should do is validate the accuracy of the expectations, also known as "re-setting" the expectations. Once the project expectations have been set (or reset) and cost and time baselines have been approved, the project manager must then manage stakeholder expectations to ensure the end-product will still be able to achieve that projected ROI. A good Project Manager utilizes all the tactics in the PM toolkit to help set and manage expectations (e.g., Charters, Work Breakdown Structures, Gantt charts, Risk and Issue Logs, Status Reports, etc.) but the successful Project Manager will be able to articulate why those tactics help support and align to the product strategy and attainment of the ROI. The successful Project Manager knows why these tools are important and is capable of demonstrating how the Gantt Chart and the Risk and Issue Log help to drive the delivery of the project to meet "go to market" stakeholder expectations and support the expected ROI. Step 2: Adopting Lessons Learned A successful project is not only one that meets stated commitments, it's also one that generates value for the sponsoring organization. While there are many reasons why projects succeed, when analyzing how projects successfully deliver on value generation, there are a few key project success factors that go to the top of the list: Customer Involvement is key to determining what problems need to be solved and whether they are being addressed satisfactorily by the solution. Executive Sponsorship means active leadership involvement to ensure project alignment with organizational goals.