Describe a time when you implemented a solution that was scaled and customized to meet the needs of multiple stakeholders within a business.

"I worked with multiple customer support groups within a large enterprise. They were in need of a ticketing solution that handled support requests and integrated properly with various downstream security and technology systems. I worked with an architect and senior analyst to develop a strategy for a first-pass solution for a group that had requirements that were representative of the majority first. From there, the teams I worked with were able to gather feedback, make adjustments, and then roll the solution out to the groups with similar workflows. While that took place, I was able to work with the outlier groups and develop plans to scale the solution appropriately to meet their needs. This strategy allowed us to realize a maximum level of business impact quickly while doing the detailed analysis necessary to meet the needs of the entire group of stakeholders."

Project managers are sometimes challenged to develop strategies for solutions that will serve multiple groups with significant workflow differences. This question is asked to determine a candidate's ability to effectively meet the needs of a diverse stakeholder group.

Remember to include an example that shows your ability to develop strategies to incrementally deliver value. This may include implementing a proof of concept or a small-scale solution while the detailed needs of the entire user population are met.

Describe some of the ways you inspire customer trust, confidence, and loyalty as a project manager.

"One of the most important things I can do to earn customer confidence, trust, and loyalty is to show end-to-end ownership for the projects I work on. I let my customers know they can reach out to me to let me know about anything going on, even if I am not directly responsible. They know they can count on me to help facilitate a solution on their behalf. I also take the time to listen. Sometimes clients just need to be heard and offering them an outlet to vent with someone who shows empathy and concern goes a long way. I maintain their confidence as needed and quickly address their concerns. I treat all of my customers with respect and show them that they are valued by delivering on my commitments."

Many project managers work directly with their clients and perform customer service-related functions. Interviewers who ask this question are interested in a candidate's ability to demonstrate the soft skills necessary to provide the level of service required by the role.

Remember to include outreach activities beyond delivery and support activities to demonstrate your customer service skills. Interviewers want to know what unique value you can add to the customer experience and remember candidates who demonstrate they consistently go beyond what is required in a client setting.

How would you help to develop a positive team environment within the teams you work on?

"The energy of a team is incredibly important, so I take this part of my responsibilities as a project manager seriously. I am naturally a positive person, and I prefer to lead by example in this area. I like to smile and laugh, and I try to incorporate those behaviors in a team setting in a workplace-appropriate way. I also recognize that challenges and struggles are real. In a team setting, I strive to validate the concerns of others and not look the other way simply because something has a negative aspect to it. Instead, I inspire trust in others by being honest about how I am feeling and then balancing those feelings by exploring the positive aspects of the situation simultaneously. I find this to be an authentic approach that generates more positive energy than simply ignoring the negative and always painting everything in a positive light."

The vibe of a team is important. While it is impossible to maintain constant positive energy, hiring managers often seek candidates that can assist their teams in addressing challenges and conflicts to maintain a balance and a favorable team environment.

Remember to include a method for honoring and validating negative experiences in your response. It is expected that conflict and frustration will occur in team settings. Asking others to ignore their feelings in favor of positivity is inauthentic and leads to additional conflict. Interviewers value candidates that have the ability to facilitate discussions about negative situations and inspire others to balance their perspectives by finding positive and valuable opportunities alongside the unpleasant aspects.

What facilitation skills or tools do you lean on the most in team meetings?

"I use agendas, action items lists, and parking lots to keep everyone on track during meetings. I sometimes work with my teams to develop ground rules in the event there are specific behavioral agreements we need to rely on. Also, a lot of our meetings are virtual, so I use screen sharing and whiteboard apps to make sure we all have visual aids to look at as needed for collaboration.The skills I lean on the most are my active listening, brainstorming, strategic planning, and conflict resolution techniques."

Team meetings sometimes require advanced facilitation skills such as brainstorming and strategic planning techniques. Interviewers who ask this question seek project manager candidates that have the skills and experience necessary to keep their teams on track while allowing the creative process to unfold in a valuable way.

Remember to include any tools or methods you regularly use to facilitate virtual team meetings. Some companies work primarily in a remote setting and seek out candidates who are comfortable driving meetings virtually.

What is your upward communication style?

"My upward communication style is direct. I use a clear and easy-to-understand approach. I offer summary-level details and I am prepared to back my assertions up with data and examples as necessary. I try not to spend extra time communicating details for items I am able to handle on my own so that my time with seniors is reserved for the valuable insight they can provide in areas that need support. I face difficult conversations head-on and go in prepared with solution recommendations. I take any feedback that results from these meetings and work hard to incorporate it into my approach for future initiatives. I find the combination of integrity paired with quick and consistent action creates a strong partnership over time with the senior-level stakeholders, managers, and customers I am accountable to."

