300 project manager interview questions - pm hut

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300 Project Manager InterviewQuestionsAugust 21, 2007 |Author: PM Hut | Filed under: HR Management

300 Project Manager Interview Questions

By PMConnection

PMConnection has compiled a hugelist of questions to ask if you want to hire a Project

Manager . The below questions canalso be used for evaluating already hired project

managers.

1. How do you handle non-product ive team members?

2. How do you motivate team members who are burned out, or bored?

3. How do you handle team members who come to you with their personal problems?4. What are yourcareer goals? How do you see this job affecting your goals?

5. Explain how you operate interdepartmentally.

6. Tell me how you would react to asituation where there was more than one way to

accomplish the same task, and there were very strong feelings by others on each position.

7. Consider thatyou are in a diverse environment, out of your comfort zone. How would

you rate your situational leadership style?

8. Give me an example of your leadership involvement where teamwork played an important

role.

9. Tell me about a situat ion where your loyalty was challenged. What did you do? Why?

10. In what types of situations is it best to abandon loyalty to your manager?

11. In todays business environment, when is loyalty to your manager particularly

important?

12. Why are you interested in this position?

13. Describe what you think it would be like to do this job every day.

14. What do you believe qualifies you for this position?

15. What have you learned from your failures?

16. Of your previous jobs, which one did you enjoy t he most? What did you like the

most/least? Why? What was your major accomplishment? What was your biggest

frustration?

17. Tell me about special projects or tr aining you have had that would be relevant t o this

job.

18. What a re some things t hat you would not like your job to include?

19. What are y our current work plans? Why are you thinking about leaving your present

job?

20. Descr ibe an ideal job for you.

21. What would you do if you found out that a contractor was in a conflict of interest

situation?

22. If I were to contact your former employee, what would he say about your decision-

making abilities?

23. Give me an example of a win-win situat ion you have negotiated.

24. Tell me about your verbal and wr itten c ommunication ability. How well do you repres ent

yourself to others? What makes you think so?

25. Give me an example of a st ress ful situation you have been in. How well did you handle it?

If you had t o do it over again, would you do it differently? How do you deal with str ess,

pressur e, and unreasonable demands?

26. Tell me about a tough decis ion you had to make?

27. Describe what you did at your work place yesterday.28. How would you solve the following technica l problem? (Descr ibe a typica l scenario t hat

could occur in the new position.)

29. What str engths did you bring to your last position?

30. Describe how those contributions impacted results?

31. What ar e the necessary steps to successful project management?

32. How do you plan for a projec t?

33. What is important to consider when planning a (your type of project)?

34. What are things that you have found to be low priority when planning for (your type of

project)?

35. What distinguishes a project from routine operations?

36. What are the three constraints on a project?

37. What are the five control components of a project?

38. What qualifications are required to be an effective project manager?

39. What experience have you had in project management?

40. Name five signs that indicate your project may fail.

41. Tell us about a project in which you participated and your role in that project.

42. When you are assigned a project, what steps do you take to complete the project?

43. As you begin your assignment as a project manager, you quickly realise that the

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corporate sponsor for the project no longer supports the project. What will you do?

44. Your three month project is about to exceed the projected budget after the first

month. What steps will you take to address the potential cost overrun?

45. Tell us about a successful project in which you participated and how you contributed to

the success of that project.

46. You are given the assignment of project manager and the team members have already

been identified. To increase t he effectiveness of your projec t team, what steps will you

take?

47. You have been assigned as t he project manager for a t eam comprised of new employees

just out of college and entry-level consulting staff. What steps can you take to insure

that the project is completed against a very tight time deadline?

48. What is a project milestone?

49. What is project float?

50. Your project is beginning to exc eed budget and to fall behind schedule due to almost

daily user change orders and increasing conflicts in user requirements. How will you address

the user issues?

51. Youve encountered a delay on an early phase of your project. What actions can you

take to counter the delay? Which actions will have the most effect on the result?

52. Descr ibe what you did in a difficult projec t environment to get the job done on time and

on budget.

