How do you explain complicated PM concepts to someone who may not understand?

"I find that budgeting and cost control, although easy concepts for me to understand, are often misunderstood by others. When there is a complicated concept to teach, I find that visual aids are often helpful. Studies show that 65% of people are visual learners and that presentations with visual components are 43% more persuasive. For that reason, I taught myself to create effective presentations with visuals. I use these visuals when meeting with project stakeholders. Additionally, I leave ample opportunity for questions and an open feedback loop in case questions come up later. I also ask thoughtful questions to measure how much content was understood and provide additional resources if I find there is still a disconnect."

Operating in the healthcare sector, you will often cross paths with colleagues and partners who are not familiar with the complexities of project management. If we fail to communicate complex ideas simplistically, it can gridlock our project or create miscommunication. Kaiser interviewers are looking to see if you are skilled in explaining complex project components while being tactful, patient, and kind. To best answer, this question, provide an example that demonstrates your ability to explain topics in a digestible manner and your ability to revisit and be patient if they don't initially understand.

A Healthcare Project Manager must be an agile problem solver. In your opinion, what does it take to be a great problem solver?

"While there are many characteristics that make a great problem solver, I find one of the most essential is creativity in solutions. Business owners are already experts in their scope of work which means they have already thought of immediate fixes and need a solid partner to help them solve creatively. I know that Kaiser's mission is to improve the health of its members, and in being creative solvers, we're better prepared to do that."

As a project manager in the healthcare sector, you often take on projects without knowing the historical lineage. Kaiser interviewers are assessing you to see if you can employ a systematic approach to problem-solving. Additionally, they are value-checking to ensure that the qualities you find valuable in a problem solver are aligned with theirs. Some relevant qualities of a skilled problem solver are: - Thinking in terms of automation versus behavior - Big picture thinking (if I change x, then y is impacted) - Autonomy - Unorthodox ways of educating yourself - Creativity in solutions - Focus on root cause solutions versus band-aid fixes - Scalable solutionsTo best answer this question, ensure that your example aligns with specific values, missions, or visions of Kaiser to demonstrate alignment of core beliefs.

Which resources do you lean on to stay in-the-know on the rules, regulations, and quality standards of the healthcare industry?

"I know that the healthcare sector is heavily regulated and can be a wildly changing environment. When Covid started, regulatory guidance around testing and vaccines changed so quickly. To keep myself updated during this time, I watched all press conferences, checked CDC guidelines several times a day, and stayed up-to-date on all internal updates and changes. These action items allowed me to stay current and update on all of the frequent changes."

The healthcare sector is a heavily regulated and wildly changing environment. A successful project manager should be proactive in learning any regulatory parameters that may be impacted by the launch and roll-out of a project. Kaiser interviewers are looking to see if they can trust you to stay up to date and validate that it is safe to make any changes you may be intending to launch. A great answer should showcase your ability to keep yourself up to date proactively.

Tell me about a time you were the unpopular opinion on a project.

"In my current role, I was part of a working group responsible for improving the changes in our phone tree. The majority of the group wanted the phone tree to offer more self-service to drive down call volume. However, some of the suggestions heavily impacted member experience. I mentioned to the group that I had some concerns about the recommendations and was immediately met with resistance. They tried to protect costs, and I tried to preserve the experience, both very vital components. Knowing that they were valuing cost above experience, I explained the costs associate with a poor member experience such as complaints or callbacks. They appreciated the perspective, and we partnered to find a balance."

Often projects you manage will have multiple owners or multiple project managers. Everyone has opinions or styles regarding best practices or how to achieve the goals and objectives. This can cause inconsistencies or massively slow the project down. Kaiser interviewers ask this question because they are looking to see if you can move the group past gridlock or speak up when you know best, tactfully and diplomatically. They are looking to demonstrate courage, even when you are the only one with a different opinion. To best answer this question, make sure your response reflects your patience and persuasion techniques.

What methodologies do you use to manage projects?

"I use many project management methodologies. Some of these include Agile, Scrum, Six Sigma, and Kanban. During the intake of each project, I determine the desired outcomes and tasks required to manage the project successfully. Part of my intake process is also to determine which methodology would be best for that particular project. I find it's essential to be flexible in your approach to project management as each project is unique and needs a different type of support."

The objectives of a successful project manager are initiation, planning, execution, regulation, and closure of any given project. To achieve this, it's essential to demonstrate specific methodologies regarding your ability to do so. Ten of the most popular methodologies are:Agile Scrum Kanban Scrumban Lean eXtreme Programming Waterfall Prince2 PMI's PMBOK Six Sigma To best answer this question, you should demonstrate your ability to fit the best methodology to the project.

