emphasising pragmatism over rigid adherence to established project management ideologies. •Public sector managers often bypass standard project management processes.•These project management processes stem from project reference documents.•A Derridean lens is applied to public sector project manager transcripts.•Reference documents act as treaties, not guides, creating authority and autonomy.•Study suggests re-evaluating the role of project management reference documents.