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1.
What kind of experience do you have managing budgets?
How to Answer
It's imperative that project managers know how to manage money so they don't end up overspending. Give the interviewer examples of times when you've successfully managed budgets. Discuss the tools you use to keep track of project costs and what you do if part of a project costs more than anticipated.
Answer Example
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Marcie Wilmot wrote: "Within my last role, I managed multiple projects, but one, in particular, required strict budget oversight because it involved many moving parts and, therefore, costs. The company was launching a new product and the marketing team had devised a multi-pronged campaign to announce the product to both existing customers and prospects. From the start of the project, I used 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 too."
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2.
Tell me about your typical relationship with project sponsors.
How to Answer
It's imperative that project sponsors be kept in the loop throughout the entirety of the project since they provide resources that the project needs to be completed. In addition, project sponsors can provide valuable feedback to project managers as the project progresses. Talk to the interviewer about how often you typically contact sponsors and in what manner.
Answer Example
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Marcie Wilmot wrote: "Throughout my career, I've encountered many different kinds of sponsors. Sometimes they want to be very involved in the project and other times they don't. When I'm introduced to the sponsor(s) at the beginning of the project I try to determine their preferences and then communicate accordingly during the project. If a problem arises that my team and I are unable to resolve on our own, I would definitely reach out to the sponsor to get their thoughts. In many cases, the feedback that the project sponsor provides is extremely helpful. For many of the sponsors I've worked with during larger projects, I scheduled weekly meetings or calls with them where I gave updates and discussed outstanding issues."
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3.
How do you facilitate the success of your teams?
How to Answer
As the person in charge of the project and all the teams who are making it happen, you need to be someone who can motivate and manage others. The interviewer wants to know how you do this. Mention the stages that all teams move through (forming, storming, norming, performing, and adjourning). Discuss how you've supported and led teams before.
Answer Example
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Marcie Wilmot wrote: "I am a natural leader who loves to inspire and support others. I always start a project by assembling strong teams that are filled with hard workers who are passionate and smart. From there, I can easily recognize the various stages a team moves through as I've witnessed it many times now. First, they experience 'forming' when they start to learn about each other. Then there tends to be 'storming' when conflict arises between team members as they realize they have differing opinions about things. My role at this point is to encourage them to hear each other out and be respectful. Then comes the 'norming' stage as they begin to accept each other and truly work as a team. My favorite is the 'performing' stage, which is when my team begins to function like a well-oiled piece of machinery - many parts all working toward one goal! It's always kind of sad when we get to the end of the project (the 'adjourning' stage), and they move on to other projects and responsibilities. But throughout the entirety of the project I listen, remind, offer encouragement, guide, and help resolve conflicts so we all together reach our final project goal."
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4.
Tell me about any experience you have overseeing remote teams.
How to Answer
Nowadays it is very common for a project manager to work with teams who are located elsewhere. The interviewer wants to know that you are capable in this area. Provide examples of times when you've successfully led remote workers. If you haven't yet done this, talk about how you would handle it. Be sure to mention how you would communicate with and oversee this kind of employee.
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Marcie Wilmot wrote: "There have been many instances during my career where I've had the opportunity to lead remote teams. I'm fully comfortable doing this. Most importantly, I make sure to use an online project management program that is accessible to everyone, no matter their location. This helps me to make sure every team member is aware of my expectations for them and allows me to track their progress. I've learned to be flexible in terms of when the work happens as people who are located elsewhere might have different schedules and/or be in a different time zone. And communication is vital; I schedule short virtual huddles to keep workers who are outside of the office apprised of deadlines, resource availability, etc. I use Zoom, Skype, and even Facetime to communicate with them, in addition to sharing Google documents."
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5.
How do you manage customers and stakeholders?
How to Answer
Project managers interact with and oversee many different groups during projects, ranging from vendors and teams to customers, executives, and stakeholders. The interviewer wants to know how you change your communication style and approach depending on who your audience is, particularly when the person or group you're addressing has authority over the project. Discuss how you convey the project's objectives, costs, and timelines to customers and stakeholders.
