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

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.

The PMP is one of the most misunderstood credentials in project management.Not because the exam is hard.Because of what ...
05/08/2026

The PMP is one of the most misunderstood credentials in project management.

Not because the exam is hard.

Because of what people do with it.

Thousands of professionals spend months preparing.

• Studying nights.
• Giving up weekends.
• Burning serious time.

Then walk away with something they barely use.

That should bother you.

If you invest that much time into learning something, it should change how you think.

It should improve how you make decisions.

Instead, most people are taught to treat PMP prep like temporary work.

• Study
• Survive the exam
• Get the letters behind your name
• Then move on

That misses the point entirely. And, it gives the PMP a bad name.

Because buried underneath the hype is something far more useful than people realize.

Frameworks that reduce the guesswork and minimize the hard work.

These are not just exam artifacts.
• Stakeholder strategy.
• Emotional intelligence.
• Adaptive ex*****on.
• Risk management.
• Decision making.
• Tailoring skills.

These are frameworks you can actually use.

The credential matters.
Capability matters more.

The biggest win is being able to take what you've learned and more effectively run projects long after the exam.

Anything you invest this much time into should create capability you can actually use.

If your PMP prep only helps you pass the test, you're aiming low.

Wanna aim high. Come join team High Voltage.

As leaders we have no control.But, we sure do have a lot of responsibility.I learned this the hard way standing in a roo...
05/06/2026

As leaders we have no control.

But, we sure do have a lot of responsibility.

I learned this the hard way standing in a room where a 276 million dollar program was in trouble and every person in the room was looking at me.

I couldn't force the outcome.
Or command the stakeholders into alignment.

The only thing I had was influence.

This happened through how I read the room.

So, I could communicate in a way that resonated with what mattered most to the project and the team.

How well I managed my own state while everyone else was in panic mode.

How honestly I described what it would take to recover.

Influence is not persuasion.
It is not charisma.

It is the ability to change how someone sees a situation by showing up with the right energy, knowing what matters to people, bringing light to different perspectives. and the willingness to say the thing nobody else will say.

You cannot buy it.
You cannot borrow it.
You build it, one room at a time.

How do you influence situations when you know your insights can impact your project and team?

05/04/2026

I was told to find the cheapest training for an A-team.

The mandate was clear: keep costs down.

💥The message underneath it was equally clear:
We don't actually value this.

I brought in generic workshops.
Right off-the-shelf content.

And for this reason:
• It wasn't specific to the work we were doing.
• It didn't address failures we kept repeating.
• Or the specific gaps that were costing us real money.

The team sat through it.
They were polite.

The money was spent. Box was checked. Nothing changed.
Because nothing specific was addressed.

Generic training doesn't close gaps.

It gives organizations the feeling of investment without the discomfort of actually diagnosing what is broken.

💥The training that costs the most is never the expensive program.

⚡It is the cheap one that changes nothing while the real problem compounds quietly in the background.

What was the best training or workshop you every had?

11/07/2025

Project leaders, conflict keeps proving this point.

I had a session with an amazing SaaS team recently.

The focus was a lesson every leader needs.

💥Many leaders still treat conflict as a surprise,
but conflict is predictable.

When conflict shows up, people tend to default to old habits if they have not trained for the moment.

Just like musicians, the moment of performance does not create skill, it exposes it.

When the band steps on stage, the spotlight shows the quality of practice.

The same applies to teams and moments of conflict.

💥Preparation is key:
• Instead of reacting, build team norms.
• Create certainty before conflict shows up.
• Anticipate objections or you'll lose ground.
• As a team, decide how to respond to objections
so everyone shows up consistent, confident, and united.

💥The mindset shift:
• Don't react to conflict.
• Prepare for it like a skill that is practiced, not hoped for.

Next, is a tactic to diagnose fast and respond with intention.

💥Three levels of problems:
• Normal Problems: predictable and easy to handle.
• Abnormal Problems: require preparation and coordination.
• Pathological Problems: if ignored, projects, relationships,
and revenue take the hit.

🔥Proactive conflict resolution requires:
• Preparation that build certainty.
• Clear standards to respond as a team.
• Language that protects trust and boundaries.
• Practice reps so the skill shows up when it counts.

Which is harder for you during conflict: speaking up or staying calm?

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