Individual Traits:

Stress Tolerance, Flexibility,

Adaptability, Tenacity,
Independence, Integrity, Attention
to Detail etc.
 Managerial Skills:
• Planning & Organizing, Management
Control, Delegation, Leadership,
Subordinate Development,
• Organizational Sensitivity etc.
 Decision Making Skills:
• Judgment, Problem Analysis,
Decisiveness, Creativity, Numerical
Analysis, Commercial Awareness, Risk
Taking etc.
 Interpersonal Skills:
• Listening, Persuasive Oral
Communication, Written Communication,
Interpersonal Sensitivity, Impact,
Sociability, Team-Work etc
 Motivational Behaviors:
• Initiative, Resilience, Energy, Work
Standards, Commitment, Work Motivation,
Customer Service
 Primary Scales -
• 1. Adjustment – self-confidence, self-esteem, and composure
under pressure
• 2. Ambition – initiative, competitiveness, and the desire for
leadership roles
• 3. Sociability – extraversion, gregariousness, and a need for social
interaction
• 4. Interpersonal Sensitivity – warmth, charm, and the ability to
maintain relationships
• 5. Prudence – being self-disciplined, responsible, and
conscientious
• 6. Inquisitive – imagination, curiosity, vision, and creative potential
• 7. Learning Approach – enjoying learning, staying current on
business and technical matter
 Occupational Scales -
• 1. Service Orientation – being attentive, pleasant, and
courteous to customers
• 2. Stress Tolerance – being able to handle stress,
even-tempered, calm under fire
• 3. Reliability – honesty, integrity, and positive
organizational citizenship
• 4. Clerical Potential – following directions, attention to
detail, and communicating clearly
• 5. Sales Potential – energy, social skills, and the ability
to solve problems for customers
• 6. Managerial Potential – leadership ability, planning,
and decision-making skills
 Assessment Scales -
1. Excitable: Composure and ability under pressure, teamwork and interpersonal skills

2. Skeptical: Argumentative, critical thinking, interpersonal skills

3. Cautious: Decision making ability, ability to adapt, ability to take control

4. Reserved: Interpersonal, team work, and communication skill, determine before hand.

5. Leisurely: Degree of assertiveness, ability to adapt, work ethic

6. Bold: Self confidence, arrogance, ability to take responsibility for actions

7. Mischievous: Intuitive, willingness to work within guidelines, risk taking, impulsive

8. Colorful: Attention seeking, listening skills, productivity, ability in crises, belief in self, full of interest.

9. Imaginative: Influencing and persuasive ability, ability to think laterally, foresight

10. Diligent: Attention to detail, ability to delegate, ability under pressure, decisiveness, hard working.

11. Dutiful: Compliant, ability to conform, decision making ability, argumentative ability (obedient)
 How will you help our company? What do you
offer this position?
• The focus of my contribution to company has always
been in adaptable “Quality” and “Savings”. I consider
these two as important factors for the growth of any
company. By setting up high standards of quality, the
company promotes the confidence in the clients,
investors and in the market. By savings in terms of cost
and time, the company stands to its commitment of
delivering the quality product or service on time and
within the budget.
• So, I bring along quality, cost savings, reducing
development/delivery cycle time, opening up new market
opportunities and complete customer satisfaction.
 What is the toughest job problem you’ve ever faced?

