If I were to ask one of your current co-workers to describe you in three words, what would they say?

"It might depend on who you ask, but I think all of my coworkers would agree with 'tenacious' because I chase whatever I am assigned with determination. They would also say I am 'direct' because it is my natural communication style. Finally, I think they would say that I am 'lighthearted.' I like to work hard and try to inspire others to do the same. However, I enjoy a positive and vulnerable environment in which my teams and I laugh often and do not take ourselves too seriously."

Companies work hard to create and maintain a specific culture within the cross-functional teams that senior project managers typically have responsibility for. This question may be asked in an interview to determine if a candidate is a personality fit for the teams they will work with directly.

Remember to scan the posting for the job you are interested in for the personality traits they are seeking in a candidate. Align your response with one or more of those traits if they describe you well.

What attributes should a successful senior project manager display regularly?

"A senior project manager should be organized and properly utilize resources such as labor, time, equipment, and money. They should lead by example, inspire others, settle conflicts, and be prepared to serve their team in whatever ways necessary for success. Senior project managers should be able to facilitate complex and difficult discussions. They need strong business acumen and expertise in whatever domain the projects they lead to serve. They should be able to effectively analyze complex problems and develop solutions with their teams.Finally, senior project managers need excellent customer service skills and the ability to build and maintain strong relationships. They should be able to communicate effectively across a wide range of titles and personalities within a business."

Senior project managers bridge teams, stakeholders, and customers together. They are responsible for the management of resources and large budgets. They solve complex problems. Interviewers ask this question to determine if a candidate understands what a successful senior project manager looks like.

Remember to include a mix of management, leadership, and service-oriented skills in your response. Senior project managers are well-rounded and expected to excel holistically.

Imagine that an individual on your team is experiencing burnout. How would you handle this situation?

"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 allowed to take a brief break to reenergize themself. If the person feels 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, and 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 team's needs are met simultaneously."

Burnout is a common issue that manifests itself during long projects or with stressed or bored team members. Interviewers ask this question to determine how a senior project manager would handle these sensitive situations.

Remember to demonstrate your understanding that burnout can happen for many reasons. A project manager should take steps that align with the cause of the burnout scenario.

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

"I worked with multiple HR groups within a large enterprise. They needed an employee onboarding solution that handled provisioning requests and integrated properly with various downstream security and technology systems. I developed a strategy for the first-pass solution for a group with requirements 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."

Senior 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.

What steps do you take when it becomes clear your team is behind on a project?

"I would first 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 frequently lean on the 5 Whys method.Once I identified the cause of the delay, 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 talk with them about the impact of their actions and develop a way forward. These actions usually correct the issue, and my teams get back on track quickly.If the delay was outside 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 the scope. I would also offer relevant updates to the delivery date as needed."

At-risk projects are a common assignment for senior project managers. 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 matches the unique variables involved.

What steps would you take to develop and ensure accountable practices with the members of the projects you are responsible for?

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

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

Remember to include accountability methods that can be measured in several ways, including 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 move a project forward when you are faced with limited time for discovery and analysis?

"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 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 most by whatever strategy we follow. This helps me 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 uncovered during discovery. This ensures that the teams I work on add value as early as possible during 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 know your processes for strategically driving out scope details and gaining the trust of key stakeholders and staff across various levels in their organization.

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

What behaviors contribute to success working in a remote team setting?

"I enjoy working remotely. It offers freedoms that I can't create in an office setting. However, it takes effort and focus to succeed, and I have developed several practices that help me thrive remotely. First, I create an appropriate physical environment. I have a dedicated home office and a quiet space for working and meetings. I also have other options to move around in my home or my community when I need a change of pace. My main goal is to create balance. That includes sometimes getting up for a stretch, a walk, or just ten minutes in the sun here and there. Secondly, I have ways to stay connected to others, including fostering solid social relationships outside the workplace, learning about my coworkers, and caring about their health and wellness. I enjoy team-building events and facilitated them remotely regularly in my last role.I also believe it is important to keep a regular schedule. I find it helps me maintain a steady pace and helps my team 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 senior project manager positions are remote or hybrid. Additionally, most work is done in a team setting. Interviewers ask this question to determine why you would be successful in this type of working environment.

