Top 10 Management

Here are 10 example management interview questions (and answers) for you to practice with:
1. Describe your management style
Example answer:  I trust my team.  I start out every project by making sure that I give clear directions and outline our overall goals,
but I make a real effort not to micromanage.  I prefer to remain hands-off when it comes to individual tasks, but at the same time, I’m
always available for help, guidance and assistance when needed.  I like to know what’s going on with regular informal check-ins, but I
try not to make people feel like I’m breathing down their necks or forcing everyone to sacrifice valuable work time in order to hold
unnecessary team meetings.  I was on a large software project a few years ago that had five people each working on a separate piece
of code that would eventually get put together into one large program.  Rather than have people start and stop work to participate in
group sessions, I set up a communication board that allowed us to message instantly either as a group or individually.  I also included
a status update section where we could post what we were all working on and how it was going.  It allowed me to stay up to date on
every aspect of the project without being intrusive and gave us all a way to work together.  It also made it possible for anyone to
reach me at any time with issues and problems, allowing us to problem solve quickly.  The entire program was finished on time and
the board was such a successful idea that I now use it with every project I work on.

2. How do you define success?

Example answer: I find a lot of value in setting goals, outlining the steps required to achieve those goals, and then completing those
steps.  This not only allows me to break down the big picture into easily actionable parts, but also gives me a good overall idea of
what needs to be accomplished.  Each box I check off on my list of tasks is a small success on the way to the larger finished project.  I
was tasked with leading a team of seven employees last year.  We had been assigned the massive task of reorganizing a technical
manual library that hadn’t been updated in years.  It was an overwhelming task overall, but by breaking it down aisle by aisle, and
even shelf by shelf, we were able to take what felt like a monster project and turn it into easy to accomplish tasks.  I also included
rewards and incentives for completing sections to keep us going.  Not only were we able to finish by the deadline, but by adding the
fun and challenge elements to the project, we remained motivated and weren’t burned out at the end, in itself a major success.

3.  How do you manage stress among your team members?

Example answer: While I find I do some of my best work under pressure, I know not everybody works that way which is why I like to
keep a close eye on how everyone on my team is doing.  If I start to notice stress or negativity within the team, I try to tackle it quickly
and proactively.  I’ll talk with the individuals and assess the situation and see exactly how I can help alleviate it.  A few years ago, I was
on a group project where we were tasked with finishing a large design for a client.  Each of the team members were assigned a
separate part of the project with the idea that we would come together at the end and present the final product.  While the majority
of the team worked well together, there was one individual who was consistently missing deadlines and slowing things down. This
created friction and stress among the members of the group. Rather than let the issue fester and potentially jeopardize the project
overall, I took the employee aside and we discussed what was going on.  He confided that he was having some personal issues that
were cutting into his work time.  We went over some options and came up with a solution where he was able to switch his hours
around and adjust his schedule to accommodate this issue.  As a result, he was able to catch up with the group, we finished on time,
and the client was ecstatic with the final results.

4.   How do you handle conflict between team members?

Example answer: There are always two sides to every story, which is why it’s so important to me to remain as neutral and open-
minded as possible whenever I hear of conflict between teammates.  I was in a situation a few years ago where two members of my
team were clearly unhappy with each other.  Rather than let it fester or ignoring it with the hope that they would be able to work it
out themselves, I sat down with them individually and asked them to explain what was going on.  We discussed reasonable and
professional solutions that worked for both parties and the matter was resolved.

5.  Tell me about a time you let an employee go.

Example answer: Nobody likes firing people, but there are times and situations when it just has to happen.  One summer I was
working as a supervisor for a local pool.  We had a lifeguard who was consistently late to the job.  As his supervisor, it fell to me to
talk to him about this situation.  I pulled him aside on three occasions and spoke with him about why he was late and how that was a
violation of the company policy and how the fourth time would be grounds for his dismissal.  I made sure to keep the HR team
involved with every step and properly document each meeting. Unfortunately, he was tardy a fourth time and I had to let him know
that he was being terminated.  It wasn’t an easy task, but it had to be done.
6.  Tell me about a time you led by example.
Example answer: To me, you can’t be a good leader if you’re not willing to also do the work.  While I set tasks for my team, I always
make sure they’re not tasks I myself wouldn’t be willing to do.  I was supervising a shop that was responsible for cleaning and testing
float monitors used in storage tanks when we got a call from a business that had several of our products in a sewage tank.  The
sensors weren’t reading properly, and he was concerned.  We did some research and realized the sensors were due to be replaced.  It
was a miserable task, but someone had to do it.  On top of that, we were short staffed in the shop which meant that the team doing
the task would be down one man and it would take two days instead of one.  Rather than make the employees suffer any longer than
they had to, I cleared my schedule, threw on a hazmat suit, and joined them in the tank.  We were able to get the whole task done in
one day and the client was satisfied.  After the work was done the two employees each approached me individually and expressed
how grateful they were to have me in there helping them out and that it made them really respect me as a leader and teammate.

7. How do you motivate people?

Example answer: Motivation isn’t a one-size-fits-all solution, so I like to really get to know my team on an individual level.  I feel like
this gives me a good feel for what works for each person.  A few years ago, I was overseeing a sales team.  While our numbers were
good, they weren’t great, and a big part of that was a result of one of the members of the team dealing with a child going through
cancer and chemo.  Because of the gravity of the situation, I decided the team needed a good carrot-on-a-stick reward with a positive
spin to it to get them excited about selling.  I promised them, if they broke the previous year’s record, that I would shave my head and
donate a portion of my salary to a local cancer charity that was working with the employee’s daughter.  This didn’t just motivate the
team, it completely re-energized them!  Suddenly the entire group was working overtime and we expanded the challenge and turned
it into a company-wide event.  We not only broke the previous year’s record, but fifteen of the employees joined me in shaving their
heads and we collected and donated over $5000 to the charity.  We had so much fun that we turned it into an annual event that they
are still participating in to this day.

8.  Give an example of a tough decision you had to make.

Example answer: When making professional decisions, I like to keep in mind the good of the company before I consider personal
feelings.  A few years ago, I was in a situation where I was responsible for hiring a new team member for a large project we were
working on.  I had managed to narrow the selection down to two candidates; a new hire who was perfect for the job and another,
established employee who was not quite the right fit for the position but whom I considered a personal friend.  While I would have
loved to hire my friend, it wouldn’t have been the right choice for the company, so I hired the new employee.  When my friend asked
me why I had made that decision, I explained it to him.  We discussed other opportunities that he would be a better fit for.  At the
time it wasn’t an easy decision, but it was the right one and one I would make again.

9. What is your biggest management weakness?

Example answer: There are times when I have to remember that although I’m the supervisor and ultimately responsible for the success or failure of
a project, that I also have to step back and trust my employees to do the jobs I’ve hired them for.  In past situations when problems would arise I
would often find myself jumping in and fixing the problem myself, bypassing the person who was assigned the task.  While my jumping in did solve
the immediate problem, it would often lead team member to feel as though I didn’t trust them or lacked confidence in their ability.  It was a hard
lesson to learn and one I still struggle with, but now, when I am faced with an issue, I step back, take a deep breath and really assess what’s going on
and how I can fix it without stepping on toes or undermining my fellow teammates .

10.   How do you delegate tasks to your team?

Example answer: I prefer to delegate tasks based on the aptitude of each team member for the task at hand.  Prior to delegation, I like to sit down
with my team and discuss the project.  We break it down and determine exactly what needs to get done and who is the best person for each task.  I
review each assignment personally and make sure that the individual it’s assigned to has the level of knowledge and skills to complete the task in the
time required. A few years ago I was brought in to replace a project manager in a store that was, for lack of a better word, failing.  The sales team
was unmotivated, the customer complaints were a mile long, and the entire store was dirty and disorganized.  We closed shop for 24-hours so I
could sit down with the entire team and discuss what was going on.  Within an hour of talking to the employees, I discovered that the previous
manager had spent their time pitting team members against each other, scheduled work hours and tasks based on who they personally liked, not
what the employees had actually been hired to do, and had made working there miserable for most of the employees.  We completely restructured
the entire team based on what each person’s strengths and skills were.  We also spent the rest of the day cleaning and reorganizing the store.  The
next day we opened with everyone in their new roles and with new tasks assigned.  Within a week we were doing better numbers than had been
done the month prior, and within six months the store had become one of the top performing stores in the area.  It made me feel so good knowing
that I had helped turn the store around and all it had taken was actually listening to what the employees had to say and delegating them tasks and
responsibilities based on their skills and strengths
There is a critical deliverable that requires a key resource to work overtime and on weekends to deliver. He however does not
want to stretch beyond office hours to meet the client expectations, despite being compensated handsomely for the extra effort.
How will you handle this situation?

Understand the reasons behind his denial. Identify the problem and support him with empathy. Coming back to deliverables, identify
the dependency with that critical resource like his relationship with stakeholders is unique or his availability at late hour meeting, or
his niche technical skills. Solutions are different for each dependency. Offer your flexibility with different options. A good professional
always agrees with options that don't concern him. Long-term plan is to train your team with cross skills and make your backup plans
for each crucial resource.

this is silly, just dont make a blanket statement, as a leader / manager get a breakdown of the task and tell him clearly like 2 weeks
working on weekend etc. For every day worked on weekend, give 2 days comp off is what i would do to motivate him, after all no one
wants to work on weekends when your own managers are taking it easy.

Suppose there is a lot of attrition in your team. What would you do

In my team attrition will not be at an alarming level. Secondly I should be expecting an attrition before hand. But if I am put into a
team where there is a high attrition then I would first try to access the root cause of employee demotivation. I will then declare within
the team and outside about the action items I own after the analysis. This will give confidence to my team that I am seriously
concerned and I will be doing something about it. Then I will work with all the partnering teams and other people who regularly
interact with my team to take feedback about each person and what they think are good or not so good about them. I will then call
for 1:1 meetings with my team members and just hear their perspective. Later I will compile and derive the nature of dessatisfaction.
It could be non-interesting work, lower wages, lack of growth etc. Then I will work with my boss to see if anything can be done to
address the issues. If viable then I will communicate in a subtle way what can be done. I will definitely not give a false promise

How do you manage team conflict?

