Justin Bateh, PhD, PMP

I write about project management, leadership, and AI | Follow to develop skills for faster, smarter, and more efficient project management and to build winning teams | Boost your career with my actionable insights

Most leaders are measured by one thing: results.

Titles don’t move the needle; execution does.

I help leaders build teams that execute with clarity, deliver under pressure, and use AI to make smarter, faster decisions.

Over the past 20 years, I’ve gone from Project Manager to COO; leading 80+ projects and teaching 25,000+ professionals at companies like Microsoft, Johnson & Johnson, Medtronic, and Chevron.

Along the way, I created the Project Execution Framework™, a 7-step system that helps leaders align stakeholders, cut through chaos, and deliver projects that matter.

Today, I teach these methods through live workshops, corporate training, and cohort-based courses, where leaders learn to:

--Build trust and alignment across teams
--Focus on outcomes that truly matter
--Leverage AI to automate, analyze, and accelerate

Because here’s the truth:

--Leadership without execution is just talk.
--Execution without leadership burns people out.
--Ignoring AI makes both slower and less effective.

Let’s Connect
📩 justin@projectsright.com
📰 Join my free newsletter for weekly insights
🎓 Enroll in my top ranked cohort-based course
➕ Follow for daily posts on project execution & leadership

How I Help
🤝 Team Workshops 
🎯 Corporate Training
🚀 Cohort-Based Courses 

Highlights
🏆 8x Award-Winning Educator
🏢 Former COO | 🎓 PhD & PMP 
🛠️ Creator of the Project Execution Framework™
📊 80+ Projects Delivered | 👨‍🏫 LinkedIn Learning Instructor


*Disclaimer: Views expressed on social media, courses, newsletters, or emails are my own and do not represent those of my employer or any affiliated organizations.

Founder

I teach Project & Operations professionals the skills to drive sustainable growth, change, and profitability using data-driven decision making, lean tools, six sigma methodologies, agile projects, and data analytics. I have worked with executives and managers from numerous organizations, including Walmart, Verizon, Amazon, Pearson, UPS, Wiley, Cengage, Medtronic, US Department of Health, CSX, USPS, Blue Cross Blue Shield, Crowley Maritime, US Air Force, US Navy, Novartis, FedEx, McKesson, and many others.

Justin Bateh, PhD

10 Project Management Skills AI Still Can't Replace

(because humans run the room, not algorithms)

1/ Managing Difficult Stakeholders
→ AI briefs you on facts.
→ It can't calm egos or navigate power plays.
→ Human tension decides outcomes.

Your move: Read the person before reading the problem.

2/ Executive Buy-In
→ AI builds perfect presentations.
→ Executives buy trust, not slides.
→ Influence is earned, not automated.

Your move: Lead with outcomes, not features.

3/ Conflict Resolution
→ AI detects tension.
→ It can't broker peace.
→ People kill projects before data does.

Your move: Address issues at 30%, not 90%.

4/ Setting Direction
→ AI offers paths.
→ Humans choose priorities.
→ Vision comes from judgment.

Your move: Ask "What are we really trying to achieve?" before planning.

5/ Navigating Politics
→ AI reads org charts.
→ It misses unspoken power.
→ Smart PMs read between the lines.

Your move:  Track who influences decisions, not who makes them.

6/ Motivating Teams
→ AI finds blockers.
→ It can't spark belief.
→ People follow energy, not reports.

Your move: Celebrate progress publicly, address problems privately.

7/ Facilitating Alignment
→ AI maps dependencies.
→ It can't make humans agree.
→ Alignment is leadership work.

Your move: Get everyone to repeat the goal back in their own words.

8/ Leading Through Chaos
→ AI organizes mess into charts.
→ It can't lead humans through uncertainty.
→ Calm beats smart every time.

Your move: Breathe before reacting when stakes are high.

9/ Reading Subtext
→ AI hears words.
→ PMs hear intentions.
→ Real communication happens beneath the surface.

Your move: Listen for hesitation, not just agreement.

