Ori Schibi, PMP, is President of PM Konnectors, a company that provides a wide range of innovative business solutions to large and mid-sized organizations in diverse industries and government agencies around the world, with a focus on strategy, change management, project management, and business analysis. Ori has over 23 years of experience in driving operational improvements, process efficiencies, software implementations, project recoveries, PMOs, and complex programs to stabilize business, create growth and value, and lead sustainable change. He is a thought-leader and subject matter expert with a strong track record of delivering outstanding results and achieving high customer satisfaction. This published author and speaker is a certified PRINCE2 (Practitioner) with an MBA from the Schulich School of Business at York University.

"This book approaches project management as a business discipline, placing stakeholder management, communications, decision making, and quality on par with schedule, scope, risk, and budget management. It offers advice beyond traditional tools and templates, while distilling project management into practical and easy to implement concepts." -- Glen Sloutsky, Senior Manager "Advisory Services Firm"; "Managing Stakeholder Expectations for Project Success shares a keen understanding of what successful project management truly entails, and effectively prepares PMs for implementations." -Rhona Berengut, Principal, SIGMA Strategic Solutions Inc.; "This reference demonstrates why 'soft skills' matter most and provides uncommon guidance for project managers that only comes from years of successful experience." -Howard Podeswa, Curriculum Developer, Noble Inc. and Author of The Business Analyst's Handbook

• Chapter 1: The (Sad) Reality of Project ManagementChapter 2: Project Complexity and Readiness AssessmentChapter 3: Culture and PoliticsChapter 4: Understanding Stakeholders and What They WantChapter 5: Connecting Success and ConstraintsChapter 6: Assumptions: The Project Manager's Best FriendsChapter 7: Managing those Things that Make a DifferenceChapter 8: Managing Risk EffectivelyChapter 9: Learn What Quality MeansChapter 10: Managing Project ChangeChapter 11: Designing and Managing Project CommunicationsChapter 12: Organizational InfluencesChapter 13: Integration: Putting It All TogetherIndex

Ori Schibi, PMP, is President of PM Konnectors, a company that provides a wide range of innovative business solutions to large and mid-sized organizations in diverse industries and government agencies around the world, with a focus on strategy, change management, project management, and business analysis. Ori has over 23 years of experience in driving operational improvements, process efficiencies, software implementations, project recoveries, PMOs, and complex programs to stabilize business, create growth and value, and lead sustainable change. He is a thought-leader and subject matter expert with a strong track record of delivering outstanding results and achieving high customer satisfaction. This published author and speaker is a certified PRINCE2 (Practitioner) with an MBA from the Schulich School of Business at York University.

"This book approaches project management as a business discipline, placing stakeholder management, communications, decision making, and quality on par with schedule, scope, risk, and budget management. It offers advice beyond traditional tools and templates, while distilling project management into practical and easy to implement concepts." -- Glen Sloutsky, Senior Manager "Advisory Services Firm"; "Managing Stakeholder Expectations for Project Success shares a keen understanding of what successful project management truly entails, and effectively prepares PMs for implementations." -Rhona Berengut, Principal, SIGMA Strategic Solutions Inc.; "This reference demonstrates why 'soft skills' matter most and provides uncommon guidance for project managers that only comes from years of successful experience." -Howard Podeswa, Curriculum Developer, Noble Inc. and Author of The Business Analyst's Handbook

• Chapter 1: The (Sad) Reality of Project ManagementChapter 2: Project Complexity and Readiness AssessmentChapter 3: Culture and PoliticsChapter 4: Understanding Stakeholders and What They WantChapter 5: Connecting Success and ConstraintsChapter 6: Assumptions: The Project Manager's Best FriendsChapter 7: Managing those Things that Make a DifferenceChapter 8: Managing Risk EffectivelyChapter 9: Learn What Quality MeansChapter 10: Managing Project ChangeChapter 11: Designing and Managing Project CommunicationsChapter 12: Organizational InfluencesChapter 13: Integration: Putting It All TogetherIndex

Ori Schibi, PMP, is President of PM Konnectors, a company that provides a wide range of innovative business solutions to large and mid-sized organizations in diverse industries and government agencies around the world, with a focus on strategy, change management, project management, and business analysis. Ori has over 23 years of experience in driving operational improvements, process efficiencies, software implementations, project recoveries, PMOs, and complex programs to stabilize business, create growth and value, and lead sustainable change. He is a thought-leader and subject matter expert with a strong track record of delivering outstanding results and achieving high customer satisfaction. This published author and speaker is a certified PRINCE2 (Practitioner) with an MBA from the Schulich School of Business at York University.

"This book approaches project management as a business discipline, placing stakeholder management, communications, decision making, and quality on par with schedule, scope, risk, and budget management. It offers advice beyond traditional tools and templates, while distilling project management into practical and easy to implement concepts." -- Glen Sloutsky, Senior Manager "Advisory Services Firm"; "Managing Stakeholder Expectations for Project Success shares a keen understanding of what successful project management truly entails, and effectively prepares PMs for implementations." -Rhona Berengut, Principal, SIGMA Strategic Solutions Inc.; "This reference demonstrates why 'soft skills' matter most and provides uncommon guidance for project managers that only comes from years of successful experience." -Howard Podeswa, Curriculum Developer, Noble Inc. and Author of The Business Analyst's Handbook

• Chapter 1: The (Sad) Reality of Project ManagementChapter 2: Project Complexity and Readiness AssessmentChapter 3: Culture and PoliticsChapter 4: Understanding Stakeholders and What They WantChapter 5: Connecting Success and ConstraintsChapter 6: Assumptions: The Project Manager's Best FriendsChapter 7: Managing those Things that Make a DifferenceChapter 8: Managing Risk EffectivelyChapter 9: Learn What Quality MeansChapter 10: Managing Project ChangeChapter 11: Designing and Managing Project CommunicationsChapter 12: Organizational InfluencesChapter 13: Integration: Putting It All TogetherIndex