As a manger one should find out the root cause of the conflict. If the cause is diagnosed then resolving it should not take much effort.
However, as a manager you should speak individually to both of your team members how are in conflict and show case broader
picture which they are failing to achieve because of the conflict. Try to address the root cause of the conflict.

As a manger one should find out the root cause of the conflict. If the cause is diagnosed then resolving it should not take much effort.
However, as a manager you should speak individually to both of your team members who are in conflict and showcase broader
picture which they are failing to achieve because of the conflict. Try to address the root cause of the conflict.

Top 45 Project Manager Interview Questions For 2020

Being a project manager requires you to wear a ton of different hats while in your position. At anytime during the life of the project
you may need to be a leader, a planner, a “budgeter”, an organizer, a politician (yep!) and more.

45 Project Manager Interview Questions

1. Tell me a little about your background and experience…
2. What is your project management style?
3. What’s type of project would you most like to work on?
4. How do you handle an under-performing team member?
5. What, according to you, is an important quality to have as a project manager in order to succeed?
6. What’s the biggest mistake you’ve made on a project?
7. Do you have budget management experience?
8. How do you communicate bad news?
9. Do you have international project team management experience?
10. How do you deal with changes to your project?
11. Which project management software and tools do you prefer using, and why?
12. How do you manage people on your team who are resisting change yet leadership is requesting something
different?
13. Suppose you are working on a project with an original scope of a few months and you are told that you instead
now have a few days — how would you handle it?
14. Describe a project that you have managed and the steps you took to see that project completed.
15. Do you have budget management experience?
16. Do you have outsource personnel or supplier management experience?
17. What is your delegation style?
18. What do you do when you realize a project is off deadline?
 19. How do you begin a newly assigned project?
20. Has a colleague or manager ever challenged your decisions? And if so, how did you handle it?
21. How do you set goals for your team? And how do you track these goals?
22. What project management software do you use?
23. What’s the most critical or difficult issue you’ve had to deal with while managing a project?  How did you solve
it?
24. Tell me about a situation where you were faced with a major project altering decision where you had to go
over your managers head…
25. How do you improve your skills and abilities regarding project management?
26. Can you work with a company that does not have project management software?
27. How do you resolve conflicts as a project manager?
28. What is the first thing you do when you start a project?
29. Do you prefer working on a single project or multiple projects at the same time?
30. How do you handle risk in a project?
31. Why do you like being a project manager?
32. Have you worked in this industry before?
33. What’s your leadership style?
34. Do you seek help outside of the project team?
35. How do you prioritize tasks on a project?
36. Describe the agile development process…
37. Which project management methodology do you prefer? And why? (Agile, Waterfall, Scrum, Kanban) – If you
want to brush up check out this helpful flowchart. The approach will depend on the
project https://www.lucidchart.com/blog/agile-vs-waterfall-vs-kanban-vs-scrum)
38. How do you communicate with customers, sponsors and stakeholders?
39. How do you keep your team members motivated?
40. Tell me how you schedule projects and establish timelines…
41. What is the largest number of projects you have handled at the same time?
42. Are you PMP certified?
43. When do you know the project is off-track?
44. How did your last project end?
45. Do you have any questions for me?

Common Behavioral Interview Questions

 “Describe a situation where you disagreed with a supervisor.”
 “Tell me about a time you had a conflict at work.”
 “Tell me about a situation where you had to solve a difficult problem.”
 “Describe a project or idea (not necessarily your own) that was implemented
primarily because of your efforts.”
 “Do you feel you work well under pressure? If so, describe a time when you have
done so…”
 “Give me an example of a time when you motivated others.”
 “Tell me about a time where you had to delegate tasks during a project”
 “Give me an example of when you showed initiative and took the lead.”
 “Tell me about a time when you missed an obvious solution to a problem.”
 “Tell me about your proudest professional accomplishment.”

Scenario #1) You’re applying for a job as a project manager. You’ve got tons of experience but know that you’re also up against
some stiff competition with equally qualified candidates. How do you make yourself stand out?
A) When I read the job posting I noticed that you specifically mentioned you were looking for someone with project management
experience. As you can see on my resume I have over 10 years of experience as a project manager, but what I think really sets me
apart from other candidates and will make me a valuable addition to your team is my ability to combine that with my people skills. I
really value lasting relationships and actively seek to build those with developers, vendors and senior managers alike. I also enjoy
interacting with customers and know that a happy customer is a repeat customer. My passion for this industry and the job I do drives
me to deliver high-quality work every day.

Scenario #3) You’re switching careers and the job you’re applying for is in the  banking industry but your background is construction
management. How do you make your past work history mesh well with what you’d like your future work to be?
 A) As you can see by my resume, the majority of my employment history has been as a construction manager, a role which has
given me a good understanding of how regulated businesses, including banks, work.  I noticed in your posting that you were
specifically looking for someone to help manage and coordinate new accounts. As a construction manager, I was responsible for not
only organizing employees and tracking projects, but was also responsible for managing corporate accounts, employee payroll and
company credit cards. I developed a good understanding of the current regulatory environment for banks and how they meet the
tracking and reporting requirements as they relate to the accounts I managed. I am confident that my past experience will translate
well into the position you are offering and I am excited to begin this new chapter in my career

“How Do You Handle Stress?”

Management Level Position
While I personally enjoy a bit of stress in the job as I love a challenge, I know that stress in a team can be a problem as not everyone
feels that way. When I know there’s a stressful situation or a task that’s causing my team some anxiety, rather than expect them to
deal with it like I do, I prefer to seek them out individually and check in with them about their concerns and how they’re handling the
workload. A few months ago, we had a big project come through that meant a lot to the company. We divided up the project and I
assigned parts to each of my team members. At first things were going well, but then I noticed a serious slow down in productivity.
This meant things were piling up and I started to get stressed about the fact that we were falling behind, and I was afraid we wouldn’t
reach our deadline. I went to each team member and spoke with them individually, trying to see where the slowdown was
happening. I found that one person on the team had accepted a task they were struggling with. The team member and I put in some
extra hours working on that task together and managed to bring the whole project back on schedule. Not only were we able to meet
our deadline, but the team member who was struggling got some valuable training during our one on one time and we’ll be able to
avoid future slowdowns if we find ourselves in a similar situation again. I’ve also made sure to let all my members know that I have an
open door policy and to always come to me when they’re struggling. A good team is one where everything is well balanced, and that
includes stress levels.

You’re working on a project with a tight deadline but you find that you’re unable to complete your section because your coworkers
and your supervisor are unavailable to answer a few key questions. How do you deal with the situation?
“This is a tough one. The first thing I would do is really sit back for a moment and assess the situation. I would look at the project
overall and see if there was a way for me to perhaps redirect my focus onto other areas I could work on by myself without their
assistance and postpone the parts I need help on until they were again available. If that isn’t a possibility, then I would make sure to
exhaust every avenue I have at my disposal to try to get in contact with them.

I actually ran into a similar situation on a project a few years ago where I needed to get some specific answers to a problem before I
was able to move forward to the next step. Unfortunately my co-worker who had the answers was in an area where I was unable to
reach him in time. I managed to continue working on sections that didn’t require his input and by the time I was done with those, he
was back in range and able to answer my questions.

Not only did we make our deadline, but by getting the other sections done first, we were able to focus all our attention on the final
segment and really bring it together in a way that exceeded our clients expectations. It was a real win! Staying calm and focused and
making sure I was doing everything within my power to make the project a success gave me the ability to figure out how to work
around the situation successfully.”

You’ve been assigned a major project and are halfway through when you realize that you’ve made a mistake that requires you to
go back to the beginning to fix it. How do you handle that while still trying to make your deadline?
“The first thing I would do is stop whatever I am doing on the project and really investigate the mistake. Is it small enough that I can
correct it without losing time? If so, I make sure that I rectify the situation immediately and move forward.

If it’s a mistake that requires a full reworking of the problem and the solution is going to force me to come close or even miss my
deadline, I would make sure to immediately inform my supervisors and let them know what is going on. Ideally it would be a situation
where I could adjust my work accordingly and, if needed, put in the extra time to make the deadline without compromising the rest
of the project.
If the mistake is a result of my work, as painful as it might be, I have to come clean. If nothing else, it can provide a learning
opportunity for any other people I might be working with who are in similar situations or dealing with similar scenarios.
I was actually working one of my first jobs just out of college and ran into a situation just like this…”

You’re a team leader. What would you do if the work of one of your subordinate team members was not up to expectations?
“As a team leader, it’s my responsibility to keep the team moving forward and progressing through our tasks. If I have a member who
is not living up to expectations, I would first try to investigate why the individual is having a problem and whether it is something I can
help solve.
The first step is to determine if the problem is personal or professional. If it’s professional, then it’s my job as the leader to try to help
the individual get the assistance they need to bring them up to the level the rest of the team is delivering at and expecting.
If it’s a personal problem, I would keep an eye on that person and make sure that it doesn’t continue to affect the professional work
they’re doing. If it is a situation which requires time away and the company can afford to let them go for a while, I would encourage
them to deal with the problem and then come back ready to rejoin the team.
If it’s a situation where they need to take more time than the company can allow, I would try to suggest that the individual solve the
problem on their own in such a way that it doesn’t continue to affect the rest of the team.
I encountered a similar situation with a co-worker at my last job when…”