Answer Example
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Marcie Wilmot wrote: "Communication is one of the most important parts of my job. I have to convey expectations, establish boundaries, maintain control, soothe disgruntled workers and/or stakeholders, and so much more. When it comes to customers and stakeholders, I aim to please them and keep them 100% satisfied. I do this by initiating communication early on and then keeping them updated on the progress of the project. Some stakeholders and clients want frequent communication while others don't; I gauge this and then react appropriately. In general, my conversations with stakeholders and customers are concise and just overviews unless they have requested additional detail. If something changes during the project, I keep them apprised so they are fully aware of any potential changes to the project's budget or timeline."
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6.
How do you handle conflict between team members?
How to Answer
As a project manager, you need to know how to create, lead, and manage teams. This includes effectively handling any conflict that arises, whether it be between team members or with the project's stakeholders or vendors, so it doesn't derail the project. Tell the interviewer how you try to prevent conflict and how you manage it if it occurs.
Answer Example
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Marcie Wilmot wrote: "To start, I try my best to put together teams of people who are go-getters, skilled at what they do, and collaborative. Right off the bat, this helps prevent conflict. And yet, it's inevitable that sometimes team members won't agree. My role is to notice when this is happening and provide guidance that emphasizes respect and compromise. I also remind people to listen to each other and try to understand the other person's perspective. I make it a point to meet with the disgruntled parties privately so we can talk honestly without fear of judgment by others. I also help them create a short-term action plan so everyone is on the same page and moving toward the goal of getting along again."
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7.
Tell me about the types of projects you've handled in the past.
How to Answer
It's important to do some research prior to the interview so you know what kinds of projects you'll be working on if this company hires you. You will want to customize your response to show that the skills you have are relevant to the types of projects they'll potentially have you working on. Practice your response to this question before the interview so you can really sell yourself.
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1 Community Answer
Anonymous Answer
"I’ve managed many different kinds of projects at this point in my career and have created a standardised process that I typically follow no matter the project topic. However, I worked on a project where my team and I helped our client with a new system roll-out (PeopleSoft to Success Factor). This entailed putting in place new processes, data migrations, creating test scripts. I will 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."
When the interviewer asks about the projects you have handled and you state, 'I’ve managed many different kinds of projects...' this isn't very helpful for the hiring authority's discovery process. Try unpacking this sentence further by giving concrete examples. The ultimate goal is to show a connection between the projects you've managed throughout your career and the projects present in this new role. Your story of the new system roll-out is a specific example that allows the interviewer to picture you in action in the workplace. Be sure that the connection between this project and the hiring company's project needs is crystal clear.
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Marcie Wilmot wrote: "I've managed many different kinds of projects at this point in my career and have created a standardized process that I typically follow no matter the project topic. However, more recently I worked on a project whereby 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."
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8.
How experienced are you in using RAID analysis?
How to Answer
Project managers commonly use RAID analysis at the beginning of projects to assess risks and issues. You will want to show the interviewer that you know what it is and, if possible, walk them through a past project when you used RAID analysis. In addition, mention any software that you use to run this type of analysis.
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Marcie Wilmot wrote: "I always run a RAID analysis prior to starting a project. Doing so allows me to perform a broad environmental scan during the planning stage of the project so that I become aware of any potential issues or risks. I have used various programs to run RAID analyses; more recently I have used GroupMap. I like it from an organizational standpoint too because it encourages me to put everything relevant to the project in one place. Within my current role, I oversaw a marketing blitz for a new product. The RAID analysis I ran at the beginning of the project brought many risks, assumptions, and issues to light but, significantly, it showed me that we couldn't move the project along until our designer created all of our marketing material. I was able to identify him as a potential bottleneck; to resolve this I put strict deadlines and frequent communication efforts in place. Ultimately, the project was completed successfully."
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9.
Are you experienced with process development?
How to Answer
An interviewer who works for a startup might ask this question since when a company is small and growing it may have a need for more structure and processes. You will want to let the interviewer know if you have experience in this area or not. If you do, provide an example or two; if you don't, talk about how excited you are to have the opportunity to put new processes in place.
Answer Example
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Marcie Wilmot wrote: "During my career, I've had the privilege of working for several startups. As a result, I'm well-versed in creating new processes, as well as modifying existing ones. In my last role, I oversaw a project that involved implementing a new sales process for the company. Until that point, the company had allowed its sales employees to decide individually how they wanted to sell various products and services, but the time had come to standardize this to ensure consistency. At the end of the project, there were clear processes in place around cold calling and emailing prospects, when and how to follow-up, how to schedule demos and on-sites, and more, which resulted in higher sales across the entire team. I am very process-driven and always thinking about how to put more structure in place around sales, marketing, customer service, and HR tasks to increase productivity and effectiveness."