53. What act ions are r equired for succ essful executive sponsorship of a project?

54. How did you get your last project?

55. What were your specific responsibilities?

56. What did you like about the project and dislike about the project?

57. What did you learn from the project?

58. Tell me about a t ime when you ran into any difficult s ituations. How did you handle them?

59. Tell me about the types of interac tion you had with other employees.

60. Tell me of an accomplishment you are part icularly proud of and what it enta iled.

61. Do you have people from your past consulting services who would provide a professional

reference?

62. What other similar consulting or independent contractor services have you rendered?

63. Discuss how you would envision working as an independent contractor or consultant for

us.

64. What c onflicting r esponsibilities will you have?65. What would be your specific goals for this new r ole as a consultant or independent

contractor?

66. What experience do y ou have t hat you think will be helpful?

67. This ass ignment will require a lot of [descr ibe]. Will that be a pr oblem for you?

68. This assignment will require inter acting with [describe the t ypes of people]. What

experience do you have working with such people?

69. What would you like to get from this new as signment?

70. What a re two common but major obstacles for a project like this? What would you do in

the face of these obstacles to keep your team on schedule?

71. What is project char ter? What ar e the elements in a project charter?

72. Which document will you refere for future decisions?

73. How will you define scope?

74. What is the output of scope definition process?

75. What is quality management?

76. Do you inspect or plan for quality ?

77. What is EVM? how will you use it in managing projects?

78. What is a project? and what is progr am?

79. What are project selection methods?

80. Which t ool would you use to define, manage and cont rol projects ?

81. What is risk management and how will you plan risk response?

82. What ar e outputs of project closure?

83. What are the methods used for project estimation?

84. What methods have you used for estimation?

85. How would you start a project?

86. If you wer e to deliver a project to a cus tomer, and timely delivery depended upon a

sub-supplier, how would you manage the supplier? What c ontrac tual agreements would you

put in place?

87. In this field (the field you are interviewing for), what are three critically important

things you must do well as a project manager in order for the project to succeed?

88. What metrics would you expect to use to determine the on-going success of your

project?

89. How are your soft skills? Can you sell the project to a team?

90. You have a t eam member who is not meeting his c ommitments, what do you do?

91. Companies have hist orically looked at technical skills, but more and more business

managers are realizing that not have people skills tend to cripple projects.

92. How many projects you handled in the past? Deadlines met? On time/ within budget?

Obstacles you had to overcome?93. Do you unders tand milestones, inter dependencies? Resource allocation?

94. Do you know what Project Software the new company uses and is there training for it?

95. Tell me about yours elf. (To avoid rambling or becoming fluster ed, plan your answer.)

96. What ar e your strengths? (Make an exhaustive list and r eview it exhaustively before

the interview.)

97. What are your weaknesses? (What you say here can and will be used against you!)

98. How would your current (or last) boss describe you?

99. What were your bosss responsibilities? (Interviewers sometimes ask this question to

prevent you from having the chance to claim that you did your bosss job. Be ready for it!)

100. Whats your opinion of them? (Never criticize your past or present boss in an

interview. It just makes you look bad!)

101. How would your co-workers or subordinates descr ibe you professionally?* (Remember,

now is not the t ime for modesty! Brag a little bit.)

102. Why do you want to work for us?

103. Why do you want to leave your present employer?

104. Why should we hire you over the other finalists?

105. What qualities or talents would you bring to the job?*

106. Tell me about your accomplishments.

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107. What is your most important contribution to your last (or current) employer?

108. How do you perform under deadline pressure? Give me an ex ample.

109. How do you react to criticism? (You try to learn from it, of course!)

110. Describe a conflict or disagreement at work in which you were involved. How was it

resolved?

111. What are two of the biggest problems youve encountered at your job and how did you

overcome them?

112. Think of a major cris is youve faced at work and explain how you handled it.

113. Give me an example of a risk that you took at your job (past or present) and how it

turned out.

114. Whats your managerial style like?

115. Have you ever hired employees; and, if so, have they lived up to your expectations?

116. What type of performance problems have you encountered in people who report to

you, and how did you motivate t hem to improve?