Remember to consider holistic 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 would you describe your communication style with members of the teams you work with?

"I would describe my team communication style as a solid mix of the four DISC communication styles. I am direct and results-oriented at times. I am assertive when I need to be. I can influence. I am also accepting and thoughtful. My most natural style is direct communication, but I have developed the ability to work within and appreciate all of these other styles because they are the best fit for the various members of a team depending on the situation."

Senior project managers are expected to have expert-level team communication skills. Interviewers ask this question to test a candidate's ability to communicate effectively in a variety of situations that a team will experience.

Remember to describe more than one communication style in your approach. Senior leaders such as senior project managers should be able to customize their approach as the needs of a team evolve.

How would you describe your communication style with clients and stakeholders?

"I use a flexible communication style and adapt my approach to the needs of the client or stakeholder. I begin with active listening and observation. I learn a lot about how to best communicate with someone by watching their non-verbal cues and listening. When I speak with clients and stakeholders, I take great care to demonstrate empathy. It is crucial to show that I understand where they are coming from. I also do my best to be as transparent and direct as possible to avoid confusion. This mix helps establish trust and develop valuable relationships necessary for success."

Senior project managers are excellent communicators with the soft skills necessary to navigate difficult situations. Interviewers ask this question to ensure the candidate they select has a communication style that would be a match for the clients and stakeholders they would serve if hired.

Remember to mention active listening within your response. Many candidates describe how they offer information and fail to remember that communication is a two-way exchange.

What are the factors involved in 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, an order of operations 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."

Interviewers ask this question to understand how a senior 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.

What is your process for learning a new line of business?

"The first thing I do when I have the opportunity to learn a new business area is research. I focus on understanding industry standards, industry terms, and common challenges. I then meet with my new stakeholders or clients to discuss the scope of the project, goals, timing, and any other concerns.If time permits, I like to shadow the people in the end-user roles my solutions impact the most. This helps me understand how the delivery of new solutions will affect them going forward. I also gain access to their systems and documentation and review them."

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

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

What are the key components of a project charter?

"Project charters vary from company to company and even between departments, but they typically include a basic set of information including the project name, the sponsor, the stakeholders, the problem statement, the goal, in/out of scope statements, expected benefits, team members, timeline details, milestones, and budget information."

Senior project managers are responsible for authoring project charter documents in many companies. Interviewers ask this question to test the candidate's basic knowledge of this important pre-project deliverable.

Remember to keep your answer concise and focus on the crucial aspects of the document. Some companies use templates with information specific to their projects or methodology. Interviewers only want to ensure that the candidate they select understands the basic information typically included in a project charter.

What are the three components of the triple constraint?

"The three components of the triple constraint are scope, time, and cost. Each of them plays a role in the quality a project has the potential to offer its stakeholders. If you change one, one or more pieces are affected. For example, if you want to speed a project up, you need to reduce the scope of the project, increase the cost to pay for extra labor or both."

The triple constraint is a basic project management concept. Interviewers use this question to quickly identify candidates that are not properly educated in project management.

Remember to demonstrate your understanding of the three components of triple constraint control. It is expected that a senior project manager candidate would know that scope, cost, and time all affect the quality of a project.

What is the difference between a capital budget and an operating budget?

"Capital budgets typically represent the money necessary for the long-term resources a company needs to do business, and operating budgets represent the money needed to keep things moving daily. Capital assets are usually planned for in advance and are depreciated over time from an accounting perspective. Operating budgets are usually steady and continually accounted for. The assets are not owned or appropriate to be depreciated. An example of capital expense would be the purchase of a series of new servers to store data. An example of an operating expense would be the cost of software licenses that a company pays for."

Budgetary analysis, discussion, and management are common responsibilities for many senior project manager positions. Interviewers ask this question to test a candidate's general knowledge of this budgetary concept.

