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HPE Interview

31 Questions and Answers by Tom Dushaj
Published February 7th, 2019 | Tom Dushaj is a business and technology executive and an accomplished author of the book "Resumes That Work".
Job Interviews     Companies     Business     Management Consulting    

Question 1 of 31

Describe a situation where a project you were managing failed. What did you learn about this failure, and were you able to salvage or turn it around?

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Describe a situation where a project you were managing failed. What did you learn about this failure, and were you able to salvage or turn it around?

As much as we don't like to think about it, sometimes projects fail, and in some cases for reasons beyond our control. Hiring managers realize things do go wrong and projects have to get back on track and show a successful outcome quickly. The more complex the project, the higher the chances are that the project might fail. This question focuses on your ability to bounce back from failure, and what you did to turn it around. Give some thought as to how you might explain why the project failed, and outline the steps you took to turn it around. It is important to list what exactly happened, what lessons were learned, and what you do now to safeguard future projects from failure.

Tom's Answer #1

"I was a consultant managing a project with five other team members, and our goal was to develop a loan application app to qualify a buyer for a mortgage. I noticed that we were not able to meet deadlines or present mock designs of the app when the client requested it. I later found several flaws in our methodology and approach which led to delays and cost over-runs. I had to take a step back a re-evaluate exactly what went wrong, and quickly make corrections. Here's what I did to turn it around, and the educational journey it took me through.

1.) Take a step back and evaluate how you arrived at this point
2.) Temporarily stop the project
3.) Figure out why the project is failing
4.) Set up a turn-around (war) room
5.) Draft an agenda to go over findings, from quantitative reports to team member interviews
6.) Re-assignment of team member tasks and roles
7.) Gather all notes and project collateral
8.) Set clear objectives, and ask each team member to provide you a work list with specific tasks they are responsible for on the project, and their understanding of the team goals"

Tom's Answer #2

"A failed project can be humbling, and eye-opening at the same time. If not managed and executed properly, it can go horribly wrong. That's why when I put together a team for a project; I religiously follow a methodology that works flawlessly. I've learned to become good at this methodology after a failed project a few years ago. It also made me good at spotting where projects go wrong, and where I needed to make immediate changes. Let me break down what I learned about the failed project, and what I did to turn it around:

1.) What did I learn from the process
2.) How did it affect me and the team
3.) What were the key issues that caused the failure
4.) I found that the key issues were.....Complexity, External Influence, Financial, Organizational, Technology, and Scheduling"


Listening to our clients is absolutely essential to understanding their business and technology needs. Tell me about a time when you're listening skills helped exceed their expectations in the delivery of the project?

It's easy for a client to overlook small details, that's why they hire IT Consultants so they can stay in the know. IT Consultants typically take a deeper dive into a clients operation from a technology and business perspective. One of the biggest reasons that clients look to IT consultants is to look at their organization from an outsider's point of view. Having a vantage point into client operations, and how they do things tells the client that another pair of eyes sees things they might have missed. It's important to recognize that a client is relying on your expertise to give them a perspective that an internal employee would normally not see. Some of the areas you might want to address with the client is how they run their operations, and even have them rate their current level of expertise with all their technologies. This will reveal a few things. One of the most important is where you need to navigate and lead the interview discussion. Asking questions like what do you like and dislike about your current operations. Offer up that you like the challenge of solving problems, and working in different types of environments, and perfecting your craft.

Tom's Answer #1

"I've worked with many clients at different levels of an organization, including executive level management personnel. Being a good listener is an absolute requirement, and getting the opportunity to collaborate with clients and help solve their problems is very rewarding for me. It's important for me to show clients that they are getting the highest value possible for their money. When I have conversations with clients, I sometimes find that they don't know what they don't know, and I find that this is a good base level start because you're starting from scratch and identifying problems as you walk through their environment from top to bottom. My basic qualifiers start with technology, and how they use it. Here's a basic outline of questions I posed.