117. Describe a typical day at your present (or last) job.

118. What do you see yourself doing five years from now?

119. What is project management?

120. Is s pending in IT projects constant thr ough out the project?

121. Who is a stakeholder?

122. Can you explain project life cycle?

123. Twist :- How many phases are there in software project?

124. Are risk constant through out the project?

125. Can you explain different softwar e development life cycles?

126. What is triple constraint triangle in project management?

127. What is a project baselines?

128. What is effort variance?

129. How is nor mally a project management plan document organized?

130. How do you estimate a project?

131. What is a fish bone diagram?

132. Twist:- What is Ishikawa diagram?

133. What is pareto principle?

134. Twist:- What is 80/20 principle?

135. How do you handle change request?

136. What is internal change request?137. What is difference between SITP and UTP in testing?

138. What is the software you have used for project management?

139. What are t he metrics followed in project management?

140. Twist: - What metrics will you look at in order to see t he project is moving

successfully?

141. You have people in your t eam who do not meet there deadlines or do not perform what

are the actions you will take?

142. Twist :- Two of your resources have conflicts between them how would you sort it out?

143. What is black box testing and White box testing?

144. Whats the difference between Unit testing, Assembly testing and Regression testing?

145. What is V model in testing ?

146. How do you star t a project?

147. How did you do resource allocations?

148. How will you do code reviews?

149. What is CMMI?

150. What are the five levels in CMMI?

151. What is continuous and staged r epresentation?

152. Can you explain the process areas?

153. What is SIX sigma?

154. What is DMAIC and DMADV?

155. What are t he various roles in Six Sigma implementation?

156. What are function points?

157. Can you explain steps in function points?

158. What is the FP per day in your current company?

159. Twist :- W hat is y our companys productivity factor?

160. Do you know Use Case points?

161. How do you estimate maintenance project and change requests?

162. What are all the skills you will be looking at if you have t o hire a projec t manager?

163. Why are you looking out for a job?

164. What is your current role and responsibilities? What did you like most in your current

job?

165. How does your day normal look like? What are some of challenges y ou face on a dailybasis?

166. What makes you exciting about Project management?

167. Why should we hire you as a Project manager?

168. How do you handle pressure and stress?

169. Your team is following agile practices. You have to hire a resource for your team.

What are all the skills consider when you hire a new resource.

170. You are starting a new project, which includes offshore/onsite development. How do

you manage communications?

171. Your project team does not have hierarchy. You have couple of good techies in your

project t hat has same skills and experience. There is a conflict between two of them. Both

are good t echnically and very important to t he project. How do you handle conflict

between them?

172. Have you done performance appraisals before? If yes, how do you appraise people?

173. How do you estimate? What k ind of estimation practices do you follow?

174. Your customer is asking for an estimate. You do not have time do FP. But you do not

want to g ive a ballpark es timate. What kind of est imation will you give?

175. Your company is expert in providing solutions for a particular domain. You are

appointed as a project manager for a new project. You have to do Risk management. What

Activity Sequencing

Critical Path

Network Planning

Project Milestones

Time Management thr ough

Detailed Plans

Training

Uncategorized

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will be your approach?

176. How do you improve y our teams efficiency?

177. You are joining as project manager for a team, which already exists. How do you gain

respect and loyalty of your team members?

178. You are going to be the project manager for a web-based application, which is

targeted towards Insurance. Your gut feeling is that it would take 5 r esources and 8

months to deliver this application.

What kind of resources you will hire for this project?

If you are asked to deliver the project in 6 months. Can you accelerate the

development and deliver it in 6 months? What will be your approach?

179. What kind of release management prac tices do you follow?

180. Your application is in testing for the last 2 weeks and you are supposed to deliver the

application at the EOD. Your tes ting team has found a major flaw in your application in the

afternoon. You c annot miss the deadline and your developers c annot fix the bug in couple ofhours. How do you handle this situat ion?

181. You have a resource t hat who is not happy with his job and complains all the time. You

have noticed tha t because of t hat the t eam morale is gett ing spoiled. How do you handle

that resource?

