Managing stakeholders' expectations is a key for the project to succeed and for the Project Manager to be successful.

Perception is reality. If there is a lingering feeling that the project was not a good decision, in time that will translate into the project being a failure. It is not always clear when a project is 'done'. But by definition, a project is finite so there must be an end date.

Nobody gives you projects because you are a good project manager within the definition of PMBOK. They give you projects so that you can deliver the vision they see in their head.

Satisfied customers result when a project delivers a product that meets the needs of the customer and is useable. Schedule and cost components are important; you don't want to take forever and you don't want to break the bank, otherwise no one will be satisfied. But these components are less important to the overall determination of success if scope and customer satisfaction are achieved. Meeting schedule and cost goals enhances success, but not delivering on scope and not achieving customer satisfaction are much greater detractors to overall success than missing on schedule and cost goals

I define my success as meeting the expectations of my clients. The fact remains that if the project ends and the customer isn't happy, you still have a problem.

Satisfying the clients is the prime goal of the project manager. The main question is who are those clients?

I consider three aspects for project success:
   • Business Benefits are Realized
   • Conditions Of Satisfaction is met as per Contract
   • Delivery Organization Benefits are Realized.

Project owners do not pursue projects for the sake of the "project". Project owners pursue projects to gain benefits.

Project success is the compliance of what was agreed and signed by the stakeholders. At the very beginning of the project, the project success criteria should be defined, and refined through the project life cycle. The fulfillment of these criteria is project success.