1. What platform do you run your ERP or enterprise software? Windows, UNIX, Linux, etc.? The reason I ask this questions is after I find out what they are using, it's easier for me to suggest a software solution. After explaining the pros and cons of their current set up, I recommend a solution that will help solve their problem.
2. What database are you using to store your data? SQL Server, Oracle, Sybase, BD2, etc. The reason I ask this question is to see if they are up to date with current versions, and the capacity of data and where it resides. I also ask whether their data is On-Premise or in the Cloud. Depending on the responses, I would be able to make suggestions on efficient ways to work with that data."

Tom's Answer #2

"My prior work has taught me that asking the right questions at the right time is very important. When I do discovery with a client, there are a number of questions that I ask to arrive at a few core problems they are facing. Let me give you an example of what I ask, and why.

1. Walk me through your current process, and highlight an area where you are experiencing pains and challenges? The reason I ask this is to build trust with the client, and get them to talk extensively about their problems, and how you can propose a solution.
2. Is it your belief that a software application will be able to solve these problems for you? I ask this question to see if they think they need a software solution, or is it just a process fix that can be achieved by process and productivity improvements, along with process re-engineering."


IT projects rely on teams and each other to succeed. Describe a scenario were you lead your team to a successful outcome?

Here's a great opportunity to show the value and worth that you can bring to the organization. While you were managing a team, you can describe how you motivated and empowered your team so they could have ownership and accountability on the project. Your goals should be to illustrate how you recognized the team's achievements, and inspired them to work towards a successful outcome. Don't forget to provide examples of when you were able to meet deadlines, and overcome obstacles that might have delayed your project. Lastly, provide a purpose for the project, and how important their involvement is, and why it's important to have a successful outcome for the project.

Tom's Answer #1

"Teams respond in different ways based on how their manager leads. I found this to be true in many cases when I manage teams. I feel that effective collaboration and leveraging the appropriate resources is important to reach a goal or target. I strongly believe that building strong relationships with my team and stakeholders separates me from mediocre managers. Igniting a passion in my team has helped me show them that anything is possible when you work together as a team to achieve a successful outcome. It's not difficult to envision a goal if you nurture a belief in your team, and trust their capabilities. Case in point, I was tasked with creating and documenting a sequence of events for our IT Project Management team so that projects could be assigned more efficiently, and everyone from the project management team would get task notifications to complete before the next phase of a project could be assigned to another project manager. This resulted in projects starting and completing 40% faster, and with an established sequence in place, this was easy to follow and maintain for the department manager."

Tom's Answer #2

"There was a particular instance where my team and I were assigned a project to re-write the functionality of a module from our enterprise software. Our goal was to develop new features in the manufacturing module so it could perform real-time data analytics and the plant manager could track inventory levels, and error rates in the production environment. I made sure that my team was well prepared and understood what needed to be done for this to be a success. This initiative resulted in timely reorders when stock was low, and it also reduced error rates by 70% which also resulted in cost savings to our bottom line."


Who are our clients at HPE?

Before your interview, it's vital that you have a full understanding of the industries and clients that HPE serves. You will find this information on their website, press releases, social media, or even a Google search. If you have worked with similar clients in the past, you can mention this, to show the interviewer that you are already familiar with the type of accounts you may be handling, should you be the successful candidate.

Tom's Answer #1

"I understand that HPE works primarily with Fortune 500 companies in the medical, technology, and SaaS industries. I have a similar client portfolio, with smaller companies who have between 500-1000 employees."

Tom's Answer #2

"Through my research, I saw that HPE serves over 76% of Fortune 100 companies and more than 92% of Fortune 500 companies. I also understand that your clients span industries such as energy, financial services, Public services, and media/communications. The bulk of my experience is in the energy sector, and I look forward to making an impact in that area while learning more about your client scope."


In your opinion, what makes you a great problem solver?