Project managers are asked to provide regular updates to executives and senior stakeholders in many companies. Interviewers may ask this question to determine how a candidate approaches these important conversations.

Remember to demonstrate a style that is clear and honest. Interviewers appreciate candidates that respect authority and show integrity in their approach. Also, be sure to demonstrate direct and succinct communication. Senior managers and executives often have limited time for updates and appreciate quick headline-first communication that drives further conversation as needed.

Describe the culture of a company you would not want to work for.

"I thrive in cultures that allow teams to develop workstyles and dynamics that are a best fit for their unique needs. Stringent process and procedure have a place in many companies and add tremendous value in some cases. However, companies that adopt one-size-fits-all models that do not allow for flexibility are a red flag for me. I feel creativity and innovation are stifled in that type of setting."

Companies and hiring managers work hard to identify project manager candidates that are a good fit for their company and teams. Discussing the cultural aspects that would be a red flag for a candidate helps the interviewer gain a clearer understanding of the cultural expectations the candidate has for the opportunity.

Remember to keep your answer general and do not describe a specific team member, former boss, or toxic company environment in your response. Also, it can be helpful to align your response with the values of the company you are interviewing with. For example, if you are interviewing with a company that values innovative thinking, you might state that you would not want to work in a culture that does not foster creativity.

What qualities do you seek in a company you work for?

"I appreciate companies that foster environments where people are able to speak and act authentically in the workplace. I find that members of teams generate their best work when they feel supported holistically, feel comfortable being vulnerable, speak their minds, and are allowed to help create team dynamics that are a best fit for their needs."

Company and team culture play an important role in employee satisfaction. Interviewers ask this question to identify project manager candidates that are a fit for their company and the individual teams a candidate will work with.

Remember to research the hiring company's culture prior to your interview. Consider which of their values you resonate with the most and offer an answer in alignment with the spirit of those values.

What type of pace do you try to set for yourself and the teams you work with?

"I foster a pace that is a fit for the demands of our stakeholders and for the individuals on my teams. I typically find myself in alignment with fast-paced initiatives that are iterative and have a high rate of change. I work to lead by example in this type of environment. I also make it a point to capitalize on slower times when they occur. I feel it is important to give people time to relax, reflect, and rejuvenate. Slower times help to maintain balance, establish a healthy flow of productivity, and cultivate creativity."

Many companies today ask their teams to operate in a fact-paced culture. This question may be asked in an interview to identify candidates who are comfortable working in this type of setting.

Remember to be honest about the pace of work you are able to sustain over time. It is important to work for a company that has a workstyle that is a fit for your needs. Also, be sure to pair a strategy for balance alongside any mention of a fast-paced environment. Project managers who do not take advantage of slower times or allow for rejuvenation contribute to burnout and disharmony within their teams.

Describe a time when the data-driven analysis you performed informed an impactful decision.

"In my current role, I am a project manager for a company that implements warehousing and inventory management solutions. I began at the company as a project manager working to upgrade the ERP of a major food retailer. I was told that the client fully understood the needs of the project and that my role would mostly be to coordinate work and ensure everyone stayed on track. I prefer to back my assertions up properly before making recommendations that will heavily impact a project. In this case the stakeholder was pushing several solutions that would adversely impact operations in several of their warehouses he did not work in directly. I traveled to those sites and met with the stakeholders there and they expressed concerns. I was able to work with them to gather data specific to their locations and prove that the solutions as designed would cause significant issues with their inventory processing. I worked with my team to propose an alternate solution that would better serve the needs of the entire stakeholder group. I presented my analysis to my senior leaders and the senior stakeholders for the project. I was thanked for uncovering the issue before the previous design was built and implemented. My instinct to reach out to my downstream clients and support their case through data saved their company time and money and served to build trust and customer service points for my company."

Many companies rely heavily on data to drive decisions. They expect their project managers to make quick decisions that affect strategy and define the tactical plans of their teams. Leveraging the information available is a key part of this process. Interviewers ask this question to ensure the candidate they select has the analytical skills necessary to perform this important function of the project manager role.

Remember to describe the problem, what you did to address it, and the impact your analysis had on the situation. Also, scenarios that have more than one area of impact resonate with interviewers.

How do you handle performance issues within teams you are assigned to as a project manager?

"One of the first things I do in a performance related situation is determine the root cause of the issue. Once I identify the cause, or mix of causes, I work with the resource to get them the support they need to fix the problem. This may mean speaking with their manager to adjust their workload, negotiating time off, assigning a mentor, securing time and funds for training, resolving a conflict with a co-worker, etc. I then partner with the resource to make an action plan, a resolution timeline, and an accountability agreement. Finally, I follow-up regularly to ensure the problem is fixed. In the event the issues continue, I escalate the problem per the agreement I made with the resource. I make it a point to be upfront and transparent about my role in ensuring project and team success, and it is never a surprise if I have to resort to this type of action. Luckily, I have only ever needed to formally escalate a performance issue once in my time as a project manager."