10/ Making Final Calls
→ AI gives perfect data.
→ It doesn't own consequences.
→ Accountability stays human.

Your move: Decide with incomplete information, own the result completely.

AI handles the tasks.

Humans handle the humans.

♻️ Repost and follow Justin Bateh, PhD for more

Expert in AI-Driven Project Management, Strategy, & Operations | Ex-COO Turned Award-Winning Professor, Founder & LinkedIn Instructor | Follow for posts on Project Management, AI Fluency, Leadership, and Career Growth.

Project Management Tasks AI Still Can’t Replace

Agile Admiral - Weekly Project Managment Newsletter

I share my passion about Project Management. 
It will come in a form of discussing Agile Project Management, Certifications, Career, Learnings, Lessons Learned and more. 
If you wanted to stay ahead of the PM game this is for You

Owner

Nokia

*Managing 3 main programs, including 14 Project Managers and 40+ projects in scope

Program Manager

*Part of Nation wide Three UK Digital Cloud Transformation. Leading VNF migrations into a new cloud. 
*Various Telecommunication Network Elements (eg HSS, DRA, STP, SMSC, VMAS, MMSC, OCS, PCRF, PDN GW, IMS, SBC, ARC, OAM, MRF, UTP, NetAct, GiLAN, EMS, Infoblox, F5, Mavenir, Affirmed) and interdependency between elements.
*Working closely with external Vendors and Third parties.
*Managing external resources and contracts.
*Senior Project Manager at Three UK Digital Cloud Transformation Program

Senior Project Manager - Growth Engine for Nokia

Providing PMP preparation training courses to Nokia PMs. Each group has 30-40 participants.

PMP Exam Preparation Trainer and Coach

*End-to-end CORE VNF validation - Interworking of IMS/Packet core/HSS VNFs and cloud platforms.
*Managing PoC's and Customer Pilot project: TMO, Orange
*Working closely with external Vendors and Third parties: Spirent, IXIA

NSW - Nokia Software

Program Manager - 5G Core Solution

Owner of the 5G E2E solution verification activities which includes full end-to-end testing(CORE-RAN-UE). Responsibilities includes product compatibility testing, overall solution behavior, test automation and release based test execution. 
*Planning of Laboratory environment(multi location), interconnectivity between sites and competence development between cross business groups. 
*Support E2E Customer Projects and Trials. Report to Senior Leadership teams and Key Stakeholders.
*Estimation, risk management, communication, managing local and remote teams.
*Working closely with external Vendors and Third parties.

Senior Project Manager - 5G E2E Solution Verification

Responsible for Nokia AirFrame Data Center Solution system testing(server/switches - Rack Mount and Open Compute). Responsible for planning, resource allocation, scheduling testing activities, monitoring and controlling progress, risk management, managing quality, reporting to Senior Leadership.
*Effort estimation and procurement of testing environments.
*Report status, approve test strategy documents and testing phases(sanity, entity, regression, robustness, performance).
*Managing scrum teams, including verification, technical support and test automation
*Manage external vendor relations. Coordinate vendor management tasks. Ensure to track, measure, report and evaluate vendor performance. Identify and implement continuously enhance efficiencies associated with vendor management.

Data Center Project Manager

ProjectCertifications.com

Providing solutions to candidates who wanted to be certified PMI CAPM/PMP/PMI-ACP.
Project management mentoring - 1 on 1 and group level.

Toastmasters International

VP of Education - Nokia Budapest Toastmaster Club

ExxonMobil

Lead and coordinate testing team(20+) to contribute software development activities to the success of a global B2B e-Commerce project for ExxonMobil Fuels, Lubricants & Specialties Marketing Company.
*Responsible for overall planning(OPEX)/execution/monitoring/reporting testing activities.
*Managing onshore and offshore teams(Global team/5 countries/3
continents) - matrix organization, multiple time zones, dynamic resources
*Manage external vendor deliverables. Troubleshoot all vendor problems and present to management as required.
*Owner of sprint, end-to-end, user acceptance, regression, compatibility, performance, load and security testing.
*Tools: expert in HP QC, HP ALM, Atlassian-JIRA, MS Project, MS Sharepoint and Office suite.