HPE wants to know that you have a systematic approach to problem-solving. Consider the skills and qualities that help you successfully face problems, or get through a challenging project. Perhaps you have a keen eye for detail. Maybe you can see opportunity when others can only focus on the issue. Share your strengths as a problem solver, and your ability to come up with innovative solutions for your clients.

Strong problem solvers are:

- Systematic thinkers
- Open minded
- Okay with being wrong sometimes
- Always researching and exploring
- Able to identify the core problem
- Able to reverse engineer a challenge to avoid future issues
- Able to come up with multiple avenues that work well for all stakeholders
- Do-ers and not worriers

Tom's Answer #1

"I am a great problem solver because I can compartmentalize all aspects of a problem before studying it. I also like to bring more experienced team members in to add to the solution. I will never try to be a hero and solve a complicated problem without tapping into the resources around me."

Tom's Answer #2

"I have been told that I am an excellent problem solver and I believe this is because I have a bit of an engineering mind. I can take the issue, work backward to solve it, and then use that resolution as a basis for avoiding the same issue on future projects. I am also a big-picture thinker which allows me to come up with various resolutions per problem."


In the healthcare services industry there are many emotions in a day. Have your emotions ever been in the way of your productivity?

The interviewer wants to know if you consider yourself to be an emotionally driven person. Talk to the interviewer about your emotions and if they have ever affected your productivity at work.

Keep in mind - almost everyone is an emotional creature to some degree, but there are other ways that you can describe yourself that have a more positive connotation. If you are passionate, you could choose to refer to yourself as:

- Expressive
- Communicative
- Open
- Unreserved
- Warm Hearted

Tom's Answer #1

"Everyone is emotional to a certain degree, and I would consider myself kind-hearted and open. A career in healthcare can be emotional at times; however, I choose to focus on the positives. For instance - if we are close to losing a patient, I will focus on the positive memories rather than the illness. This mindset has consistently allowed me to continue with a productive shift no matter the emotions that come my way. "

Tom's Answer #2

"This is a great question. I think the right answer is, 'of course, but not for long'! We've all had those tough cases. A child dies, a patient yells at you, or you have to give someone a cancer diagnosis. Its professional to take a few minutes after an encounter like that and let those emotions come and go. I cope with these emotions by telling myself that it's not my story, its the patient's story. I think it's okay to be moved by someone else's experience, but I don't need to make it mine."


What strategies do you use in preparing for and mitigating risk in the project management process?

In project management, it is important to monitor risk and develop risk mitigation strategies throughout the project lifecycle. Preparation for risk begins in the project development phase and continues as the project is executed. There are many ways to mitigate risk throughout the lifecycle of a project, including but not limited to: clarifying project scope, assembling the appropriate project team, assessing project feasibility, maintaining open lines of communication, ensuring the project plan is followed, and developing contingency plans. The interviewer is asking this question to determine how well the candidate can articulate their ability to prepare for and mitigate risk in a project, which will effectively determine how well their assets will be protected through the project management process at HPE. To successfully answer this question, the candidate should provide a specific method that they use to prepare for and mitigate risk and integrating a specific example from their professional experience can strengthen their response.

Tom's Answer #1

"Identifying potential risk and developing mitigation strategies is something I am always sure to do when first assigned a project, and I continuously analyze risk during the project lifecycle to ensure that no additional mitigation strategies need to be developed or executed. While I have used various risk mitigation strategies over the years, the strategies I find myself using the most, and what I find most successful in mitigating risk, is assessing project feasibility and developing contingency plans. I feel that the feasibility study is an extremely important risk mitigation strategy, as it allows me to identify issues in the project scope early in the process, before too many resources have been invested; and contingency plans are extremely helpful because when something starts to go wrong in the project, I usually already have the risk and solution identified, so not much additional time is lost. Since I have been so successful using these risk mitigation strategies in my career, I will be able to continue to use them to successfully manage projects at HPE."