You have reason to believe that a co-worker is preparing to divulge company secrets to a rival corporation. These secrets have the
potential to really damage the company. How would you deal with this situation?
The first thing I need to do is stop and really look at the situation. Are my suspicions based on actual proof or are these
unsubstantiated allegations? If I don’t have actual proof or hard evidence and am relying on suspicion, then I would approach my co-
worker privately with my concerns. There are times when personal emotions cloud people’s minds and can lead them to say things
that they might not actually mean and which might be misconstrued as something more than just venting.
I would approach the conversation as a dialogue rather than a lecture and make sure I hear from them exactly what is going on. I
would much rather confront the individual one-on-one and discuss the situation in private with them than run to superiors with
nothing more than suspicions. Crying wolf in a situation like this could potentially ruin not only my co-worker’s career but my own as
well.
If I have hard proof of my co-worker’s intent to divulge information, then it’s absolutely imperative that I make sure my supervisor is
aware of what is going on. As uncomfortable and difficult as it might be to turn in a co-worker, professional ethics are very important
to me. If I don’t let the company know, I could be guilty of withholding information, which could have long term ramifications for me
both professionally and legally.
At my last job we actually had an employee who would joke about just this thing…”  

How would you handle a customer who isn’t happy with your service even though you’ve done nothing wrong and they’re actually
the ones who have made the mistake?
“No matter what they’re unhappy about, it’s my job to make sure that they’re treated with respect, and the best way to
demonstrate that respect is to listen attentively to their concerns. Ideally I’d like to make sure that I’m addressing the problem in such
a way that I’m not missing any opportunities to turn what has started out as a negative experience for our customer into a positive
experience.
My goal is to ensure customer satisfaction, but I am also aware that there are individuals who will never be satisfied. If it’s a situation
where I have tried my absolute best and done everything in my power to solve the situation in a way that maintains both my integrity
and the integrity of the company, and I’m still not having any success with the client, I would then involve my superior as a last resort.
I encountered a situation just like this when I worked retail one summer. We had a customer who was notorious for being difficult…”

“What makes you unique” For a position that requires a team leader:
"I find that it’s easy for me to relate to a wide variety of people. For that reason, I really thrive in a team environment. I enjoy
discovering each of my teammates skills and strengths and helping use those to determine which tasks they would be best suited for.
In my last job, I was in a group that was tasked with completing a complicated task. Our team leader was easily frustrated and would
often take that frustration out on other members of the group. At one point, we were doing more arguing than working, and I
realized it was because our team leader was more interested in the hands-on aspect of the project than the management aspect. I sat
down with him, and in a non-threatening way, explained what I’d noticed. Together we went over each of the members of the team
and determined what tasks they would excel at. The next day we reassigned everyone tasks, created an open discussion format for
raising questions and concerns, and set up a timeline for completing the project. Not only did we get the project done on time, but
the next time we were assigned a project, I was put in charge and I loved every minute of it. I know the position you’re hiring for
requires teamwork and group projects and I would enjoy continuing to work in an environment like that."

How Would You Describe Yourself?

Tailored answer: “I’m organized. I really enjoy working with a wide variety of people to achieve a common goal efficiently and
realistically. For the last five years, I managed a team of seven engineers as we worked on four projects simultaneously. Each project
fulfilled its responsibilities ahead of schedule.”
“I’m dependable and detail-oriented. I take my job seriously and once assigned a task, will see it through to completion. At my last
job we lost a worker to injury and did not have the budget to hire a replacement, so I volunteered to pick up the slack, often working
long hours into the night. We didn't miss a beat.”
“I’m comfortable adjusting to any situation and don’t get flustered easily when faced with unexpected challenges. I proved this
during my tenure at Hershey’s when we had a power outage on Christmas delivery day but every last bar of chocolate still left the
factory.”
“Where Do You See Yourself in Five Years”
Example 1:
“Let me start by saying that I’m really excited about the position we are discussing and my number one goal is to do the best job I can
at this role. Having said that, if down the line there’s an opportunity for advancement and I’ve proven that I have not only the skills
and experience needed to take on this next level of responsibility, then of course I would be interested.”
“I’m also really passionate about the work I do and would love if there were  opportunities for me down the line to also be able to
mentor other employees or new recruits  to be successful within this position, perhaps as a manager or supervisor.”
Example 2:
“From the moment I read the job description for this position I was really excited about your company’s role in the community, and
for this reason, am thrilled at the possibility of working with you for a long time.  I’m very passionate about outreach and I’m looking
forward to the opportunity to be heavily involved in this area.”
“While my main focus moving forward will be on the position we are discussing today, I’m hopeful that I’ll be able to grow
within this position to take on more and be a part of new and exciting projects in the community.”
“I’m really driven to achieve both mine and the company’s goals, and it is my belief that this stability will allow me to do so
as I grow within this role.  Five years down the road I see myself growing into a supervisor or manager where I’ll be able to use my
skills to support and influence others.”

What Are Your Strengths and Weaknesses?

“I’m a problem solver.  I love taking a problem and looking at it from every angle.  I enjoy work that challenges me and pushes me
to think outside the box.  I enjoy situations where I am allowed to work with other people to come up with creative solutions.   At my
last company we were asked to come up with ways to increase our work flow without decreasing our accuracy.  By really analyzing
what every department was doing and finding ways to work together more efficiently, I was able to not only streamline the process,
but made it possible for us to beat our previous deadline by three days with a superior product as an end result.”
“I’ve always been known for my work ethic.  I am committed to meeting deadlines and taking responsibility for the quality of
my performance.  A few months ago I was working with a client who had us on a tight deadline.  There was a mix-up in the delivery of
some key paperwork and it didn’t get to our office until closing the night before the deadline.  Rather than go home and ignore the
problem, I stayed late and finished the project, making sure that our deadline was not only met, but that the report was accurate.”
“I’m a people person.  As a customer service rep for the past five years, I’ve learned how to deal with a wide variety of
personalities.  I enjoy handling tough cases as it gives me a chance to problem solve.  I enjoy interacting with the public and love
doing outreach.  Two summers ago I was lucky enough to be a part of the Black Friday crew.  A lot of other employees found it
stressful and didn’t enjoy it but I really found that I loved the excitement and the rush of having so many people come through so
quickly.  Not only was I constantly engaged, but I was able to provide one on one shopping assistance to a few last minute gift
buyers.  Not only did I have a great time but my team had the highest receipts for the entire weekend!  It felt great.”

Examples of Strengths You Can Use

If you’re still struggling for good strengths, consider trying to fit one or more of these (but remember, no more than three…) work
strengths into your answers. (And obviously make sure they apply to you!):

Solid Leadership skills Solid Management skills Willingness to take on responsibilities Ability to meet deadlines Determination
Problem Solver Flexible Clear attention to details Quick Learner Strong People Skills Team Player Creative Reliable Positive
Able to work independently Organized Hard Working

1) What is your greatest weakness? (OR) What is your biggest weakness?

“I have a hard time letting a project go or sharing a task with others because I’m always convinced that I can do it all on my own and
that asking for help will be taken as a sign of weakness. This has led to me taking on projects that have overwhelmed me and resulted
in me being frustrated and angry. It hasn’t been easy learning to let go, but I’ve been working on trusting others and sharing the
responsibilities for projects and as a result, have been able to really accomplish some incredible things."

2) Tell me…. what are your weaknesses?

"There are times when I’m too blunt and honest and might seem aloof. I tend to say the first thing that comes to my mind without
thinking about what I’m saying first. When I’m dealing with other people this can come across as cold and even a little mean which
isn’t my intention at all. Once I realized I was doing this it was a matter of slowing down and thinking before I say something to
someone…especially when I’m giving people feedback. I’m actively working on making sure that my criticisms are constructive and
that I’m leaving people with solutions and options rather than just shutting them down"

3) If you could change one thing about yourself, what would it be?
 “I hate confrontation and in the past found myself at times compromising what I wanted or needed in order to keep the peace. This
was a real problem, especially in team situations or when I was supposed to be leading a group because there are times when you
need to tell people things they might not necessarily want to hear. Since then I’ve realized this is a weakness of mine and I’ve worked
very hard to overcome it. Now instead of avoiding those situations, I take it as an opportunity to practice being more assertive
without coming across as difficult. I take the time to listen to each side of the situation and make sure that if I have any comments or
criticisms that they are constructive and that the solutions I offer are actual solutions and not just “peace patches.”

4) Are you working on any sort of developmental goals currently? Do you set goals for yourself?
“My goal is to be involved in more team tasks. I have a hard time delegating and realize this is something I need to work on. Being
the only one in control isn’t always realistic or possible and my desire to control every aspect of a project can not only slow me down,
but can also give my teammates the impression that I don’t trust them or value their work. Because I know this is something I have to
work on, I like to volunteer for team projects. The experiences, while initially uncomfortable for me as I had to learn to let things go
and rely on other people, have really helped to open my eyes to the value of cooperation. As a result I’m discovering that projects,
which would have been fine if I had done on my own, are ten times better as a result of the input and work of the entire team.”

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1. How do you handle the pressure?

I stay calm under pressure and handle it well. My complete focus is on the job done.

2. How do you motivate yourself?

I am very self-motivated. I enjoy my work, so I am always looking for new ideas to bring to the table. With my passion
being the work that I do, I am always giving my full potential to all my tasks.

3. Why are you leaving your current position?

There isn’t much growth opportunity at my current workplace, and I’m ready for a new challenge.

4. What is the most challenging thing about being a manager?

The most challenging thing about being a manager is also the most rewarding. It is easy to handle your performance,
however, as a manager, you are responsible for your teams. So you must continually measure their performance, set clear
expectations, goals, motivate them, and keep them focused. It is a great feeling to be able to accomplish this.

5. How do you manage your workload?

I prioritize my task by what is most important and urgent to least important and urgent. If there are some tasks that I can
assign to others, I will also delegate.

6. What kind of work environment do you prefer?

I am flexible to my work environment. I can adapt according to almost any situation.

7. Do you take your work home with you?

I know the importance of getting work done in a timely manner. So when I need to, I will take work home with me if
needed.

8. Why did you apply for this position?

I wanted to join a company like ABC that values their employees and helps them achieve their potential. This position is a
great fit for my current skills, so I will be able to contribute to the company immediately. There is also an opportunity to
continue to develop my abilities to the next level and help in company’s continued success.

9. What do you think your employees would say about your management style?
They would say that I’m straight-forward and my actions are aligned with the goals of the company. They would say that I
am an open communicator and give them the tools they need to succeed.