• DISCUSSION: This is a problem solving question that tests your critical thinking
skills. This is a great question for showing that you are a creative and capable
problem solver. The problem you select to use as an example should be as similar as
possible to a problem that you are likely to face at the job you are interviewing for.
• "I try to take a systematic approach to problem solving where I take the time to
gather the relevant data, clearly define the problem or goal, then come up with
possible solutions. I think it is important to get the information and clarify the
problem or understand the root cause of the issue first before you start coming
up with possible solutions, or wasting other people's time. FOR INSTANCE,
when I was at Job "X" ... What kinds of challenges are you currently facing in your
department? How tough a position does this put you in? What could the ideal
candidate do to help solve this problem in his or her first three months on the job?"
• Describe a situation when working with a team produced more successful
results than if you had completed the project on your own.
• "Well, I have worked both independently and as a member of team, throughout my
career. I enjoy both, and can do both equally well. I will have to say, though, that
working with others has often yielded great results for projects I have worked on --
specifically when it comes to brainstorming. I try to get everyone involved in coming
up with new solutions by making time for sessions where "there are no wrong ideas
or answers." The creativity of a group of people is always going to be greater than
that of one person, and thus the results will be more successful.
 I did that a lot a Job "Y".
FOR EXAMPLE
• "Working with others allows you data-mine other
people's skills and experiences, get perspectives and
ideas that you would not have on your own, and
check the quality of your own work before it goes out the
door. FOR EXAMPLE, at Job "X" I worked with many
great people. I was able to "pick their brains" -- so to
speak -- about the effectiveness of various techniques,
estimates on how long it would take to get various things
done, etc. I would not have been able to do my job as
effectively with out them. Will there be the opportunity to
work in team situations at this job?"
 Describe a time when you were faced with problems or
stresses at work that tested your coping skills. What
did you do?

• DISCUSSION: Workplace stress is an issue for everyone. Don't pretend that you never
get stressed out. You want to show that you can deal with stress and cope with difficult
situations. Show that you are calm under pressure, and know how to avoid stress in the
first place through planning and time management
• "Well I think it is important to remember that stress affects everyone, and it is inevitable
that sometimes people are going to have bad days. That is why I try to give people the
benefit of the doubt when they seem to have a short fuse.
• What I do personally is try to control my response to a situation.
• You can't necessarily control what happens to you, but you can control your response.
• What I try to do is lengthen the time between the stressful situation and my
response -- so that I can identify the cause of the stress and decide what I can do
about it. FOR EXAMPLE, on several occasions I have had to deal with very irate
customers who actually yelled at me. What I did was staying calm and not let them get
under my skin.
• I really tried to listen and decide exactly what it was that was at the root of their
problem. Then I provided solutions that could be completed within a specific
time-frame. I always find that it is best to face those types of situations head-on
and be objective about them. I do my best to be professional and not get my
emotions involved. Also, I try to avoid stress in the first place by tackling difficult
tasks or conversations sooner rather than 11th hour later. Does that make sense?"
 What was your role in your department's most recent
success?

• I was instrumental in translating the client's business needs into

detailed product features. I had to make sure that my team
understood what the client wanted, and then check the quality to
make sure that we were delivering a quality product with the
features that the client was expecting.
• This was an ongoing process that required a lot of communication
and teamwork with my team as well as the client.
• I think my role really was to clarify the scope of the project, and
then "manage the client's expectations." We were able to deliver on
time, and the client was thrilled! I was able to make sure no time
was wasted on adding unnecessary features, and since we were
working on a fixed bid price, we saved my company time and money
 How would you deal with
unexpected events on the job?
• Unexpected events or change is an important event for any team.
This can be damaging if not checked and monitored. I break the
unexpected events (RISK) into 3 categories
• 1) Business related
• 2) Project related and
• 3) Process related
• and then I do regular evaluation and forecast of the project and
market on daily/weekly basis.
• I also do Risk assessment analysis, which helps me in forecasting
any change or unfavorable results.
• I use FMEA, RCA, Checkpoints and other PMP and 6 Sigma tools to
identify and resolve issues.
• The solution to unexpected events is to have an “backup plans” and
“alternate solutions.” Having these in place, unexpected events can
be reduced and sometimes eliminated.
How do you organize your time?
• I organize and co-ordinate the work of the team, delegating and
sharing out tasks, and fundamentally making sure that there is a
good work environment.
• I work on the principle of “prioritizing the work” for time
management.
• Usually 60% of time is spent on project planning, documentation
and evaluation.
• The rest of time is devoted to issues, meetings, coordination, follow-
ups, reviews and the status.
• Top 5 Priority activities always consume most of the time, as it
requires immediate attention.
• I also maintain documents for “To-Do”, Activity Logs, Action Plans
and goal setting for the team.
• However the above is not rigid and has to be altered to address the
situation.
 How do you delegate
responsibility?
• Definition, Discussion, Direction (Delegate) and
Decision are the keys to my successful Project
Management.
• I work on “Right person on Right Job”.
• During WBS, I delegate the best resource to
accomplish the task and I take into account the
experience, knowledge, ability to perform and
skills of the individual.
• The ongoing monitoring, checklist, weekly job
status documents would provide me the picture
of success or failure delegation.
What are your ability and experience in developing and
implementing business plans?