Some project managers are expected to monitor and ensure the performance level of their teams and the resources assigned to their projects. Interviewers ask this question to determine how a candidate deals with resource performance issues that are often complex in nature.

Remember to go beyond alerting the manager of the resource to the performance issue in your response. While this might be a required step, hiring managers appreciate candidates that take steps to resolve performance issues within the team without formal escalation.

Describe a time when you helped to resolve a team level conflict.

"I work on a team with incredible engineering talent. The junior developers are very knowledgeable and enjoy trying out new technologies all the time. The senior developer on the team is very experienced, he has very strong opinions about which solutions work the best. Last month one of the junior developers suggested an idea to swap out one of the components for a new open source tool he had been exploring on his own. The senior developer shot him down immediately and attacked the idea before the other developer had a chance to fully explain his thinking. The junior developer backed down, but the tone in the room was tense and the body language of the other team members indicated that they wanted to explore the idea. I stepped in and pointed out that we did not allow the junior developer to discuss the benefits of his idea and how he thought it could be implemented. I asked the team if they thought it would be a good idea to give him a day to put together an informal proposal of how it would work, and then review that as a group the next day. They all voted yes, and the tension lessened. The senior developer scoffed a bit, but ultimately agreed. The junior developer presented the next day and blew the team away. His idea was technically sound and the benefits included significant time and cost savings. I set the stage for a productive discussion with ground rules before the presentation, and everyone did a good job of keeping things respectful and professional. We are now in the process of implementing the changes. The senior developer is fully on board and collaborating with the junior developer to ensure the architecture and implementation is solid. I am glad he opened up to the idea and allowed his teammate to shine."

Times of conflict can be stressful and uncomfortable for a team. However, it is important to acknowledge and resolve the situation in a way that honors the opinions and feelings of the individuals involved. Project managers often serve to facilitate discussions and identify resolutions to conflict. Interviewers ask this question to ensure the candidate they select has the soft skills necessary to perform this important function of the project manager role.

Remember to answer this question in a way that demonstrates your ability to empathize with the individuals involved. Empathy is an important project manager attribute, and interviewers value candidates that are able to understand and navigate the feelings of their teammates.

How do you prefer to address scope creep in the projects you manage?

"One of the first things I do is consider scope creep before a project even begins. I strategically develop the project plan to allocate time and money for revisions and new scope requests. Things shift regularly, and building in a plan that allows for and understands the need for change helps things to run more smoothly. I also like to use a priority-based approach to scope creep when a project is in flight. I always ask the client and the team to help develop the concept of must-haves versus nice-to-haves. When a new request comes in, we prioritize it among the other must-have items. I find that clients are usually willing to let some things go if it means including a new must-have feature that adds a lot of value to the project. Finally, I ask the team to focus first on developing minimally viable products where it makes sense. We deliver that first, gather feedback, and then scale the remaining work appropriately. From there, we typically end up only adding what is absolutely necessary to complete the project, and we identify major changes as early in the process as possible."

Changes in scope are a frequent occurrence. In construction, they may happen because a client changes their mind, or an unknown was uncovered during demolition. In technology, scope change requests may occur because a competitor released a new feature, or a new requirement was uncovered. Regardless of the source of the change, project managers are required to assess the request and determine how to effectively meet the needs of their clients. Interviewers ask this question to learn how a candidate plans to handle the change that occurs during a project.

Remember to demonstrate that you are flexible and willing to work scope change requests into the original plan if possible. Interviewers appreciate candidates that understand how to shift priorities without assuming changes to time and budget are required.

Walk me through your process for ensuring the members of your team have the skills and knowledge necessary to be successful.

"I use several strategies to ensure the members of my teams have the knowledge and skills necessary for success. First, I like to observe and work with each member individually to find out where they would like to grow professionally. If their growth needs require training, I partner with their management to plan accordingly. Otherwise, I brainstorm a strategy to gather the information they need while making sure their current project commitments are met. Secondly, I work with the leaders on my teams that represent the other domains such as analysis or engineering to see if we have any knowledge gaps when we are planning for a specific project. If there is a gap, we develop a strategy to gather and disseminate the necessary knowledge. Thirdly, I like to look ahead and work with program managers or senior leaders to understand the roadmaps and long term needs of our clients. I then work with my team members to take advantage of any opportunities we have to proactively gain the knowledge and skills we know we will need prior to the start of a project. This helps to reduce delays and it gives my teammates time to get comfortable with new skills before they have to actively use them on a project."