Tom's Answer #2

"I just worked on an IT informatics project where I had to use multiple risk mitigation strategies, in order to keep the timeline, budget, and deliverables on track. When I first received the project from my PMO, the requirements of the project were not particularly clear, so instead of proceeding with defining the scope on the ambiguous direction I received, I scheduled a meeting with project leadership to clarify project requirements so I could adequately define the scope of the project. However, once the scope was defined based on clarified project requirements, I realized the project team I was initially assigned by the PMO did not include individuals with the correct skill sets. Instead of proceeding with the team I was initially assigned, and completing project tasks using best efforts, I outlined the skill sets needed and approached the PMO with the rationale for why I needed different individuals on the project team, and the team was reassigned based on the rationale I provided. Because I used these risk mitigation approaches, the project is now running smoothly, and we are meeting our weekly tasks deliverables on schedule."


How do you prevent and manage scope creep when managing a project?

The candidate's ability to clearly articulate how they prevent and manage scope creep in a project is extremely important. In project management, a common issue is the project's scope changing or continuously growing after the project is initiated, and it can cause a project to miss deadlines or fail to meet key deliverables. Ways to prevent or mitigate scope creep may include: fully educating oneself on a project's goals and objectives, maintaining proper and regular communication with the project team, understanding project requirements, using formal project tracking mechanisms, developing a formal system for changing project scope, and being attentive when managing the project team. The candidate can successfully answer this question by providing details on how they use a specific strategy to manage or prevent scope creep, with a strong answer including a specific example from a project they are currently managing or have managed in the past.

Tom's Answer #1

"Early in my project management career, I often dealt with scope creep in my projects, which caused the projects to lose focus and sometimes resulted in missed deadlines and deliverables that did not align with the goals and objectives of the project. After this happened a couple of times, I learned that it was important to put controls in place to prevent and manage scope creep, so now, as soon as I am assigned a project from my PMO, I review the goals and objectives to ensure I am very clear on how the scope should be defined. Then, during the project, I am diligent in managing the project and team by using formal tracking mechanisms, maintaining ongoing communication, and using a formal change management process if a member of the project team wants to change the scope of the project. Since using these techniques, I have found it much easier to prevent scope creep, and if scope creep starts to happen, I am able to manage it before it gets out of control and starts affecting the timeline and deliverables of the project."

Tom's Answer #2

"As a project manager, I have often dealt with scope creep. For example, I was recently assigned a project form my PMO to create a digital scorecard that includes performance and sales metrics for each department at my company. However, approximately a month into the project, I noticed scope creep starting to occur in our weekly project planning meetings and in project communications, as the developers assigned to the project were interested in using their skills to build a full dashboard that exceeded the scope and objectives of the project. When I recognized that scope creep was taking place, I began managing the project more vigilantly and reminding the project team of the scope, their actual assigned tasks, and their timeline of deliverables on the work plan. Since my company's Chief Information Officer was on the project team, and she was insistent on expanding the scope of the project, I instituted a formal change management process, where requests for scope changes could be proposed to project leadership. Using this formal process, the CIO was able to get her changes approved and formally built into the project scope. This change management process was much more efficient, as the actual scope and deliverables of the project have now changed, rather than the scope creeping from the original objectives."


How do you assess a clients' current technology systems and solutions?

Walk the interviewer through your process when it comes to discovering, and correctly assessing, the tech systems in place, when you take on a new client. Show that you have a process in place, are methodical, and use logic when making assessments.

Tom's Answer #1

"The first step that I take when assessing a clients' current technology is to poll the existing employees, asking them to evaluate the strengths and weaknesses of their existing hardware and software. I ask them if the technology currently affects their workflow, and which issues they identify on a regular basis. Next, if the conclusion shows that a new system is needed, I put into consideration the financial resources of the client, as well as the available timeframe. Then, I consider the tech options, weighing the pros and cons of each. Is this similar to the processes in place at HPE?"

