IBM Project Manager Interview Questions & Answers
Below is a list of our IBM interview questions. Click on any interview question to view our answer advice and answer examples. You may view 5 answer examples before our paywall loads. Afterwards, you'll be asked to upgrade to view the rest of our answers.
Behavioral
1. What role does feedback play in your everyday life as a project manager?
How to Answer
IBM fosters a culture of feedback. When crafting your response, consider the ways you have given and received feedback in your previous roles. Mention further details such as the methods, goals, sources, as well as how feedback is processed or used in the organization. A strong answer will also emphasize how you might embrace feedback, and not avoid it.
Answer Example
"Feedback plays a significant role in my projects, as well as in my career. In all of my project management jobs, I've always used feedback to help improve processes, as well as working relationships. I have given and received qualitative and quantitative feedback to stakeholders, clients, and other project members. Some of them were through formal, official surveys or checklists, while others were more casual in nature. In addition, I always consider positive feedback to be part of my target key performance indicators. I'm very passionate about continuous improvement and think that feedback is essential in maintaining workplace integrity."
Behavioral
2. What are you looking forward to learning at IBM?
How to Answer
With this question, the interviewer is providing you a chance to show how aligned you are with IBM's culture. Specifically, IBM supports its workforce by maintaining a focus on education. In addition, the company also emphasizes its legacy in business and technology design. Talk about what skills you might want to acquire or refine with respect to the company's values.
Answer Example
"I am really looking forward to learning more about IBM's design thinking philosophy. Although project management isn't traditionally a design-focused role, I do think that there's an opportunity to apply this philosophy toward processes. In particular, I would be interested in what I could learn in order to become an innovative thinker. Eventually, I would want to develop my skills in program management and people management, not only to move up the corporate ladder but also to effect change at a higher level."
Behavioral
3. How do you handle negative feedback from clients?
How to Answer
Many of the project management roles at IBM might require client relationship management. In your answer, consider that you are representing the company's interest whenever you're interacting with the client. As IBM promotes a culture of feedback, the interviewer will want to learn that you value feedback, including negative ones from clients. A successful answer will outline the steps you would take after receiving the feedback and keep the client's confidence moving forward.
Answer Example
"I would handle client feedback, whether positive or negative, almost the same way as I would internal feedback. First, I would acknowledge the client and discover the reason behind their concern. For example, I could let the client know that I appreciate their feedback and ask questions to understand where they are coming from. Based on their reasons, I would address their concerns and let them know that I will get back to them with a solution. Unless their concerns are unrealistic or unreasonable, I should be able to find a way to overcome the hurdle and move the project along. Finally, I would prioritize their feedback in terms of timing because I understand that delays could negatively impact our relationship with the client."
Behavioral
4. Describe a time in which you had to adjust to changes over which you had no control. How quickly were you able to adapt?
How to Answer
In any organization, change is inevitable. IBM is an icon in innovation, so change can happen even more quickly and definitely more often in the business. The interviewer will want to learn that you are an agile thinker. A strong answer will also address exactly how you responded to the change and how open you are to learning new things.
Answer Example
"When I first started as a quality assurance analyst at Acme Company, a new quality monitoring process was established. In the old process, an analyst would simply go over documentation prepared by frontline customer service representatives. We would score each form against a checklist based on how well they are prepared. Then the checklist would be forwarded to the representatives' superior who would then coach them based on the results. These quality scores became part of the representatives' monthly key performance indicators. Basically, it was a one-way process that ended with coaching and reps felt powerless. So, the representatives requested to have a way to dispute their scores when they felt the QAs were not objective. Management agreed, and so we established a dispute process through which the QAs can re-assess a line item in the checklist based on the rep's justification. The training and quality manager would be the adjudicator.
At first, I felt as if this process would defeat the purpose of quality assurance. However, when the first few disputes came in, I quickly realized how inflexible other analysts could be in their monitoring. It led me to think introspectively and helped me to become even more objective with my own work. I learned to appreciate the dispute process and how well it closed the loop for all parties involved."
Behavioral
5. In your previous position, what specific skills or competencies did you seek out to better yourself and to help others better themselves?