Many project managers are responsible for ensuring the members of their project teams have the knowledge necessary to perform the duties they are assigned. Interviewers ask this question to determine if a candidate has the experience necessary to assess knowledge and skillset gaps within their teams.

Remember to include proactive strategies to help the members of your team stay ahead of the curve from a skill and knowledge perspective. Interviewers value candidates that work to understand their client's future needs and prepare resources accordingly.

Describe a time in which you preformed root cause analysis. What method did you use, and how did you facilitate it?

"I have used a variety of root cause analysis methods in the past. They each have their place, and I customize the approach to fit the situation. Most commonly, I use the 5 whys method. It is easy to follow, and all of the members of my team can apply it. In my current role in construction project management, we noticed that our projects were consistently experiencing delays in the steel erection process. I pulled together several of our senior leaders and field managers and facilitated a 5 Whys exercise. I started by describing the problem and then asking the group why it occurred. They indicated that the vendor we were using to hang steel was making a lot of mistakes. I then asked them why again. From there they let me know that the subs involved were unclear on the details of the plan and were using incorrect materials in many cases. I kept asking why until we got down to what we felt was the root cause. It turned out that the guy responsible for project takeoffs at our steel vendor was new and wasn't creating detailed enough specifications. I contacted them and let their leaders know about the issues. They worked with the resources on their side to mentor the new resource and ensure that the plan quality we needed was in place for our next job. The delays were reduced as a result."

Understanding the root cause of a problem with a product or an operational issue is imperative to resolving it and avoiding it in the future. Project managers engage in this type of analysis often to help resolve team, operational, and product related problems. This question is asked to test a candidate's ability to perform this function of the role.

Remember to mention any of the widely accepted methodologies for root cause analysis within your response. While an interviewer may be able to follow your description of a custom method, interviewers value candidates that have solid working knowledge of industry accepted methods.

What are some of the ways you keep costs as low as possible on the projects you manage?

"The specific strategy of cost management can depend on the project methodology. However, I lean on three main strategies to keep costs low regardless of the method we use. These include using previous work and work from other teams to benchmark and refine estimates, setting clear expectations with my stakeholders, and looking for opportunities for reuse or cost savings during the course of a project."

Financial responsibility is an important aspect of project management. Interviewers ask this question to identify candidates with a clear understanding of the various strategies and behaviors used to manage cost.

Remember to discuss a mix of team and stakeholder based strategies within your response. Effective cost management includes properly managing expectations and monitoring the efforts of your teammates.

Describe a time when a project deliverable you were responsible for failed. How did you handle the situation?

"I was the PM for a solution that sent batch purchase transactional data to Peoplesoft for billing. We deployed the solution overnight and excused the team after the initial tests were successful. My tech lead called me an hour later in a panic after he noticed that the process was running continuously instead of making a one time monthly update as designed. This meant that our process was essentially flooding Peoplesoft with a bunch of erroneous transactions that would cause huge problems if they remained.My initial reaction was a sick feeling in my stomach when I realized the impact of the situation if we did not resolve it quickly. PeopleSoft had a monthly billing process that was set to run the next day and we only had a few hours to fix whatever was broken. I took a few breaths and then began working on a plan of action. I reminded our tech lead that we would be able to think better if we calmed ourselves, so we took a moment and then dug in. We made a list of who to call and wake up and gathered a team to help us figure out the cause of the problem. We quickly identified the cause as a setting issue with the job we were running. We made that adjustment and then worked on a series of data scripts to fix the incorrect data we sent over. Our analysts helped us to define the parameters for the fix and our testers made sure the numbers were correct. I called our customer to apprise them of the situation and let them know we were working hard to resolve the issue. We were able to get the last minute changes out in the morning just prior to the PeopleSoft service running. I thanked everyone for their quick action and willingness to jump in and do whatever was necessary to address the issue. Our customer was complimentary of our commitment to fixing the issue instead of just pursuing a rollback as that would have put the project a month behind. I made sure the entire team was allowed to rest the next day and I stayed awake to make sure things looked good in both systems for the rest of the day. I was fried by the time it was over, but I was very proud of my team for our quick action and the calm we showed under pressure."

All project managers experience failure at some point in their career. Interviewers ask this question to determine how a candidate reacts to the conflict and pressure that usually accompany these difficult situations.

Remember to include a description of how you address the emotions of you and your team during failure scenarios. While it is imperative to assess the facts of the situation and develop an appropriate plan of action, interviewers value candidates that are able to demonstrate poise and leadership during times of failure.

Describe your approach to prioritizing project work.

"One of the first things I consider when prioritizing project work is the alignment of the requests to the goals of the initiatives I am working on. Items that serve more than one goal or have a large impact with minimal effort move to the top of the list. Additionally, there is an order of operations that needs to be considered and dependencies must be taken into account. For example, I cannot release a solution that is dependent on the work another team has not yet completed. I have encountered less frequent considerations such as stakeholder happiness, or customer support issue resolution, but the overarching deciding factor in determining how to move forward in any of these situations relies on understanding the value stream of the business and the impact any proposed changes would have."