• I follow methodologies suggested by PMP. I work on 4 D’s Discussion, Definition, Direction and
Decision and 10 step for any project execution and delivery.
• Use standards and best practices to minimize project-planning
redundancies.
• Have “flexible” and “scalable plans” to incorporate future changes.
• Projects should have sound and definite requirements
• Define project management success at the start of the project
• Keeping changes to a minimum
• Organizing the team according to needs and organizational realities.
• Using checkpoints and documenting all the records
• Keeping project customer engaged in the project from start to finish
• Rigorous testing.
• Transfer responsibility to the customer once the project is complete
• Evaluate every project for valuable lessons learned via post-project
reviews
Have you ever misjudged something? How could you
have prevented the mistake ?
• None. I never go beyond what I cannot
deliver. Its better to say “NO” then regret
latter
What do you do to keep up to date in your job? How do
you improve your-self professionally?

• I keep myself updated with the latest

technology and scope of its penetration in
the market and career growth. I do regular
reading and Internet related developments
on the websites.
 What are your reasons for
leaving your current job?
• The current assignments is on near completion
and further more I do not see any further
advancement in terms of personal and
organization. And there is no further value-
addition that I can bring to the present
organization.
• The position didn’t have room for growth” or
“I felt my capabilities were being
underutilized so I felt it was best that I seek
employment elsewhere.”
Where do you see yourself five years from now? How
does this position fit with your long-term career
objectives? What are your career plans?

• For next 5 Years, I would like to focus

myself into diversified business domain
and Locations (Global). I consider this as
Foundation for long term plans. Down the
line, I will climb up the career ladder and
would like to take up a position as head of
an organization.
 6. How do you plan to achieve
these goals?
• To achieve my long terms goals,
• I am gaining on experiences toward
“Leadership” and “Management” roles. I am now
involving myself into corporate financial activities
to start with such as costing and budgeting. I am
learning manufacturing and production business
processes. I am also exploring the opportunities
for global projects that involve pre-sales
customer interactions.
What is your management style?
• I have “Flexible”, “Adaptable” and
“Scalable” style of management, and do
not restrict myself to PMP methodologies.
I believe that one has to analyze the
situation and implement the best
methodology that can yield the maximum
result with minimum cost and risk. I also
“enforce” quality tools and methodology at
every step of project management.
 What is your greatest strength? What key assets can you offer in
this job? What are three things I should know about you?