Tom's Answer #2

"Step one is always to assess what is existing, and what is working just fine. This information usually comes from polling the current employees and spending a few days in their offices to try the tech in person. Then, I tap into the support services offered by the current tech providers. If a solution is not workable from there, I will create a list of the items we need to change and start researching the best viable options."


Help me understand your standards for success in your last job. Please describe what you did to attain those standards, and if you fell short of expectations, what did you do to remedy the problem?

If you look at companies of all sizes, you'll find different types of standards for each one of them. A smaller company's standards might differ from a larger one, and this could be based on processes, management and overall operations. They hiring manager in this case would like to hear if you value standards, and if you are involved in setting standards or following them. Ideally you want to explain that you have involvement with both. Start with some basic facts about the standards you have set, and how you have garnered support from leadership and have successfully maintained those standards over a long period of time. It's also important to talk about times you had challenges maintaining standards, and how you were able to remedy issues that came up, and regain the support of your teams. This shows the interviewer your human side, because everyone falls short of expectations at some point, but what you did to remedy the problem will be something they will pay close attention to.

Tom's Answer #1

"There are standards that I follow which have made me successful. I start by putting together a winning team. The way that I select a team is I look for winning attitudes, and quality attributes that fit within our team dynamics. Each team member must possess a willingness to learn from failures, and the eagerness to practice and improve even under challenging deadlines. Each person on my team has to accept ownership of their role, and be accountable for their work. Lastly, each and every person on my team has to be respectful to each other."

Tom's Answer #2

"When it comes to standards, there are many ways to measure success. For me, customer satisfaction is a very important measurable metric. It's my job to figure out what the client is looking for in order to ensure complete satisfaction. I admit, client satisfaction isn't always easy to measure, but once you develop a system that allows them to measure success, you will have a better idea of how to meet their needs. This is a common practice that I developed and use with all my customers. In rare cases where I fell short of my client's expectations, I always examine where things went wrong, and implement a change to immediately right the ship. It could be a number of things like budget, bureaucracy, unrealistic timelines, etc. I document all project cases so I prevent failures in the future."


What actions do you take when you recognize project deadlines will not be met?

Sometimes, due to confounding factors that are not in control of the project manager or the project team, deadlines for project deliverables are missed. This is not uncommon in project management, but it is important for the project manager to inform project leadership and stakeholders of potential delays as soon as possible, along with information on the cause of the delay, and what the project team is doing to mitigate the situation. Through regular communication, project leadership and stakeholders should already be aware of many of the details of the project, but it is still important for the project manager to provide a thorough explanation of the cause of the delay. The interviewer is asking this question to assess the candidate's ability to articulate how they would respond and react in a situation where they may have to deliver difficult news concerning what may be viewed as a failure in their performance. To appropriately answer this question, the candidate must confidently answer and provide details about how they would immediately respond to a situation where there is a project delay.

Tom's Answer #1

"Unfortunately in project management, delays in project deliverables sometimes happen. I find the best approach to a project delay is immediately notifying project leadership and stakeholders of a potential delay, even if there is a possibility that the team may catch up as the final deadline approaches. I would rather project leadership be aware of a delay than being surprised by one in the end. When communicating a potential delay, which I know can be extremely frustrating for project leaders and stakeholders, I try to provide as much information as I can, so they can understand what is happening, and so they will know that as a project manager, I am doing everything I can to prevent further delays in the project. As project manager at HPE, I will do everything I can to prevent project delays, but if and when they happen, I will be sure to keep project leaders and stakeholders fully informed of what is going on, so they are aware of the status of their project."

Tom's Answer #2

"One of the projects I am managing recently got off schedule, and I had to deliver the frustrating news that the delivery of the final software application will be delayed. While this was not easy news to communicate, it was necessary for me to inform project leadership and stakeholders of the delay, and I did so immediately after we discovered the programming bug that sent the application back to development. In my communication with project leaders and stakeholders, I was sure to provide them as much information as possible, rather than just telling them there was a delay. While project leaders and stakeholders were not happy with the news, they appreciated that I notified them immediately, and that provided such a detailed account of what took place. This is the type of open communication I use in project management, even when I have to deliver what is considered bad news, and I will maintain this type of communication style when managing projects at HPE."