182. Your team is into the 6th Iteration of 8 Iteration project. Its been really hectic for

the team for the last couple of months as this project is very important for your customer

and to your company. You have star ted noticing that some of your key resources are

getting burnt out. How do you motivate these resources?

183. Your s is a dedicated team for a cust omer and its been a dull period for you and your

team. You are not actively involved in any development act ivities. Your team is providing

support to the application, which you have delivered earlier. Your team is getting bored as

the application stabilized now. Due to budget issues, customer is not going to give you

work for another 3 months. How do you motivate the resources?

184. There was a situation where more than one-way to accomplish the same task. Your

onsite tech lead and offshore t ech lead has different opinions about doing this and the

feelings were very strong. Both are very important to you. How do you react to t his?

185. What are the practices you follow for project close out? Assume you are into a product

customization for a cust omer and the application has gone live. How do you close this

project?

186. Your team is in between iteration. Your customer wants few more items to be

delivered in that iteration which you are working now. How do you react to your customer?

187. You are at the customers place and your application is in UAT/stabilization phase.

Your customer comes up with a change request and says that its a minor one and he wants

to see it in the next release. What will be your response/approach to your customer?

188. What is velocity? How do you estimate your teams velocity?

189. What is earned v alue management? Why do you need it?

190. Describe the type of manager you prefer.

191. What are your team-player qualities? Give examples.

192. How do you prioritiz e your t asks when there isnt time to complete them all?

193. How do you stay focused when faced with a major deadline?

194. Are you able to cope with more than one job at a time?

195. In your opinion, why do software projects fail?

196. Your customer wants a bug to be delivered at EOD. You have got the BUG/CR

information in the morning. It will not be possible to develop, completely regr ess t his iss ue

and deliver it at EOD. How do you approach this issue?

197. You are following Wat erfall as your development methodology and you have es timated

X days for design phase. Your customer is not r eady to accept this. How do you convinceyour customer to have X number of days for design phase?

198. You have to sell agile practices (XP/Scrum) to your organization. Your management is

very reluctant to change. You are sure that if you do not change to agile, it will be very

tough to survive. What will be your approach?

199. How do you set and manage expectations (with customers, your managers and your

team)?

200. For some reason youve encountered a delay on an early phase of your project. What

actions can you take t o counter the delay?

201. What is Function point analysis? Why do you need it?

202. What is the difference between EO and EQ? What is FTR?

203. You are estimating using Function point analysis for a distributed n-tier application.

How do you factor t he complexity for distributed n-tier application? Does FP Provides

support for it?

204. You are getting Adjusted Function point count. How do you convert it into Effort?

205. How do you manage difficult people/problem employees?

206. How do you build your teams morale?

207. How do you estimate your SCRUM/XP Projects? How do you define velocity for the first

couple of iterations? What is a load factor?

208. What is team building? What are the stages in team building? Do you consider it as an

important thing? Why?

209. What are some of your lessons learnt with your previous iteration delivered? How do

you use your lessons learnt in your iteration planning?

210. Can you describe this position to me in detail, why you believe you are qualified for

this position, and why you are interested in it?

211. Can you describe this company to me as if I were an investor?

212. How do you get your team working on the same project goal?

213. What do you do when a project is initiated and given to you and you have a gut feeling

the scope is too large for t he budget and the timeline?

214. What formal project management training have you received, where did you attend,

and what have you learned from it?

215. We are very siloed, can you explain how you operate interdepartmentally?

216. Consider that you are in a diverse environment, out of your comfort zone. How would

you ra te your situational leadership sty le? Give me examples.

217. You may also be presented with a couple of case studies. For instance, What if a key

employee falls sick at a cr itical time of project delivery? and etc .

218. My favorite quest ions are t he Tell me about a time when questions. Make sur e you


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have stories about projects you participated in or managed. Especially share stories of

those tha t had a difficulty to overcome (eg: budget or time constra int blown) and how the

difficulty was managed in order to bring the project to a successful conclusion, or how the

project was closed down before damaging the stakeholders.

