One project takes risk management a step further by creating metrics to measure how successful risk management efforts have been.

I remember a member of the crew asking me, "Is this normal?" And in my experience, it wasn't.

The project team's response to this challenge taught me how resilient people and projects can be when you give them the chance.

Project managers need to identify in advance those critical tasks for which they don't have sufficient overlap or redundancy in their work force.

Many of a project's problems can be attributed more to implementation flaws than design flaws. Reviews conducted too early can prevent you later on from being on top of problems.

Balance best — and worst — case scenarios when scheduling. Be willing to take calculated risks when established approaches aren't likely to achieve desired results.

Before you break a rule, consider the ramifications and get buy-in from all major stakeholders. Lead by seeking cooperation and you are much more likely to get buy-in. Test what you fly doesn't always apply.

Saying "no" to a project can sometimes be an affirmation of your integrity. Do your homework prior to important decisions — or else risk making career-damaging mistakes.

Overprotecting the less able does little to prepare them for dealing with risk.