Real estate development projects combine long investment horizons, capital intensity, and a changing composition of participants, which makes managerial outcomes difficult to reproduce from one project to another. This article examines the standardization of project management across the full development cycle, from land acquisition and permitting to the transfer of completed buildings to clients. The study rests on a comparative analysis of international project management standards and peer-reviewed research on construction management, combined with a synthesis of managerial practice in large-scale residential development. The result is a framework that defines objects of standardization for each phase of the life cycle, links them to control mechanisms, and integrates them through cross-cutting instruments, among which are stage-gate control of phase transitions, an authority matrix, a unified document and data flow, and continuous monitoring of project risks and contract events. The framework treats standardization as a system of managerial filters that convert heterogeneous project situations into comparable decisions. The analysis shows that such a system raises the manageability of individual projects, makes their status transparent to investors and lenders, and turns successful managerial solutions into a reproducible asset of the development company. Directions for quantitative validation of the framework are outlined.