This is an important question aimed at understanding how a project manager views demand, value, and order of operations. This question may be asked in an interview because the ability to formulate an intelligent strategy that properly prioritizes competing needs is imperative to success.

Stakeholder and client requirements experience high rates of change and require flexibility. Remember to include a variety of factors to consider within your response and indicate that you understand the importance of each is relevant to the specifics of the situation involved.

Describe a time when you needed to learn a new line of business for a project you led.

"I worked with a property management company on my last project. I had limited knowledge of their operations and accounting practices. The first thing I did to learn about their business was research on my own. I focused on understanding industry terms, best practices, and common challenges. I then met with my new clients to discuss the scope of the project, the goals, and timing.In addition to learning on my own, I went on-site to shadow their staff in the end-user roles that our project would impact the most. This helped me to understand how the delivery of our solutions would affect them going forward. I also gained access to their systems and documentation while I was there and reviewed that as well. Each of these strategies helped me to come up to speed quickly."

Some project managers are assigned to ensure the successful delivery of solutions that serve lines of business they are not an expert in. In these cases, they are expected to quickly learn the basic operations of their customers so that they can properly assess the impact of their project plans. Interviewers ask this question to ensure a candidate has a strategy for obtaining this information.

Remember to highlight any activities you completed autonomously in addition to meetings, shadowing, or interviews. Project managers should be able to dig in and analyze the workflows and artifacts of a business quickly with limited supervision.

How do you keep yourself on track while working in a remote team setting?

"I enjoy working remotely. However, it takes effort and focus to be successful, and I have developed several practices that help me to thrive remotely. First, I create an optimal physical environment. I have a dedicated home office and a quiet space for working and meetings. Secondly, I make sure that I have ways to stay connected to others on my teams. This includes learning about my coworkers and caring about their personal health and wellness. I enjoy team-building events and I facilitate them remotely on a regular basis in my current role.Finally, I believe it is important to keep a regular schedule. I find it helps me maintain a steady pace and it helps my teams know what to expect of me. I try to log in around the same time each day and connect with my teammates to communicate any needs we have individually or collectively. Setting expectations early and often ensures that we minimize delay and work as efficiently as possible."

Many project manager positions are remote or hybrid. Supervision is often limited and interviewers want to know how a candidate will motivate themselves to stay on task each day.

Remember to consider including a holistic range of behaviors in your answer. For example, behaviors that foster an optimal physical working environment can be as important as those that set the stage for mental success.

How do you move a project forward when you are faced with limited time for planning?

"Clients often want to get moving as quickly as possible and do not have the desire to wait while all of the details are figured out. In this case, I usually request to facilitate a vision and goal-setting session with as many stakeholders as possible. During that time, I try to gather as wide a perspective as possible on what is working, what is broken, and what the high-level solution ideas are. From there, I lean on my experience and intuition to determine where I need to dig further and which areas I can leave at a cursory review. I tend to forge relationships with the stakeholders as I go by taking them to lunch or calling them to bounce ideas off them to see if they are a fit. I also sit and shadow front-line users in the areas that will be affected the most by whatever strategy we follow. This helps me to quickly gain trust with the users, their management, and the executives involved. That trust is imperative when I make my recommendation because it allows me to be transparent about the areas I did not have time to analyze fully while suggesting where to begin development. Finally, I work with my stakeholders to immediately implement any easy to execute tactical changes that are uncovered during discovery. This ensures that the teams I work on add value as early as possible during the course of an initiative."

You may be asked this question in an interview to assess your ability to quickly make progress with limited knowledge and resources. Interviewers are interested to learn more about how you drive out scope details and and gain the support and trust of your stakeholders in a fast-paced environment.

Remember to offer examples of how you would quickly gather a broad scope of information such as large facilitated sessions or surveys. Additionally, be sure to include moving forward with quick-hit tactical plans while long-term plans are developed. Many of the attributes requested in project manager job postings specify the necessity to identify quick and easy-to-implement resolutions to problems.

What steps do you take when a project you are leading is behind schedule?

"The first thing I would do in this scenario is deploy a method to get to the bottom of why we were behind as a team. I have used various root cause analysis methods, and I frequently lean on the 5 Whys method in cases such as these. Once the cause of the delay was identified, I would work with my team to develop a strategy to address it. If there were performance issues, I would assign mentors and ask that they spend extra time leading those who need help. If a stakeholder or client was behind on their responsibilities, I would have a discussion with them about the impact of their actions and develop a way forward. These types of actions usually correct the issue and my teams get back on track quickly.If the delay was something that was outside of my control, I would be transparent with my client or stakeholder. I would ensure them that the team would work to complete the most valuable pieces of the project on time and determine if there was an opportunity to remove anything unnecessary from scope. I would also offer any relevant updates to the delivery date as needed."