Remember to discuss the differences in the length of use, the types of assets, and how they are treated from an accounting perspective. Demonstration of knowledge of these areas will give the interviewer confidence that you understand this budgetary aspect. Also, include a brief example of each type of asset to further demonstrate your understanding.

What would an ideal flexible working environment look like for you as a senior project manager?

"I genuinely appreciate companies that offer work environments that support the work environment needs and preferences of their employees. I have worked remotely for the past seven years, and that model has allowed me to spend more time with my family and live in the community that is the best fit for us. Ideally, I like to primarily work from home and travel to client sites or the office as needed. Regardless of the location, I ask the members of my teams to be transparent about their availability each day and to work in an environment that allows them to focus. I implement all of those same standards for myself as well. Additionally, an ideal environment includes opportunities for employees to socialize here and there. I find that the teams I work with are better connected when they have a chance to get to know one another personally. Our work is more productive and enjoyable when strong connections exist."

Some companies offer progressive and flexible work environments for their employees. They allow individuals and teams to develop work settings and norms that are the best fit for their unique needs. This question is asked in an interview to determine if a candidate's perspective on flexible work environments aligns with the hiring company's views and the needs of the teams a senior project manager will work with and support.

Remember to include your thoughts on developing connections within the workplace in a flexible environment. Time spent nurturing relationships with teammates and a willingness to be flexible to support the needs of others demonstrates an understanding of important team concepts that many companies value.

What do you envision as the next step in your career path after the senior project manager role?

"I would like to move into a manager position within a PMO. I enjoy developing project managers and feel that the position would offer me the opportunity to focus on growing my skills in that area. I also enjoy working with various leaders to streamline the processes of their teams, and working within a PMO would allow me to use those skills as well."

Senior project managers are seasoned leaders with many future professional possibilities. Interviewers ask this question to learn more about your vision for their future.

Companies invest heavily in the development of their resources, and candidates with long-term fit potential are valued in many cases. Remember to research the career paths available at the company you are interviewing with before your interview and align your response accordingly. For example, an interviewer at a large enterprise would not expect a candidate to state that they envision themselves moving into a VP role next.

"I see myself moving into a program manager role as the next step in my career. I feel I would be successful in providing strategic oversight to several projects and teams at once. I also like the idea of partnering with senior stakeholders to develop program-level roadmaps."

Tell me about yourself.

I have a degree in management. My first job out of college was working with a property management company that owned over 200 properties. I facilitated contract negotiations, move-in, move-out, and turnover activities. I also managed repair projects and handled tenant emergencies. I worked there for five years and learned how to manage client expectations, resolve conflicts, partner effectively with vendors, and prioritize a heavy workload. I now manage projects for a residential construction firm. I work with designers, estimators, and the leads of our various construction crews. I also partner with project managers and general contractors from the various vendors we use depending on the type of project. I have been in this role for three years, and I enjoy my work. I have focused on the development of my project planning, budgeting, and leadership skills and I am now assigned to complex initiatives that require coordination across multiple teams, serve at-risk clients, or have large budgets and/or unique scope requirements. I am very excited about the project manager position with the XYZ team at ABC company. I feel I am ready to expand, and working in a commercial construction setting will allow me to leverage my current skills on a larger scale.

Your interviewer wants to know more about your education and the professional roles you've held, but for a senior project manager, this question serves another purpose. Specifically, your interviewer wants to test your presentation skills under pressure. They want a senior project manager that is prepared, polished, relatable, and ready to handle the stress of a senior position.