How to Answer
At IBM, leadership development is key to its global success. Leaders are empowered to identify leadership traits in their subordinates, and the company invests a great deal in training their people. When crafting your response, express your positive attitude toward learning. Further, talk about any training programs or courses you have taken to broaden your own capabilities and provide examples of when you may have helped others develop their skills.
Answer Example
"I'm a big fan of continuous improvement, and my own development is part of that. In my previous role, I actually proposed to have all project managers take an agile project management course. The company itself was shifting toward an agile framework, and I thought it would be very beneficial to invest in the current workforce, instead of hiring new people to fit this new methodology. I worked with the PMO director to review all the available e-learning courses and we selected a program that would work best for our schedule and our working style. All the other project managers were very appreciative about the initiative and started proposing other learning programs for continuous learning, as well."
Behavioral
6. How do you handle objections from stakeholders?
How to Answer
Objections are an inevitable part of project management. The interviewer would like to learn that you are able to facilitate meaningful communication, especially when you are required to confront others. A successful answer will describe how you would discover the reasons behind the objection and address those reasons directly. Further, the interviewer will also want to find out that you can be objective in handling the situation.
Answer Example
"As a project manager, I'm not a stranger to objections. They can be daunting, but I think the key is to understand where the stakeholder is coming from and empathize with them. Whatever their reason for objecting, whether they don't think we're solving a problem the right way, or they don't understand something and are just not willing to admit it, or maybe it's because they don't want to be accountable for a certain responsibility, I have to acknowledge that reason and hear them out. After they state their case, I can present my side. Then, we can come to an agreement on how to move forward. It's easy to lose your cool in this scenario, but matching an objection with resistance will prove to be unproductive for the project. So, I have to keep in mind that this is part of work, nothing is personal."
Competency
7. Describe a time when you were able to remove a serious roadblock preventing your team from making progress.
How to Answer
With this question, you are being assessed on your ability to roll up your sleeves and remove obstacles, even when something is not your job. In your answer, explain what the roadblock was, why it was a roadblock, and the steps you took to eliminate it. If you came up with innovative solutions to solve a major problem, highlight them.
Answer Example
"Once I was handling the implementation of a new AI tool for a few of our departments. There was a number of other software that we needed to integrate with the AI tool. I was coordinating between our IT team and the vendor's team. One of the major milestones for this project was an event that our company was sponsoring. Around two weeks before the event, the vendor brought up that one of the integrations wasn't ready from our end. This integration was crucial to the outcome of the entire project. I found out that the person in charge, Jack, from our end was away for the week and would not be back until a few days before the event. This was time the project could not afford to lose because we would need a few days for end-to-end testing after the integration happens. I sought the advice of Jack's superior but he could not make a decision because he wasn't familiar with the security requirements.
So, I immediately escalated to one of our executive sponsors, the chief technology officer. I met with him, Jack's superior, and the vendor's project lead. I explained the consequences of missing this integration and its impact on our timeline. After assessing security protocols, Jack's superior worked with me and the vendor's project lead to start the integration from scratch. It took two days to get the project back on track. After that, we ran successful end-to-end testing and everything was smooth-sailing from there on out."
Competency
8. What is your experience in utilizing Agile frameworks? What do you like and dislike about them?
How to Answer
IBM primarily follows Agile frameworks in project and product management. Mention experience with Scrum, Kanban or something similar. Further, talk about the advantages and disadvantages of each one.
Answer Example
"I have deep experience in utilizing Scrum for software development. I'm very familiar with sprint planning. For me, successful sprint planning lays a solid foundation for a successful project. To follow through, running regular stand-ups is always ideal. Being the scrum master gives me a bird's eye view of the teams' progress. What I like about Scrum is that it's deadline-driven, so there's a sprint timeline that the team can gauge their progress against. On the flip side, daily standups can be frustrating for team members."
Competency
9. A project manager has left a client's project in your hands abruptly. How do you handle this transition?
How to Answer
Taking over a project that's already off the ground is a unique challenge especially if you don't get a chance to touch base with the previous project manager. Highlight the main problems you have to solve, the people you have to meet, and the time it will take you to get comfortable leading the project. If you have never experienced this, you will want to list concrete steps in getting the most up-to-date information, and team members you plan to reach out to. A successful answer will focus on moving the project along and keeping the client informed.