What are the components of a successful, and effective, presentation?

In the management consulting industry, there is a high likelihood that you will be required to give presentations to your clients, or your group. Whether or not you have experience giving presentations, you likely understand the difference between a terrible performance and one that captures the attention of your audience all the way through.

Here are some factors that make a successful presentation:

- Understanding your audience
- Using relatable term and jargon
- Introducing multi-media or other visuals
- Being presentable in appearance
- Utilizing the art of storytelling

Tom's Answer #1

"I have given many presentations in my consulting career and have found that when I start with a story, give some facts, and end with how those facts pertain to story, and the client pain point; I can capture and keep the attention of my audience. Everyone loves a great story, especially one that is relatable to their personal or professional situation."

Tom's Answer #2

"I present pitches to my clients on a regular basis. For myself, I have learned that the key to a compelling presentation is facts like percentages, numbers, and achievements. I avoid long drawn out sentences and long bunches of text on my slides."


Who are the biggest competitors of HPE, and how do we stand out from the rest?

There are many management consulting firms out there, from solo-run consultancies to the biggest agencies in the business. Before your interview, do your research on the size of HPE, who their clients are, and who their direct competitors are. Who do they compete against for business? Show the interviewer that you have researched HPE and that you have a full understanding of why they are better than the rest! Which offering, in your opinion, makes them stand out?

Tom's Answer #1

"I understand the most significant competitors of HPE to be A, B, and C. When I researched your firm these were the companies that continually came up as direct competitors. I combed through their websites and was happy to find that the messaging from HPE was the most consistent. Your firm appears to have the most vision and direction, and a more robust client list, over a wider range of client industries."

Tom's Answer #2

"After researching HPE I saw that your primary competitors are A and B. These two firms look like they do a good job; however, the consultants seem to rotate often. Most of their consulting teams were new and without longevity. I appreciate that HPE has teams who are well tenured. This consistency tells me that you are better able to build client relationships and that your consultants are satisfied with the opportunities and growth here."


In your opinion, why do companies need consultants?

There are many reasons why a company would hire a management consultancy:

- Identifying the misuse of resources
- Find workable solutions to situations they are too close to
- A convincing way to turn the tide, when opinionated boards or c-suites are stuck in their ways
- To uncover a fresh perspective to an antiquated system

This list highlights just a few reasons why a management consulting firm may be engaged. Think of your best guess why a company would want to bring an outside group in, and discuss your reasoning with the interviewer.

Tom's Answer #1

"I believe every company needs a consultant group, at any stage in their business. Only the most invested will take that step and hire one. Some of the reasons may be pain points they remain stuck on, due to differing opinions in the c-suite. Others may be that their processes are antiquated, but no internal employee is knowledgeable enough to change that. Whatever the reason, I am prepared to show my new clients how wise it was to bring on HPE to assist."

Tom's Answer #2

"I previously worked for a company that hired a management consulting firm. Their reason was that they needed an outside perspective when it came to processes and spending. They wanted to scale but did not understand how to do so. It was a fascinating process, which sparked my interest in joining this industry."


How do you prepare yourself for changes in emerging technologies?

The interviewer will ask this question to determine how well the candidate stays abreast of new and emerging technologies. A candidate for an IT systems management position must articulate that they stay well-informed of new and emerging technologies related to IT systems through multiple methods of education, such as attending formal in-person training, webinars, reading books and articles, listening to podcasts, or enrolling in continuing education courses. IT systems and the technology that supports them are consistently changing, and to be successful in such a role, an IT systems manager must prepare themselves for changing and emerging technology by educating themselves in new technologies that are on the horizon. This will allow the systems manager to be comfortable with implementing new technologies and will ensure that the IT infrastructure at HPE stays current.