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10.
How do you keep a project on track when you feel overwhelmed?
How to Answer
Running a complex project can be very stressful and the interviewer recognizes this. Discuss how you proactively manage stress, anxiety, and distractions to ensure they don't negatively impact projects. Show that you can deal with these kinds of feelings while also keeping yourself motivated.
Answer Example
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Marcie Wilmot wrote: "Large projects have many different moving parts, and this can naturally lead to my feeling overwhelmed at times. I hold myself to a very high standard and sometimes it's challenging to meet this personal standard when I can't necessarily control everything. So I focus on what I CAN control. Using project management software is incredibly helpful as it allows me to see if someone hasn't done what they need to do so I can quickly fix the issue before it becomes a larger problem. Knowing that I'll quickly become aware of any hiccups because of the software helps take the pressure off a bit. I also work hard to maintain good working relationships with the people around me because I feel less stress when I know I have a great team working with me to achieve success."
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11.
What kinds of project management software do you use and why?
How to Answer
Most project managers have a favorite project management program or two that they prefer to use. Talk to the interviewer about the software that you like and why. You'll also want to show that you stay current on new tools and programs so consider mentioning how you educate yourself in this area. To avoid pigeon-holing yourself in case the company uses a different program than the one you prefer, let the interviewer know you are a quick learner and comfortable using different programs.
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Marcie Wilmot wrote: "I am always open to trying new programs because they are so helpful when I'm running a project, in many cases helping me to communicate my expectations and keeping everyone on the same page in terms of deadlines and responsibilities. Having said that, though, my favorite project management program right now is Smartsheet. I like it because it's similar to Excel, which I'm used to working in, but it performs complicated formulas across multiple pages for me. It also shows tasks in Gantt, calendar, and card views, and notifies everyone in real-time if I make any changes. So I really like using Smartsheet, but I also have experience in using monday.com, Zoho Projects, Basecamp, and Trello and I stay up on industry blogs in case other tools come along that look useful to me."
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12.
How do you go about defining the scope of a project?
How to Answer
One of the most important responsibilities of a project manager is to determine the scope of projects. If this isn't done correctly, it can negatively impact the project's budget, resource usage, and timeline. Explain to the interviewer what techniques you use to define a project's scope and how this helps guarantee its success.
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Marcie Wilmot wrote: "One of the first things I do when I take on a new project is to define its scope. I know from past experience that the scope of a project impacts everything, and if it isn't well defined the project might run way over budget and/or its deadline or even fail completely. I generally start by working with my assistant and team to identify the goals and objectives of the project. In other words, what is the point of the project in the first place? Once we've established this, and made sure that these goals are achievable, measurable, specific, and realistic, I also think about the client or end-user and what needs to happen to make them happy. I also consider what constraints and/or obstacles exist and how they will be managed. In the end, I am able to assign resources, establish a reasonable timeline, and create a budget for the project."
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13.
What do you do to ensure a project doesn't go off track? If it does, how do you fix it?
How to Answer
One of a project manager's biggest responsibilities is to make sure that projects stay on track to meet their deadlines. But projects are easily knocked off course. Explain to the interviewer what tools and techniques you might use to monitor a project's progress and what you would do if something didn't go as expected.
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Marcie Wilmot wrote: "Most importantly, when a project begins I spend time determining the extent of its scope. This allows me to easily identify and avoid scope creep later on, which helps to keep a project on track. Once the project's objectives have been clearly stated and individual goals/expectations created, I use an online project management program to record, track, and share all of this information. I also include benchmarks, which assist me in seeing how the project is progressing. All of these elements work together to ensure that my project stays on track and if it starts to veer off course I quickly become aware of that and can work to resolve the problem."
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14.
What is the most important skill that a project manager needs to be successful?
How to Answer
Given that project managers use and rely on many different skills, there are several ways you can answer this question. Let the interviewer know what skill you believe is most important to your job - whether it be related to organization, communication, negotiation, leadership, or time management - and back up your opinion with a related example if possible.
