項目經(jīng)理面試問題

項目經(jīng)理面試問題Howdoyouhandlenon-productiveteammembersHowdoyoumotivateteammemberswhoareburnedout.orboredHowdoyouhandleteammemberswhocometoyouwiththeirpersonalproblemsWhatareyourcareergoalsHowdoyouseethisjobaffectingyourgoalsExplainhowyouoperateinterdepartmenta11y.TelImehowyouwouldreacttoasituationwheretherewasmorethanonewaytoaccomplishthesametask,andtherewereverystrongfeciingsbyothersoneachposition.Considerthatyouareinadiverseenvironment,outofyourcomfortzone.HowwouldyourateyoursituationaIleadershipstyleGivemeanexampleofyourleadershipinvolvementwhereteamworkplayedanimportantrole.TelImeaboutasituationwhereyourloyaltywaschallenged.WhatdidyoudoWhyInwhattypesofsituationsisitbesttoabandonloyaltytoyourmanagerIntoday,sbusinessenvironment.whenisloyaltytoyourmanagerparticularlyimportantWhyareyouinterestedinthispositionDcscribcwhatyouthinkitwouldbeIiketodothisjobeveryday.WhatdoyoubelievequalifiesyouforthispositionWhathaveyoulearnedfromyourfailuresOfyourpreviousjobs,whichonedidyouenjoythemostRhatdidyouIikethemost/1eastWhyWhatwasyourmajoraccomplishmentWhatwasyourbiggestfrustrationTelImeaboutspecialprojectsortrainingyouhavehadthatwouldberelevanttothisjob.Whatareso?ethingsthatyouwouldnotIikeyourjobtoincIudeWhatarcyourcurrentworkplansWhyarcyouthinkingaboutleavingyourpresentjobDescribeanidealjobforyou.WhatwouldyoudoifyoufoundoutthatacontractorwasinaconflictofinterestsituationIfIweretocontactyourformeremployee,whatwouldhesayaboutyourdecision-makingabiIitiesGivemeanexampleofawin-winsituationyouhavenegotiated.TelImeaboutyourverbalandwrittencomnunicationabiIity.HowwelIdoyourepresentyourselftoothersWhatmakesyouthinksoGivemeanexampleofastressfulsituationyouhavebeenin.HowwclIdidyouhandIcitIfyouhadtodoitoveragain,wouldyoudoitdifferentlyHowdoyoudealwithstress,pressure,andunreasonabledemandsTelImeaboutatoughdecisionyouhadtomakeDescribewhatyoudidatyourworkplaceyesterday.Howwouldyousolvethefollowingtechnicalproblem(Describeatypicalscenariothatcouldoccurinthenewposition.)WhatstrengthsdidyoubringtoyourlastpositionDescribehowthosecontributionsimpactedresultsWhatarethenecessarystepstosuccessfulprojectmanagementHowdoyouplanforaprojectWhatisimportanttoconsiderwhenplanninga(yourtypeofproject)Whatarethingsthatyouhavefoundtobelowprioritywhenplanningfor(yourtypeofproject)WhatdistinguishesaprojectfromroutineoperationsWhatareth?threeconstraintsonaprojectWhatarethefivecontrolcomponentsofaprojectWhatqualificationsarerequiredtobeaneffectiveprojectmanager300WhatarctheinductionprocessesaprojectmanagermustplanforteammembersNamefivesignsthatindicateyourprojectmayfail.TelIusaboutaprojectinwhichyouparticipatedandyourroleinthatproject.Whenyouareassignedaproject,whatstepsdoyoutaketocompletetheprojectAsyoubeginyourassignmentasaprojectmanager,youquicklyrealisethatthecorporatesponsorfortheprojectnolongersupportstheproject.Whatwi11youdoYourthreemonthprojectisabouttoexceedtheprojectedbudgetafterthefirstmonth.Whatstepswi11youtaketoaddressthepotentialcostoverrunTelIusaboutasuccessfulprojectinwhichyouparticipatedandhowyoucontributedtothesuccessofthatproject.Youaregiventheassignmentofprojectmanagerandtheteammembershavealreadybeenidentified.Toincreasetheeffectivenessofyourprojectteam,whatsteps?i11youtakeYouhavebeenassignedastheprojectmanagerforateamcomprisedofnewemployeesjustoutofcollegeand*entry-level*consultingstaff.Whatstepscanyoutaketoinsurethattheprojecti$completedagainstaverytightti?edeadIineWhatisa"projectmiIcstone*Whatis'projectfloat”Yourprojectisbeginningtoexceedbudgetandtofa11bchindscheduleduetoalmostdailyuserchangeordersandincreasingconfIictsinuserrequirements.Howwi11youaddresstheuserissuesYou*vcencounteredadelayonancarlyphaseofyourproject.WhatactionscanyoutaketocounterthedelayWhichactionswi11havethemosteffectontheresultDescribewhatyoudidinadifficultprojectenvironmenttogetthejobdoneonti?eandonbudget.WhatactionsarerequiredforsuccessfulexecutivesponsorshipofaprojectHowdidyougetyourlastprojectWhatwereyourspecificrcsponsibiIiticsWhat didyouIikeabout theprojectanddislikeaboutthe projectWhat didyoulearnfrom theprojectTelI meaboutatimewhenyouraninto any difficultsituations.HowdidyouhandIethemTelI meaboutthetypes ofinteraction you hadwithother enployees.TelImeofanaccowpIishmentyouareparticularlyproudofandwhatitentailed.DoyouhavepeopIefromyourpastconsultingserviceswhowouldprovideaprofessionalreferenceWhatothersimilarconsultingorindependentcontractorserviceshaveyourenderedDiscusshowyouwouldenvisionworkingasanindependentcontractororconsultantforus.What confIictingrcsponsibiIiticswi11youhaveWhat wouldbeyourspecificgoalsforthisnewroleasaconsultantorindependent contractorWhat experiencedoyouhavethatyouthinkwi11behelpfulThis assignmentwi11requirealotof[describe].Wi11that beaproblemfor youThis assignmentwiIIrequireinteractingwith[describethe typesofpeople]. Rhat experiencedoyouhaveworkingwithsuchpeopIeWhatwouldyouIiketogetfromthisnewassignmentWhatarctwocarwonbutmajorobstaclesforaprojectIikethisWhatwouldyoudointhefaceoftheseobstaclestokeepyourteamonscheduIeWhatisprojectcharterWhatarctheelementsinaprojectcharterWhichdocumentwi11yourefereforfuturedecisionsHowwillyoudefinescopeWhatistheoutputofscopedefinitionprocessWhatisqualitymanagementDoyouinspectorplanforquaIityWhatisEVMhowwi11youuseitinmanagingprojectsWhatisaprojectand/ntisprogramWhatareprojectselectionmethodsWhichtoolwouldyouusetodefine,manageandcontrolprojectsWhatisriskmanagementandhowwi11youplanriskresponseWhatareoutputsofprojectclosureWhatarcthemethodsusedforprojectestimationWhatmethodshaveyouusedforestimationHowwouldyoustartaprojectIfyouweretodeliveraprojecttoacustomer,andtimelydeliverydependeduponasub-supplier,howwouldyoumanagethesupplierWhatcontractualagreementswouldyouputinplaceInthisfield(thefieldyouarcinterviewingfor),whatarethreecriticallyimportantthingsyoumustdowe11asaprojectmanagerinorderfortheprojecttosucceedWhatmetricswouldyouexpecttousetodeterminetheon-goingsuccess of your projectHowareyoursoftskillsCanyouMselI,theprojecttoateamYouhaveateammemberwhoisnotmeetinghiscommitments,whatdoyou doCocrpanieshavehistoricallylookedattechnicaIskills,butmoreandmore businessmanagersarerealizingthatnothave"people"skillstendtocrippleprojects.HowmanyprojectsyouhandledinthepastDeadIinesmetOntime/withinbudgetObstaclesyouhadtoovercomeDoyouunderstandniIestones,interdependenciesResourceallocationDoyouknowwhatProjectSoftwarethenewcompanyusesandistheretrainingforitTelImeaboutyourself.