10. What are qualities of a successful manager?

A successful manager must also be a leader because that is how you can motivate and influence your employees to
perform at their peak ability. A manager must also have the vision to take the team and company.

11. How do you motivate your employees in tough times?

I believe that as a leader, I have to be the one who is constantly driving an atmosphere of positivity and focus. I make sure
that I am acting and saying positive things about my employees. I remind them daily of the goals and celebrate as we
accomplish them.

12. How do you delegate an important assignment to others while ensuring that it will be completed successfully?
I try to match up the strengths of my employees with the task or if it is something they are learning. If it is the latter, I will
provide support and check in to ensure that it’s completed correctly. With an employee that is strong in the task, I will
check in periodically. Either way, I set up milestones for the employee to let me know how they are progressing.

13. Do you have an example of when you motivated your staff using a reward?
I communicated the reward and the goal to the staff and ensured they understood how to win the reward. Then on a daily
basis, each employee had to keep track of their progress with the rest of the team. That kept each member personally
accountable for the reward. This gave an additional motivational piece for them to complete the goal.

14. What are some of your weaknesses?

I have started multiple projects at one time. I know that it is more productive to complete one task at a time. So anytime I
catch myself doing this, I take a step back and prioritize my work.

15. What type of pace do you work?

I keep a steady pace. This way I am being efficient with my time and going at a pace that I do not make mistakes.

16. What do you think will be the most challenging part of this position?
It will be to build the relationship with my employees because that will take time. However, I also feel it is one of the most
rewarding part of this position. I enjoy relationship-building and helping others to achieve their success.

17. Why should we hire you?

(Refer to the job description for this question) You need a manager who is confident, goal-driven, and can motivate your
team. I have those qualities and will be able to take the team to the next level that your organization needs.

18. How do you keep updated on your management skills?

I continually read a book about the subject matter. I listen to feedback that I receive from my leaders and implement
them. When opportunities arise that will provide a challenge to my current skills, I will take on the task.

19. What do you think are important aspects of a team?

To have a diverse group of people who have a basis of trust and respect for each other. The communication level must be
high and the ability to work together as a team.

20.Do you have experience with setting budgets?

Yes, I have set budgets in the past. I look at what the typical cost for a certain activity would be based on history or other
manager’s experience. I set the budget based on these metrics.

21. What was the least rewarding part of your previous position?
Some of the paperwork that I would handle for another department on an occasional basis.

22. What will you contribute to this company?

I will contribute my experience and knowledge. I have vision.  Moreover, I have necessarily experienced in the areas that
this company will need to grow and I have a plan that will facilitate that growth.

23. What is your greatest strength?

My greatest strength would be my ability to drive my team to excellence. I give them all the tools they need to be
successful, communicate on an open level, and constantly evaluate performance.

24. How would you go about delivering bad news or a decision that will not be popular?
I would state the news, the reasons behind the news/decision, and I would focus on the positives. I would also take time to
ask questions or feedback and answer accordingly.

25. How do you establish rapport with a new employee?

I will have an initial one on one meeting with the new employee to let them know what my expectations are and also learn
about how they like to be managed. That’s a way I will understand how to be effective when I communicate with them.

26. How do you communicate an expectation to an employee?

I make sure that there are no distractions when I am speaking to the employee. We will meet on face to face, and I will
clearly state what the expectation is. I will ask if they have any questions and ask them to re-state it, so we are on the
same page.

27. How do you go about coaching an employee who is not performing where they need to be?
I will go over what the expectation of their performance is and show them where they are currently at. I will ask them
what they think they can do to help improve their performance. Depending on what their response is, I will offer additional
suggestions and reinforce my confidence that their performance will improve if they take suggested actions. At the end of
the conversation, I would set the expectation that their performance must improve.

28. How do you manage the performance of your employees?

Me and the employee, together, will create achievable goals based on the company goals and their own goals. On a
regular basis, I will give feedback to my employees on how they are performing.

29. A high-performing employee has recently been under-performing. How would you deal with the situation?
I would show them their performance history so they can see the drop in their performance. I would then ask them why it
has changed. I would reaffirm my commitment to help the employee get back on track and offer actionable steps. I would
ask for the employee’s input as well and draw an action plan for improvement based on this.

30.When you enter a new workplace with new employees, how would you go about gaining rapport with them?
I would meet them all on a one on one basis as soon as possible. I would use that time to get to know each employee
individually. I would ask them what their strengths and what they want out of the manager. That way I can adjust my style
to each employee accordingly.

31. How do you handle conflict with two employees?

I would diffuse the situation by speaking to each employee individually about the situation. After understanding each side,
I will find some mutual solutions for the conflict. Then I  bring both the employees together and mediate a resolution.

32. How do you handle failure?

I take failure as a learning experience. I go back and understand why I failed. That way I can ensure that I don’t make the
same mistakes again.

33. How do you solve problems?

I find out as much as possible about the problem. Then I look at all possible solutions. If there are others who may have
some valuable input, I will also find out what their thoughts are. Based on this information, I will choose the course of
action that will be the most effective.

34. Describe how you would manage your work week.

I would use Monday to come in early and prioritize my work for the week. I will set up deadlines and goals for each day of
the week. I would make sure that I allocate some time each day for a certain task that may come up. That way, I have a
plan of attack for each day of the week and also time to handle unexpected activities.

35. How would you explain your management style?

I am a relationship builder. I get to know my employees and gain their trust and confidence. I am very direct and to the
point in my communication style so there is no ambiguity in my messages.

36. How would you go about disciplining an employee who is continually under-performing?
I would have given them the opportunity to improve their performance first and set those expectations. In this
conversation, I would also ensure they understand what will happen if they do not improve their performance.
However, if they are still under-performing, I would refer to the guidelines of the organization first to take the necessary
action steps. Then I would meet with the employee and show them how they have not been performing.
I would tie that to the action steps that are necessary from this point. We would then set expectations and a plan to
improve performance. If the performance issues continue, then we will continue the disciplinary steps.

37. How do you handle different personalities of your employees?

I get to know each person on an individual level so I can adjust my style to suit each person effectively. It’s a positive thing
to have people with different personalities because you can get a lot of different viewpoints that are valuable for ideas and
decision-making.

38. How do you adapt to change?

When a change occurs, I ensure that I have all the information about it first. I understand all the implications and the
possible reactions to the change. As a manager, you must be the first to adapt to the change, so I adjust accordingly. Then
after communicating the change to my employees, I help them improve and show my buy-in to the change.

39. What do you find most rewarding about your previous position?
I found it very rewarding to help my employees achieve success and move on to different roles. There is nothing more
satisfying than watching someone grow and achieve their potential.

40. Have you ever challenged the status quo?

Yes, I looked at processes that have not been successful, to find ways to improve that process. Once I have my plan, I will
take it to my leader. I keep to the facts and show how the current way of doing is not effective and how a new approach
would be beneficial.

41. How would you handle a decision that you made that did not have the effect that you were expecting to achieve?
I would trace the root-cause and try to minimize the damage. I would then take this as a learning opportunity and try a
different solution for the current problem. However, if it is not possible to do this, I would ensure that I do not take the
same decision in a future situation.
 42. How do you evaluate what success is?
At work, I evaluate success by meeting the goals that have been set forth by my leaders and team.

43. What are your goals for the future if you are hired in this company?
To continue learn and take on additional responsibilities. I see myself contributing as much value as I can.

44. How will you achieve these goals?

This company has training for their employees that I would be interested in attending. I also plan to continue my
professional development by attending seminars, continuing my education, and other activities.

45. How would you go about disagreeing with your supervisor about a decision that you know is not the right one?
I always build a strong working relationship with my supervisor so, in situations like these where I have a different opinion,
I can openly speak to them. I would stick to the facts. I explain the implications of that decision to my supervisor. Then I
would help come up with alternatives.

46. How do you show confidence in your employee’s ability when you assign them a task?
When I delegate the task, I talk about, how I thought that they were the best person to handle this task. I give them all the
resources they need to achieve success. I follow-up and set deadlines as well. During these follow-ups and deadlines, I
make sure to show my confidence in the person on their progress.

47. An employee reports a problem to you, how do you go about solving it?
I will review all the relevant facts to consider alternatives. I will then decide on the most appropriate action.

48. How do you motivate an employee who is reluctant to take on an additional task?
I take a look at their needs and perspectives to understand why they are reluctant. I would ensure that they have all the
tools necessary to complete the task I would communicate the goal, gain commitment, and establish a reward or incentive
that will motivate the employee.

49. You are at a point with an employee that it is best to have them leave the organization. How would you go about
the conversation?
I would clearly state what the expectations from this person have been and the track record so far. I would tie that in with
the decision that it is time to let them go from the organization due to performance goals not being met. In these
situations, it’s important to stick to the facts.

50. An employee wants a promotion, however, he or she is not qualified for the new position. How would you have the
conversation with the employee?
I would sit them down and let them know what the qualifications are for the position and explain the reasons why they are
not ready for the position. Then we would work with the employee to put together an action plan that will help them work
on the skills they would need for the position. I would regularly check on how they are progressing to ensure they are on
the right track.

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18 Project Manager Interview Questions
1. Please describe yourself, your background briefly.
I was born in 1991 in New Jersey. I grew up in New Jersey and went to high school there. I have
completed my university education in Georgia Institute of Technology in the field of computer science. After I
graduated from university in 2013, I applied for the software analyst position of Accenture in Plano, Texas.
After a couple of interviews, I got the job and since 2013, I am working at Accenture as Software Analyst. I
have worked in eight projects until now and the biggest one was shopping cart customization project of
Walmart website. Project took eight months to complete. There were four software analysts and I worked as
the lead analyst and supervised the other three analysts. There were 11 software developers and 6 test
engineers. In total, project team had over 20 members. Last year, I got a promotion from the employer and
my title has changed as Lead Analyst. This is my background in brief.