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1 Community Answer
Anonymous Answer
"I believe a successful project manager needs many skills, but being adept in planning and execution is crucial as these two skills can make or break the project. The planning phase list out the tasks needed to complete the project and the execution phase allows the PM to communicate project effectiveness to all stakeholders. If the PM does not carry these skills the project is bound to fail."
It is clear that you have a strong understanding of project management and the skills needed to be successful. To improve your response, I would suggest closing out your answer with a growth mindset (for example: "If a PM has these skills, they will be successful," rather than "If the PM does not carry these skills, the project is bound to fail." Some interviewers may be specifically looking for a solution-focused response.
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Marcie Wilmot wrote: "There are many different skills that I use to do my job well. For example, I need to be able to communicate clearly to different groups and types of people. It's also imperative that I be a strong leader who can motivate and inspire others. I also need to be capable of overseeing budgets, negotiating with vendors, and managing my time and resources. But I personally think that the most important skill I possess in terms of this position is my ability to be organized. I recently worked on a large project with lots of moving parts; I remained organized throughout the entire process, managing the timeline, client and sponsor expectations, the budget, and team responsibilities, and in the end, completed it successfully."
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15.
How do you handle it when one of your team members makes a mistake?
How to Answer
It's inevitable that people on the teams you are overseeing during a project will occasionally make mistakes. Sometimes they will be distracted or lack a good work ethic. The interviewer wants to know how you, as the project manager, will manage these kinds of situations when they arise. Your answer should show them that you are professional, tactful, respectful, and ethical. You will also want to show that you can keep the project on track and the client satisfied. Provide real-life examples if possible.
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Marcie Wilmot wrote: "There have definitely been times when I've had to talk to a team member about disappointing work behavior and/or an error that they made. I start by observing and gathering evidence myself so I can provide the individual with immediate feedback so they have the opportunity to fix the problem. If the issue persists, I request a private meeting where I aim to be respectful and professional; I never want someone to feel falsely accused. I listen and try my best to understand their perspective. Then I explain to them why I would like to see a change in their behavior or a fix made to correct their mistake. Together, keeping the focus on how we can best complete the project in a timely and outstanding manner for the client, we create a short-term action plan. This generally leads to a change in the person's behavior. If it doesn't, I approach their manager and we consider what course of action needs to be taken to remedy the problem. At all times, keeping the project on track and the customer happy is of the utmost priority."
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16.
Give me an example of a time when you successfully handled intense pressure.
How to Answer
Project managers need to have the ability to juggle urgent deadlines, various personalities, sometimes unreasonable expectations, and more during complex projects. All of these moving parts can create a lot of stress, and the interviewer wants assurance that you can effectively manage high-pressure situations. Provide an example of a time when you did so successfully.
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Marcie Wilmot wrote: "There's no doubt that there's a lot of stress and pressure in the life of a project manager. I personally reframe the stress and look at it positively; I like variety in my work life and many times enjoy the challenges that arise. I see them as puzzles for me to figure out as quickly and efficiently as possible. Within my last role, we were two weeks out from the deadline with a few critical issues still needing to be resolved when one of my key team members got very sick and had to be hospitalized. I knew that I had to fix this fast so the project would stay on track. I re-assigned that person's high-priority tasks to other team members I trusted and hired some freelancer workers I had used in the past to handle his lower-priority tasks. I kept tabs on everything, and in the end, we pulled it off and the project was completed successfully."
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17.
Tell me how you communicate with others. What kind of communicator are you?
How to Answer
It is vital that a project manager be able to effectively communicate with many different kinds of people, including stakeholders, vendors, and employees, among others. Prior to the interview, brush up on the various kinds of communication styles out there (for example: passive, aggressive, assertive, passive-aggressive, analytical, intuitive, functional, personal) and identify which relate to you. If possible, provide an example of a time when you used your communication skills to resolve an issue.
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Marcie Wilmot wrote: "In general, I believe that I am a very strong communicator and that this allows me to do my job well. I tailor my communication style as needed. For example, when I talked to the sponsor of the last project I worked on, I communicated the big picture and didn't delve into the nitty-gritty details. When I talked to remote team members, however, I focused on expectations, processes, details, and timelines. I consider my communication style to be a mix of assertive, functional, and personal. Assertive because I clearly state my opinions and advocate for the project's needs while being respectful of others, functional because I am detail-oriented and like to communicate step-by-step processes, and personal because I pick up on emotional language as well. In the past, my unique communication style has worked well and I believe it will allow me to excel within this role."
