Project Management Interview

Introduce yourself

• 16 years of IT experience, working with Amazon since 2020. Strong understanding on CRM Projects
involving Salesforce, Oracle OnDemand and Siebel CRM. Experience includes end to end
Implementations (Requirement Analysis, Design, Configuration/Development, Testing, Rollouts)
Upgrades, Support and Maintenance.
• Carry out day to day activities such as product release management, resource management, time
allocation, meeting deadlines etc
• Certifications
• Awards
• Global Exposure
• Adaptable, well planned, resilient, more tasks, pressure
Handling Multiple Stakeholders
• Identify All Stakeholders. ...
• Determine Stakeholder Interests. ...
• Manage Conflicts of Interest. ...
• Prioritize Outcomes. ...
• Organize Communication. ...
• 2021 Advocacy Benchmark Report. ...
• Establish Reporting Methods. ...
• Be Adaptable.
Handling difficult Project
• Define a shared goal.
• Consider roles and responsibilities.
• Break it down and define the scope.
• Make your life easier by using collaboration tools.
• Create a positive team environment.
• Adapt (then adapt again)
• Bonus tip: reward motivation and progress.
Handling Complex Project
• Adaptability – A complex project is one that is constantly changing. Thus, you need to be adaptable and
make dynamic changes and improvements to your project and project operations on the go. Keeping the
overall goal in mind, you need to shift tactics and strategies depending on the situation at hand.
• Collaboration – Complex projects need the cooperation of several different people and teams. All of
these bring various advantages to the table. All of them have to be handled differently. Therefore, the
ability to cooperate is crucial. Seeing others’ points of view and expressing your own are essential steps
in creating a win-win situation.

• Communication – In a complex project, the various team members, stakeholders, and management need
to be informed of the various points of view when it comes to progress. And all of them, too, will have
their opinions. The best way to create an atmosphere of trust and confidence is via effective
communication. This is a two-way street that will build relationships for smoother ways of working
together.
Handling Complex Project II
• Expertise – As a project manager, you must constantly draw from your past experiences as well as
educate yourself on current and new ones. This will make you the acknowledged expert on the project,
and the person whom others will seek when they encounter difficulties. Another aspect of expertise is to
recognize which members of your team are specialists in various disciplines and draw upon their skills as
and when needed.