Project Manager / Project Test Lead

*Track Project Schedule, Cost, Issues and Deployment;
*Manage delivery of projects from initial concept to in-life support, as well as the go live processes;
*Coordinate Procurement process with Local Ops (LO) and vendors;
*Work with LO and Business contacts to agree deployment approach and timing
*Supervise network project resources(17+) and tasks, delegated by the PM.
*Intermediate knowledge in data networking, understanding of the following:
TCP & IP protocols, IP networking/subnetting, Routing protocols, Switching vs routing, hardware platforms, Structured cabling systems, MPLS, Voice, PBX, Bolt-on's, Cisco products - Voice Gateways

Project Manager / EAME Voice Projects

*Coordinating IT infrastructure implementation(servers and network) at 60 sites, worldwide. Managing Infrastructure design, order, rack & stack and installation of devices. Dealing with site specific issues.  
*Oversee the Infrastructure portion of the project.Collaborate planning, design, implementation and maintenance of Infrastructure hardware.
*Supervise infrastructure project resources(15+) and tasks, delegated by the PM.
*Estimates and stewards infrastructure costs, work effort, and timeline.
*Managing cost and budget.

Junior Project Manager / Infrastructure Track Lead / IT Business Projects

Support the Incident Management function, including arranging update meetings, writing regular communications, organizing incident reviews and managing all actions from them to completion, all in support of the Incident Manager.
Monitor performance of the service lines and create detailed trend analysis to highlight rooms for improvement. 
Interacts with the client and provides internal escalation communications during major incidents.Ensure the customer SLA is achieved
Help the Services to create lessons learned and recommendations, use Key Performance Indicators, root Cause Analysis (RCA).

Problem and Change Management Coordinator

Club President - BEAT - Budapest ExxonMobil Associates Toastmasters club

Toastmaster International

VP of Public Relations and VP of Mentoring - BEAT - Budapest ExxonMobil Associates Toastmasters club

Mobiline Ltd

*Responsible for technical support operations in high-volume, 7 days a week environment, including supervision of 3-member technical support team. 
*Coordination of technical issues involving network, hardware, and operating systems, oversee network connectivity, implementation, integration, and troubleshooting for servers, routers, remote access. 
* Provides all supervision, training, and development for employees working directly with distributors to diagnose and resolve technical product and/or service issues. 
* Collects, analyses, and reports statistics to improve product quality and maintain a high level of customer satisfaction. 
* Communicate with product development, product management, sales, operations and 
accounting to resolve issues. 
* Establishes department goals and objectives.

Technical Support Team Lead

Eurest

I was responsible for the supervision and co ordination of all staff, stock control and provide general support and assistance to management. Assist the management team in overseeing the every day operation of the outlets, as well as assisting with the training of new and existing team members. 
Duties included stock control, managing, receiving & delivering stock, fulfilling stock orders, money handling and administrating.

Restaurant Supervisor

Eurest Staff restaurant. My duties included: customer service at the café and sandwich bar, hot counter service and working on the till.
(Quality Through Hygiene and Quality Through Safety exam 2oo5)

Service Assistant

My passion is Project Management | Program Manager | 15 yrs of experience = Sharing my thoughts on LinkedIn | 8 Weeks Study Plan CAPM/PMP ⬇️ | On the mission to help 10.000 People Pass CAPM/PMP by 1st Try

Gabor has 14+ years of experience in Program/Project Management.
Worked in the Oil & Gas and Telecommunication industry. Through his experience he managed small to mid size(50 ppl) teams.
Got the exposure to deliver projects using traditional plan based and agile based approaches.
PMP certified since 2018.
In his spare time he likes to be engaged with the project management community. Author of Agile Admiral weekly project management newsletter which has 1500+ subscribers.
His weekly articles have been featured in IIL website and weekly newsletters.
Besides his 9 to 5 activities, his helping people to pass CAPM/PMP exam through his 1-on-1 tutoring service(200+ success stories since Jan 2022)

Gabor Stramb

The biggest surprises in my project management career never came from the work.