2. What was the biggest or most challenging project you managed?

The most challenging project I was involved was Golden Gate Bridge Construction Program. I was managing
the project of construction of the towers that will carry the bridge. There were three architects, six civil
engineers and 47 construction workers in my team. In total, I managed 56 project team members during
this project. The most challenging part of the project was meeting the deadlines. Because, several other
projects were dependent on my project. Any delay in my project was causing delays on the rest of the
project. For instance, a one-day delay in my project was causing 200 hundred construction workers to wait
 for our work to be completed. And the cost of one-day delay was around $80,000. This was causing a big
pressure in executive management of the company and therefore it was a big challenge for me as well.

3. Do you have budget management experience?

Budget management is a crucial aspect of project management. 
I have managed the project budgets in my projects as well. I managed up to 35 million dollar project budget. I
was in charge of approving expenses and procurements in my projects. I was contacting directly with the
vendors during procurement and managing the communication with finance department of the company.
In case any additional funding needed, I was organizing meeting with the project sponsor to express the
reasons of additional funding. I was responsible for finding additional funding for the project when needed.

4. Have you ever failed in a project? Do you have any experience of handling failures?
Success and failures, these are inevitable facts of life and your professional career as well.
When I was managing a telecommunication project, after our software package deployment, subscribers of the telecom
operator could not make calls from a specific region. This was the biggest failure I had in my projects.
Actually, we did all post deployment tests and everything was green. Next morning, I woke up with the phone call of my
customer. He was so angry and complaining that 87 subscribers reported that they could not originate a call from their
phone. I tried to calm down the customer on the phone and told him that we, as whole project team, will be arriving on
site in one hour to investigate the problem and fix it.
Right after my customer phone call, I called the software developers and test engineers to come back at office to
investigate this issue.
We were in the office, whole project team, in 45 minutes. Our software engineers investigated the problem. However,
they could not find any hint regarding the problem. Majority of the subscribers were able to do calls without any
problem. Customer was getting angrier each minute because as the time passes, number of complaints started to
increase.
All reported incidents were from Louisville, Kentucky. We thought that this is a local problem affecting only a part of the
subscribers. We contacted with three of the subscribers who reported this problem and asked them to re-initiate a call. In
the meantime, our software and test engineers collected logs of the failing calls. After analysis, they found that a
customized routing for Louisville city was not updated by customer during deployments. After defining the routing,
problem was resolved. It was a long six hours of my life. Customer was on my neck and asking the situation each minute
while we were trying to fix the issue.

5. How do you monitor projects whether it is going on track?

The primary responsibility of the project manager is completing a project scope on time and on budget in the
agree quality levels. To do this, a project manager must use his or her skills and project management tools.
After I completed the initial project planning, I take a baseline. I use this baseline to compare the progress
of the project and actual values against the baseline. Each week or in every two weeks, I forecast the
duration and cost of remaining project activities with my team to determine whether the negotiated deadline
and budget will be met. I use Microsoft Excel to keep track of issue log. I assign an open issue to a project
resource or any external resource in project issue log. I set a deadline for the issue and I follow the issue until
it is resolved. I use Microsoft Project for creating project plan. However, I have used Jira software tracking
tool as well. When I am using Microsoft Project, I compare the actual values of the tasks with the baseline
values. This helps me to see whether a task is on track, behind schedule or ahead of schedule. When I am
using Jira, I create my own dashboards for late tasks or open tasks. I report these tasks to the assignees each
week or more frequently if they are urgent

6. Can you tell me an example of how you communicated a failure to your team, manager and
customer?
Bear in your mind that, failures, emergencies or critical points about a project must be communicated face to face. If
face-to-face communication is not possible, then, you should choose teleconference meeting or phone call.
We were working on an online learning portal project of an oil company. Deadline of the project was Feb 15, 2016.
Although we completed our development tasks and internal tasks on time, customer could not complete their
acceptance test on time.
Executive management of the customer was pushing to deliver the project on time. However, since customer could not
complete their acceptance tests, it was risky.
First, I called my manager. I wish we could have spoken face-to-face but she was in a business trip at that time. I told
her the situation. She agreed with me to speak about the risk of the situation with the customer.
Then, I organized a meeting with the project team. I told the team that they did all they have to do. I added in the
meeting that, we, as project team, met our deadlines and objectives. However, customer could not complete their
acceptance tests on time. Therefore, we will be postponing the project launch for one month. This made some of the
project team members upset because we were working hard to complete the project on time but the project was
postponed because of a customer-sourced delay.
 Finally, I organized a meeting with executive management of the customer. During the meeting, I told to the project
sponsor and executive managers of the customer that, customer acceptance tests are not complete yet. In addition, if we
launch the project, we might face critical problems on live environment and this can cause dissatisfaction and lose of
reputation. At the end of the meeting, executive managers were agreed to wait till customer acceptance tests
completion.

7. How do you motivate project team?

Project team motivation is crucial for the success of a project. If a project team is not motivated, it will be
impossible to reach project objectives. Or, even if you reach your project objectives, project quality will suffer.
After I create the project baseline, I mark the milestones of the project. Then, I send this project plan to
all project team members. Whenever we pass a milestone successfully, I organize an event to celebrate
this. This can be a picnic, a weekend trip or a dinner depending on the project budget or amount of the
allowance provided by the company for these celebrations.
Additionally, I try to celebrate birthday of each project team member. I organize a 30 minutes break for
celebration and invite all project team members to this break.
Moreover, if a project team member over performed during the project, I send a special email to his
manager to appreciate his efforts. I know that these kinds of emails will be important for the line managers of
project team members when they are doing annual performance evaluation of the employees. My
appreciations will bring additional points and opportunities for promotion or bonuses for the project team
member respectively.

8. Do you have outsource personnel or supplier management experience?

Let us first define what outsource and supplier is. Outsource personnel is hired or acquired by a company only for a
limited time or for a specific project. For instance, assume that you are installing a database for a utility service provider
in scope of your project. You need a database administrator for this work. However, your company does not have a full
time database administrator. You have to hire or outsource the database administrator for a limited time to work for
your project.
Suppliers are material, equipment, tools etc. providers of your project. In your project, if you need database servers,
and if these servers will be provided by a 3rd party company, this company is supplier of your project.
I was working for a billing system project for a telecom operator. One of the products we had to install was Ericsson’s SDP
product. Our company was not having a SDP product expert. Therefore, we had to outsource two SDP product experts
for three months to work in our project. I managed the communication with Ericsson to outsource these two consultants
and planned their start and end dates in the project. Moreover, we had to install 24 servers of the SDP product in three
different locations across UK. To do this, we have negotiated with a server installation company, Servus. I was in the
process of negotiation with this supplier. I managed the SDP consultants and Servus, server installation company,
throughout the project.

9. Do you have international project team management experience?

I have managed a team of 15 project team members from five different nations. We were working in a
natural gas implementation project in Brazil. There were natural gas engineers, environmental engineers and
civil engineers in the project team. Five members were from Brazil, three members were from UK, three
members were from Spain, two members were from India and two members were from Qatar. It was a
great experience to learn from different cultures when working with them.
It was the first time for me to work with project resources coming from a Muslim country, Qatar. While most
of the project team members were having Monday syndrome, engineers from Qatar were performing
better than other project team members on Mondays! After some time, I asked these engineers why they
are more willing to work on Mondays. I learnt that, their official weekends are on Friday and Saturday.
Therefore, Sunday is their first weekday. Therefore, they were performing better on Mondays in our project
since it is 2nd day of their workweek. It was a strange experience for me to see people better motivated on
Mondays.

10. How do you deal with gold plating in your project?

Gold plating is a technical term in project management. Gold plating is delivering more than what is required in the
scope. If the project team performs an extra activity and delivers extra work, which is not in the scope of the project, this
is called gold plating.
A good project manager must prevent gold plating in a project. Because gold plating can cause delays and extra cost in
project.
When I am assigning a task to a project team member, I clearly define the KPIs, requirements and scope of the
task. Then, I work closely with the technical leaders of the project whether the project team member is doing gold
plating. We were working for an e-commerce website development project in US. The requirement of the customer was
loading the homepage in less than three seconds across US. Developer of the homepage was a very skilled resource.
Although he completed the homepage development before the deadline of the task and with a loading time less than
 three seconds, he was trying to lower the homepage loading time. Project technical noticed this during a weekly meeting
and notified me about the situation.
Developer was a skilled and motivated resource. I had to speak with him but not demotivate him. I called him for a coffee
in a break. First, I appreciated his efforts in the project. Then, I explained him what the gold plating is. After that, I have
expressed him that, we have a project scope to finish first and we have to deliver what is required first. I told him that,
If we deliver a website project with missing web pages, this will be unacceptable. However, if we deliver a homepage with
a loading time less than three seconds, this will be accepted. Therefore, we need to deliver what is required first before
diving into optimizations. He understood me very well and when he was performing his other activities; he did only the
scope of his task and then asked to get a new task.

11. You managed the project work as per requirements. However, customer is not happy with the
result and does not accept the project. How would you convince the customer?
 Although you delivered the project scope as you agreed with the customer in the beginning of
the project, customer may not accept the product at the end of the project.
At the end of my website development project, customer was not happy with the delivered
results. Therefore, they did not accept the project. Our initial scope was delivering an ecommerce shopping website
with five different pages:
1-Homepage
2-Login/Signup Page
3-Category Page
4-Product Page
5-Profile Page
We have delivered this agreed project scope at the end of the project. After customer acceptance tests, they agreed that
the features of these pages meet their initial requirements. However, the customer was telling that, their competitor has
a referral program that boosts sales. They need to have same program feature as well.
I organized a meeting with the project sponsor and customer testing team as well. I asked my manager to join the meeting
as well. During that meeting, I have gone through the agreed project scope and showed how our deliverables meet the
initial scope. Then, I explained that customer referral program was not mentioned anywhere in the requirements list,
agreed project scope and in contract as well.
Project sponsor told that this is a critical requirement and they have to get it before launching the website. At this point, I
told that we can deliver this as a change request in one month. Customer did not want to pay any additional cost for the
project. After some discussions, my manager proposed a revised cost for this additional feature. Customer accepted the
proposal and we fixed this conflict. After delivering the customer referral program feature one month later, customer was
happy with the final product.