How do you prioritize project tasks?

"One of the most challenging components of the project manager role is ensuring that you are prioritizing needs appropriately and strategically. To be sure that I am prioritizing well, I first collect a list of all tasks that can be actioned immediately, and then I categorize them into buckets based on urgency. I assess the value of each task and then order the tasks by assessed effort. I ensure that I am flexible to allow for new tasks that may need to be actioned."

Part of being a successful project manager is your ability to prioritize all of the moving pieces of the project. Interviewers ask this question to see what frameworks you have knowledge of and your ability to leverage different frameworks at different times. They want to ensure that even with a high project load, you can prioritize effectively and reprioritize if new responsibilities need to be considered.

How do you know when a project is off track?

"When a project is headed off track, it can be expensive, time-consuming, and frustrating for business owners. Some of the more apparent events that indicate a project is off track are missed timelines, misalignment over resources, and lack of updates from partners. However, I find that the more subtle or nuanced events alert me much sooner. Some of the more nuanced indicators are missed meetings, agendas not being updated, more or repeat questions, and business owners are asking for updates or constant clarity. If these events are taking place, this makes me aware that we are misaligned, and partners are not getting what they need."

Kaiser interviewers ask this question because they are trying to understand how dialed in you are regarding your projects. Projects that are off track can be time-consuming and expensive, so interviewers want to understand your ability to interpret nuanced project milestones and what they mean in relation to your project. A great answer will touch on blatant milestones as well as nuanced flags.

What are your opportunities for improvement?

"Learning from a growth mindset is a core value of mine. With this in mind, I often crowdsource feedback from my manager and peers to learn about my opportunities for improvement from their perspective. One opportunity for improvement was that I moved too quickly through the meeting agenda, and peers felt they didn't have time to share before moving on to the next agenda item. I didn't realize I was doing this, so I was grateful for the feedback. Moving forward, I made sure to offer more silence during each agenda item. Even if no one had anything to share, I would ask again if there were any comments, thoughts, or concerns after each item. I also left ample time at the end to open it up to items not on the agenda. We also implemented a round-robin approach to allow for more dialog. To make sure I don't slide back into old habits, I pulse-check with the other attendees to ask if that went well or if I could do better. Lastly, I ask them to make me aware if I do it again."

Self-awareness is a vital characteristic to be successful in any role. Those who feel they don't have areas for improvement create a level of concern in interviewers because it demonstrates your lack of self-awareness and fixed mindset. Kaiser interviewers are looking for vulnerability and a growth mindset. To provide a great answer, offer an example of an area of improvement, the action plan you implemented, and the results of your actions. Try to use an example that has already been improved and something that isn't a vital component of the project manager role.

What questions do you ask when taking on a new project?

"When taking on a new project, I understand that intake can drastically impact the rest of the project. At the beginning of each project, I have each partner complete an intake form. Some of the questions on the intake form include the objective, desired outcome, potential roadblocks, legal ramifications, and business owners. I also find out what data is already available or if new data sets will be needed. I identify what resources are immediately available, what a successful outcome will look like, and how that will be measured."

To successfully launch a new project, the intake is vital in ensuring you stay on task with the correct objectives and goals in mind. Kaiser interviewers ask this question to make sure you have a strong understanding of what's needed during the intake phase of a project. To best answer, this question, share relevant data points needed to launch a project successfully, bonus points if you can demonstrate your ability to automate or systematize the process.

How would your peers describe you?

"I understand that perception is reality. Regardless of my intentions, if a peer perceives me a certain way, it's essential to manage that perception. With this in mind, I pulse-check with my peer group quite often to crowdsource my strengths and my opportunities for improvement. Some common themes among my peer group are that I am tenacious and organized, always willing to provide support whenever needed. They've shared that I'm trusted, and reliable making me a go-to person when they feel stuck or need guidance to move forward."

Interviewers generally ask this question to gauge your self-awareness and your personal brand. They are looking to see if the characteristics you share align with the traits needed to succeed in this position. They are checking to see how you manage the perceptions of others and how you action those perceptions.

What are your long term goals?

"My long-term goals depend on where Kaiser will need my support in the future. In the next few years, I hope to stretch into leadership capacity for project management. In my own time, I have been reading leadership development books and attending leadership masterclasses to gain more understanding of what makes a great leader. Ultimately, my long-term goals include Kaiser and evaluating where my skill sets might serve you best."