• I am “Flexible”, “Adaptable” and “Scalable” to any environment. Other

strengths include Innovative, Can-do Attitude, Communication, Coordination
and excellent Interpersonal skills.
• I not only take initiative towards creative ideas but also proactively and with
determination ensure that the idea is implemented as a process or solution.
• Experience, Leader ships Traits (characteristic), Credentials,
Qualified, Enthuastic, intelligent, hardworking, flexible, team work,
problem solving skills
• Strengths: As stated above I am “Flexible”, “Adaptable” and “Scalable”
to any environment. My CV shows that I have taken up various roles in the
interest of project and company. Other strengths are innovative, initiative
creative, Communication and Coordination and excellent interpersonal
skills.
• Weakness: I need to improve on Work-life balance and I am over ambitious.
• Know about me: I am a quick and sharp learner
• I am introvert when it comes to personal family life. I don’t entertain personal
discussion in office and vice-versa.
• I have high skill sets in Negotiations
 1. How would you describe
yourself?
• Professionally,
• I am assertive, persistent, strong-willed person.
• I am Quality conscious and I always establish
benchmarks of performance and standards of
excellence.
• I have sought out innovative solutions to
challenging problems to maximize output.
• I keep my focus on “Bigger Picture’ and am
result, customer/stakeholder oriented.
• Personally I am very fun loving, out-going and
open-minded person.
2. How would you describe your
ideal job?
• I take my every assignment as an ideal
job.
• I consider this as a key to my success.
• I would take up any opportunity that
allows me to put my management,
analytical, creative and innovative talents
to work in a larger capacity, wherein I can
learn and share my individual perspectives
with everyone.
 3. Why did you choose this
career?
• During my early engineering days I had
realized that Engineering segment will
continually evolve and subsequently will
have wide and challenging career. It is this
aspect, of being on the cutting edge, which
especially interests me.
 4. What motivates you to do a
good job?
• I've always been motivated by the desire to do a
good job at whatever position I am in. I want to
excel and to be successful in my job, both for my
own personal satisfaction and for my employer.
I do ensure that stakeholders get the best quality
product that I can provide. I am motivated by the
challenge of leading and finishing
implementation and critical support project on
schedule, along with reducing the overhead
costs and managing the teams. It’s the success,
reward and recognition that motivate me to take
up new challenging assignments and projects
8. What do you look for in a job?
• I look for challenging, steep learning
curve, good work culture, demanding,
rewarding, opportunities for advancement
and growth, team environment,
opportunity to build and maintain client
relationships.
 11. What is your greatest
weakness?
• I need to improve on Work-life balance
and I am over ambitious. However I am
working on work-life balance by delegating
and distributing the additional task across
the team. I am improving on setting up a
clear objectives and goals for my career
advancement. I am trying to hang on to
one company longer and not rather jump
frequently. I consider PM as laying down
the foundation to higher career.
15. Tell me about a time when you failed to meet a deadline. What

were the (recoil after impact) repercussions?

• One production rare case remained pending. I

was called in to look into matter on priority basis
by the senior management. Though I had kept
senior management aware of my priorities and
workload well in advance but since the user
escalated this, I had to change my priorities and
closed the case. Latter on we had a formal
meeting with the upset client and assured with
corrective measures to gain back the
confidence.
 20. Why do you want to work
here?
• I would like to have “diversified” (expand
one's range of products) experience
across the globe and I do not want to
restrict my experiences to one technology,
one position or one business domain.
 21. Why should I hire you over the others
waiting to be interviewed?
• The focus of my contribution to company has always been in terms of
“Quality” and “Savings”. I consider these two as important factors for the
growth of any company. By setting up high standards of quality, the
company promotes the confidence in the clients, investors and in the
market. By savings in terms of cost and time, the company stands to its
commitment of delivering the quality product or service on time and within
the budget.
• I bring along quality, cost savings, reducing development/delivery cycle
time, opening up new market opportunities and complete customer
satisfaction. I should be hired
• Because of my multi-disciplined and wide skill sets ranging from leadership,
project and people management to quality to programming and training.
• Because of my ability to deliver even in adverse and deadlock situations.
• Because of my personal and professional strengths
• Because of my integrity values and always keeping company and customer
on primary focus
• I am confident that my knowledge/skills and experience will be huge
beneficial to your company.
 Ability to work, understand, build relationships across different
areas and with people from diverse cultures

• As above. The biggest credit is the

user’s/customer appreciation. Even after project
closure I would receive emails/phone calls/ “on
the desk” from the customer asking for
help/support and guidance. I go beyond the lines
to ensure the requirement as clearly understood
and defined. For example the users asked for
delivery of “xyz”. I would ask if it is ‘xyz’ or
“XYZ”, italic, bold or underlined? This explains
my detailed level of observations and
understanding of the task/work or project.
 Strong organisational and leadership skills in an international, complex matrix
environment with the ability to lead and drive projects to completion

• The above were all achieved by following:

• Clarity of the project (ensure that the requirement/specs/scopes are
clearly understood)
• Enforce quality (follow the principle “The time RIGHT”) (no rework)
• Focus on Big Picture and keep eye on Risk
• Have 4 blocker matrix presentation in meeting
– 1St block should present “Risk and Mitigation”
– 2nd Block should present “Task completed for the week/month”
– 3rd Block should present “Pending task/activities” along with Bar
chart.
– 4th Block should present “Problematic issues or concerns or
achievements”
 Personal Attributes:
• Results-oriented leader adept at managed risk taking with a keen
sense of bottom-line profitability.
• An inspiring team leader who approaches projects with enthusiasm
and vision. (4 Blocker presentation as above and taking up loss
making project as quality project and turning it around)
• Excellent written and oral communication/coordination skills with
management, customers, vendors, and peers.
• Creative thinker, analytical problem-solver and solution orientated.
solved several support complex production projects
• Business aware and customer focused
• Always looking for ways to improve, to be more efficient.
• Work well with others under varying situations and circumstances.
(Have delivered the project under pressure environments)
• Enthusiastic learner who quickly grasps concepts and technical
skills.
Q1) Have you ever faced an issue where your customer with whom your company
has a long-term relationship is not signing off the product for any particular
reason, which is beyond your control. How would you tackle this situation?

• Conduct a meeting with the customer to

focus on the roadblocks and reasons for
“not-signing”. Invite the external concerned
members as well to address the situation.
Explain the customer the facts. Discuss to
possible win-win solutions of the issues
along with the time-lines and plan-of-
actions. Have it documented.
 Q3) Scenario: Your team has been working for the past 6 month’s on a major project that is critical to the
company. During the process a decision to use X was made, as the use of X saved months of development
time. Your team has just finished Alpha testing and is preparing to move the project to the company’s data
center for Beta testing. It’s the week before your team is to deliver the final Beta code and you receive a call
from the manager of the company’s data center. Upon review of a list of the components to be deployed, the
manager noticed X and under no circumstances will he allow X to reside on any of the servers in his data
center. Question: How do you handle this development?

• Tough situation, Have a detail rounds of

discussion (BRAINSTORMING sessions) with
the data center manager. If you run out of
options, it always best to ask or take help from
the team members. Ask the concerned person
on alternative feasible solution. If there is
feasible solution for example to put new box;
then work out the justification and Return on
investments. Re-do the plans, look from bigger
picture the entire situation.
 Q4) Scenario: Your team is finishing up the first release of a mission critical
application for a client. The application is to be housed in their data center in
London, where you’ve had a team spending the past week installing hardware and
prepping everything in anticipation of the software’s release.

• It’s Friday morning (you go live
Monday morning) and you get a
call from the client saying that
everything needs to be housed
out of their data center in
Frankfurt. Not going live
Monday is not an option, as
press announcements have
already gone out. Question:
What do you do?
• I have faced this type of situation
on normal basis? For example the
issues in production support, the
deadlines are “as of yesterday”!!!
You need to re-prioritize your work
accordingly, if possible distribute
your workload that can be
completed without monitoring. List
down work task that go after go-
live and Focus on Showstopper or
no-go issues. Have brainstorming
sessions with the team and have a
hourly project update meetings.
Display on dashboard the current
status with completed, pending,
burning (Green, Yellow, Red)
indicators. Request help, ask
questions, and if possible delegate
work (autocratic communicator)
 Sample Project Management Interview Questions (Questions That
Examine Leadership Potential)

• 1. How do you handle • It’s always 1:1; discuss

non-productive team the reasons of non-
members? productivity, if it’s due to
technical reasons? If
personal, I call in HR, if
Technical, look out the
ways to reduce or remove
by training, moving to
other areas, exploiting his
strengths and working on
weakness.
 Do not interrupt.
• What kind of projects would I work on?
• What kind of plans does the company have to increase business?
• What are the opportunities available in the company (department)?
• Tell me about the people I will be working with?
• (If appropriate) what are the people like I will be working with?
• What about the company convinced you to join and stay through the
years?
• How did you get to where you are now?
• What authority (if appropriate) will I be given?
• What will you expect of me?
• What is there about the position that has not been mentioned to me
that could cause me to decline a job offer?
• What happened to the last person in this job?
• How would you define the management philosophy of the
company?
 The Salary Discussion
• * Try to avoid the salary discussion like the plague! If
asked, “What are you looking for?”
• The correct answer is, “My present salary is $$,$$$, if
you like me, and I like you, I’m sure we can work the
• numbers out.”
• * Don’t come up with a specific number… you might
ask for $2,000 more than they can pay or $2,000 less
• than I can get for you.
• * First, let’s see if both parties want to buy before we
determine what it costs.
 What interests you most about
the position we have?
• I am anxious to take on added
responsibility. In addition to enjoying my
work, I'd like to expand my knowledge.
• Frankly, these opportunities don't exist in
my present position, but do in the one
here.
What do you think of your boss?
• He's an outstanding man. I have a great
deal of respect for him and have enjoyed
working with him very much.
 How long would you stay with
us?
• As I mentioned to you, I'm looking for a
career opportunity, however, I'm a realist.
Obviously, if I don't do the job
• you won't want me around, and if there is
no opportunity for me, it won't be the type
of environment I’d enjoy.
How long would it take for you to make a
contribution to our company?
• Well, I hope to be able to make a
contribution in a very short time, obviously
it will take some time to get used to
• certain operating procedures. There are a
number of things that I have accomplished
before that I may be able
• to institute once I gain a better
understanding of your organization.
 What is your biggest weakness?