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18.
What is the most successful project you've managed to date?
How to Answer
Remember that the interviewer is considering hiring you to oversee complex projects for their company. And, as they say, the proof is in the pudding. The interviewer wants assurance that you're capable of managing projects so give an example or two of past projects you've led that ended successfully. Clearly explain the details of the project, your role and actions, and the final result.
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Marcie Wilmot wrote: "I previously worked for a bank that needed to establish consistent and reliable data to be used for decision-making purposes. As the leader of this project, I determined that we needed to decommission multiple legacy systems, hundreds of spreadsheets, and several other tools and platforms in order to standardize the data. Once the scope of the project had been laid out and I had run a RAID analysis, I put all the details of the project into an online project management program, assembled teams, set expectations, and established timelines. I communicated clearly to the various parties that participated in the project, from upper management to the IT team and other employees. Ultimately, the project was completed within budget and on time, and it allowed the bank to standardize its data, improve its transparency, and reduce costs."
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19.
What do you hope to achieve in the next five years?
How to Answer
The interviewer wants to ensure that you are dedicated to a career path in project management. They don't want to invest in someone who is going to leave a year or two down the road. Be honest but emphasize that you plan to continue building your project management skills and progressing within the industry. Show that you are ambitious and goal-oriented, as well as passionate about project management.
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Marcie Wilmot wrote: "I love my job and believe that I am cut out to be in project management. Throughout the years, I have moved up the ranks from a project support officer when I first graduated college to the experienced project manager I am today. Moving forward, I would love to take on longer, larger, and more complex projects as I continue to develop my skills. To date, I've worked in similar industries with skills that transfer over to yours, but I'm looking forward to learning more and gaining experience in your industry specifically. Ultimately, several years down the road I'd like to perhaps become a Head of Projects or Director of Projects whereby I oversee several different project managers and their projects, but my current focus is to take on meaningful and challenging projects within your industry as a senior project manager."
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20.
What would you do if a client was unhappy with the project's end result?
How to Answer
There are going to be times when a customer isn't happy with certain aspects or outcomes of a project, although a project manager can minimize this likelihood by maintaining open lines of communication throughout the duration of the project. Explain how you would avoid this situation in the first place and what you would do if it did happen. Emphasize how important the customer's satisfaction and happiness is to you.
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Marcie Wilmot wrote: "Throughout my career, the concept of the 'customer' has varied. In many cases, it has referred to the customer of the end product, while during other projects it has been the stakeholders with the most vested interest in the project's outcome. Not long ago, I managed a project to implement new customer management software for the sales team so they would have more opportunities to cross-sell to existing customers. In this scenario, the Sales Director was the 'customer' who I aimed to satisfy. In order to do this, I continually checked in with him throughout the project, which paid off because early on we caught a problem: we were planning to roll out the new software during a busy selling period. After realizing this wasn't ideal, we worked together to pick another roll-out time. In the end, the Sales Director was happy with the end result of the project, but only because we caught and fixed this error earlier on. If for some reason he hadn't been happy at the completion of the project, I would have met with him, listened, and put together an action plan to fix the issues. I always strive to leave the customer, whether they be external or a stakeholder, 100% satisfied and happy."
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21.
What do you do to prevent "scope creep"?
How to Answer
Scope creep can be a real problem for project managers. It occurs when the project's objectives shift as it progresses, which can lead to the project going over its budget and/or timeline. The interviewer wants to be assured that you know how to recognize and handle scope creep. Talk to them about how you would prevent it from occurring and what you would do if it did happen.
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Marcie Wilmot wrote: "Scope creep can be a real problem that results in unhappy customers/stakeholders and a blown budget and/or timeline. In my experience, it tends to occur when there is a lot of client and/or stakeholder feedback that the project manager doesn't correctly manage. Feedback is good, but many times it comes along with additional requests. I've learned that the best way to handle these kinds of requests is to clearly explain to the customer or stakeholder how fulfilling a specific request will change the cost and timeline of the project. Then I only add this to the project scope if the client/stakeholder accepts these cost and timeline changes. I also make sure that the scope of the project is definitively spelled out at the beginning of the project and that I keep track of the smaller tasks and goals as they are achieved so we don't veer off-course. In the instances when scope creep does occur, I move quickly to establish and communicate new expectations."