Answer Example
"I have never experienced this, but I'm sure I'll be empowered enough to take over. My first step will be to review the business case and scope of work. Next, I will connect with the project sponsors and get as much information about the project's progress. I need to understand the contract, billables, and the client's goals. Next, I will review the project tracker, if any, and any other documentation to understand the targets, deadlines, and manage the team moving forward. Then, I will meet with the internal project team for introductions and clearly assert myself as the main point of contact for the project. Lastly, I would meet with the client not only to introduce myself but to also assure them that the project is in good hands. In about two weeks, I would be pretty confident about being the project lead."
Competency
10. What is your experience in process documentation? What role does it play in project management?
How to Answer
IBM is a paragon in process documentation and business process management. In fact, the company has many products and services to automate both functions. Assure the interviewer that you understand the importance of repeatable processes, as well as process mapping. A successful response will cite concrete examples of your process documentation experience, including different documentation tools you may have utilized.
Answer Example
"I have created many process maps, workflow diagrams, as well as user guides. For process maps, I identify actions, decision points, functions, input, output, roles and responsibilities, critical paths, evaluation tools, and time estimates. I think that process documentation is fundamental in project management because it helps establish standards and ensure consistency. It also helps the company optimize its processes, improve productivity and ultimately improve its chances at scaling. Some tools are Microsoft Visio for process mapping and Asana to create workflow templates."
Competency
11. What kind of experience do you have managing budgets?
How to Answer
Depending on the cost structure, project managers have control over cost management. Oftentimes, project managers are well-informed about the project budget either because they are part of the scoping process, or in the case of client contracts, they are expected to be one of the service level agreement experts. Whether working with set hours as in a retainer or working within a defined project-based budget, it's imperative that project managers know how to plan and monitor budgets. Give the interviewer a solid example of times when you've successfully managed budgets. Discuss the tools you use to keep track of project costs and best practices to avoid going over the budget.
Answer Example
"During my time at Acme Consulting, project managers were part of the scoping process. I would get looped in toward the end of the business development process. This means that even prior to the contract being signed by the client, I would already be aware of the contents of the proposal which itemizes our deliverables. Offline, the business development lead would meet with me to go over pricing and ensure that the budget and timeline indicated in the contract are realistic. From that contract, I would translate each deliverable into estimated work hours. This way, I was empowered to foresee any budget overruns and manage the clients' expectations before anything impactful happens. In case of scope creep, I was also able to refer the client back to the contract, and let them know to expect an invoice if they decide to move forward with out-of-scope work."
Leadership
12. Describe a time when you had to persuade a co-worker to change their opinion or do something differently.
How to Answer
Although the question is asking for a time when you persuaded them, the interviewer will be more interested in how you persuaded them and whether your attempts were successful. Cite one concrete example and use a structured approach in presenting your answer. For example, you can outline the situation that led you to present your ideas, the event during which you presented that new idea to your co-worker, and the result of your persuasion.
Answer Example
"In my last role, I noticed a pattern with newly-hired project managers. During the interview process, they would show so much promise and enthusiasm for the role. However, two to four weeks into the job and they would drop off, some of them leaving with little to no notice. Our organization was very lean, and the CEO didn't feel the need to employ an HR specialist. So, once new hires were let out into the wild, they felt completely on their own. I proposed an onboarding program to leadership through which we would be able to closely work with new hires during the critical first 90 days with the company. As one of the veteran PMs, I volunteered to pilot this program. This meant that they would create a new position for me.
At first, leadership was resistant because this meant that I wouldn't be able to handle new clients in the pipeline. To persuade my superiors, I gathered some numbers from the human resources industry to prove how well onboarding programs work for employee retention. Further, I visualized the onboarding workflow to show them how committed I was to the process. I then emphasized that in order for us to scale, we have to capitalize on workers like me. The organization should care more about how I can train others to be as effective as I am. This not only shows our processes are repeatable but also that there is upward mobility within the company. In the end, we were able to hire two new project managers in my place and they stayed in the role even after I left."
Leadership
13. How would you describe your communication skills as a project manager?
How to Answer
Good communication is at the heart of IBM's values, and it's needed at every level of the business. In your answer, keep in mind the top communication skills for leaders that are promoted by the company: be authentic; listen more than you talk; speak with purpose and add value to conversations; make room for diverse voices. A successful answer will also provide practical examples of your communication skills.