219. How stakeholder expectation is managed?

220. How internal and externa l project ris k is managed (quantitativ ely if possible)

221. How organizational change is managed (involving the stakeholders that will experience

change in their lives as a result of the project),

222. How scope management is done, when the project has not been scoped properly -

this is not scope creep I am talking about, merely the fact that the user, client and

management learns what they really want as the project progresses nine times out of ten -

incidentally, glib answers like We use RAD, spiral models, prototypes only indicate that the

candidate knows of such things, and not that they know how to use them,

223. What needs to be reported to stakeholders, when and how the data is collected - I

normally focus on financial management techniques here - does the PM know how to use the

GL, does the PM understand signing powers, how is overtime managed and used, etc.

224. How does delegation work - you dont want a PM that does t echnical work(domain

specific work) - the PM should manage the project (not always practical, but it sounds nice

anyway),

225. How does the inter face between line management and the Project work - Can the PM

negotiate with Middle and Senior resource managers when interests conflict,

226. How is project progress measured - Anyone that tells me that the %complete

calculation function in MS Project works is ignorant!! - I can prove to anyone who is

interested that the algorithm is faulty, and

227. How project t eam communications, s tres s and conflict is managed.

228. Describe a time when you had to give bad news on a project to a customer. There are

a lot more approaches to t his than you would think, and answers can be insightful.

229. What did you learn from your first job (like flipping burger s at McDs)? The idea here is

to see if they can glean useful information out of simple situat ions, can they reflect and

learn from any situation. I think this form of continuous learning is key for PMs.

230. How good are you at MS Project (or whatever tool you use)? This is almost a trick

question from my perspectiv e. I believe that most of a PMs job is people, so if someone

knows a piece of software forwards-and-backwards, they probably dont have the people

skills required to do the job.231. Descr ibe how you motivate and manage a matrixed teamwhere the people on your

team do not work for y ou. Since this is often t he mode, they must be able to do it.

232. How would you go about organizing a project that had enterprise wide implications?

233. What is your approach to managing projects and how does it vary based on the size

and complexity or the project?

234. Who should lead projects ?

235. Who should be accountable for the projec ts outcome?

236. What was the budget for the largest project you have managed?

237. What is the project management structure in your project? Is a PL assigned to the

project?

238. How do you know that a particular individual is the projec t leader (or) how do you

know that you are t he Project Leader?

239. What and where are the policy statements for software project planning?

240. Explain the various activities you do (as a PL) when the project is started up.

241. How do you know what you need to deliver or do in your project?

242. How do you creat e the Software Pr oject Manag ement Plan (SPMP)?

243. What training have you undergone in project planning?

244. How do you ensure that your project plan is available for others to see? Where will you

find the plans of other projects executed (in the past or currently) in the center?

245. How did you choose the appropriate lifecycle for your project?

246. What are the documents that you will refer to create the plan?

247. How do you estimate the effort for your project? Where is the estimation procedure

documented?

248. What procedures do you follow to arrive at the project schedule?

249. Where and how are the risks associated with your project identified and documented?

250. When you come in to the office, how do you know what you have t o do during the day?

251. How do you report the s tatus of your project?

252. How are team members kept informed about the current status of the project?

253. How do the audits cover planning activities?

254. How does the senior management review your projects progress?

255. How do you track the technical activities in your project? How is the status of the

project c ommunicated to t he team?

256. How do you track the size or changes to size of the work products in your project?

257. When do revise your project plan? When do you know you have to revise your project

plan? Where is the plan revision frequency documented?

258. How do you ensure t hat you and all the other team members in your project have the

required technical skills to execute the project?259. How do you assign tasks to your team members?

260. What is the document that should be consulted to know about your project, the

activities you do, your schedules and milestones?

261. How do you handle disruptive t eam members?

262. How do you handle non-productive t eam members?

263. How do you motivate team members who ar e burned out or bor ed?

264. How do you motivate people?

265. How do you handle team members who come to you with t heir per sonal problems?

266. How do you star t a project?

267. If you are teaching the ropes to a new Project Manager, what would you say are the

most important things he needs t o look for?