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22.
How do you handle the escalation of an issue and when might you do this?
How to Answer
There are going to be times as the project manager when there is a conflict that you are unable to resolve. During times like these, you may have to take the issue at hand to another entity higher up the chain. Explain to the interviewer the process you follow in situations like this and what would provoke you to do so in the first place.
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Marcie Wilmot wrote: "There have been multiple times throughout my career when I've encountered two parties who disagreed with each other. In fact, it happens all the time! Many times resolution can be found after I encourage respectful discussion and compromise. Other times, I have to bring in a stakeholder to hear both sides and make the final determination. One scenario in which I would escalate the issue is if there is a resource conflict. For example, if employees are being pulled off project work to handle operational work instead. Naturally, this kind of issue can threaten the project's timeline so, in this case, I would reach out to a stakeholder to explain the urgency and importance of the project and to agree on a workable solution, which might be gaining a replacement or accepting a change in the project's timeline. Whatever the outcome, it's also up to me to communicate these changes and/or solutions to everyone."
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23.
What is the biggest mistake you ever made during a project?
How to Answer
Everyone makes mistakes so be truthful and tell the interviewer about a time when you messed up. It's important, however, to emphasize what you learned from the mistake you made and what you do now to ensure you don't repeat it. Own the error and explain how you resolved it.
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Marcie Wilmot wrote: "I think it's inevitable that people are going to make mistakes, both myself as the project manager and members of my teams. I don't view mistakes as failures; instead, I view them as learning experiences. The mistakes I've made to date have taught me a lot and over time have helped make me a better project manager. The biggest mistake I ever made occurred early on in my career when I was a project manager at an architectural firm. I knew I needed to put together a plan with a timeline that satisfied the client, who wanted things to move quickly. So I did just that, only I didn't run my plan and its deadlines by the teams who would actually be carrying out the work prior to presenting it to the client. Well, the client loved the timeline, but when my teams saw it they became stressed and later frustrated. This also clearly impacted the quality of the work too. In the end, I had to go back to the client and push out the dates, which wasn't very professional. I learned that I needed to have my teams review and approve the schedule before I shared it with a client. This was a valuable lesson that I have never forgotten."
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24.
What project management methodologies do you follow?
How to Answer
There are many different project management methodologies out there. You will want to discuss the ones that you personally use and explain why you choose to follow them. Try to give an example or two of the times you've used various methodologies. Show that you are knowledgeable in this area and that you understand that some methodologies work better in certain situations than others.
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Marcie Wilmot wrote: "I am familiar with and have used many different methodologies in the past, including waterfall, critical path, critical chain, scrum, adaptive, and event chain. I could likely list even more! There are obviously many to choose from, but in general, I always consider the PMBOK in every project I run and rely on its best practices. Waterfall is also a methodology I commonly follow because of how straightforward and linear it is, especially when I'm in charge of a project that is highly structured. When I'm working with a smaller team in the software development realm, I'm more apt to employ the Scrum methodology. I am comfortable using many different methodologies; I decide which one to use based on the type, size, and cost of the project."
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25.
Do you prefer to handle things yourself or to delegate to others?
How to Answer
This is the interviewer's way of finding out if you are a micromanager or not. Most likely, the interviewer is looking for someone who is comfortable delegating tasks to others because trying to do everything by oneself is a recipe for disaster, particularly during a large project. You want to show that you are a leader who puts together strong teams and then allows others to do their jobs so you can do yours.
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Marcie Wilmot wrote: "I have learned throughout the years that I simply can't do everything myself! But I can establish high standards that I expect my teams to meet and exceed. So I start by assembling good teams that are filled with people who are smart and enthusiastic. Then I lay out my expectations for each of them - using project management software - and clearly communicate these to them. Finally, I trust them to complete their tasks but provide guidance along the way if they need it. I also continually monitor everyone's progress using the software so if anyone does slack or fall behind, I can discuss this with them and develop a short-term action plan to resolve the issue."
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26.
What is the last project you worked on?
How to Answer
The interviewer is considering you as someone who might one day run projects for their company. As a result, they want to hear more about how you manage projects. Share details about the last project you worked on and, if possible, try to relate what you worked on with their company/industry. Show that the skills you have are transferrable to their open position.