• . Well, I really don't feel I have a weakness

that affects my working ability. I guess at
times, I have a tendency
• to be impatient and occasionally push
people too hard to get a job done.
Patience isn't my strongest virtue.
 what is your Effective
Management?
• Lead don't manage by setting up clear goals, vision, clear
communication,
• Focus on the Customer:
• Hire the best: Grade A players are motivated, driven, energetic,
innovative, have the right attitude, aptitude, experience, abilities and
their enthusiasm and quest for excellence
• Set clear goals
• Listen to your team: you get ideas, feedback and advice can come
from anywhere
• Communicate effectively
• Respect your team
• Create a learning culture
• Delegate Don't Abdicate: they delegate then supervise, monitor,
inspect and provide feedback
• Remove barriers to success
 When the employer says, “Tell me about
yourself?”

• Talk about your professional background,

your qualifications, your education relevant
to the position, your duties and
achievements.
 HOW TO CONDUCT A SUCCESSFUL FACE TO
FACE INTERVIEW
• 1. Appearance is critical. Dress properly - It is very important!!
• The look is conservative and successful. (men) Conservative suit with tie, white shirt,
dark socks, leather shoes
• (polished), and get a hair cut. men is “Business Casual”, meaning nice shirt or blouse
and dress or khaki pants. Find out before you go what they expect.
• 2. First thing make “eye contact" - and maintain eye contact throughout the
interview.
• 3. Hand shake - should be firm (not limp or too strong) Try practicing with a friend
before you interview.
• 4. Learn as much about the company before going in as you can; this will impress the
interviewers.
• 5. Take at least one fresh original resume
• Job title/starting and ending dates.
• Be prepared to discuss each aspect of your career in detail. Know your own
resume!
• Be able to speak about your duties/responsibilities in depth.
• What and how--strong emphasis on your specific duties.
• Definitely mention specific Accomplishments, Awards, and Rankings.
• State the facts-- be honest - but not modest! Sell your strengths!!
 FACE INTERVIEW-2
• 6. Find out what the employer is looking for and describe your past accomplishments relating how they
will help him.
• Give Examples!!
• Maintain eye contact at all times and smile, but don't be phony.
• Be positive--eager--at ease
• 7. When the employer says, “Tell me about yourself?” Talk about your professional background,
your qualifications, your education relevant to the position, your duties and achievements.
• 8. Be able to discuss your past experiences in depth and detail. You are the authority.
• Come across in a motivated tone. Be enthusiastic; present yourself as a "high energy" person.
• Be sincere. Answer the questions geared to the position for which you are interviewing. (Be
careful you don't interview for a different position than the one you were sent on.)
• When the employer asks you a question, think about your answers as long as you need to… But,
when, you do answer
• don't be vague--be decisive and specific with your answers. Be careful to not “over talk” your
answers.
• Never say “no”, or “ I don’t know anything about that”, or “I don’t do that”, instead say "Although I
haven't, I can do..."
• Make the employer comfortable with you as a prospective employee - and as a person!
• 9. State the reasons for leaving in a very positive manner.
• Be positive about current employer/manager.
• The old saying, “If you can’t say anything nice, then don’t say anything at all” is very appropriate in
the interview
• setting.
 How do you motivate team members who are burned
out, or bored?