Kaiser interviewers ask about your long-term goals because they want to understand your dedication to Kaiser and the position. This question is asked because they are trying to assess your interest in the Kaiser and trying to understand where you see yourself with Kaiser in the long term. To best answer this question, you should demonstrate your desire to focus on the role at hand while keeping Kaiser included in your long-term plans.

What resources do you use to educate yourself on projects outside of your scope?

"I strongly believe in stewardship and ownership of responsibilities, especially when educating myself outside of my current scope. When taking on a scope of work I am unfamiliar with, I leverage many resources to become more knowledgable on the topic, area of business, or current workflow. Some of the resources I use are internal data such as queries or the internal knowledge base. I shadow agents from that area of the business, crowdsource information from business owners and business intelligence teams. I research industry standards for the related process and educate myself around the current legal guidelines. Lastly, I seek peer knowledge and partner with my manager if they have relevant insight."

As a project manager for Kaiser, you will often manage scopes of business that you are not familiar with. Kaiser interviewers are looking to see if you are resourceful enough to educate yourself when you are not an expert on the workflow or material. Your answer should demonstrate your ability to work autonomously and creatively to understand a new scope of work. Bonus points if you tie it to a Kaiser value.

How do you keep multiple business owners aligned on a project?

"In my current role, I recently managed a project for a department with three business owners. They were often misaligned, and when one would provide guidance, it often conflicted with the objectives of the other two business owners. Seeing that this was causing confusion and a loss of productivity, I implemented several action items to keep everyone updated and on the same page. I launched a weekly email explaining what tasks were completed that week and what I hoped to achieve the following week. I set up recurring syncs with all business owners ensuring 100% attendance. If full attendance wasn't possible, the working group was rescheduled. Anytime a change was requested, it was documented, and all business owners had to sign off. Lastly, I provided visibility to the project board to keep them aware of any project changes or advancements in their project plan."

When working with multiple business owners on a project, communication and objectives can become quickly skewed. Kaiser interviewers ask this question because they are trying to determine how best to work with your partners. Multiple business owners can quickly derail a project, and as a project manager, your tasks and outcomes may become unclear. Your answer should demonstrate your ability to reset expectations and gain alignment with multiple parties.

How do you use data when managing projects?

"Before starting a project, I rely heavily on data to determine the intake. I like to determine if the project's successful launch will result in a positive ROI, and I use data to figure out if there is a trend or theme associated with the data set. During intake, I trend out a baseline of the current information and benchmark future iterations of the project to measure the quality and success of the various phases of the project."

Data, as it relates to project management, is a vital component of the role. Data is an early indicator of budget, schedule, and quality. Understanding the data associated with a project can help you determine if you should take the project and the potential scope. Kaiser interviewers are looking for indicators regarding how you would use data and how comfortable you are deciphering it.

Tell me about yourself.

"I've been a Project Manager for over ten years. I've spent the last five years at a tech healthcare startup. During that time, I've managed hundreds of projects, over a dozen simultaneously. As a high-performer, this allowed me to elevate in my role quickly, serving as a team point person and an acting mentor for three of my peers. I know that in this role, you are looking for someone who can effectively manage multiple projects at once while creating extreme value and providing creative solutions, which is what I do best."

You can pretty much guarantee this will be the first question asked in any interview, which really makes it the most crucial question. This sets the tone around who you are, your presentation skills, and your ability to present a lot of information in 2 minutes or less. To successfully answer this question, use the W.A.R method:W: Who You Are A: Achievements R: Results

Tell me about any experience you have overseeing remote teams.

"In my current role, I am part of a 20 person project management team. During this time, we've been able to keep projects on track, on budget, and ready to launch on time. Part of our success in managing a remote team has been frequent syncs, weekly meetings, dedicated team builders, and shared workspaces. I find in a remote environment; it's important to create intentional connection points several times a day to ensure that communication stays open."

It is not uncommon for a project manager to work with teams that are located elsewhere. Especially when managing projects, it's essential to highlight your ability to keep projects on track even when working in a remote environment and keep all remote partners in the know. To best answer this question, explain the steps you take to keep everyone connected in a remote setting.

What kinds of project management software do you use and why?

"I have used many project management tools over the years. I am preferential to Monday.com. I find it's incredibly user-friendly and makes it easy to collaborate with many partners. While Monday.com is my favorite, I'm fluent in SmartSheet, Asana, ZoHo, Confluence, Trello, and Jira. When learning a new platform, I find external educational sources such as certificate courses and masterclasses to become an expert on the platform."

