Project Revolution

Project Revolution Building project leaders the world depends on · Sharing experience forged in nuclear, defense & aerospace · Speaker · Team Trainer · PMP Accelerator · Author

Project Managers are the front runners for the advancement of our society. Project management is projected to grow by 22 million new jobs by the year 2027. Employers will need nearly 88 million people to fill positions within project management. What kinds of projects will these roles serve? Combating global warming, clean energy, advances in technology, infrastructure, government projects, innova

tive software development, space exploration, agriculture, and advances in science? With these opportunities we can see the role that project management plays in our society and how it will be the ultimate driver for change. With great change comes the need for great leaders. We need project management to step up and lead our new world. Project completion is not just about the product, it is about the change, value, and purpose that product brings. We are at a stage where society needs project success for improving life and the planet. Project management training needs to go from years to months due to the demand for successful projects. We have the knowledge and the drive to start the Project Revolution! I enjoy helping individuals understand and embrace their leadership potential by empowering them to connect passion with purpose to create meaning and excitement in everything they do both personal and professional. Everyone has a leader within them, and with proper mentoring/guidance, everyone can unleash that leader to become extremely powerful and impactful. I have over 15 years of experience in complex roles requiring exceptional project coordination, problem solving, and management skills. My passion and energy allow me to approach each role with dedication and enthusiasm while maintaining balance with the organization’s core mission. Comfortable in collaborative and independently driven roles, I am a future-focused leader with refined analytical and critical thinking skills. I am a strong communicator with natural interpersonal strengths that drive me to effectively engage with my peers and other stakeholders. My background includes program/project management, partnering with executive leaders on high-level decision making, and leading change initiatives. From coaching and developing talented personnel to implementing solutions designed to optimize efficiency and productivity, my consistent focus on remaining at the forefront of rapidly evolving technology allows me to drive enterprise-wide innovation and maintain a competitive advantage. Jeremiah R. Hammon, Jr., PMP

“No one uses the PMP.”A few reasons why people say this: • They've worked with people who have it but don't use it.• The...
06/22/2026

“No one uses the PMP.”

A few reasons why people say this:
• They've worked with people who have it but don't use it.
• They haven't taken the exam, or didn't pass it.
• They think it's process, not people.

When I broke into the nuclear I knew I needed proof.

I had the years of experience, but I didn't have a degree.

I needed a way to prove that I knew my craft, that I understood how projects work, and best practices for ex*****on.

So, I went after the PMP and it worked!

Later, the credential helped me open the door to a role supporting one of the most important programs in the country.

Three hundred people working together to protect three hundred million lives.

The PMP is not magic.
It is leverage.

It helps you step into rooms where big missions are happening.

But only if you own it.

If you treat it like a certificate, it will act like a certificate.

If you treat it like a leadership credential, it becomes a differentiator.

If the PMP is on your radar this year, own it.

It can change the rooms you get invited into.

And ultimately the impact you make on your life and countless others.

If you are serious about earning your PMP this year, message me “PMP.”

Our High Voltage PMP program is a leadership development program where you get a PMP at the end.

Our course is fully updated to the current exam and designed to help you pass so you can step into your next level of leadership.

You me, PMP.

Lettts gooo!

One of the most frustrating projects of my career had me checking on a railcar full of structural steel sitting somewher...
06/20/2026

One of the most frustrating projects of my career had me checking on a railcar full of structural steel sitting somewhere in Montana.

We had an entire fabrication bay dedicated to this project. The welding cells were staged, the crew was staffed, and we were ready to rock.

Except for one thing.

The steel.

Every morning started the same way.

"Any update on the railcar?"

Nope. Still in Montana.

At some point, the logistics problem stopped being the hardest part.

The hardest part was walking into that bay every morning and looking at people who came to work ready to build something and had nothing to put their hands on.

Craftsmen.

People who measured their day by what they produced, now measuring it by how long they had been waiting.

The questions started quietly and got louder.

The energy in that bay changed.

You could feel all eyes on you.

That's when I started feeling the real cost of the delay.

Not the steel sitting idle.

The people sitting idle.

And every day that bay sat empty, rent, insurance, equipment costs, and salaries kept accumulating quietly while the schedule bled and morale followed right behind it.