268. What would be the key artifacts needed in a project?

269. How do you manage change?

270. How do you manage conflict in the pr oject team?

271. How do you deal with a difficult team member?

272. What qualifications are required to be an effective project manager?

273. What is the difference between a project plan and a project schedule?

274. What do you include in a project schedule?


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275. How do you track a project?

276. How do you track risks? Tell me about the risks that your last project had.

277. What is the difference between a risk and an issue?

278. How do you define quality in project management?

279. What would you say if a team member asks why pr oject management is needed? Why

do we have to do all this documentation ahead of the real work?

280. What have you learned in obtaining your PMP that you are using in real-life projects?

281. What do you do if a team member presents a work product that you know for a fact is

flawed or incomplete, but the team member ins ists it is completed and sound?

282. What would you do if a manager whose resources you are using keeps saying that all

the documentation required by the project is getting in the way of actual progress?

283. What was your role in your last project?

284. What was the most interesting role you played in a project?

285. What do you do when a t eam member does not complete his/her assignment and has

gone to another project?

286. Have you used Microsoft Project? How do you like it?

287. How do you verify that the requirements identified for a project are actually included

in the final delivery to the users?

288. How do you verify that the requirements are c orrect and that they reflect what the

users want?

289. What are y our greatest strengths and weaknesses in the Project Management areas

of knowledge?

290. What are t he risks y ou had in your last project?

291. What are the main objects of a project manager?

292. How do you perform Function Point Analysis?

293. What are project management tools? Mention some of them?

294. What are the main attributes to be possessed by a project manager?

295. How must the project manager react under pressured projects?

296. In what percentage or ratio must a project manager possess technical and managerial

skills?

297. How often is learning process important for a project manager and why?

298. Explain the managerial features that must be possessed by project manager?

299. Mention some of the steps to be taken by project manager to reduce stress in the

project and among.300. What are the induction processes a project manager must plan for team members?

Sources: Questions 1-118 are from here, questions 119-161 are from here, questions 162-

209 are from here, questions 210-216 are from here, questions 217-218 are from here,

questions 219-236 are from here, questions 237-260 are from here, questions 261-290 are

from here, and questions 291-300 are from here.

PMConnectionprovides tons of Free information on Project, Program and Portfolio

Management as well as MS Project, Project Server, PMOs and the PMP.

They are proud to host the most comprehensive list of Project Management and Microsoft

Project related events found anywhere!

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4 people have left comments

Hi,

Very nice list.

I am aware that there are answers in the other posts, I t hink It would be great to see

responses & some golden words for s ome of the questions.

Again, very nice compilation.

Vinayak

vinayak wrote on March 21, 2008 - 1:36 pm | Visit Link

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[...] Increas ingly, local community colleges are offering c ourses in Project Management

as part of their business programs. If thats not an option for you, then look online for

programs that cover Project Management basics to get you s tarted. Beyond that, be

sure y ou are r eading the publications PMI sends y ou, and find online blogs and

publications specific to Project Management that you can make a habit of reading. (See

the Project Management section of my links page for specific examples.) Like all

disciplines there is a special language project managers use. In order to convince

someone that you can walk the walk, you must first show them that you know enough

to talk the talk. So find a mentor you can learn from, attend networking events (which

you should always be doing, anyway ) so that you can hear about other peoples

experiences, and give yourself the chance to start working on your elevator pitch. Itll

take time and tweaking to get it right, so better to practice over cocktails than to

wait until youre in a job interview. [...]

Breaking into Projec t Management - PM Hutwrote on February 6, 2009 - 6:20 pm | Visit

Link

Hi,

Where can I get answers for all these 300 project manager interview questions. Please

help me.

Regards,

Subbarao

Subbaraowrote on March 21, 2010 - 1:33 am | Visit Link

If any one can provide the answers for 300 quest ions it will be helpful for so manypeople.

vishalwrote on April 16, 2014 - 2:30 am | Visit Link

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