There are many tools a project manager uses to support projects. Interviewers ask this question to see what platforms you are familiar with using. They also want to gauge your ability to learn new tooling. Your answer should demonstrate your experience as well as your capacity to adopt new resources.

How do you keep a project on track when you feel overwhelmed?

"When managing several complex projects, it is easy to become overwhelmed if you aren't proactive. When I start to feel overwhelmed with my projects, I realize this is an opportunity to control my environment. I take some time to regroup and assess why I am feeling overwhelmed. Once I identify why I'm overwhelmed, I can create an action plan to course-correct. If I'm overwhelmed because I have too much work, I use prioritization techniques. If I'm overwhelmed because I'm frustrated with the pace of projects, I evaluate each task item to see if there is anyone I can partner with or explicit tasks that might get the project moving."

There are many moving parts with each project, and managing several projects can be overwhelming at times. Interviewers ask this question for many reasons. They want to know that you have a high level of emotional intelligence, that you use appropriate coping strategies when you are overwhelmed, that you can effectively prioritize, and your ability to leverage the resources available to you when you become overwhelmed.

What are your best practices for process development?

"Process development is vital in creating efficiencies and a standardized process when working on projects. When first developing a process, I outline the current as well as the desired state, and I make sure to identify benchmarks for the new process, focusing on waste reduction. I define the framework and then implement the process. After implementation, I ensure to monitor the success of the process and use the continuous improvement method to improve the process as time goes on."

Part of project management is your ability to automate and refine the process. Your ability to develop and operationalize a process allows you to use a standardized process on future projects. To best answer this question, demonstrate a strategic framework use to develop processes.

Do you prefer to work on one project or multiple projects at the same time?

"From an efficiency perspective, I prefer to work on multiple projects at a time. Projects pause from time to time because of waiting on resources or waiting for a business owner. During those lulls, when I can't independently action tasks, I appreciate that I can move to another project instead of waiting. It is important to ensure that you are keeping projects segmented. To do this, I use project management software to ensure that documentation and task items all stay in its designated space."

Kaiser interviewers are asking this question to understand if you can manage multiple projects successfully. There are many components of projects, and you need to demonstrate your ability to manage all of the moving pieces while ensuring that they aren't getting mixed up and that all of your projects are moving along smoothly. To best answer this question, explain that your preference is determined based on the needs of the business.

What kind of experience do you have managing budgets?

"I understand the complexities that arise when managing the budget within a project. It's essential to have guardrails in place to ensure that the project stays on target, but unforeseeable costs can arise in some cases. In my current role, I managed a project responsible for launching a new product. The marketing team had devised a multi-pronged campaign to announce the product to both existing customers and prospects. For most of my projects, I leverage Clarizen, a project management program that includes a budget module, to forecast project costs. When we overspent in one area I was quickly aware and able to adjust in another area so the overall budget wasn't impacted. In the end, we successfully completed the project and stayed 100% within budget, and I know I can do this successfully for your projects as well."

To be a successful project manager, you must have the skillset to manage a project's budget. Interviewers ask this question to gauge your knowledge and see if you understand how vital budget management can be. To best answer this question, provide an example of when you successfully managed a project's budget. Discuss the tools you use to stay within the financial constraints of project costs and what you do if unexpected expenses arise.

How do you go about defining the scope of a project?

"When taking on a new project, I build scope determination into my intake process. Identifying the scope of the project is the most critical time during project intake. Determining the project's scope impacts all milestones thereafter and can drastically impact budget, deadline, and launch. During intake, I identify objectives, goals, and desired outcomes. I then ensure that these objectives are achievable, measurable, specific, and realistic. From there, I can consider what risks will need to be managed and operate proactively."

When launching the intake of a project, one of the most vital components is determining the scope. If the scope is not determined correctly, it can negatively impact the project's budget, resource usage, and timeline. To best answer this question, describe the techniques you use to define a project's scope and how this helps guarantee its success.

Tell me about the types of projects you've handled in the past.

"In previous roles, I've been responsible for high-priority large-scale projects. Most recently, I worked on a project where my team and I helped our client create a company-wide portfolio management office. This entailed designing and putting in place new structures and processes that took into account the needs of the performance reporting and strategic planning teams. I believe that I'll be able to use the same skills that enabled me to successfully complete that project within budget and under the deadline in this position as well."