Answer Example
"As a project manager, I believe that I'm a versatile communicator. I think that when it comes to communication, especially when dealing with different roles, positions, and diverse backgrounds, one size does not fit all. For example, if I'm speaking with software developers or engineers, I will tend to speak in technical terms and be as analytical as possible. If I'm relating to creatives in marketing, I will use metaphors, analogies, and story-telling techniques. Finally, if I'm presenting to senior leadership, my talking points will revolve around key performance indicators, such as sales and revenue."
Leadership
14. You're bombarded with heated emails between your client and one of your colleagues. It looks like the client is expecting a deliverable that's outside of the contract. How would you proceed?
How to Answer
If the project management role involves client relationship management, conflicts between the client and your internal team are inevitable. The interviewer wants to know whether you can be rational in resolving the conflict. Show that you have the skill to uphold your company's interest without offending the client. On the other hand, demonstrate how you would work the situation out internally, as well.
Answer Example
"My first step would be to reach out to my colleague, get their account of the events and assure them I will be handling the matter moving forward. As the project manager, I think it's important that my internal team runs information by me first, before addressing the client directly. Next, I would get back to the client right away to let them know that I'm validating their request and reviewing the project scope before I speak with them to resolve the matter. When I speak with them, I will not assume that the client knowingly went beyond the scope. Instead, I'll explain clearly what is within the scope and why my colleague reacted the way they did. I will apologize if they were offended by their exchange with my colleague. Then, depending on the contract, I can give the client some options on how to move forward. For example, we may be able to give them what they want for as long as they pay for the extra billable hours."
Leadership
15. What is your experience interacting with and presenting to C-Level executives or senior leaders?
How to Answer
Most project managers at IBM are expected to have top-shelf communication skills, versatile enough to cater to a variety of audiences. With this question, the interviewer wants to learn that you are comfortable when speaking with senior leadership, and when representing the company when interacting with clients of the highest positions. A successful answer shows the interviewer that you can hold your own when speaking to such people, and that you are able to do your job and not be intimidated.
Answer Example
"Over the last few years, I believe that I have leveled up in terms of communication skills. I've had the opportunity to interact with founders and decision-makers of enterprise-level organizations. The key to effectively relate to them is to understand their needs and address those needs directly. For example, when speaking with presidents or CEOs of large corporations, I find that they always tie everything back to the bottom line for their business. So I always present metrics, or anything that's data-driven. When speaking with them, I employ a high-level approach and speak concisely because they don't need to hear about the small details."
Scenario Based Project Manager
16. You are managing a project that's part of a larger program. How will you influence the program's overall success?
How to Answer
Managing a project that's part of a program means you will need to work with other project managers. By asking this question, the interviewer is gauging whether you're a good team player. A strong response will address how well you can play in collaboration with other project leaders while managing your own project team. Understanding what you can and cannot control will spell the difference between failure and success.
Answer Example
"I think a good first step would be to meet with whoever is managing the program and understand the dynamics and critical paths between each project. If the program roadmap is already charted, that should save us some of the planning time. If not, then it's an opportunity to gather all project leads and chart the roadmap together. Then, we can focus on how we work with each other, and draw the lines between responsibilities. Given that we're all after one goal, it should be easy to work toward it together, as long as we are all transparent and accountable."
Scenario Based Project Manager
17. You're currently handling two top-priority projects that are likely to be extended. Another one has just been assigned, and it will definitely require a lot of time and attention. How do you approach the situation?
How to Answer
High-pressure situations are common in project management. With this question, the interviewer will want to learn how you plan to alleviate the pressure on yourself. People have different ways of dealing with this, but the result should be to ultimately keep the pressure from impacting the projects negatively. Talk about how you might ask for help and from whom, as well as use tools you might use to ease the situation.
Answer Example
"First, I would assess how much time and facilitation my current top-priority projects need. If either or both of them are already at a good cadence, and stakeholders are comfortable taking ownership, I should be able to delegate more. Then, depending on the organizational structure, I would connect with my superior to let them know if I foresee any issues with my bandwidth. To release some of the pressure, I will leverage the resources that are available to me, for example, automation through project management software. I can optimize automation, such as task follow-ups for my current projects so that I don't have to spend too much time getting updates from team members. This will help lessen the need for time-consuming meetings."