• Ability to Negotiate – With complex projects, there always has to be an element of give-and-take when it
comes to progressing towards objectives. This is important when there are several stakeholders. The art
of negotiation is, therefore, an important trump card. This is best done with a knowledge of the overall
goal, combined with the needs of those you interact with. The best negotiators make every person feel
as though they have been heard.
• Ability to Lead and Motivate – Complex projects are either uncharted territory or peaks that are quite a
challenge to scale. There can be many roadblocks. But leaders need to be composed and put forward
their best efforts. Effective leadership means that you are motivated and have the ability to motivate
others too. For example, in the current hybrid work environment, how will you manage remote teams
and keep them motivated throughout the project?.
Complex Project checklist
Assess what’s worked before – This involves learning from similar projects in the past, distilling your own
experience as well as looking at case studies.
Organize for the unforeseen – Here, you must expect changing behavior and shifting elements of risk. Thus,
you ought to make room for some flexibility in partnerships and collaboration. It is also a good idea to be
absolutely ready with a risk management plan, or a ‘Plan B’ of sorts even.
Rehearse first – Explore options, look at working models, and improve upon them. Try-outs, simulations,
and trials all come in handy here.
Calibrate and apportion risks – In this step, you ought to balance innovation and standardization when it
comes to various outcomes. Try out multiple structures and see which ones can be tweaked for the best
results as the project progresses.
Harness innovation – While fixed structures are essential, can they contain an element of flexibility that
encourages innovation to flourish? Also, can these innovations then become standard practice? Asking
these questions will enable you to progress efficiently and effectively
Leadership style
• I use various skills to solve an organization's operational issues. Using my critical thinking and problem-
solving skill, I work towards finding a solution to the business problem. In addition, my ability to work in
teams helps me communicate with every project member to understand what went wrong.
• What skills do you use to solve business problems? - Active listening, Analysis, Research, Creativity,
Communication, Dependability, Decision making, Team-building.
• How will you juggle achieving your target and helping your team reach their goals? ... Using authority
positively, Good communication skills, Turn failure into an opportunity to learn, Commend effort,
Develop existing strengths, Maintain an open environment, Develop yourself and your team.
• How do you measure the success of a project? I evaluate success based not only on my work but also on
the work of my team. In order for me to be considered successful, the team needs to achieve both our
individual and our team goals.
• How do you handle failure? .
• How do you delegate work among the team?
• managing processes, purchasing, accounting, human resources, inventory, and IT.
Manage Team & Critical team
• Communicate directly and transparently. Employees dread miscommunication because it causes
confusion and stress. ...
• Offer a clear vision. ...
• Encourage team collaboration. ...
• Delegate with care. ...
• Provide constructive feedback and recognition. ...
• Overcome remote work challenges.
• Be direct and talk about it. Speak to your team member about the problem. ...
• Listen. Listen to what the team member shares about the situation. ...
• Come up with a solution for the difficult team member. ...
• Stay professional. ...
• Pay attention and follow up. ...
• Know when to escalate.
Team Building
• Mission. It is the shared commitment to a
specific mission that helps define a team. ...
• Goals. Mission statements give a team
guiding principles, but goals give the team a
real target for their activity. ...
• Roles and responsibilities. ...
• Groundrules. ...
• Decision-making. ...
• Effective Group Process.
 Success Planning
•Step 1: Identify significant
business challenges in the next 1–
5 years.
•Step 2: Identify critical positions
that will be needed to support
business continuity.
•Step 3: Identify competencies,
skills, and institutional knowledge
that are critical success factors.
•Step 4: Consider high potential
employees
Team recognition and Feedback
• Recognition is about giving
positive feedback based on results
or performance.
• Be genuine. ...
• Be timely. ...
• Be specific. ...
• Give the action the "recognition" it
deserves. ...
• Provide options. ...
• Keep it right-sized. ...
• Personalize it if you can.
Delighted Customer
• Customer satisfaction survey.
• Monitoring of customer complaints
through helpdesk.
• Monitoring of recurring purchases through
CRM.
• Offer multi-channel support.
• Make collecting feedback a company
process.
• Measure customer satisfaction regularly.
• Ask for feedback across all touchpoints.
• Actively ask customers for feedback.
• Share feedback across all your teams.
• Reply to all feedback.
• Provide timely, almost instant support.
• Clearly publish company contact
information.
• Offer each customer a personalized
experience.
• Give loyal customers preferential
treatment.
• Treat customers like people, not numbers.
• Solve (potential and current) customers'
problems.
• Help customers succeed.
• Listen to customer feedback.
• Be enthusiastic.
• Be unexpected.
• Build a community.
Incident and Problem Management
• Incident Management :
• preparation - organizational
breach
• identification - How it was
occurred
• containment - steps to follow
• eradication- Act or freeze
• recovery - how to set up back
• lessons learned.
• Types of Incidents :
• There are three basic C's to
remember—check, call, and
care. When it comes to first
aid, there are three P's to
remember—preserve life,
prevent deterioration, and
promote recovery.
• ITIL defines an incident as an
unplanned interruption to or
quality reduction of an IT
• Problem Management : Incident identification. ...
• Reactive problem Incident categorization. ...
management is Incident prioritization. ...
concerned with solving Incident response. ...
problems in response to Incident resolution and closure.
one or more incidents. 1) Problem Detection. ...
Proactive problem 2) Problem Logging. ...
management is 3) Investigation and
concerned with Diagnosis. ...
identifying and solving 4) Workaround. ...
problems and known 5) Create Known Error
errors before further Record. ...
incidents related to 6) Resolution. ...
them can occur again 7) Closure.
• Accident and Near Miss
Service Strategy, Service
Design, Service Transition,
Service Operations, and
Continual Service
Improvement
Incident and Problem Management
• Incident Management :
•  Incident Communication
• Incident Response
• On call, support and war room
• Tools
• KPI
• MTBF (mean time between
• Problem Management :
failures) • Reactive problem management is
• MTTA (mean time to
concerned with solving problems in
acknowledge) 
response to one or more incidents.
• MTTD (mean time to detect)
Proactive problem management is
• MTTR can stand for mean time to
concerned with identifying and solving
repair, resolve, respond, or problems and known errors before
recovery further incidents related to them can
• On-call time occur again
• SLA • Accident and Near Miss
• SLO
ITSM
• I1) Build and implement IT technology. 2)
Bring in and enforce the right process. 3)
People can learn the technology and abide
by the process. Atlassian flips that paradigm.  Improvement
Service Strategy, Service Design, Service Transition,
Service Operations, and Continual Service
What are the 4 basic components of a process?
These four critical items are: (1) Process Definition, (2)
Process and Activity Roles, (3) Available Tools and (4)
Training. 
What are the 6 ITIL benefits?
Primary Benefits of ITIL ®
Stronger alignment between IT and the business.
Improved service delivery and customer satisfaction.
Reduced costs through improved utilization of resources.
Greater visibility of IT costs and assets.
Better management of business risk and service
disruption.