Project managers are regularly required to lead their teams through a variety of project risk scenarios. Interviewers ask this question to learn more about how a candidate plans to handle this common project risk scenario.

Remember to include a process of identifying the root cause of the delay. It is important to develop an adjustment strategy that is a match for the unique variables involved.

What behavioral patterns do you have that contribute to your success as a project manager?

"I am organized, and I have the ability to properly utilize resources such as labor, time, equipment, and money. I lead by example, inspire others, have the ability to settle conflicts, and to serve my team in whatever ways are needed for success. I am able to facilitate difficult discussions and I regularly lean on data-driven analysis to analyze complex problems and develop solutions with my teams.Finally, I have excellent customer service skills and I work hard to build and maintain strong relationships. I am able to communicate effectively across a wide range of titles including executive stakeholders and clients."

Project managers bridge teams, stakeholders, and customers together. They are responsible for the management of resources and large budgets. They help to solve complex problems. Interviewers ask this question to determine if a candidate understands the behaviors that contribute to success in their role as a project manager.

Remember to include a mix of management, leadership, and service oriented skills in your response. Project managers are well rounded and are expected to demonstrate valuable behaviors in a variety of areas.

In what ways do you assist team members who are experiencing burnout?

"My approach depends on the individual, but there are a few key things I would do. First, I would bring the situation to light. I would ask the person how they are feeling and if there is anything I can do to support them. Sometimes all someone needs is to be heard and to be allowed to take a brief break to re-energize himself or herself. If the person is feeling burnt out because they have been working on the same thing for too long, I look for opportunities to shift work around on the team and let them take on a new challenge. Giving someone something fresh to focus on helps in many cases. If they are burnt out due to stress, I work with them to get to the root of it. Sometimes we need support from additional resources, sometimes the person is not a good fit for the team, sometimes they are ready to move on to another position. Depending on the cause, I work with them to develop a strategy to ensure their needs are supported and the needs of the team are met simultaneously."

Burnout is a common issue that manifests itself during long projects or with resources that are stressed or bored. Interviewers ask this question to determine how a project manager handles these potentially sensitive situations.

Remember to demonstrate your understanding that burnout can happen for a number of reasons. The steps a project manager would take should be in alignment with the cause of the burnout scenario.

Describe a leadership skill that you use regularly that adds value to your teams.

"My best leadership skill in a team setting is my ability to help teams resolve conflicts. I am great at creating a comfortable environment where team members feel free to share their concerns. I view the situation from a neutral standpoint and help everyone stay focused on our goals. I have a light-hearted spirit and it helps everyone approach difficult conversations with more ease than they would otherwise."

Most project managers demonstrate valuable leadership skills regularly. Interviewers ask this question to learn more about a candidate's leadership strengths so they can determine how well they align with the needs of their company.

Remember to explain how your skill adds value in a team setting. For example, if you are great at inspiring others you might explain how this skill has led your teams to deliver innovative solutions.

What is your favorite aspect of project management?

"My favorite part of working as a project manager is that I have the honor of working with talented people across a wide array of domains. I have worked with experts in operations, technology, finance, accounting, entertainment, retail, real estate, etcetera. I truly enjoy learning about new lines of business and working to help others do whatever they do better by delivering solutions that meet their needs."

Interviewers are interested in what motivates a candidate. It is important that they align the right opportunity with the right individual. The answer provided to this question helps hiring managers ensure the role they have to offer would allow the candidate they select to enjoy their work.

Remember to align your answer with an aspect of the project manager role that is likely to be part of the experience for the specific job your are interviewing for. For example, if you are interviewing for a technology senior project manager role, an interviewer may be confused to learn that your favorite aspect of project management is working on construction projects.

In what ways do you foster accountability among the members of the teams you work with?

"I work with my teams to foster accountability in a number of ways. First, I encourage an environment of accountability between my teams and our stakeholders. This includes setting specific goals and tracking metrics to measure our team's performance against them. I ensure that we meet regularly to discuss progress and address any issues as early as possible.On a team level, I encourage members to make regular and specific commitments. I hold regular check-ins to discuss progress and any issues that arise. I personally demonstrate accountability by delivering on the commitments I make to my teammates. I also leverage transparency and authentic ownership of any mistakes I make in an effort to inspire the same behaviors in others."

Accountability within a team setting is an attribute that directly contributes to the success of any assigned projects. Interviewers ask this question to gain insight into a senior project manager's ability to foster this valuable behavioral pattern within the teams they lead.

