MICHAEL D. TAYLOR, M.S., MPM, FAAPM, has more than 30 years of project, outsourcing, and engineering experience. He is principal of Systems Management Services, and has conducted project management training for companies such as Sun Microsystems, GTE, Siemens, TRW, Loral, Santa Clara Valley Water District, and Inprise. He also taught courses in the UCSC Extension Leadership and Management Program (LAMP), and was a guest speaker at the 2001 Santa Cruz Technology Symposium. He is a member of the Project Management Institute and has been teaching at UCSC Extension since 1995.
In addition to teaching project management courses at UCSC Extension in Silicon Valley, he regularly contributes relevant articles to the International Community for Project Managers (ICPM), and the Project Manager's HUT, considered to be the largest database of categorized Project Management articles.
Website: www.projectmgt.com
taylorsms@sbcglobal.net Mike Taylor
MICHAEL D. TAYLOR, M.S., MPM, FAAPM, has more than 30 years of project, outsourcing, and engineering experience. He is principal of Systems Management Services, and has conducted project management training for companies such as Sun Microsystems, GTE, Siemens, TRW, Loral, Santa Clara Valley Water District, and Inprise. He also taught courses in the UCSC Extension Leadership and Management Program (LAMP), and was a guest speaker at the 2001 Santa Cruz Technology Symposium. He is a member of the Project Management Institute and has been teaching at UCSC Extension since 1995.
In addition to teaching project management courses at UCSC Extension in Silicon Valley, he regularly contributes relevant articles to the International Community for Project Managers (ICPM), and the Project Manager's HUT, considered to be the largest database of categorized Project Management articles.
Website: www.projectmgt.com
taylorsms@sbcglobal.net Getting Teams Unstuck
B. W. Tuckman discovered that teams go through development stages beginning with the forming stage and ending with the adjourning stage. Just after a new team is formed it usually migrates into the “storming” stage where conflict develops over how it is going to reach its team goal, how its members are going to work together efficiently, and [...]
How to Write a Project Charter
What is a Project Charter?
The project charter, sometimes also called a Project Overview Statement (POS), is the signed document that formally defines and authorizes a project. Reaching an agreement on the nature of a new project, including its scope, objectives, and constraints can be a difficult but healthy process for a group of key stakeholders [...]
The Role of the Project Coordinator
Most project managers find that they when they complete the planning of a project they become inundated in the following execution phase. This is primarily because of the need for overall project coordination, routine schedule management, integrated change control, and project status tracking. In most cases, there is more work than can be accomplished by [...]
The Ethical Shift in American Business
Over the past few years we have seen a significant shift in business ethics. For some managers it is deemed acceptable to “bend the legal rules” as long as it ultimately benefits the company. This ethical system, often called teleological ethics, is being embraced by many managers and executive today when placed under pressure to [...]
What’s Your Greatest Project Challenge?
Many of my project management students have indicated that most of their project crises can be traced back to the project’s initial definition. Others believe that most of their project problems stem from poor risk management, role confusion, and scope management. From your experience, what one single underlying cause has created the most difficult challenge [...]
