It takes a team and a team needs a leader.
I have learned that large projects rarely get into trouble because one person lacks skill. More often, they get into trouble because ownership is unclear, communication is late, or assumptions go unchallenged. That becomes even more true as the project gets larger.
On a complex AV project, a small communication gap can affect design, procurement, engineering, installation, commissioning, schedule, and customer confidence.
One practical habit helps. At the end of every major coordination meeting, identify the assumptions. Not just the action items. The assumptions.
What are we assuming the customer understands?
What are we assuming the GC is handling?
What are we assuming engineering has already verified?
What are we assuming the field team knows?
What are we assuming will happen before the next milestone?
Action items matter, but unspoken assumptions are often where risk hides. The bigger the system, the more important ownership becomes.
Before your next major project meeting ends, ask one question: “What assumption are we making that could hurt us later?”