A key differentiation between top-tier and middle-tier project managers is one that is difficult to measure and even more difficult to teach.  It's an attitude of ownership - taking personal responsibility and bearing the burden of the success or failure of the project.

It seems like a simple concept, but it's more rare than it should be.   Project managers who take ownership are both willing and capable of adapting to a stalled or failing project, both in their plan and in their role itself.  Instead of spending time hedging their positions and working hard at CYA activities, they do what it takes to get the project back on track.

Here are some traits of a project manager who has taken ownership:

• Solution-oriented: Leads the way in problem resolution, not just discussion
   
• Flexible: Is willing to step into a different role or take on other responsibilities
   
• Creative: Practices continual contingency-planning and adapts quickly to challenges and setbacks
   
• Accountable: Does not hide failures or setbacks, but seeks help from project sponsors and other leadership
   
• Concerned: Truly cares about solving a problem, not just preserving a job or reputation
   

I recall a conversation with a colleague from last year.  He described his process of interviewing potential project managers, and a particular question he asks: "What do you do when your project is in a ditch?".  Most candidates talk about particular methodologies and protocols, meetings with stakeholders and team members, etc.  The answer he is looking for is simple: "I climb down into the ditch and lift the project out".  That's ownership.