They came from how people reacted to the work.

That is where the real lessons live.

→ The checklist is easy. 
→ The humans are the challenge.

I learned that soft skills are not optional. 
They are the core of every successful delivery.

I learned that stakeholders do not chase updates.
They chase certainty so they can make decisions.

I learned that delays rarely come from the plan.
They come from conversations people avoid.

I learned that reporting is not about status. It is about creating the same reality for everyone in the room.

I learned that strong PMs do not force momentum.
They clear the friction that slows everything down.

And I learned that when the project works, you fade into the background.

When it doesn’t, you are the first person they look at.

You keep going anyway.

No certification will ever teach you these lessons.

The job itself does.

On the mission to help 10,000 People Pass CAPM/PMP by 1st Try ⬇️ | Available for 1:1 Coaching | Best Practice Into Action

Project management fails for one simple reason.

People treat it like a technical job with a human side.

In reality, it's a human job with a technical side.

Every stalled project proves this.

Teams do not break because of software.

They break because of silence, tension, and unclear expectations.

→ A missed conversation slows work faster than a missed deadline.

→ One moment of confusion creates three weeks of rework.

→ Trust inside the team moves tasks faster than any workflow tool.

The tech keeps the project organised. 
The people keep the project alive.

The best project managers get this. 
They read the room before they read the roadmap.

They fix misalignment before they fix the timeline.

And they know the biggest risk is never the tool.

It's the gap between the humans using it.

Most Project Managers think they are running in circles.

They jump from one role to the next and tell themselves nothing is changing.

But something real is happening under the surface.

You are rising with every project.

→ You learn how to calm a room when everything is on fire.
→ You learn how to make decisions when no one agrees.
→ You learn how to guide people who do not report to you.
→ You learn how to shoulder the pressure that others avoid.

Here is the part most PMs miss.

Your career does not move in a loop. The work feels the same.

You are not.

You are growing

I used to think project management was about big moves.

Then I realised the small habits were the real force multipliers.

Here is what changed everything for me.

1. I stopped waiting for people to ask for updates.

I sent them first.

The tension on every project dropped almost overnight.

2. I started clarifying roles at the very start of each task.

No guessing.
No crossed wires.
No wasted days.

3. I kept every meeting tight by ending with three bullet points.

People walked out knowing exactly what mattered.

4. I began asking one simple question more often: What is blocking you?

That question saved weeks of hidden delays.

5. I followed up without sounding pushy.

Progress moved faster because people felt supported, not chased.

6. I stayed calm when the room heated up.

My tone set the tone for everyone else.

7. I documented decisions fast.

No more memory battles.
No more confusion.

8. I gave credit in public.

Teams opened up.
People leaned in.

9. I ended every discussion with clear next steps.

Momentum stopped dying in the hallway.

These nine small behaviours shifted how people trusted me, worked with me, and followed through.

Tiny moves.
Big outcomes.

Great project managers don’t just manage tasks; they shield their teams from toxic cultures.

Great project managers don’t just manage tasks; they shield their teams from toxic cultures. ☂️

Imagine a project environment where:

Priorities shift constantly
• Deadlines are always unrealistic 
• False urgencies pop up out of nowhere 
• Micromanagement stifles creativity 
• Politics and unfair policies erode trust

👎 These are the realities that can drain your team’s motivation and productivity faster than any technical challenge.

💪 The best project managers act like an umbrella protecting their teams from these distractions so they can focus on what they do best: delivering great work.

👉 Are you that umbrella? Or are you letting the rain pour on your people?

Project management is 10% process and 90% people.

Teams often chase better tools, tighter workflows, and cleaner dashboards.

But the real leverage sits somewhere else.

Here is how the 90% shows up in real project environments:

→ Communication creates clarity long before any template does.
→ Trust speeds up decisions that workflows cannot touch.
→ Conflict resolution keeps delivery moving when tension builds.
→ Alignment removes delays that no software can fix.
→ Culture drives ownership, momentum, and follow-through.