12. How do you deal with underperforming project team members?

 The critical point for the project manager is, he or she has to motivate all project resources to produce the
most out of their capacity. Project manager must motivate underperforming resources in a project.
When I see an underperforming resource, first, I observe him whether it is a one-time issue or occurring frequently.
Because, depending on the daily life, each person can have fluctuating motivation level. If the project team member is
underperforming for a couple of weeks, I invite him to a coffee break. First, I ask  him how does he feel about the
project, whether he is happy to work in the project. Then, I ask him whether there is anything demotivating him about
the project, work or company. If there is a problem with the project, work or company, I will try to find the root cause
of the problem and then I try to resolve the issue that is causing demotivation. In some cases, demotivation can be
because of the problems in daily life of the project team members. In that case, if the team member tells about the
problem, I will do my best to help him.
A software developer in my banking project was performing very well. All of a sudden, I noticed a decent drop in his
performance. After one week passed, I talked to him. I was thinking that he was demotivated because of recent
promotion and bonus announcements in the company. However, I learned that, he just broke up with his long lasting
girlfriend. It was a personal issue, however, I tried my best to motivate him. I organized a couple of team lunches that all
project team attends to change his mood. After two or three weeks, he was performing well again.

13. How do you resolve conflicts in your projects?

Conflicts are inevitable in a project. A good project manager must be able to resolve conflicts without
hampering the motivation and relationship in the project team. However, with good communication and
conflict resolution skills, you can resolve the conflicts in a win-win situation.

I experienced several conflicts arising in my projects during my career. First thing to look when a conflict arises is the
source of conflict. Conflicts can be between two project team members, between the team member and his lead, between
two stakeholders etc. After knowing the source of conflict, I look at the alternative solutions to resolve the conflict. The
best option to resolve a conflict is collaborating where all parties are happy. Of course, I try to find a win-win situation first.
If this is not possible, then, I try to analyze the pros and cons of different alternatives for resolving the conflict. I try to
demonstrate the pros and cons of each resolution alternative analytically because numbers, figures, statistics and
mathematical approach is the best way to convince people for a solution. After showing the alternative solutions, I guide
 people to rethink about the conflict. I expect them to reach a consensus. If this is not possible again, I try to solve the
conflict with democracy. For instance, if the cause of the conflict is a how to solve a technical issue in a software project, I
show the options to the project team and expect the software developers to vote for the best option to resolve the
conflict.
Project manager candidate approaches to solve the conflict in a win-win situation. Then, he approaches to demonstrate
different alternatives in a mathematical approach. This is great. Because, if you can describe a solution mathematically
with statistics, numbers, figures etc. you will eliminate most of the arguments about the topic. Then, he opens the conflict
to voting. By this way, he ensures that the majority will decide what will be the solution. He is not forcing or directing on
what needs to be done in the project.

14. What are the three words that describe you best?
My colleagues call me German. I am not a German you know it J. They tell that I am working in a very well
discipline, record every detail and approach in a systematic way to the problems in the project.
When I am working on a project or task, I always keep in mind that “what is the expected result?” Sometimes,
if you forget what you are trying to achieve, you can deviate from your targets. Therefore, keeping in mind
the expected results help me to focus on what needs to be done during the project.
I try to rationalize status, progress and alternative solutions to a problem. I do this by approaching analytically
to a problem. For instance, I create dashboards for waiting issues, waiting time, assignee etc in a project to
monitor how well the project team is resolving issues. Similarly, I record the number of codes each developer
produces a day to forecast remaining activities in the project.

15. Why should we hire you?

When I saw that Apple is looking for a project manager, I was very excited. Because, Apple is my dream
company that I would love to work for. I went through the position details and saw that you are looking for a
5+ years of IT project management experience with a special focus on screen touch sensors. I have over
seven years of project management experience in software development projects. I worked for Elo for three
years and managed their last inductive led screen development project. I’ve heard from the recent news
that, Apple is planning to remove “home” button from IPhone and move the features of the “home” button to
the screen. My software project management experience in a screen company will be very much beneficial
for the projects in Apple. I will learn a lot from Apple culture as well.

16. Where do you see yourself in five years?

I have over nine years of experience. Last four years is project management experience. I want to
proceed my career as a project manager for the following three years. Then, I would like to evaluate the
further level of management position opportunities, such as program manager or project manager
opportunities, that will be arising in the company.
I have PMP certification. I am planning to take ITIL foundation certification to improve my IT service
management skills and PSM-1 certification to improve my agile project management skills.
I am pretty sure that project management experience in this company will add a lot to my professional
background.

17. What is your current salary and compensaion package?

18. What is your salary expectation?

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1. Question 1. What Is Project Management?
Answer : Project management is a combination of operations such as applying knowledge, skills, tools, techniques in a
project followed by the deliverables of the project. As whole project management is managing time, cost and the scope of
a project.

2. Question 2. Who Is A Stakeholder ?

Answer : A stakeholder is anyone who has something to gain or lose as a result of the completion or failure of this project
or phase.

Question 3. What Is A Project Baselines ?

Answer : It defines a logical closure of any deliverable or cycle. Example you have completed the requirement phase with
sign off from the client on the requirement document. So you put a baseline and say that further any changes to this
document are change request. Versioning of source code is one type of baseline.
Question 4. What Is Effort Variance?
Answer : Effort Variance = (Actual effort – Estimated Effort) / Estimated Effort.

Question 5. How Do You Handle Change Request?

Answer : Normally change request are handled by preparing an Impact analysis document and then doing re-estimation.

Question 6. What Is Difference Utp In Testing ?

Answer : UTP (Unit Test Plan) are done at smallest unit level or stand alone mode. UTP can be done using NUNIT. Unit
testing is done normally by developers.

Question 7. What Is Waterfall Model?

Answer : The waterfall model is a sequential software development process, in which progress is seen as flowing steadily
downwards (like a waterfall) through the phases of Conception, Initiation, Analysis, Design (validation), Construction,
Testing and maintenance.

Question 8. What Is V-model ?

Answer :The V-model is a software development process which can be presumed to be the extension of the waterfall
model. Instead of moving down in a linear way, the process steps are bent upwards after the coding phase, to form the
typical V shape. The V-Model demonstrates the relationships between each phase of the development life cycle and its
associated phase of testing.

Question 9. What Is Dual Vee Model?

Answer : The Dual Vee Model, like the V-Model is a systems development model designed to simplify the understanding of
the complexity associated with developing systems. In systems engineering it is used to define a uniform procedure for
product or project development.
The model addresses the necessary concurrent development of a system’s architecture with the entities of that
architecture and illuminates the necessary interactions and sequences recommended for orderly maturation of a system
and systems of systems. This article explains the power of the Dual Vee Model when applied as a reminder model for
development of complex systems.

Question 10. Which Institute Offers Pmp Certification?

Answer : Project Management Institute (PMI).

Question 11. What Are The Different Phases Of Sdlc?

Answer : SDLC - stands for Software Development Life Cycle.It can be divided in to 7 phases they are:
Preliminary Investigation (Feasibility Study). ; Requirement Analysis (Analysis). ; Design of the System. ; Software
Construction.
System Testing. ; System Implementation. ; System Maintenance. ; Business process outsourcing (BPO) Interview
Questions

Question 12. Explain The Phases Of Software Project?

Answer : The different phases of software projects are follows:
Initiation: Preparing scope document, requirement documents, Estimation chart, project plan and proposal documents.
Planning: Designing test plan and coding standards.
Execution: Writing code.
Controlling: Testing and establishing change management procedure.
Closure: Closing project and move it to maintenance mode.

Question 13. Explain The Popular Software Development Life Cycle Models?
Answer : Waterfall model: This is the oldest model. It represents sequence of stages; output of one stage becomes input
of others.
Spiral Model:This is improved version of waterfall model. Here we have scope to reiterate and go back to the earlier stages
number of times as project progresses.
Build and fix model: This is a risky and most unorganized model. In this, developers keep writing code until the customer is
happy.
Rapid Prototype Model: In this model, we develop prototype which acts like a final product. Once prototype is approved,
then the actual development starts.
Incremental Model: In this model, the product is divided into sections and each section of the product are created and
tested separately.

Question 14. Explain Project Life Cycle?

Answer : Waterfall Model: The waterfall model is a software development process which follows a sequential approach.
This approach steadily flows downwards like a waterfall which includes the phases of conception, initiation, analysis,
design, construction, testing and maintenance.
Spiral Model: The spiral model is one of the software development processes which combines the design and prototyping
-in -stages together to gain the advantage of top-down and bottom-up approaches.

Build and Fix model: This model is one of the worst model for project development. The project is built without
specifications and lacks design steps. Essentially, the project is developed, tested, modified as many times as possible. This
process continues until the client’s satisfaction is attained. The cost is greater compared to other models. The software
engineers are discouraged to use this model.

Rapid prototyping Model: To determine and identify the design flaws and obtaining feedback during design process is
done by using rapid prototyping model. Product designers and engineers are allowed to view their designs look and
function in real world situations by using Rapid Prototyping Model.

Incremental Model: The evolution of waterfall model is incremental model. The integration testing, product design and
development is done as a series of incremental builds. A popular software evolution model used by many software
companies. Incremental model is suitable and applicable where software requirements are well defined, but their
implementation may be delayed; and the basic software functionality are required early.

Question 15. Define Car And Dar?

Answer : CAR – Casual analysis and resolution: CAR identifies problem and perform a root cause analysis of the same. CAR
needs to be performed at every project phase. Fishbone diagram is one of the ways to perform CAR.
DAR- Decision Analysis and Resolution: This is to analyze possible decisions using a formal evaluation process that
identifies alternatives against current resources.

Question 16. What Is Dar (decision Analysis And Resolution)?

Answer : To analyze possible decisions by using a formal evaluation process which identifies the alternatives against
established criteria is done by the DAR. For example a project is to use a third party tools and will not depend on only one
tool but evaluate by using three to four tools. In this process certain alternatives are available in case of problems.

Question 17. What Is Car (causal Analysis And Resolution)?

