The article centers on Mark and a team of software, mechanical, and electrical engineers working to combine new software with custom electronics and mechanics. Tegan, the project manager, had an MBA and certifications like CAPM and PMP, but no real-world experience.

When she could not answer technical questions clearly and kept giving vague, corporate-style replies, the engineers tried to work around her so the project could keep moving. Management, however, insisted that Tegan remain the main decision-maker and contact person. That eventually slowed the project to a standstill because she could not make useful decisions or provide helpful responses.

The low point came in an email where Tegan told the team she was "constipated on each issue" and would let them know when there was "movement." The message became a running joke among the staff. Tegan eventually left the company and was replaced by Pam, a transfer from another department who, while not exceptional, had the communication skills needed to get things moving again.