When the people side is strong, the process side becomes straightforward.

That is why the best project outcomes start with relationships, not tools.

You took a Project Manager to see a movie… and suddenly it’s not just a movie anymore.

PMs can’t switch it off even on a casual night out.

Here’s how it goes:

🎬 They want to arrive 20 minutes early “just in case.”
🍿 They plan the snack order like it’s a mini-project.
🪑 They compare 5 seating options before choosing one.
📱 They remind everyone to put their phones on silent twice.
⌚ They check the time during the trailers to see if the movie is “on schedule.”
😂 They whisper, “This plot has scope creep,” at least once.

And after the movie? A quick “so what did we think?” basically a mini debrief.

If you know a PM, this is… 100% accurate.

If you are a PM, don’t pretend you haven’t done all of this.

Some myths refuse to die… especially in project management. Let’s bury a few today.

1️⃣ “PMs are just middlemen.”
If passing messages were our job, Slack would’ve taken our roles years ago.
PMs turn complexity into clarity, chaos into direction, and teams into outcomes.

2️⃣ “PMs must know every technical detail.”
We don’t need to code, design, or architect.
Our real value? Connecting dots that others don’t even see.

3️⃣ “The PM is responsible for everything.”
No. PM ≠ scapegoat. We drive accountability; we don’t absorb all of it.

4️⃣ “PMs exist to keep everyone happy.”
We’re not in customer service.
Delivery comes before comfort.
Alignment beats appeasement.

5️⃣ “Anyone can be a PM… It’s just organising tasks.”
If only.
Real project management is leading through ambiguity, negotiating under pressure, de-escalating conflict, and making decisions when no one else wants to.

Here’s the truth:
Project management isn’t a support function; it’s a leadership function.
And the sooner people understand that, the better their projects (and teams) will run.

💬 Which myth have YOU heard the most in your career?

Project management myths that need to die

Most projects don't blow up.

They quietly fall apart piece by piece.

Hardworking teams can still miss every milestone.

If they skipped the foundations. 
The project never had what it needed to survive.

Here are the 9 must-haves every project needs before anything starts.

→ A problem statement you can explain in one sentence. 
→ A scope based on reality, not optimism. 
→ Clear ownership, because ambiguity kills speed. 
→ Decision-making rules that say who says yes. 
→ A communication plan that prevents chaos. 
→ A prioritized backlog, because P1 everything = P1 nothing. 
→ A risk list updated weekly. 
→ Change control that is not a joke. 
→ A sponsor who actually shows up.

Miss one, and you feel it by week three. 
Miss two, and you start losing momentum. 
Miss three, and the project is already done.

Strong project managers don't just manage work.

They protect the structure that keeps the work alive.

Your project management journey won’t look clean on a resume.

And that’s okay.

You’ve jumped roles.
You’ve changed industries.
You’ve taken jobs just to pay the bills.

But guess what?

Every messy move taught you something your certification didn’t.

→ How to calm down a panicked client.
→ How to deliver when the plan blows up.
→ How to lead a team that doesn’t report to you.

No course prepares you for that. Only doing it does.

If your career looks like a patchwork quilt, you're not behind.

You’re seasoned. You’re real.

And when things hit the fan, you’re the one people will trust to lead.

So stop worrying about being “on track.” PMs don’t need tracks.

They need grit.
Keep going.

Teams celebrate projects that look good on a dashboard but fall flat in the real world.

That is the gap this image exposes.

We are taught to chase three simple targets.

→ Delivered on time
→ Delivered on budget
→ Delivered as scoped

These metrics feel clean.

They make progress easy to report.

But they do not tell the full story of whether the work actually mattered.

A project can hit every one of these and still fail the people it was meant to serve.

That is why more teams are shifting to a better scoreboard.

→ Long-term value created
→ Team health
→ Stakeholder trust
→ Outcomes
→ Impact

These measures are harder.

They force real ownership.

They expose weak assumptions.

But they also create work that lasts.

Because success is not delivery.

Success is meaning.