Answer : Casual Analysis and Resolution is the process of analyzing defects, problems and good practices/positive triggers
in a project.Root cause of the same.Identity the respective corrective and preventive actions.Tracking these tasks to
closure.The identification of the root causes scientifically and carrying out their corrective and preventive actions is the
advantage of CAR. At the initial stage, all phase and at the end stage of the project, the CAR is needed to be performed on
a monthly basis. CAR can be done by using ‘fishbone’ diagram.

Question 18. Define Pareto Principle Or 80/20 Principle?

Answer : It is one way of tackling problem in management. It says 20% of the problems lead to other 80% of the problems.
According to this principle, we should focus on 20% of the problem. In any software project first 10% and last 10% from the
vital part of the project.

Question 19. What Is Pareto Principle?

Answer : Pareto Principle is also known as 80/20 principle. It is a management tool to track problem tracking effectively.
This principle says that 20% of the problems lead to 80% of other problems. Hence, in order to concentrating on solving
80% of the problems rather, one can concentrate to solve 20 % of the problems which saves lot of troubles. The analysis
and concentration is done for only 20% of the vital problems. In a project the vital problems are the first 10% and the last
10% .

Question 20. Describe Each Levels Of Cmmi?

Answer : Maturity level 1 – Initial At this level, there is no proven processes and has no stable environment in the
organization. This type of organization frequently exceeds the budget and schedule.
Maturity level 2 – Repeatable These organizations have basic processes that are established to track cost and schedule.
They have guidelines to repeat the same in the next similar project.
Maturity level 3 – Defined In this category, processes are well characterized and understood and are described in
standards.
Maturity level 4 – Managed These organizations are much more matured than level 3 where processes are only qualitively
predictable whereas in level 4 companies, processes are accessed using statistical and other quantitive technique.
Maturity level 5 – optimizing These organizations persistently try to improve performance through innovative
technological improvement.

Question 21. What Is Cmmi? What Are The Five Levels In Cmmi?
Answer : Capability Maturity Model(CMM) is a maturity model of certain business processes in software engineering.
The CMM identifies five levels of process maturity for an organization:
Initial - the starting point for use of a new process.
Repeatable – the process is used repeatedly.
Defined – the process is defined or confirmed as a standard business process.
Managed – process management and measurement takes place.
Optimizing – process management includes deliberate process optimization and improvement

Question 22. What Is Fish Bone Diagram? Or Explain Ishikawa Diagram.

Answer : Fish Bone Diagram is also called Ishikawa Diagram or Cause and Effect Diagram. It is called Fish Bone Diagram
because of its structure.
Dr. Kaoru Ishikawa invented it so it is called Ishikawa Diagram. It performs the job of analyzing the causes and their effects
pertaining to the Project. So, it is called Cause and Effect Diagram. It helps in identifying the potential causes of problems
and finally the root cause which make a difference on the performance of the project. This helps in finding the solutions to
the problems which have affected the performance of the last project.

Question 23. What Is A Fish Bone Diagram ?

Answer : Fish bone diagrams are the diagrams that show the causes of a certain events. In designing products, to identify
the potential reasons / factors that cause overall effect, the fishbone diagrams are used.

Question 24. What Is Black Box Testing?

Answer : Black box testing or functional testing means testing the software for the outputs when specified inputs are
provided. It is usually performed to see if the software meets the user’s requirements. There’s no focus on what goes
behind running that software. An example of this could be manual testing of the system by a tester, assembly testing.

Question 25. What Is White Box Testing?

Answer : White box testing is done to test the accuracy of logic and code of the program. It is done by programmers who
know the logical flow of the system. It can be done by testing the classes or components in isolation. One of the ways of
doing it is Unit Testing.

Question 26. What Is Black Box Testing And White Box Testing?
Answer : Black box testing is an external perspective of the object that is to be tested to obtain test cases. These tests may
be functional or non functional. The valid and invalid inputs are tested by the testers to determine the correct output.
Black box testing focuses on functional requirements testing.
Also known as glass box testing is used for testing design test cases which are internal in structure. It demands
programming skills for identifying the paths through the software. The test inputs are chosen by the tester to exercise
paths through the code to determine the outputs that are appropriate.

Question 27. What Is Unit Testing?

Answer : Unit testing, also called Component testing is performed by programmers to test that a specified unit of the
program meets the expected output when a particular input is provided. Here, the programmer has to know the internal
logic and code of the system. It is a way of performing the White box testing. It involves checking that each feature
specified in the “Component Design” is implemented in the components.
A Unit in unit testing means a module self contained and by itself.

Question 28. What Is Assembly Testing?

Answer : Assembly testing moves one step ahead of Unit testing. It checks if two or more modules are able to
communicate and produce expected results or not. No Unit in the system can perform stand alone activities. The output of
one module may be used as input by another, so it is highly important if the related modules are able to connect and
produce the desired result. Assembly testing is a way of Black box testing and can be done through the UI.

Question 29. What Is Regression Testing?

Answer : Regression testing is performed to see if the system would work well in case of any enhancements or changes in
future. Here, all the scripts are run together to see that others are not affected by a change in one module.

Question 30. What Is System Testing?

Answer : System testing is done to see if the system delivers the required features, functional and non-functional
requirements & outputs. It doesn’t check each component individually but the whole system is checked as one entity. It is
done at developers end. The testing for non-functional requirements includes:
Performance Testing. ; Volume Testing. ; Stress Testing. ; Documentation Testing. ; Robustness Testing.

Question 31. What Is Acceptance Testing?

Answer : Acceptance Testing is performed by the client to see if the system delivers what was requested. It looks similar to
system testing but the difference is in the focus. Here, the testing is done by Client from his point of view as he is the one
who knows the whole process and requirements of his business.

Question 32. What Do You Mean By V-model In Testing?

Answer : V-model performs a mapping between the type of test and the stage in project development i.e which test is to
be performed at which stage. This has 4 levels of testing the system:
Unit Testing-performed by system team at first level.
Integration/ Assembly testing- performed by system team or an independent tester.
System Testing- performed by system team.
Acceptance testing-performed by the client.

Question 33. What Is Difference Between Sitp And Utp In Testing?

Answer : A test plan that is done at the smallest level or stand alone mode is known as Unit Test Plan. For example, a
project is having customer and invoicing modules. So the test on customer module and invoicing module will be done
individually. This is Unit Test Plan.
Later both customer and invoice is to be tested in one set. To do so, we integrate both into one set and test them. So
System Integration Test Plan and Unit Test Plan can be done by using NUNIT.
Unit testing is normally done by developers and the system testing is normally done by testing professionals in an
integrated mode.
Business process outsourcing (BPO) Interview Questions

Question 34. What's The Difference Between Unit Testing, Assembly Testing And Regression Testing?
Answer : Unit testing ensures that the program unit meets the requirements which are reliable. Unit testing is normally
conducted by the programmer who is supervised by the team lead. Testing the individual unit is the main objective of unit
testing. Unit testing follows white box testing style. Assembly testing demonstrates the interaction among modules in a
correct, stable and proper manner which was defined in the functional requirements that are provided by the client.
Assembly testing follows black box testing style.
Regression testing ensures the proper functionality of an application irrespective of changes or enhancements to the
system. The testers will run all the scripts in order to ensure that nothing has been affected.

Question 35. What Is V Model In Testing?

Answer : The mapping of the type of testing to the stage of development in a given project is done by V model. In this
model of testing there is a testing stage for every development stage which means a mapping between the development
and a testing.

Question 36. Who Forms The Part Of Six Sigma Implementation Team?

Answer : Attaining Six Sigma is a team effort. An organization who wants to attain Six Sigma needs a lot of restructuring
and change in attitude. It includes building up the following roles to take up the required responsibilities:
Executive Leadership-Includes CEO and other top management team members. They set up the vision of Six Sigma and
empower their team mates with the freedom and resources required for the improvements in the process.
Champions- Responsible for the implementation of the process in an integrated manner throughout the organization. They
come from Top management.
Master Black Belts-Act as in-house expert coach for the organization. They assist Champions and train Black Belts and
Green Belts.
Black Belts-Apply Six Sigma methodology to specific projects. Their focus is on execution of activities for Six Sigma.
Green Belts-These are like the soldiers on the war front who actually implement the planned action.

Question 37. What Is Six Sigma?

Answer : SIX sigma is one of the business management strategies. Six Sigma is used to improve quality of process outputs
which identifies and removes the causes of defects and variations in manufacturing and business processes. It implements
a set of management methods and creates a special infrastructure of people within the organization who are the experts
in these methods. A well defined sequence of steps is followed by each six sigma project and has quantified financial
targets.

Question 38. What Are Function Points?

Answer : FPA is a process to break system into discrete pieces and analyze them. Software application is a combination of
elementary process. FPA is the way to identify elementary processes and analyze them.
There are two types of elementary process  dynamic and static elementary process.

Question 39. What Are The Different Elements In Functions Points?

Answer : The elements in functions points are:
External Inputs: It is an elementary process which allows the data to cross the boundary from outside to inside.
External Outputs: A elementary process which allows the data passes across the boundary from inside to outside
External Inquiry: It is an elementary process which has both input and output components which results data retrieval
from one or more internal logical files and external interface files.
Internal Logical Files: An identifiable group of logically related data that resides entirely within the applications boundary
and is maintained through external inputs.
External Interface Files: An identifiable group of logically related data that is used only for reference purpose. The data is
completely persisted outside the application and is maintained by another application.

Question 40. What Is Project?

Answer : A Project is a temporary endeavor to provide unique product or service. Project is a temporary effort of work, a
one-time event that meets the following criteria: Has a start and an end date. Has schedule, cost, and quality constraints.
Is a unique endeavor and contains risk.
Question 41. What Is Project Plan?
Answer : The project plan is the fundamental document directing all activities in pursuit of the desired objective.
The plan may change as time passes, but nevertheless, it represents the project manager's continuing view on what needs
to be done by whom and when.

Question 42. What Is A Project Management?