That's what unabsorbed overhead actually looks like.

It's not a line item on a report.

It's a bay full of skilled people with nothing to build and a business absorbing costs it can't recover.

After that project, I became obsessive about contingency planning. Whenever I could, I'd source enough material locally to start the first production run while waiting on the bulk delivery.

Not because I expected delays every time.

Because I respected the possibility that eventually something critical wouldn't show up when the schedule said it would.

The steel eventually arrived.

The waiting still cost us.

Every project gets its own version of a railcar in Montana.

What's yours?

Be aware of the backlog. There may be a ticking time bomb. Or a clever up and coming superhero. Be sure what you are wo...
06/19/2026

Be aware of the backlog. There may be a ticking time bomb.

Or a clever up and coming superhero.

Be sure what you are working on is the right thing, at the right time.

Spoiler Alert!

Take Bane for instance. He put Robin on the backlog and Robin contributed to his demise.

He moved Batman to "Done" and didn't weigh the risks of Batman doing a bunch of push-ups and climbing his way out of the pit with a vengeance.

Make sure what is "done" is "done done" my friends.

Something unexpected happened on Saturday. 💥Our band played a show outside. It was a beautiful hot day in Washington.I'v...
06/16/2026

Something unexpected happened on Saturday.

💥Our band played a show outside. It was a beautiful hot day in Washington.

I've played a ton of shows outside, but this was the first time I've ever struggled through something like this.

It tested me in a big way.

I learned that singing outdoors requires consuming approximately 500 flying gnats.

The good news? I'm still alive to tell the story.

The bad news? I may now qualify as an insectivore.

I had to pull through for my band and the audience. I couldn't let the bugs win.

It was a difficult physical and mental test.

I had to keep playing my best, and keep my energy up so we could give everyone a great experience.

After the show, I had to keep my cool even though my nerves were completely shot.

People wanted to talk about the performance, share their thoughts, and congratulate the band.

That's one of the most important parts of the whole experience.

Building relationships, just like in business, is a huge part of being in a band.

I couldn't let the bugs ruin that part of the night.

I had to maintain a positive state.

Getting frustrated, lashing out, or checking out of conversations wouldn't have built the reputation I want to build or the relationships I want to create.

Sometimes resilience isn't overcoming a major crisis.

It's getting through the next song, swallowing a few hundred gnats, and showing up for people anyway

The loudest PMP critics usually say the same thing.• “Fake scenarios.”• “Not how the real world works.”• "Real organizat...
05/20/2026

The loudest PMP critics usually say the same thing.

• “Fake scenarios.”
• “Not how the real world works.”
• "Real organizations don't operate this way.”

Strip away the exam formatting and you’ll see the questions are testing something project leaders struggle with every day.

Not knowledge but judgment.
And that distinction matters.

I’ve worked on projects where bad decisions carried real consequences.

What I saw over and over was not a lack of effort.

It was smart people making expensive judgment mistakes.

• Escalating too early because it felt responsible.
• Taking action before understanding the real issue.
• Driving ex*****on before stakeholder alignment existed.
• Solving the fire in front of them while creating a bigger one somewhere else.

That is where this gets interesting.

Because suddenly those “fake” PMP questions start looking a lot more familiar.

• Should you assess first?
• Should you engage directly?
• Should you escalate?
• Should you protect immediate ex*****on, or stop and think about long term value?

These are the kinds of decisions the PMP exam is testing.

These are judgment disciplines.

And they are the same ones that make project leaders dangerous, in the best way.

The PMP is a major part of the project management industry and it's not going away.

This is just one of the reasons I choose to train teams and PMs the way I do.

What have you used from your PMP training in the real world?

Your team can't mindset their way to high performance.It's not the savior we've all been led to believe. Yes, state and ...
05/18/2026

Your team can't mindset their way to high performance.

It's not the savior we've all been led to believe.

Yes, state and belief affect performance under pressure.

But teams can go through training, get their Bruce Lee level mindset, and still burn out six months later.

Because the training never targeted the real problem to begin with.

It patched the roof while ignoring the foundation.

When they went back to work, the environment was unchanged.