• Monotonous jobs, tasks or assignments

are the major factors of burned out.
Moving to challenging different role, tech,
and assignments would help. Besides this
we do have regular fun, sports outings
 How do you handle team members who come to you
with their personal problems

• I do not, entertain personal issues and

pass it on to HR
Explain how you operate
interdepartmentally
• Tell me how you • The best approach is
would react to a which can be justified
situation where in terms delivering the
there was more than max output with min
one way to inputs (in all aspects,
accomplish the costing, quality, time,
same task, and performance)
there were very
strong feelings by
others on each
position?
• Consider that you
are in a diverse
environment, out of
your comfort zone.
How would you rate
your situational
leadership style?
• Give me an example • During production
of your leadership Support, where in I
involvement where personally looked into
teamwork played an couple of P1 tickets.
important role?
 Trustworthiness
• Tell me about a • My Commitment to
situation where your the projects and
loyalty was company,
challenged. What
did you do? Why?
• In what types of • When Manager fails
situations is it best to listen or take
to abandon loyalty actions or decisions
to your manager? on important issues
• In today’s business • Crisis and critical
environment, when project situations.
is loyalty to your
manager particularly
important?
 Strengths and Weaknesses
• Why are you • Project and
interested in this maintenance
position? Management, Meddle
East (Gulf) region
• Describe what you • Customer interaction
think it would be like would be on top
to do this job every priority, explore the
day? other business
opportunities and
ensuring high
customer satisfaction
• What do you believe • My skill sets, my
qualifies you for this knowledge, my
position? leadership, it and
quality experience.
• What have you • Never commit to
learned from your something I cannot
failures? deliver in time.
 DISCUSSION:
• Show that you are able to learn
from your mistakes, but don't offer
up any negative examples
concerning your past
performance. Show that you have
been successful, but that you have
the maturity it takes to examine
your own behavior so that you can
learn and grow and be a better
employee. Be brief.
• "Good question. Well, I have been
successful at every job I have had,
but I have had the normal ups and
downs. I'd say that I do actively try
to monitor my work habits and the
quality of my work so that I can
constantly be improving myself.
FOR EXAMPLE, I have had one
or two hiccups with customers
where their satisfaction was not
where I thought it was. I learned
that I have to really monitor certain
difficult customers closely and
"take their temperature" so I can
keep their satisfaction level as
high as possible. Have you had
any customers like that here?"
Describe an ideal job for you.
• I take my every assignment as an ideal
job. I consider this as a key to my success.
I would take up any opportunity that allows
me to put my management, analytical,
creative and innovative talents to work in a
larger capacity, wherein I can learn and
share my individual perspectives with
everyone.
 Judgment
• What would you do • Ignored + enter =I will
if you found out that always thing about
a contractor was in my organization
a conflict of interest welfare. if he not
situation? convinced matter
hand our to purchase
and hr deparmmaent.
• Give me an example • Purchase
of a win-win depapartment.
situation you have
negotiated.
• Tell me about your • What makes you
verbal and written think so? Small “a”
communication or “A”, italic, bold or
ability. How well do underlines, best it to
you represent ask 100 times.
yourself to others?
• Give me an example of a stressful
situation you have been in. How well
did you handle it? If you had to do it
over again, would you do it differently?
How do you deal with stress, pressure,
and unreasonable demands?
• Production Support and Time bound
implements
 General Experience
• Tell me about a
tough decision you
had to make?
 General Experience
• Describe what you • Status meeting,
did at your work production support
place yesterday issues, enhancement
status, meeting with
stakeholders etc.
• How would you
solve the following
technical problem?
• What strengths did
you bring to your
last position?
• Describe how those • Persistence, patience,
contributions impacted making the users
results? understand the benefits
of the process,
technology, coaching. In
return, I got positive
response from the end-
users in sharing of
knowledge and better
ideas on the
business/functional
processes.
Project Management Experience
• What are the necessary • For any project
steps to successful • I follow methodologies
project management? suggested by PMP
adding on 6 Sigma tools
to the project
management. I work on 4
D’s Discussion,
Definition, Direction and
Decision and 10 steps for
any project execution and
delivery.
 6 Sigma tools to the project-
4 D’s Discussion,
• Use standards and best practices to minimize project-planning
redundancies. Have “flexible”, “adaptable” and “scalable plans” to
incorporate future changes.
• Projects should have sound and definite requirements
• Define project management success at the start of the project
• Keeping changes to a minimum (reduces time and overhead costs)
• Organizing the team according to needs and organizational realities.
• Using checkpoints and documenting all the records
• Keeping project customer engaged in the project from start to finish
• Rigorous testing.
• Transfer responsibility to the customer once the project is complete
• Evaluate every project for valuable lessons learned via post-project reviews
• For any successful project all 6 C’s should be well covered
• Clarity
• Communication
• Conflicts
• Control
• Change
• Coordination
 78
• How do you plan for a • (Use PMP Approach
project? to star with, prepare a
roadmap, checklist
and project
templates/log book)
start with initiation ->
planning -> execution
-> control/monitoring
-> closure
 RESOURSE+DEADLINSE+BUDGET+SCOPE+
SPECIFICATION+QUALITY+RISK