After managing $30M+ projects across two continents, I realised something most PMs never hear early enough.

The job is never won by the person with the best technical resume.

It is won by the person who understands people.

You can master every framework. 
You can learn every scheduling tool.

But none of it matters if you can not see the human dynamics shaping the room.

→ When your timeline needs updates every day, the project is already drifting. 
→ You are chasing problems instead of leading the work. 
→ Real control comes from alignment, not from editing dates.

And here is the part that blindsides new PMs. Stakeholders say yes in public.

Then they say something completely different in private.

If you are not hearing the real concerns, it means they do not feel safe telling you.

I learned this the hard way. 
I used to overplan everything. 
I thought detail meant security.

Then reality would punch through the plan in one day.

Big plans fall the hardest.

The PMs who excel in high-stakes environments adapt faster than everyone else.

And the PMs who look calm on the outside are usually doing the most behind the scenes.

The reason the fires never show up is because they handled the sparks early.

When you reach senior levels, the job boils down to five skills:

→ Influence 
→ Trust 
→ Alignment 
→ Emotional control 
→ Adaptability

Tools make you efficient. People skills make you effective.

That is the part nobody teaches.

After leading 30M+ projects

Being a terrible one taught me EVERYTHING

Being a great project manager taught me nothing

Being a terrible one taught me EVERYTHING

Here’s the thing:

Success is quiet. When everything runs smoothly, you rarely stop to analyse why.

But mistakes?

They demand your attention.

They force you to reflect, adapt, and grow.

I’ve made bad calls. Missed deadlines. Handled teams the wrong way.

And those experiences shaped me far more than any textbook ever could.

So, if you’ve ever messed up as a project manager, congratulations.

You’re learning how to become a better project manager.

What’s one mistake that made you better?

Hard deadlines are not the real issue.
The problem starts when a deadline appears without any input from the people expected to deliver the work.

You can see the pattern in almost every organisation.

A leader commits to a date in a meeting.
The team hears about it later.
And the project suddenly shifts from planned work to crisis mode.

What follows is predictable:

→ Morale dips because the team feels sidelined. 
→ Communication narrows because people worry their concerns won't matter. → Quality suffers because speed becomes the only target. 
→ Trust erodes because the process feels top-down and disconnected from reality.

None of this happens because the work is impossible. It happens because the commitment was made in the wrong order.

A strong deadline comes from clarity, collaboration, and alignment.
A weak deadline comes from a promise made without the people who actually build the thing.

If teams are expected to own the outcome, they need a voice in the timeline.

Ask first.

Commit second.

The PMP exam is called “easy.”

It’s not.

60% fail on their first try.

30% quit halfway through prep.

Only 1% pass with confidence.

The difference?
They understand the PMI mindset.

Most people study to memorise formulas and definitions.
But PMI doesn’t test what you know.
It tests how you think.

→ Do you make decisions that align with the PMI mindset?
→ Do you stay calm under uncertainty and think like a leader?

That’s the PMI mindset, and it changes everything.

The exam isn’t just about managing projects.

It’s about managing yourself under pressure.

Once you start thinking like PMI, the exam stops feeling impossible.
It becomes predictable.

You don’t just pass the test.
You start acting like the kind of project manager PMI was built to certify.

A 4-minute read for experienced project managers ready to elevate their impact

Welcome to the Agile Admiral weekly newsletter. Your Essential Resource for Project Management Excellence.

Each week, I tackle reader questions about PMP preparation, implementing PMP in real-life projects, and a career as a Senior Project Manager.
If you’re new here, check these:

PMP Espresso - Hybrid Projects - Video | When Projects Turn Red: Navigating the Wave When It Hits | Junior vs Senior Project Manager | You cannot prevent all conflicts | How to fill PMP application? | Change Management in Medical IT

This Week at a Glance:
-> Project management is 10% process and 90% people.
-> Why Nonprofits Need a Project Manager -> article by Laura Combs, PMP
-> Most people think the PMP is just another certification.