Remember to include accountability methods that can be measured in a variety of ways. This should include observable behaviors and metrics that speak to delivery upon team commitments. Additionally, be sure to demonstrate how you would hold yourself accountable.

How do you ensure that your teams stay on task and productive when working remotely?

"One of the main strategies I use in a remote setting is a daily check in meeting. I use this as a quick opportunity for everyone to make commitments, be accountable for their work, and communicate what they need from one another. I find this helps avoid confusion and ensures I can step in when the communicated tasks are out of alignment with deliverable timelines. I also check in with my teammates frequently to see how they are progressing. I customize this to the person and their needs. Some people are always on task and our conversation serves as an opportunity to let them know I am there to support them and that they are valued. Others need to be reminded of their commitments and need to collaborate on strategies to get all of their work done. I make sure they are paired up with mentors or seniors who can train and assist as necessary. Finally, I review project plans, deliverable strategies, and goals with the team regularly. I find that it helps to make sure that we are all on the same page and stay aligned. These three strategies help me to ensure the productivity of my team in a remote setting."

Many project managers lead in a remote work or hybrid environment. As project managers often serve as a first line of defense against team member performance issues, interviewers ask this question to ensure the candidate they select has a solid method to ensure productivity.

Remember to describe team-level strategies as well as those you would use to help a struggling team member. Interviewers appreciate candidates willing to deploy a custom approach in situations that require extra effort.

What are some of the ways you keep project reflection meetings productive?

"There are a number of ways I ensure that project reflection meetings stay productive. First, I use basic facilitation tools including a well defined agenda and set of ground rules. These items help keep us on track and set the stage for a positive exchange.I like to begin with a discussion of achievements and what worked well during the project. It helps to set the tone and reminds everyone how important their contributions were. Then, I typically let team members brainstorm areas for improvement individually and we share them anonymously. We make sure everyone understands each item, but we avoid spending a lot of time dwelling on the issues. From there, I ask the team to vote and prioritize the top issues to improve upon. This helps keep us focused on the most impactful opportunities for change. We brainstorm strategies to improve upon the issues and assign specific action items to ensure we take the necessary steps to move forward. This model has served me well in ensuring that project reflection meetings remain productive."

End of project reflection meetings can turn dark quickly. Team members sometimes use these sessions as an outlet to discuss personal issues and their negative judgments of the work of their teammates. Interviewers ask this question to learn more about the methods a project manager candidate uses to tactfully discuss difficult subjects and develop value-add plans for change.

Remember to discuss your use of items such as ground rules, agendas, or parking lots. These tools represent helpful facilitation techniques that serve to get a project reflection meeting back on track when it makes an unproductive turn.

What are some of the ways you motivate your team to stay focused during stressful times?

"The first thing I do when my teams are stressed is listen to their specific concerns. Everyone seems to respond differently to stress and the reasons behind it are not always the same. I find it helps to validate their feelings and remind them that I am there to offer support. The next thing I do is offer my own time in helping in any way that I can. If there is something I can take off their plates that helps us move closer to the goal, I do it. This causes some stress in my own world from time to time, but I lean on my support system and remind myself that smoother times will come soon. I then strategize ways to be as proficient as possible in our work. This may include shifting work assignments, reprioritizing tasks, or managing customer expectations. I show the team I am working hard to protect their interests and facilitate as healthy of a work environment as possible. The final thing I do is work in a number of activities to generate positivity and maintain as much balance as possible. I remind people to take breaks and practice self-care. I reward my teams with thoughtful treats, and I remind them of the value they are adding through their work. I think all of these strategies combine to holistically motivate the teams I work with during stressful times."

Projects often experience delays, deadline changes, and unforeseen challenges. Project managers are responsible for delivering on the goals of their projects despite these challenges. Interviewers ask this question to determine how a prospective candidate motivates their teammates to rise to the challenge and meet their project milestones.

Remember to demonstrate empathy and understanding for your team during stressful times. While maintaining a positive attitude is a valuable and common approach, it is also important to listen to the concerns of your teammates and offer healthy opportunities for them to vent any related frustration. Generating balance during fast-paced and difficult project phases helps to improve satisfaction and helps to create the environment necessary to deliver high-quality work.

Describe a time when you worked with a difficult coworker. What steps did you take to improve the situation?

"One of my current teams has a subject matter expert with knowledge that far exceeds the others in similar roles. He has been with the company for years and has put in a lot of hard work to get to where he is. My customers love him, and I know I can count on him to deliver high quality work on time every time. He initially withheld helpful information and refused to assist others with their assignments. I can only speculate as to his motivation, but I observed that his behavior caused a number of unnecessary project delays. I was personally left in the dark a number of times in which his knowledge would have allowed us to offer better customer service. I asked him to lunch one day and discussed the situation. I let him know I consider him an expert, and the team would benefit greatly from him sharing knowledge more freely. I helped him see that bringing the others along in their knowledge would free up time for him to progress in his own career. We worked together to identify a series of training opportunities he could facilitate. He really turned things around and became the go-to guy for technical advice on the team. I spoke to his manager recently about what an asset he has become, and it looks like he will be getting a promotion soon. I am honored to work with him, and I appreciate what I have learned from him since we worked things out."