Project managers can work on all types of projects across all industries, Kaiser interviewers are looking to see if you have experience managing projects similar to theirs. They are also trying to gauge the scope of projects you have worked on in the past. To give a substantial answer, demonstrate your ability to manage projects similar to what Kaiser Project Managers work on. Also, touch on your ability to be resourceful when you aren't familiar with a project.

What is the most important skill that a project manager needs to be successful?

"There are many skills needed to be successful as a project manager. Some of those are risk management, critical thinking, and quality management. However, I think the most important skill is communication. I don't think you can be a successful project manager if you are unable to articulate all of the components associated with a project. I use communication through every stage of a project from intake to launch. This means I have to keep several business owners and my team up to date continually through a project. If I don't communicate well, the project won't run smoothly. I know Kaiser values stewardship, and I am able to achieve that through solid communication."

There are many skills that a project manager needs to be successful, some more important than others. Interviewers are asking this question to see if you value the same skills. To best answer this question, mention a few skills that you find essential and go in-depth on the most valuable one. Bonus points if you can tie it back to Kaisers' core values such as respect, scientific disciple, integrity, pioneering spirit, and stewardship.

How do you manage risks related to your projects?

"Risks are inevitable in project management, but as a successful project manager, I can proactively mitigate them. If I am unable to mitigate the risks, I quickly identify them and address them. One approach I use to identify risks is a SWOT analysis. Additionally, I create a risk register that includes likelihood, impact response, and action. Determining the probability and impact helps me decide what would cause severe delays and the rework needed if that action took place. Lastly, I routinely review and update potential risks to ensure I'm aware of any risks that may occur."

Part of being a great project manager is your ability to manage risks. It's not a matter of 'if' you run into risk but 'when' because risks are inevitable. Common risks to be managed and planned for are costs, resources, timelines, or legal ramifications. To best answer this question, demonstrate your ability to identify risks and provide solutions for addressing and mitigating them.

Kaiser Permanente Project Manager Interview Questions

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1. How do you explain complicated PM concepts to someone who may not understand?
2. A Healthcare Project Manager must be an agile problem solver. In your opinion, what does it take to be a great problem solver?
3. Which resources do you lean on to stay in-the-know on the rules, regulations, and quality standards of the healthcare industry?
4. Tell me about a time you were the unpopular opinion on a project.
5. What methodologies do you use to manage projects?
6. How do you prioritize project tasks?
7. How do you know when a project is off track?
8. What are your opportunities for improvement?
9. What questions do you ask when taking on a new project?
10. How would your peers describe you?
11. What are your long term goals?
12. What resources do you use to educate yourself on projects outside of your scope?
13. How do you keep multiple business owners aligned on a project?
14. How do you use data when managing projects?
15. Tell me about yourself.
16. Tell me about any experience you have overseeing remote teams.
17. What kinds of project management software do you use and why?
18. How do you keep a project on track when you feel overwhelmed?
19. What are your best practices for process development?
20. Do you prefer to work on one project or multiple projects at the same time?
21. What kind of experience do you have managing budgets?
22. How do you go about defining the scope of a project?
23. Tell me about the types of projects you've handled in the past.
24. What is the most important skill that a project manager needs to be successful?
25. How do you manage risks related to your projects?

Kaiser Permanente Project Manager Interview Questions

1. How do you explain complicated PM concepts to someone who may not understand?

2. A Healthcare Project Manager must be an agile problem solver. In your opinion, what does it take to be a great problem solver?

3. Which resources do you lean on to stay in-the-know on the rules, regulations, and quality standards of the healthcare industry?

4. Tell me about a time you were the unpopular opinion on a project.

5. What methodologies do you use to manage projects?

6. How do you prioritize project tasks?

7. How do you know when a project is off track?

8. What are your opportunities for improvement?

9. What questions do you ask when taking on a new project?

10. How would your peers describe you?

11. What are your long term goals?

12. What resources do you use to educate yourself on projects outside of your scope?

13. How do you keep multiple business owners aligned on a project?

14. How do you use data when managing projects?

15. Tell me about yourself.

16. Tell me about any experience you have overseeing remote teams.

17. What kinds of project management software do you use and why?

18. How do you keep a project on track when you feel overwhelmed?

19. What are your best practices for process development?

20. Do you prefer to work on one project or multiple projects at the same time?

21. What kind of experience do you have managing budgets?

22. How do you go about defining the scope of a project?

23. Tell me about the types of projects you've handled in the past.

24. What is the most important skill that a project manager needs to be successful?

25. How do you manage risks related to your projects?