Scenario Based Project Manager
18. At the beginning of a project, you missed a major stakeholder in the project plan. Now, the project is well underway and you have to catch them up. What do you do to engage them?
How to Answer
Identifying the right stakeholders and engaging them is crucial for project success. However, some stakeholders may not be obvious until all the sub-tasks under each project milestones are defined.
The interviewer would like to determine that you can get the commitment of stakeholders, no matter the progress of the project. Discuss the steps you would take to connect with them and how you plan to keep them accountable.
Answer Example
"In my experience, project clarity runs the gamut. If you're lucky, every milestone and every role is accurately defined during the scoping phase. At the other end of that spectrum, you may only have an objective, a budget, with very few details. In this situation, I would reach out to the new stakeholder right away. My focus would be to discuss the project at a high level without overwhelming them. I will show them how they are a vital part of the project and clearly explain their role. My second meeting with them would be focused on identifying the different milestones that they will own. Throughout the process, I'll assure them that I will be their main point of contact, should they need information or help in completing their tasks. I will also make sure that communication lines are open between the stakeholders and everyone has eyes on our collective progress."
Scenario Based Project Manager
19. A client is unhappy with the initial outcome of the project. How will you move forward and keep their confidence in you as the project manager?
How to Answer
Part of your task as a project manager is to keep customers satisfied. A strong answer will demonstrate a high level of care for the client's satisfaction and a willingness to address their needs. The interviewer will want to hear how you can keep the client happy while sticking to facts and keeping within the constraints of the project, such as budget limitations and schedule.
Answer Example
"It's not uncommon for project managers to be so focused on results to the point that our relationship with the client suffers. The good news in this scenario is that this is only the initial outcome. Fortunately, I still have a chance to deliver the next milestones positively. First, I'd analyze the root cause of the client's dissatisfaction-it could have been a breakdown in communication or misalignment in expectations. Then, I will ask the client exactly what they don't like about this particular deliverable and assure them that I care about their approval. If their feedback is overly subjective, then I will try my best to tie it back to the target metrics that we've identified for the project. From there, I will negotiate with the client without sacrificing the timeline or our quality of work."
Scenario Based Project Manager
20. Tell me about the most notable risk you have identified in a project.
How to Answer
Risk management is a vital skill in project management. The interviewer will want to learn about how well you can identify risks ahead of time, and use your resources to mitigate these risks. In positioning your response, recall at least one instance and explain why you think it shows your competence in risk management. Examples of risks in technical projects will be an advantage.
Answer Example
"At XYZ consultants, I was in charge of implementing an enterprise resource planning software. The system covered the entire employee lifecycle, which meant all employees will need to use it during recruitment, training, payroll processing, time-off applications, pay disputes, and the like. At the time, we were looking at a workforce of 1200 employees. I immediately marked the training schedule and effectiveness as a risk. Without a solid plan to train all 1200 employees, it won't matter how technically correct the system is because it will be useless if no one can use it properly. The root of the risk is that all 1200 workers will need to be pulled out from their usual tasks for at least one hour to be trained on the new software. We needed to assess how this would impact productivity, among other variables."
Technical Project Manager
21. Describe a time when you worked cross functionally on a project. Were you successful as the project manager?
How to Answer
Having access to a diverse set of experiences, skills, and backgrounds means your projects are infused with more resources, creativity, and elevated problem-solving. A successful answer will illustrate your experience in leading cross-functional teams. Talk about the differences in how you might adapt your skills to fit different levels of expertise, as well as a variety of attitudes. In addition, the interviewer will also want to learn how you might leverage everyone's strengths and limitations to ensure project success.
Answer Example
"When I worked for ABC Consultants, we collaborated across departments all the time. I monitored task progress between our internal teams, as well as between functional groups on the client's side. To foster collaboration, I had recurring project meetings with internal stakeholders. In between those bi-weekly meetings, I also facilitated work sessions with steam members. Whenever necessary, I would set up meetings with leaders from the client's side, as well. To keep everyone up to speed, I made sure to send feedback and relevant notifications whenever tasks were completed or if there was anything blocking the completion of tasks. However, when it came to the department heads, I kept it rather concise and results-oriented."
