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Managing Stakeholder Expectations

Managing Stakeholder Expectations for Project Success

A Knowledge Integration Framework and Value Focused Approach
By Ori Schibi, PMP
Hardcover, 6x9, 360 pages
ISBN: 978-1-60427-086-0
October 2013

LEARN & EARN: Get 7.4 PDUs in the PMI skill areas of Leadership or Strategic and Business Management Skills

Availability: In stock

Retail Price: $59.95
Direct Price: $49.95
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Read the Reviews

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

About the Item

Managing Stakeholder Expectations for Project Success provides a practical approach to managing those things that matter most for project success—stakeholder expectations, communication, risk, change, and quality—so that scope, schedule, and cost end up on target and the project’s intended benefits for the organization are realized.

This unique desk reference shows how to utilize the best practices, concepts, and methodologies found in PMI’s PMBOK® Guide, along with a few concepts from APMG’s PRINCE2, and leverage them in the context of organizational challenges and project realities. It features new methods for successful project management that focus on understanding and managing stakeholders’ needs and expectations, communication, time management, and organizational politics and culture. The book’s content and design also make it a valuable resource for PMP® certification.

Nominated for the PMI® 2013 David I. Cleland Project Management Literature Award

Key Features
  • Provides tips for deciphering organizational politics, and tools for analyzing all stakeholders to learn how to manage their expectations, how to treat them, what to expect from them, and how to design an effective communication plan, applicable and efficient for addressing each of their needs
  • Discusses methods for reducing requirement and scope changes and measuring the individual and overall impact of changes in the pipeline and their associated risks
  • Presents techniques and metrics for determining project health and interim performance beyond the traditional ways of measuring deliverables and results
  • Explains how to prioritize risks and responses based on organizational and project priorities so they align with objectives and success criteria
  • Demonstrates how to utilize and leverage best practices outlined in PMI’s PMBOK® Guide within the context of organizational challenges and project realities
  • Illustrates how to apply the knowledge presented and provides an integration framework for performing it properly
  • WAV offers downloadable checklists for determining project readiness and complexity, templates for quality and communication planning, and other tools — available from the Web Added Value™ Download Resource Center at www.jrosspub.com
  • About the Author(s)

    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.

    Table of Contents

    Chapter 1: The (Sad) Reality of Project Management

    Chapter 2: Project Complexity and Readiness Assessment

    Chapter 3: Culture and Politics

    Chapter 4: Understanding Stakeholders and What They Want

    Chapter 5: Connecting Success and Constraints

    Chapter 6: Assumptions: The Project Manager’s Best Friends

    Chapter 7: Managing those Things that Make a Difference

    Chapter 8: Managing Risk Effectively

    Chapter 9: Learn What Quality Means

    Chapter 10: Managing Project Change

    Chapter 11: Designing and Managing Project Communications

    Chapter 12: Organizational Influences

    Chapter 13: Integration: Putting It All Together

    Index

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