Remember to cover these three main topics to cover every time you answer this question. - Your education - The companies you worked for and the roles you held - A brief breakdown of the major projects you've managed If time permits, it can be helpful to include a few of the following :- Why you're excited about the open position - Travel you've done relevant to any international communities you may work with - Customers, technologies, or vendors you have experience with that are relevant to the open position - Certifications applicable to project management (PMP, Scrum Master, SAFe practitioner, Six Sigma, etc.) - How you know the person who recommended you - Your short-term career goals

I graduated from Cal Tech with a degree in computer science. I worked at an eCommerce startup company for six years. I started out as an engineer, but I regularly took on tasks outside of the role of a traditional engineer. For example, I performed duties typically assigned to analysts, product owners, and project managers at larger companies. I formally transitioned into a project management role two years into working there. I am currently a project manager at a mid-side SaaS company. I am responsible for budgeting, planning, task delegation, and technical strategy. I enjoy the leadership and talent development aspects of my role the most. I would like to one day work as a senior IT leader, and I feel that moving into a senior project management position here at XYZ company will offer me an opportunity to hone my management and leadership skills in alignment with my long-term goals. Jim Smith recommended me for this position and speaks very highly of your company and you as a manager. I am excited about the prospect of working with larger cross-functional teams and on projects with a greater level of impact. I would also like to pursue my PMP certification and I have heard that is an opportunity offered to senior project managers.

I have a degree in marketing and worked for my family's event-planning business in high school and for the last seven years. I currently oversee all of our large-scale events such as weddings and corporate events with over two hundred attendees. I lead teams of three to five depending on the size of the event. We provide end-to-end services and handle everything from budget planning, vendor selection, and day-of-service coordination. I am excited to interview here today because I would like to work for a marketing agency. I thoroughly enjoyed that aspect of my education and I want to work directly with creative teams. I feel my event planning project management experience is applicable in many ways. For example, I regularly facilitate the creation, approval, and distribution of event marketing materials such as invitations, and email campaigns on behalf of my clients. I also have experience working directly with the marketing departments of my corporate clients. Additionally, I have participated in the owner-level activities of our family business including strategic planning, staffing, reporting, payroll, and all related financial duties. I feel my business acumen combined with my advanced project management experience make me an excellent candidate for the senior project manager position .

What is one of your professional weaknesses?

I am currently working to improve my data analytics skills. I am very comfortable working with the tools used in my current role, but there are several powerful business intelligence tools I would like to work more with in the future. I have used Tableau and DOMO, but I know there are features I am not yet an expert on. I like to encourage my teams to use a data-supported approach when making decisions, and the process is more valuable when you have the system experience necessary to find the right information at the right time. I saw in the job description that experience with Power BI is nice-to-have. While I do not have in-depth experience with that specific tool, I have recently invested time in learning more about it. I feel confident I can apply the experience I have in this area, and I am excited to jump in and learn more if hired.

Senior project managers are familiar with the Churchill quote "Failing to plan is planning to fail," and it 100% applies to this interview question because it is a favorite of interviewers for two main reasons. First, your interviewer genuinely wants to know which areas you need to grow in professionally so they can determine if their company offers the right environment for your development needs. Secondly, many interviewers use this question to test a candidate's integrity. As a senior project manager, they are asking you to manage large budgets and the work of others. Trust is key and your interviewer wants to know if you are willing to be authentic with them even though you've likely just met for the first time during the interview.

Make the effort to reflect on your most recent role and identify areas in which you could improve. A key senior project manager skill is the ability to identify opportunities for improvement, and improving upon your own weaknesses is no exception. Here are a few common weaknesses you may have experienced as a senior project manager:- Difficulty saying "no" to customers with important needs - Balancing task delegation with taking on work yourself - Lack of knowledge of a particular technical skill, system, or process - Difficulty letting go and transitioning clients to support groups - Difficulty trusting your intuition - A nice-to-have skill from the job description you are not yet an expert in

My most significant professional weakness is that I sometimes have a hard time stepping away from the detailed tasks of my team members. I wouldn't label myself a micromanager, but I used to work in several of their roles and I have a lot of valuable knowledge to share. However, I realize that it is important to let them find their own way and learn so that they can grow professionally. I now pause before getting involved and ask myself if not jumping in would cause any significant harm. If the answer is no, I take a step back and let them work it out on their own. I have my own important work to focus on, and I know that projects run more smoothly when everyone is allowed to fully leverage the skills and expertise they bring to the table.