Tom's Answer #1

"As an IT systems administrator, staying abreast on new technology is extremely important to me and learning about new technologies is one of my passions in life. However, I don't simply go after information on any technology, I am sure to choose topics that are applicable to my current position, so the information I am learning can carry over into my professional life. I am always reading articles and journals about new and emerging technologies, listening to podcasts on technologies during my commute, and participating in webinars and online training on new software systems that are being released. Because I am so interested in learning about technology and the different software available, I have been able to ensure my company's IT system has stayed on the cutting edge of technology."

Tom's Answer #2

"I am always reading news and journal articles to keep myself up-to-date with new and emerging technologies. When I run across an innovative system or technology that I think will be useful in my position as IT systems manager, I look into ways to learn more about the product, such as webinars or in-person trainings. By using this approach, I am able to identify new systems or methods that may be able to improve my company's IT infrastructure, then by attending additional training, I am able to determine if the system is the right solution for our environment. I find this approach efficient, as I am always learning about new and emerging technologies, and by going ahead and identifying what will work best for my company, I am proactively able to keep our IT infrastructure on the cutting-edge of new technology. Since I have had so much success with this method throughout my career, I will continue to use this method to keep myself aware of emerging technologies as IT systems manager for HPE."

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31 HPE Interview Questions
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Interview Questions

  1. Describe a situation where a project you were managing failed. What did you learn about this failure, and were you able to salvage or turn it around?
  2. Listening to our clients is absolutely essential to understanding their business and technology needs. Tell me about a time when you're listening skills helped exceed their expectations in the delivery of the project?
  3. IT projects rely on teams and each other to succeed. Describe a scenario were you lead your team to a successful outcome?
  4. Who are our clients at HPE?
  5. In your opinion, what makes you a great problem solver?
  6. In the healthcare services industry there are many emotions in a day. Have your emotions ever been in the way of your productivity?
  7. What strategies do you use in preparing for and mitigating risk in the project management process?
  8. How do you prevent and manage scope creep when managing a project?
  9. How do you assess a clients' current technology systems and solutions?
  10. Help me understand your standards for success in your last job. Please describe what you did to attain those standards, and if you fell short of expectations, what did you do to remedy the problem?
  11. What actions do you take when you recognize project deadlines will not be met?
  12. What are the components of a successful, and effective, presentation?
  13. Who are the biggest competitors of HPE, and how do we stand out from the rest?
  14. In your opinion, why do companies need consultants?
  15. How do you prepare yourself for changes in emerging technologies?
  16. What are the platforms used for cloud computing? How do they compare?
  17. What tools do you use when managing a project?
  18. What is your experience with Azure, AWS, and Google Cloud as a PaaS platform, and give me an example of how you used all three?
  19. Do you consider yourself a persuasive person?
  20. At HPE we seek to hire individuals who have ambitions of growing their career. Where do you see yourself in 3-5 years?
  21. How do you manage and coordinate the many tasks and deliverables associated with a project?
  22. We're a company of innovative thinkers; we rely upon our innovative thinking to solve client problems. Tell me about a time when you came up with a breakthrough idea that was not obvious to others. Describe your idea and how you developed it?
  23. What is your approach to Application Lifecycle Management?
  24. Great communication skills are critical when working as an IT Consultant. Walk me through a time when you were successful in communicating with a person that was difficult to work with, and under difficult circumstances?
  25. What have you done in the last few months to strengthen your professional network?
  26. Have you ever created a user manual or book of operational procedures?
  27. There are times when you need to consider a broad range of options before recommending a solution. What was the situation, and did the solution help the client?
  28. A client wants to implement a new software system that was recommended by a different division of the same company. How do you evaluate it to ensure it's the right choice?
  29. How do you learn the company culture of a new client, when taking on their project?
  30. Describe a time you helped implement a new technology for your client. Did you encounter any challenges, and how did you address them?
  31. Have you ever supervised or trained junior consultants?
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