Business as usual.

Same urgency culture dressed up as high performance.

People often blame themselves when the real problem was never them.

I have watched exceptional people burn out and spend years believing it was a personal failure.

It was not.

It was an environment that was never built to sustain the performance it was demanding.

That is the real problem.

Environment determines whether mindset can actually survive.

What is one thing in your environment that keeps burning people out, no matter how capable they are?

The best team training sessions rarely go as planned.As I wrap up a great week of team training.I'm reflecting on how no...
05/15/2026

The best team training sessions rarely go as planned.

As I wrap up a great week of team training.

I'm reflecting on how no two teams are the same.

💥And, that dictates how I show up.

With a foundation but not a fixed script.

It's about getting with a team, recognizing where they are, and being flexible enough to pivot in real time.

• To uncover their challenges.
• Help them solve real problems.
• Work towards the goals that matter to them as a team and business.

Practical tools they can use immediately to shape their environment, improve performance, and deliver stronger projects.

It is something that makes all my time in the fire worth it.

It's one of the parts I love most.

I hope you all had a great week.

I'm looking forward to some hiking and music this weekend.

What are your weekend plans?

For years, I thought this behavior made me a better leader.I was wrong.💥I had this need to create pressure.• To push.• S...
05/14/2026

For years, I thought this behavior made me a better leader.

I was wrong.

💥I had this need to create pressure.

• To push.
• Set aggressive timelines.
• Create tension when it was not there to begin with.

I know the power of putting dates on milestones. Deadlines matter.

There are moments when leaders need to push hard.

💥But one day I looked around and thought:

• Why the heck are we stressing about this?
• This does not have to be this hard.
• It does not need to be done this fast.

This distinction was a big one for my hard driving, Type A, maximizer personality.

• Because not every project is on fire.
• Not every initiative needs to feel mission critical.
• But for a long time, I created that tension anyway.

⚡And admittedly, part of me liked it. And, so did some of my team!

• That pressure gave us a rush.
• A feel of accomplishment.
• And, forward progress.

But it also created self inflicted stress.
And unnecessary stress for people.

⚡That was the most important realization.

As leaders, our job is to push when it is necessary.
But it is also our job to know when not to.

Because life is going to bring enough pressure all on its own.

We do not need to manufacture more of it.

Curious...

Have you ever found yourself creating pressure that did not actually need to exist?

Most PMP prep teaches you how to pass a test.That sounds fine until you realize what happens next.The credential gets ad...
05/12/2026

Most PMP prep teaches you how to pass a test.

That sounds fine until you realize what happens next.

The credential gets added to LinkedIn.
The letters go behind your name.
The congratulations roll in.

Then Monday shows up:
• Stakeholders need alignment.
• Your team needs leadership.
• An executive wants clarity.
• Risk needs action.

And suddenly memorized answers are useless.

That is the gap.

Most PMP prep is optimized for exam performance.

But, what about project managers who want more?

I know I did, and that is the inspiration behind our PMP prep.

If you are investing the time, why not leave with something that actually changes how you lead.

That is what we've build with High Voltage PMP prep.

It's leadership development where you get your PMP at the end.

What approach do you prefer?

Get the studying done and get the pass?

Or take the time to develop leadership presence on the way?

05/11/2026

There is one AI habit I trust immediately.

• It's not speed.
• It's not prompt skill.
• It's not how many tools someone uses.

This moment reveals the quality of the output.

It's what the user does after AI gives them the answer.

Do they accept it as is? Or do they challenge it?

AI should be treated like a 10 year old genius.

Brilliant and impressive. Yet, completely inexperienced with what is on the line in your project.

It needs direction because...

It hasn't sat across from a stakeholder who just moved goalposts.

Never managed a sponsor who changed their mind at the worst possible time.

Never delivered bad news to an executive with zero warning.

That experience does not live in the model.

It lives in you.

Use AI to surface options and pressure test assumptions.

Have it expose weak logic and find the stakeholder angle you missed.

Definity have it stress test your plan before the meeting.

That is the difference.

Not AI replacing judgment, AI strengthening judgment.

Because modern project leaders do not need more noise.

They need sharper signal that cuts through the noise.

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