• What is important to • Resources,

consider when • Deadlines,
planning a Fr project? • Budget,
• (your type of project)? • Scope,
• Specification,
• Quality
• And Risk
 PLANNING
• 1 What are things that • 2 What distinguishes
you have found to be a project from routine
low priority when operations? The
planning for (your chained or linked
type of project)? activities?
 Scope, Time scale , Cost and
Resources
• The three constraints of project management will almost
always be competing with each other.
• If a team decides to enlarge the scope of a project, the
time will become larger as well, along with the cost.
• If the time constraint is tighter, the scope may be
reduced, but the costs will remain high.
• If the team should decide to tighten the budget, the
scope will become smaller but the time will increase.
• To become skilled in project management, the project
manager and their team must be capable of dealing with
these constraints in a way that will allow them to
successfully complete any project that they plan.
 82
• What are the five • What qualifications
control components of are required to be an
a project? effective project
• ans manager?
• ans
 83
• Name five signs that • Over/Under estimation,
indicate your project • Scope management,
may fail. • Over budget,
• Change
• Management,
 84
• When you are • PMP steps
assigned a project,
what steps do you
take to complete the
project?
 85
• As you begin your • Ans:-
assignment as a
project manager, you
quickly realize that
the corporate sponsor
for the project no
longer supports the
project. What will you
do?
 86
• Your three-month • Ans:-
project is about to
exceed the projected
budget after the first
month. What steps
will you take to
address the potential
cost overrun?
 87
• Tell us about a • Ans:-
successful project in
which you
participated and how
you contributed to the
success of that
project
 88
• . You are given the • Ans:-
assignment of project
manager and the
team members have
already been
identified. To increase
the effectiveness of
your project team,
what steps will you
take?
 89
• You have been assigned • Ans:-
as the project manager
for a team 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?
 What is a "project milestone"?
• A significant event in the project, usually
completion of a major deliverable
 What is "project float"?
• Project Float is the length of time between
the Contractor’s Early Completion (or
Substantial Completion) and the Actual
Contract Completion Date.
 92
• Your project is beginning to exceed 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?
• Answer:-Report upfront and not wait till
11th hour
 93
• You’ve encountered a • Closing or addressing
delay on an early the reasons of the
phase of your project. delay, resource
What actions can you allocation, incomplete
take to counter the documents, or others
delay? Which actions or focus on the task
will have the most that would consume
effect on the result? most of the time.
 94
• Describe what you did • Currently, negotiation
in a difficult project with the vendors, on
environment to get AMC, contracts
the job done on time signing off, Strict
and on budget ? deadlines, follow-up
with business users
on testing and sign
off. No re-work, Keep
the changes to
minimum
AEW Services, Vancouver, BC ©2001 Email: max_wideman@sfu.ca

• What actions are • Meet the requirement,

required for zero rework, Detailed
successful executive level planning, Risk
sponsorship of a Management.
project?