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Marcie Wilmot wrote: "In my current role, I work for a large company that recently decided to close down one of its manufacturing plants. I was put in charge of managing this closure. When I ran an initial RAID analysis, I realized that there were multiple parts to this complex project. Namely, attempting to sell the plant and its related buildings, managing the organizational change from a human relations perspective, finding alternative sources for the materials the plant used to supply, and closing down any parts of the plant's complex that weren't sold. I used Trello software to keep all of my teams on one page, to communicate their responsibilities, and to notify them of changes during the project. Ultimately, I kept the project under budget and within its timeline. We sold part of the complex and closed the rest while maintaining a consistent supply of materials from other sources. We also coordinated with the employee union, replaced certain employees, and eliminated redundant positions. I believe that all the skills I used during this project, which was large and complex, can be successfully applied to many other project types."
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27.
What are some risks and issues you've dealt with in the past during projects?
How to Answer
Project risks commonly involve resources, time, scope, communication, and cost. They tend to refer to a condition or event that may impact the project in the future, whereas an issue is an existing problem that is currently affecting the project. The interviewer wants to know that you're familiar with risks and issues because as a project manager you need to be able to prevent, mitigate, and manage any risks or issues that arise during a project.
Answer Example
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Marcie Wilmot wrote: "I've learned throughout my career that in many cases the project manager can take actions to help avoid project risks. For example, making sure the project's purpose, need, and scope is well-defined prevents significant problems down the road. In terms of risks that I've encountered during past projects, they would include contractor delays and not having control over my team's priorities. I've learned techniques to combat these risks like including late penalties in contractor contracts and briefing team managers on the importance of the project. In terms of issues, I recently had to quickly adapt when a key member of my team was unexpectedly hospitalized. Luckily, I had identified back-up employees and was able to tap some of them to fill in while this person was incapacitated so the project timeline wasn't impacted."
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28.
What experience do you have in our industry?
How to Answer
Project managers work in many different industries. Fortunately, if you don't have direct experience in the interviewer's industry, you can discuss the skills you've gained in other industries that will transfer over and still be applicable. Many methods, tools, and skills that project managers use are standardized and used in multiple industries.
Answer Example
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Marcie Wilmot wrote: "To date, I've primarily worked in the finance and technology fields. I'm looking forward to breaking into the advertising industry, and I believe that many of the skills and methodologies I have used in the past will allow me to succeed in this position. I'm used to getting projects done quickly and within budget. I'm also accustomed to working with highly involved and vocal clients who provide a lot of feedback during the course of the project. I've learned to define and control the project scope so the cost and timeline of the project aren't impacted without clear communication with the client. My strong organizational, leadership, and communication skills will definitely help me to excel in the advertising industry."
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29.
Do you prefer to work on one project or multiple projects at the same time?
How to Answer
Consider what the company will likely need from you. If you think this company/industry will require you to juggle multiple projects at once, go in that direction with your answer. Be truthful but thoughtful.
Answer Example
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Marcie Wilmot wrote: "I've had experience both juggling multiple projects and focusing on only one at a time. I think in many ways it's ideal to only have to worry about a single project at once because then you can direct all of your time, energy, and ideas to it. But there's something to be said about the excitement that comes from handling multiple projects at once. It keeps me on my toes! And, honestly, with the available project management software on the market these days it's easier than ever to keep track of several projects at one time. I have experience doing both and see value in either method. At times it's inevitable that projects might overlap as well; that's just part of the job and something I have no trouble handling."
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30.
What kinds of risks do you encounter during projects and how do you handle them?
How to Answer
A risk is an event or condition that may cause problems for the project in the future. It is different than an issue, which currently exists and presently impacts the project. Talk to the interviewer about different risks that commonly affect projects. If possible, give examples of times when you've dealt with risks, and explain how one might avoid, mitigate, or handle them.
Answer Example
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Marcie Wilmot wrote: "There is risk associated with almost all areas of a project. Some common examples include communication, cost, resource, time, and scope risks. As I gain more experience, I am able to avoid a lot of these risks because I'm aware of them. When I was first promoted to project manager several years ago, I encountered scope creep for the first time, a risk that can occur when new deliverables are added on to the scope of the project as it progresses. This caused the project to run over both its budget and timeline. I learned a valuable lesson from this project - that I needed to define the scope of projects before they started and clearly communicate any changes that came up to the client so they could sign-off on any budget or timeline adjustments."
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