There are books, articles and organizations which recommend a standard, one-methodology-fits-all-projects approach to managing projects.
Some companies have thick documents which explain a large number of project processes and actions which should be done; however, when talking to their project managers and teams, many of these processes and actions are not followed.
Whether this practice is good or bad depends on the results of the projects and on other factors. But I believe that the project sponsor (initiator), as well as the project manager and team, should agree together which processes and actions for their specific project make sense and therefore should be done, followed and/or implemented.
Whenever possible, I think that project sponsors (initiators), customers, project managers and teams, and executive managers providing governance for projects, programs and portfolios, should tailor, or customize, or adapt their project management processes, actions, and methodology to match their specific needs, the needs of their specific project, the needs of the project's personnel (human resources), the needs of the project's scheduled time, and/or the needs of the project's budgeted cost. This could lead to an improvement in the effectiveness and efficiency of the management of such projects, as well as to better outcomes and results, and to greater project success.