Technical Project Manager
22. Talk about your most recent experience in learning new software or technical tool. What was the tool and how much time did it take for you to understand its functions?
How to Answer
As a leading name in technology, IBM is big on design thinking, and project managers are expected to demonstrate a certain depth of technical proficiency to be effective in their role. When crafting your answer, assure the interviewer how and why you are adept at learning new tools. The interviewer will want to learn that you can break the parts of an application down to its core elements to understand it at a high level.
Answer Example
"The most recent application that I learned to use is Smartsheet, which is a project management or work management tool. During my first few years as a project manager, I used MSExcel spreadsheets to track project tasks. So, I really appreciate that Smartsheet is basically a spreadsheet that automates workflows and assigns tasks. I also think that it's a robust tool that can compete with other cloud-based PM software because it's versatile. There are different view options like grid view, Kanban, or Gantt chart view, so I can manage projects regardless of the framework, whether that's waterfall, agile or something else. My favorite feature is the linking feature, through which I can connect multiple sheets with each other. If there are critical paths between tasks from multiple projects, it's very convenient to oversee them."
Technical Project Manager
23. How would you handle client feedback that comes in after a milestone has been delivered, or, one that is possibly out of scope?
How to Answer
With technical projects, both scenarios are examples of possible scope creep which can pose serious problems to the timeline or the budget of a project. The interviewer wants to be assured that you can recognize and mitigate scope creep. Talk to them about how you would prevent it from occurring and specific steps you would take if it did occur.
Answer Example
"If either scenario occurs, I need to nip the scope creep in the bud before it impacts the project negatively. While I appreciate clients' feedback, I have to be wary about fulfilling requests that may threaten the timeline or cause a budget overrun.
First, I will talk to the client and get a better understanding of their expectations. If I can confirm that it is indeed out of scope, then I will need to be very transparent with the client. In case their request is warranted and that it may have a positive impact on the project. If we can justify the cost involved, then we can add it to the scope, add to the contract, and adjust the timeline as necessary. On the other hand, if it's pure and simple scope creep, then I need to clearly explain to the client why we should not move forward with it."
Technical Project Manager
24. What do you like and dislike about working with technical-minded colleagues?
How to Answer
Technical-minded or technology-skilled workers, such as coders, software engineers, systems architects, are highly logical thinkers. The interviewer will want to learn that you can appeal to logic while representing your organization's business interests. When crafting your response, think about the advantages and disadvantages of working with a crowd that thrives on solving problems.
Answer Example
"Because tech-minded people tend to be less communicative, it can be difficult to gauge their reactions and emotions. It can take some time for them to warm up to other people, which could make for an awkward working environment at the start. Fortunately, I've experienced working with a variety of similar personalities. When it comes to interacting with analytical people, I like that I'm able always to tie everything back to facts. For example, if a team member says no to a recommendation or a proposal, I can always count on them to back it up with data. I find it quite refreshing to work with people who are so objective."
Technical Project Manager
25. The project you're assigned to has undefined target metrics. Talk about how you might move this project along.
How to Answer
A project's success should be measured in definite terms. When crafting your response, assure the interviewer that you understand the importance of target metrics and that you are capable of defining them. This is a core skill that IBM requires from their project leads. Cite examples of project-related key performance indicators and targets that you have either initiated or implemented. Finally, explain how you think the metrics you establish might positively impact the project.
Answer Example
"At XYZ company, I managed a pilot project to migrate the company's data center to a cloud datacenter. During each phase, the only expectation from leadership was to complete the phase with the least number of risks and issues. To me, however, managing risks and fielding issues are part of every project. They do not indicate success. So, I created a migration checklist and identified a few key performance indicators. I listed user experience, infrastructure efficiency, and application performance. I met with the stakeholders and we defined each of the KPIs. We analyzed historical data to establish some benchmarks. After that, we set preliminary targets. I ran these by our IT team leads and we adjusted the targets as we ran the migration. We also conducted qualitative surveys with end-users. At the end of the pilot, we were able to identify areas of quantitative and qualitative inefficiency. We successfully completed the migration for the rest of the company and peaked at 70% higher efficiency than the pilot."