(Toavoidramblingorbecomingflustered,planyouranswer.)Whatarcyourstrengths(MakeanexhaustiveIistandreviewitexhaustivelybeforetheinterview)Whatareyourweaknesses(Whatyousayherecanandwi11beusedagainstyou!)Howwouldyourcurrent(orlast)bossdescribeyouWhatwereyourboss'sresponsibiIities(Interviewerssometimesaskthisquestiontopreventyoufromhavingthechancetoclaimthatyoudidyourboss'sjob.Bereadyforit!)What'syouropinionofthem(Nevercriticizeyourpastorpresentbossinaninterview.Itjustmakesyoulookbad!)Howwouldyourco-workersorsubordinatesdescribeyouprofessionally*(Remember,nowisnottheti?eformodesty!BragaIittIebit.)IhydoyouwanttoworkforusWhydoyouwanttoleaveyourpresentemployerWhyshouldwehireyouovertheotherfinalistsKhatquaIitiesortalentswouldyoubringtothejob*TelImeaboutyouraccomplishments.Whatisyourmostimportantcontributiontoyourlast(orcurrent)errployerHowdoyouperformunderdeadIincpressureGivemeanexample.Howdoyoureacttocriticism(Youtrytolearnfromit.ofcourse!)Describeaconflictordisagreementatworkinwhichyouwereinvolved.HowwasitresolvedIhataretwoofthebiggestproblemsyou'veencounteredatyourjobandhowdidyouovercomethemThinkofamajorcrisisyou'vefacedatworkandexplainhowyouhandledit.Givemeanexanpleofariskthatyoutookatyourjob(pastorpresent)andhowitturnedout.ihat*SyourmanagerialstyleIikeHaveyoueverhiredemployees;and.ifso.havetheyIiveduptoyourexpectationsIhattypeofperformanceproblemshaveyouencounteredinpeoplewhoreporttoyou.andhowdidyoumotivatethe?toimproveDescribeatypicaldayatyourpresent(orlast)jobKhatdoyouseeyourselfdoingfiveyearsfromnowSourceihatisprojectmanagementIsspendinginITprojectsconstantthroughouttheprojectWhoisastakeholderCanyouexplainprojectIifecycleTwist：-HowmanyphasesarethereinsoftwareprojectAreriskconstantthroughouttheprojectCanyouexplaindifferentsoftwaredevelopmentIifecyclesWhatistripleconstrainttriangleinprojectmanagementWhatisaprojectbaseIinesWhatiseffortvarianceHowisnormallyaprojectmanagementplandocumentorganizedHowdoyouestimateaprojectWhati&afishbonediagramTwist：-WhatisIshikawadiagramWhatisparctoprincipleTwist:-Whatis80/20principleHowdoyouhandlechangerequestIhatisinternalchangerequestWhatisdifferencebetweenSITPandUTPintestingKhatisthesoftwareyouhaveusedforprojectmanagementIhatarethemetricsfollowedinprojectmanagementTwist:"Whatmetricswi11youlookatinordertoseetheprojectismovingsuccessfullyYouhavepeopleinyourteamwhodonotmeettheredeadIinesordonotperformwhataretheactionsyouwi11takeTwist：-TwoofyourresourceshaveconfIictsbetweenthemhowwouldyousortitoutIhatisblackboxtestingandWhiteboxtesting144What'sthedifferencebetweenUnittesting,AssemblytestingandRegressiontestingIhatisVmodelintestingHowdoyoustartaprojectHowdidyoudoresourceallocationsHowwi11youdocodereviewsWhatisCMMIIhatarethefivelevelsinCMMIWhatiscontinuousandstagedrepresentationCanyouexplaintheprocessareasWhatisSIXsigmaIhatisDMAICandDMADVihatarethevariousrolesinSixSigmairrplementationWhatarcfunctionpointsCanyouexplainstepsinfunctionpointsWhatistheFPperdayinyourcurrentcorrpanyTwistWhatisyourcoirpany'sproductivityfactorDoyouknowUseCasepointsHowdoyouestimatemaintenanceprojectandchangerequestsSoursihatarealItheskillsyouwi11belookingatifyouhavetohireaprojectmanagerWhyareyouIookingoutforajobIhati$yourcurrentroleandresponsibilitiesWhatdidyouIikemostinyourcurrentjobHowdoesyourdaynormallookIikeWhataresomeofcha11engesyoufaceonadailybasisWhatmakesyouexcitingaboutProjectmanageenentWhyshouldwchireyouasaProjectmanagerHowdoyouhandlepressureandstressYourteamisfollowingagilepractices.Youhavetohirearesourceforyourteam.WhatarcalItheskillsconsiderwhenyouhireanewresource.Youarestartinganewproject,whichincludesoffshore/onsitedevelopment.HowdoyoumanageconwunicationsYourprojectteamdoesnothavehierarchy.YouhavecoupleofgoodtechiesinyourprojectthathassameskiIlsandexperience.ThereisaconfIictbetweentwoofthem.Botharegoodtechnicallyandveryimportanttotheproject.HowdoyouhandIeconflictbetweenthemHaveyoudoneperformanceappraisalsbeforeIfyes.howdoyouappraisepeople173.HowdoyouestimateRhatkindofestimationpracticesdoyoufollowYourcustomerisaskingforanestimate.YoudonothavetimedoFP.Butyoudonotwanttogiveaba11parkestimate.WhatkindofestimationwillyougiveYourco?panyisexpertinprovidingsolutionsforaparticulardomain.Youareappointedasaprojectmanagerforanewproject.YouhavetodoRiskmanagement.Whatwi11beyourapproachHowdoyouimproveyourtcaw'sefficiencyYouarejoiningasprojectmanagerforateam,whichalreadyexists.HowdoyougainrespectandloyaltyofyourteammeffbersYouarcgoingtobetheprojectmanagerforaweb-basedapplication.whichistargetedtowardsInsurance.Yourgutfeelingisthatitwouldtake5resourcesand8monthstodeliverthisapplication.Whatkindofresourcesyouwi11hireforthisprojectIfyouareaskedtodelivertheprojectin6months.Canyouacceleratethedevelopmentanddeliveritin6monthsWhatwi11beyourapproachWhatkindofreleasemanagementpracticesdoyoufollowYourapplicationisintestingforthelast2weeksandyouaresupposedtodelivertheapplicationattheEOD.Yourtestingteamhasfoundamajorflawinyourapplicationintheafternoon.Youcannot?issthedeadIincandyourdeveloperscannotfixthebugincoupIeofhours.doyouhandlethissituationYouhavearesourcethatwhoisnothappywithhisjobandcomplainsalIthetimeYouhavenoticedthatbecauseofthattheteammoraleisgettingspoiled.HowdoyouhandlethatresourceYourteam?$intothe6thIterationof8IterationprojectIt'sbeenreallyhecticfortheteamforthelastcoupleof?onth$asthisprojectisveryimportantforyourcustomerandtoyourcompany.Youhavestartednoticingthatsomeofyourkeyresourcesaregettingburntout.HowdoyoumotivatetheseresourcesYoursisadedicatedteamforacustomerandit'sbeenadulIperiodforyouandyourteam.Youarcnotactivelyinvolvedinanydevelo(?entactivities.Yourteanisprovidingsupporttotheapplication,whichyouhavedeliveredearIier.YourteamisgettingboredastheapplicationstabilizednowDuetobudgetissues,customeri$notgoingtogiveyouworkforanother3months.HowdoyoumotivatetheresourcesTherewasasituationwheremorethanone-waytoacconpIishthesametask.Youronsitetechleadandoffshoretechleadhasdifferentopinionsaboutdoingthisandthefeelingswereverystrong.Bothareveryimportanttoyou.HowdoyoureacttothisWhatarethepractice亳youfollowforprojectcloseoutAssumeyouareintoaproductcustoaizdtionforacustomerandtheapplicationhasgoneIivc.HowdoyouclosethisprojectYourteamisinbetweeniteration.YourcustomerwantsfewmoreitemstobedeliveredinthatiterationwhichyouareworkingnowHowdoyoureacttoyourcustomerYouareatthecustomer'splaceandyourapplicationisinDAT/stabiIizationphase.Yourcustomercomesupwithachangerequestandsaysthatit'saminoroneandhewantstoseeitinthenextreleaseWhatwi11beyourresponse/approachtoyourcustomer188WhatisvelocityHowdoyouestimateyourteam'svelocityWhati$earnedvaluemanagementWhydoyouneeditDescribethetypeofmanageryouprefer.Whatareyourteam-playerquaIitiesGiveexamples.Howdoyouprioritizeyourtaskswhenthereisn'ttimetocompletethema11Howdoyoustayfocused?henfacedwithamajordeadIineAreyouabletocopewithmorethanonejobatatimeInyouropinion,whydosoftwareprojectsfailYourcustomerwantsabugtobedeliveredatEOD.YouhavegottheBUG/CRinformationinthemorning.Itwi11notbepossibletodevelop,completelyregressthisissueanddeliveritatEOO.HowdoyouapproachthisissueYouarefollowingWaterfa11asyourdevelopmentmethodologyandyouhaveestimatedXdaysfordesignphase.Yourcustomerisnotreadytoacceptthis.HowdoyouconvinccyourcustomertohaveXnumberofdaysfordesignphaseYouhavetoseiIagilepractices(XP/Scrum)toyourorganization.Yourmanagementisveryreluctanttochange.Youaresurethatifyoudonotchangetoagile,itwillbeverytoughtosurvive.Whatwi11beyourapproachHowdoyousetandmanageexpectations(withcustomers,yourmanagersandyourteam)Forsomereasonyou'veencounteredadelayonanearlyphaseofyourprojectWhatactionscanyoutaketocounterthedelayWhatisFunctionpointanalysisWhydoyouneeditWhatisthedifferencebetweenEOandE0WhatisFTRYouarcestimatingusingFunctionpointanalysisforadistributedn-tierapplication.Howdoyoufactorthecomplexityfordistributedn-tierapplicationDoesFPProvidessupportforitYouaregettingAdjustedFunctionpointcountHowdoyouconvertitintoEffortHowdoyoumanagedifficultpeople/problemerrpIoyeesHowdoyoubuiIdyourteamsmoraleHowdoyouestimateyourSCRUM/XPProjectsHowdoyoudefinevelocityforthefirstcoupleofiterationsWhatisaloadfactorWhati$teambuildingWhatarethestagesinteambuildingDoyouconsideritasaninportantthingWhyWhatarcsomeofyourlessonslearntwithyourpreviousiterationdeliveredHowdoyouuseyourlessonslearntinyouriterationplanningSourceCanyoudescribethispositiontomeindetaiI.whyyoubeIieveyouarequaIifiedforthisposition,andwhyyouareinterestedCanyoudescribethisconpanyto=asifIwereaninvestorHowdoyougetyourteamworkingonthesameprojectgoalWhatdoyoudowhenaprojecti$initiatedandgiventoyouandyouhaveagutfeeIingthescopeistoolargeforthebudgetandthetimelineIhatformalprojectmanagementtraininghaveyoureceived,wheredidyou attend,andwhat have you learnedfrom itWeareverysiloed.canyouexplainhowyouoperateinterdepartmentallyConsiderthatyouareinadiverseenvironment,outofyourcomfortzone. Howwouldyou rate your situational leadershipstyleGive?cexamples.SoursYoumayalsobepresentedwithacoupleofcasestudies.Forinstance.,WhatifakeyerrpIoyeefallssickatacriticaltimeofprojectdelivory*andetc.Myfavoritequestionsarethe*TelImeaboutatimewhen...*questions.Makesureyouhavestoriesaboutprojectsyouparticipatedinormanaged.Especiallysharestoriesofthosethathadadifficultytoovercome(eg:budgetortimeconstraintblown)andhowthedifficultywasmanagedinordertobringtheprojecttoasuccessfulconclusion,orhowtheprojectwascloseddo?nbeforedamagingthestakeholders.SourceHowstakeholderexpectationismanagedHowinternalandexternalprojectriskismanaged(quantitativelyifpossible)Howorganizationalchangeismanaged(involvingthestakeholdersthatwi11experiencechangeintheirIivesasaresultoftheproject).How'scopemanagement*isdone,whentheprojecthasnotbeenscopedproperly-thisisnotscopecreepIamtalkingabout,merelythefactthattheuser,clientandmanagementlearnswhattheyreallywantastheprojectprogressesninetimesoutoften-incidentally.glibanswersIikeWeuseRAD.spiralmodeIs.prototypesonlyindicatethatthecandidateknowsofsuchthings,andnotthattheyknowhowtousethem.Whatneedstobereportedtostakeholders,whenandhowthedataiscolIcctcd-Inormallyfocusonfinancialmanagementtechniqueshere-doesthePMknowhowtousetheGL.doesthePMunderstandsigningpowers,howisovertimemanagedandused.etc.Howdocsdelegationwork-youdon'twantaPMthatdocsteehnicaIwork(domainspecificwork)-thePMshouldmanagetheproject(notalwayspractical,butitsoundsniceanyway).HowdoestheinterfacebetweenIinemanagementandtheProjectwork-CanthePMnegotiatewithMiddleandSeniorresourcemanagerswheninterestsconfIict.Howisprojectprogressmeasured-AnyonethattelIsmethatthe^completecalculationfunctioninMSProjectworksisignorant!!