Excellent teamwork and soft skills are core to project management. Interviewers ask this question to learn more about the strategies a project manager relies on to restore balance and health to the workplace when faced with a difficult coworker.

Remember to describe a professional situation within your response. While personal conflicts arise in the workplace from time to time, they represent an interview gray area that may not serve your best interests as a candidate.

Behavioral Project Manager Interview Questions

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1. Describe a time when you implemented a solution that was scaled and customized to meet the needs of multiple stakeholders within a business.
2. Describe some of the ways you inspire customer trust, confidence, and loyalty as a project manager.
3. How would you help to develop a positive team environment within the teams you work on?
4. What facilitation skills or tools do you lean on the most in team meetings?
5. What is your upward communication style?
6. Describe the culture of a company you would not want to work for.
7. What qualities do you seek in a company you work for?
8. What type of pace do you try to set for yourself and the teams you work with?
9. Describe a time when the data-driven analysis you performed informed an impactful decision.
10. How do you handle performance issues within teams you are assigned to as a project manager?
11. Describe a time when you helped to resolve a team level conflict.
12. How do you prefer to address scope creep in the projects you manage?
13. Walk me through your process for ensuring the members of your team have the skills and knowledge necessary to be successful.
14. Describe a time in which you preformed root cause analysis. What method did you use, and how did you facilitate it?
15. What are some of the ways you keep costs as low as possible on the projects you manage?
16. Describe a time when a project deliverable you were responsible for failed. How did you handle the situation?
17. Describe your approach to prioritizing project work.
18. Describe a time when you needed to learn a new line of business for a project you led.
19. How do you keep yourself on track while working in a remote team setting?
20. How do you move a project forward when you are faced with limited time for planning?
21. What steps do you take when a project you are leading is behind schedule?
22. What behavioral patterns do you have that contribute to your success as a project manager?
23. In what ways do you assist team members who are experiencing burnout?
24. Describe a leadership skill that you use regularly that adds value to your teams.
25. What is your favorite aspect of project management?
26. In what ways do you foster accountability among the members of the teams you work with?
27. How do you ensure that your teams stay on task and productive when working remotely?
28. What are some of the ways you keep project reflection meetings productive?
29. What are some of the ways you motivate your team to stay focused during stressful times?
30. Describe a time when you worked with a difficult coworker. What steps did you take to improve the situation?

Behavioral Project Manager Interview Questions

1. Describe a time when you implemented a solution that was scaled and customized to meet the needs of multiple stakeholders within a business.

2. Describe some of the ways you inspire customer trust, confidence, and loyalty as a project manager.

3. How would you help to develop a positive team environment within the teams you work on?

4. What facilitation skills or tools do you lean on the most in team meetings?

5. What is your upward communication style?

6. Describe the culture of a company you would not want to work for.

7. What qualities do you seek in a company you work for?

8. What type of pace do you try to set for yourself and the teams you work with?

9. Describe a time when the data-driven analysis you performed informed an impactful decision.

10. How do you handle performance issues within teams you are assigned to as a project manager?

11. Describe a time when you helped to resolve a team level conflict.

12. How do you prefer to address scope creep in the projects you manage?

13. Walk me through your process for ensuring the members of your team have the skills and knowledge necessary to be successful.

14. Describe a time in which you preformed root cause analysis. What method did you use, and how did you facilitate it?

15. What are some of the ways you keep costs as low as possible on the projects you manage?

16. Describe a time when a project deliverable you were responsible for failed. How did you handle the situation?

17. Describe your approach to prioritizing project work.

18. Describe a time when you needed to learn a new line of business for a project you led.

19. How do you keep yourself on track while working in a remote team setting?

20. How do you move a project forward when you are faced with limited time for planning?

21. What steps do you take when a project you are leading is behind schedule?

22. What behavioral patterns do you have that contribute to your success as a project manager?

23. In what ways do you assist team members who are experiencing burnout?

24. Describe a leadership skill that you use regularly that adds value to your teams.

25. What is your favorite aspect of project management?

26. In what ways do you foster accountability among the members of the teams you work with?

27. How do you ensure that your teams stay on task and productive when working remotely?

28. What are some of the ways you keep project reflection meetings productive?

29. What are some of the ways you motivate your team to stay focused during stressful times?

30. Describe a time when you worked with a difficult coworker. What steps did you take to improve the situation?