Answer : It defines project management as "the application of knowledge, skills, tools, and techniques to project activities
to meet project requirements." In the project management triangle we are concerned with the management of the
project's time, cost, and scope.
These concerns lead us to manage the project's quality, risk, communications, integration, schedule, performance,
stakeholder needs, desires, requirements, and expectations. The project management processes—initiation, planning,
execution, control, and closeout—take place in each of the project phases, and the phases of the project must use all of
the project management processes.

Question 43. What Makes A Good Project Manager?

Answer : A Project Manager is active doer, not bystander.

Question 44. What Is Triple Constraint Triangle In Project Management?

Answer : It is the balance of the project’s scope, schedule and cost. It is also called as Dempster’s triangle.

Question 45. What Is A Fish Bone Diagram?

Answer : Fishbone diagrams also called as Ishikawa diagrams (or cause-and-effect diagrams) show the reasons behind a
certain event. In project management, this tool is used in Quality Management & Risk Management processes.

Question 46. What Is 80/20 Principle?

Answer : 80/20 principle is also called as Pareto's principle. It believes that 20% os tasks consume 80% energy for e.g. -
20% tasks in development consume 80% time, 20% of project personnel perform 80% task etc.

Question 47. Differentiate Between Sitp And Utp In Testing?

Answer : SITP - System Integration Test Plan - This test is performed in an integrated mode usually by the testing team.
UTP - Unit Test Plan - This test plan is performed at the smallest level or in a standalone mode. It is usually performed by
the developers.
Question 48. What Is Cmmi?
Answer : CMMI stands for Capability Maturity Model Integration.
It is a process improvement approach that provides organizations with the essential elements for effective process
improvement.

Question 49. What Are The Five Levels In Cmmi?

Answer : In case of development CMMI ratings are awarded from 2 to 5.
Level 2 – Managed ; Level 3 – Defined ; Level 4 - Quantitatively Managed ; Level 5- Optimizing

Question 50. What Is Dmaic And Dmadv?

Answer : DMAIC is a series of steps used to measure defects in business processes and improve profitability. The five steps
are: Define, Measure, Analyze, Improve, and Control.
DMADV - This is also a series of steps to measure and analyze the defects and produce better. The steps here are: Define,
Measure, Analyze, Design, and Verify.

Question 51. What Is Mpmm?

Answer : MPMM is a Project Management Methodology which provides a complete "framework" for managing projects.
This framework provides you with a step-by-step walkthrough of the phases, activities and tasks to be undertaken to
complete a project. By following the Project Life Cycle framework for your project, you will greatly enhance your chances
of project success.

Question 52. As A Project Manager How To Add Value To Your Project?

Answer : Project Manager Add Value By:
Define Proper Communication Plan : Maintain Clear Functional and Technical Documentation. : Arrange Brainstorming
session within the team to deliver best quality of services. : Improve Technical competency in team through different
approach. : Maintain Team Morale with Creative and fun activities. : appropriate resource backup and risk plan.

Question 53. What Motivates You?

Answer : A little appreciation for a successfully completed work. If failed in that task, I am motivated to do it better than
ever. If completed successfully, the success motivates me to go in for a tougher project/work which is a new challenge for
me. As it is, winning challenges is the spirit in me. When I am able to make significant positive contribution in a challenging
situation, thereby helping in the overall success of the Task / Project.
When organization shows confidence in me by choosing me amongst many for a tough and challenging assignment.

Question 54. What Are The Functions Of Project Management Tool?

Answer : Following are some functions of Project Management tool: Task management ; File storage. ; Reporting
functions. ; Commenting and message boards. ; Client access. ; Subcontractor task assignment. ; Time tracking.
Question 55. What Is Project Planning?
Answer : Project Planning defines in detail the project activities and the product that will be produced, and describes how
the project activities will be accomplished. Project Planning defines all major tasks, estimates the time and resources
necessary to complete them, and provides a framework for management review and control.
Project Planning activities include defining and documenting the following:
Work to be performed, Project goals, Estimates for planning, tracking, executing, and controlling the project,
Commitments of the affected groups, and, Project alternatives, assumptions, and constraints.

Question 56. What Are The Different Project Management Tools?

Answer : The different Project Management tools are MS Project, Templates, eBooks, flowcharts Compliant with PMBOK
4th Edition, EPOs (Electronic Project Offices) etc.

Question 57. What Do You Mean By Business Object?

Answer : Business Object is a new query and report software program. It is a part of CSC software package. It is capable of
performing more sophisticated mathematical calculations than IQ objects.

Question 58. What Do You Mean By Condition Object?

Answer : Condition Object is a mode, state, situation and a condition which imposes upon an object without which
knowledge and thought are alleged to be impossible.
Question 59. What Do You Mean By Customizing Object?
Answer : A Customizing object in a SAP component is an object which is customized with the same contents in another
component. The contents of the customizing objects have to be corresponding in different systems in a system landscape.

Question 60. What Is A Triple Constraint Triangle In Project Management?

Answer : Project cost, schedule and scope are depicted as a project management triangle. The triangle is formed by
customer as the center point and the three aspects form the sides of triangle. In order to gain customer satisfaction, the
project management team should deliver scope in propose schedule and cost. In case any leg is gets disturbed, the other
two legs gets affected. For example, if the customer increases the scope, then the other two legs-schedule and cost- get
affected a lot.

Question 61. Who Is Stakeholder ?

Answer : Project stakeholders are individuals and organizations that are actively involved in the project, or whose interests
may be affected as a result of project execution or project completion. They may also exert influence over the project’s
objectives and outcomes. The project management team must identify the stakeholders, determine their requirements
and expectations, and, to the extent possible, manage their influence in relation to the requirements to ensure a
successful project.

Question 62. What Is The Purpose Of Project Management?

Answer : To provide management with valid, auditable status on which to base management decisions.

Question 63. Why Should The Project Be Planned?

Answer : The main reason for planning a project is for cost expediency. Proper project planning will insure that the
amount of work to be accomplished, the time allotted to satisfactory complete the work scope, and the resources required
to complete the work scope are equally balanced. Every project undergoes some amount of change while in progress.
Proper planning allows for the assessment of the impact of change prior to implementing the change.

Question 64. What Is The Most Important Safe Guard Provided By Project Planning?
Answer : Proper planning includes the documentation of the work scope in language that is understandable by the
individuals who must accomplish the work scope. This single step when properly accomplished will save many false starts
as well as preventing the waste of resources working on efforts which are not required to obtain the desired goals of the
project.

Question 65. Why Should A Company Have A Project Management System?

Answer : The customer may wish to know how the company manages a project. The customer wants some assurance that
the company can deliver the project on time and within budget. Senior management wants a valid insight on how the
project is progressing. History is required of past performance so that new proposals can be created based on fact. The
company desires to be a superior performer when compared to the competition.

Question 66. Does Each Project Have To Create Its Own Management System?
Answer : The style of the individual project manager will normally vary for each project. It is the responsibility of senior
management to put in place a policy and procedure, supported by a selection of project management tools and formats,
which will assure that the status reporting is readable, auditable, and valid.

Question 67. What Are The Tools Needed For A Project Management System?
Answer : A work definition policy and format, a scheduling procedure, a resource budgeting methodology and format, a
real time data collection/reporting system, a material control and accountability subsystem, a change control subsystem,
and a monthly formal status review format to be used by senior management.

Question 68. What Should The Project Manager Look For In A Scheduling System?
Answer : The three basic elements that the project scheduling systems should provide are; a common basis for
communication at all operational levels of the project, a basis for regular status reporting, the use of the management by
exception technique.

Question 69. What Is A Work Breakdown Structure (wbs)?

Answer : The work breakdown structure defines the total project. A work breakdown structure is a product oriented,
family tree composed of hardware elements, software elements, and service elements. The work breakdown structure
relates project elements or work scope definitions to each other and to the end product. The work breakdown structure is
not an organization chart of company personnel.

Question 70. What Is A Project?

Answer : A project is synthesizing predetermined amounts of the resources of an organization to generate something that
will assist an organization in designing an executing its strategies.

Question 71. What Is Critical Path?

Answer : Critical Path is the longest path from the beginning event to the end event. The minimum time required for
completing the project is the duration on the critical path.

Question 72. What Is A Gantt Chart?

Answer : A Gantt Chart is a way of illustrating multiple, time-based activities on a horizontal time-line.

Question 73. What Is The Difference Between A Risk And An Issue In The Context Of Project Management?
Answer : An issue is a problem or concern that may impede the progress of the project if not addressed.
A risk is any factor (or threat) that may adversely affect the successful completion of the project in terms of achievement
of its outcomes, delivery of its outputs or adverse effects upon resourcing, time, cost and quality.

Question 74. When Is A Project Risk No Longer A Risk?

Answer : A risk is no longer a risk when it no longer is a factor (or threat) that may adversely affect the successful
completion of the project. This is usually as a result of mitigation strategies taken, if the threat has been realized, or if
there has been a change in the environment that makes the risk no longer relevant.

Question 75. Is It Still Worthwhile To Do Risk Management When A Project Is Half Over?
Answer : Yes, there are still risks associated with a project even if it is half over. This also forms a baseline for the
remainder of the project.

Question 76. What Are The Benefits Of Risk Management In The Context Of Project Management?
Answer : The benefit of risk management is to increase the likelihood that the project will be completed successfully by
ensuring levels of risk and uncertainty in the project is properly managed. It enables those involved to identify possible
risks, the manner in which they can be contained and the likely cost of mitigation strategies.

Question 77. How To Identify Project Risks?

Answer : Risk identification in the Project Management is often done by using brainstorming sessions to identify and
clarify the main risks that may work against the project achieving its stated outcomes. It is important to clearly define the
scope of the project so that the identification of risks can remain focused upon what potentially threatens the
achievement of outcomes, delivery of outputs, level of resourcing, time, cost and quality.

Question 78. What Is A Risk In The Context Of Project Management?

Answer : In the context of Project Management, a risk is any factor (or threat) that may adversely affect the successful
completion of the project in terms of achievement of its outcomes, delivery of its outputs or adverse effects upon
resourcing, time, cost and quality.