Adding Our Newsletter Team:
Devi Annamalai, PMP®, PMI-ACP®, CSM®, ITIL®, Dr. Tony Prensa, ATP, PMP, PMOCP, P3GP, PMO-BP, Janani Chandran and Raluca Badea

Project management is 10% process and 90% people A 4-minute read for experienced project managers ready to elevate their impact Welcome to the Agile A

Open article: Why Nonprofits Need a Project Manager by Gabor Stramb • 5 min read

I created this graphic because I kept seeing the same problem in every project.

People blame change.

But change is never the real issue.

The real issue is walking into a project without the tools, structure, or mindset to handle what is coming.

I learned this the hard way.

A few years ago, I ran a project that looked perfect on paper.

The schedule was tight. The team was talented. The plan was clean.
Then one small shift from the client pushed the entire project off its tracks.
That moment exposed how fragile the plan really was.

Not because the change was big.

But because we had no margin to absorb it. Since then, I treat preparation like a non-negotiable.

→ I build space into every timeline. 
→ I pressure-test assumptions before they become risks. 
→ I train teams to respond fast instead of panic hard.

Change is part of the job.

Preparation is the part too many leaders skip. That is the real risk.

Most people fail the PMP exam for one reason.

They think studying is only about memorising content.

It is not.

It is about managing time, energy, and focus for months.

That is where a PMP coach changes everything.

→ Keeps you on track when life gets in the way.
→ Points you to the right study resources so you stop wasting time.
→ Spots your weak areas before the exam does.
→ Gives you a study plan that actually fits your schedule.
→ Checks in so you don’t ghost your own study plan.
→ Pushes you through burnout weeks (yes, you will have them).
→ Pushes you through more burnout weeks. Studying alone is a gamble.

Studying with a coach is a strategy.

The hardest part of PMP coaching has nothing to do with the exam.

It has everything to do with the person taking it.

Only 25% of the work is about frameworks, processes, and strategy.

The other 75% is about what nobody prepares you for.

→ Battling self-doubt when confidence disappears.
→ Juggling family, work, and study when time feels impossible.
→ Managing exam anxiety that builds with every deadline.
→ Staying consistent when motivation drops off.

That is the real weight students carry.

And that is where great coaches make the biggest impact.

Because passing the PMP is not just about knowledge.

It is about resilience, discipline, and growth.

Welcome to the Agile Admiral weekly newsletter. Your Essential Resource for Project Management Excellence.

Each week, I tackle reader questions about PMP preparation, implementing PMP in real-life projects, and a career as a Senior Project Manager.

Here’s what I’ve got for you today:
-> Watch out for the Robber on the Left: The Programmer Who “Just Wants to Help”
-> PM Career: Most Project Managers think they are running in circles

Thank you, Zoltan Rudolf Balazs for the amazing article

Also, adding our newsletter team: Dr. Tony Prensa, ATP, PMP, PMOCP, P3GP, PMO-BP, Raluca Badea, Laura Combs, PMP, Devi Annamalai, PMP®, PMI-ACP®, CSM®, ITIL®, Janani Chandran

PM career: You are running in circles? A 3-minute read for experienced project managers ready to elevate their impact Welcome to the Agile Admiral wee

Open article: Watch out for the Robber on the Left by Gabor Stramb • 5 min read

taplio

The Battle

Justin Bateh, PhD

Gabor Stramb

Followers

Posts

Engagements

Likes

Performance ScoreJustin Bateh, PhD's LinkedIn Performance

Performance ScoreGabor Stramb's LinkedIn Performance

Ready to grow your LinkedIn presence?

taplio

The Battle

Justin Bateh, PhD

Gabor Stramb

Followers

Posts

Engagements

Likes

Performance Score.css-goub6s{font-size:var(--chakra-fontSizes-md);font-weight:500;color:var(--chakra-colors-gray-600);display:block;margin-top:var(--chakra-space-1);}Justin Bateh, PhD's LinkedIn Performance

Performance ScoreGabor Stramb's LinkedIn Performance

Ready to grow your LinkedIn presence?

Performance ScoreJustin Bateh, PhD's LinkedIn Performance