-Icanprovetoanyone?力。isinterestedthatthealgorithmisfaulty,andHowprojectteamcommunications,stressandconflictismanaged.Describeatimewhenyouhadtogivebadnewsonaprojecttoacustomer.Therearcalotmoreapproachestothisthanyouwouldthink,andanswerscanbeinsightful.Whatdidyoulearnfromyourfirstjob(IikeflippingburgersatWcD's)Theideahereistoseeiftheycangleanusefulinformationoutofsimplesituations,cantheyreflectandlearnfromanysituation.IthinkthisformofcontinuouslearningiskeyforPMs.HowgoodareyouatMSProject(orwhatevertoolyouuse)Thisi$aImostatrickquestionfrommyperspectiveIbelievethatmostofaPM'sjobispeople,soifsomeoneknowsapieceofsoftwareforwards-and-backwards,theyprobablydon'thavethepeopIeskillsrequiredtodothejob.Describehowyoumotivateandmanageamatrixedteam--wherethepeopleonyourteamdonotworkforyou.Sincethisisoftenthemode,theymustbeabletodoit.HowwouldyougoaboutorganizingaprojectthathadenterprisewideimpIicationsKhatisyourapproachtomanagingprojectsandhowdoesitvarybasedonthesizeandcomplexityortheprojectWhoshouldleadprojectsWhoshouldbeaccountablefortheproject'soutcomeWhatwasthebudgetforthelargestprojectyouhavemanagedSourceihatistheprojectmanagementstructureinyourprojectIsaPLassignedtotheprojectHowdoyouknowthataparticularindividualistheprojectleader(or)howdoyouknowthatyouaretheProjectLeaderIhatandwherearethepolicystatementsforsoftwareprojectplanningExplainthevariousactivitiesyoudo(asaPL)祐cntheprojectisstartedup.Howdoyouknowwhatyour>eedtodeIiverordoinyourprojectHowdoyoucreatetheSoftwareProjectManagementPlan(SPNP)WhattraininghaveyouundergoneinprojectplanningHowdoyouensurethatyourprojectplani$avaitableforotherstosecWherewi11youfindtheplansofotherprojectsexecuted(inthepastorcurrently)inthecenterHowdidyouchoosetheappropriateIifecycIeforyourprojectWhatarethedocumentsthatyouwi11refertocreatetheplanHowdoyouestimatetheeffortforyourprojectWhereistheestimationproceduredocumentedWhatproceduresdoyoufollowtoarriveattheprojectscheduleWhereandhowaretherisksassociatedwithyourprojectidentifiedanddocumentedWhenyoucomeintotheoffice,howdoyouknow曲atyouhavetododuringtbcdayHowdoyoureportthestatusofyourprojectHowareteammemberskeptinformedaboutthecurrentstatusoftheprojectHowdotheauditscoverplanningactivitiesHowdoestheseniormanagementreviewyourproject'sprogressHowdoyoutrackthetechnicalactivitiesinyourprojectHowisthestatusoftheprojectconmunicatcdtotheteamHowdoyoutrackthesizeorchangestosizeoftheworkproductsinyourprojectWhendoreviseyourprojectplanWhendoyouknowyouhavetoreviseyourprojectplanWhereistheplanrevisionfrequencydocumentedHowdoyouensurethatyouandalItheotherteammerrbersinyourprojecthavetherequiredtechnicalskillstoexecutetheprojectHowdoyouassigntaskstoyourteammembersWhatisthedocumentthatshouldbeconsultedtoknowaboutyourproject,theactivitiesyoudo,yourschedulesandmiIestonesSoursHowdoyouhandledisruptiveteammembersHowdoycxjhandleno