One of the professional weaknesses I am working to improve upon is learning when to trust my intuition. As a former analyst, I prefer to have all of the information possible before deciding to go in one direction or another. As a project manager, I do not always have the luxury of time to perform analysis. Instead, I have to rely on my instincts and experience to help me decide which way to go. That can be uncomfortable for me, but I have found that it gets easier and easier as I go. One of the reasons I am excited about the opportunity to interview here today at XYZ company is that the role requires quick decision-making. I love turning weaknesses into strengths, and working in a role that requires me to be comfortable with being uncomfortable is a perfect opportunity for me to grow in a valuable way.

Why do you want a career as a senior project manager?

"I want a career as a senior project manager because I am ready to take on projects with higher budgets, more complex scope, and challenging business scenarios. I love strategic planning and working to figure out how to make all of the puzzle pieces of a project fit together in the best way possible. I also love working with talented team members on large-scale projects. I feel fulfilled when I am able to facilitate their ability to collaborate and deliver outstanding work on our projects. The senior project manager role is aligned with my professional growth goals and provides the perfect opportunity to utilize my strengths and do what I enjoy in a team setting. I am confident I am ready for this next step in my career and I am excited about the opportunity to work here at XYZ company if selected for the position."

Senior project managers play an integral role within the companies they work for and it often takes time for them to establish the relationships necessary to be truly effective in the role. Your interviewer wants to be convinced that you love project management, see an opportunity to grow in the role, and plan to stick around if hired. This question is all about convincing them their investment in you is a sure bet.

While the senior project manager role may only represent a stepping stone in your career, it is critical to convey why you love being a project manager. It is okay to start with a broad-stroke description of why you want to work as a project manager, but make sure you provide at least one aspect of the job that you enjoy because it allows your best skills to shine.

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 several 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. They must align the right opportunity with the right individual. The answer to this question helps hiring managers ensure this role would allow the candidate they select to enjoy their work.

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

What is your biggest growth opportunity?

"My biggest growth opportunity is learning to trust my intuition. My current manager pointed out that there are times when I rely on data to prove what I already know is true. She said I have good business sense and read people well. She was right. I have a lot of experience, and sometimes there are decisions I can make the call on and ask my team to follow without having to prove why it makes sense before we take action. The growth lies in knowing when to use this skill and when to take a step back. It is an art, and I am getting better at it now that I am focused on improving in that area."

Every professional in every role has room for growth. Interviewers ask this question to test a candidate's ability to honestly communicate where they need to improve.

Remember to provide an answer appropriate for the senior project manager role. For example, interviewers might exclude a candidate that indicated their biggest growth opportunity is to learn basic project management skills.

How long have you been managing projects?

"I have managed projects in an official capacity for seven years. Before that, I led several projects as a senior analyst."

Interviewers ask this question to determine how experienced the candidate is. Some companies have official years of experience requirements, and this question validates the candidate's background in project management.

Remember to include the details of any project management work you did in other roles. For example, a lead engineer may have served in a project management capacity for small projects before becoming an official project manager.

What types of meetings do you have experience facilitating as a project manager?

"I have facilitated strategic planning, goal setting, and roadmap-review sessions. I have experience facilitating standard project-level meetings such as discovery, project planning, kickoff, requirements gathering, design, development, training, and implementation. I have also led post-project meetings, such as reflection and support assessments. I am a formally trained facilitator and use tools such as agendas, parking lots, ground rules, action items, and decision lists as appropriate. I am skilled in leading brainstorming, prioritization, conflict resolution, and team building activities."

Most senior project managers are required to facilitate solutions for complex business problems. Interviewers ask this question to determine if a candidate has experience facilitating the types of meetings required of the role.

Remember to mention any formal training or facilitation techniques you have experience with, such as brainstorming, conflict resolution, or teambuilding. Also, include project-level meetings you have facilitated in your response, as well as strategic meetings for complex or integrated solutions.

What tools do you have experience using to manage projects?

"I used MS Project early in my project management career. Most recently, I have used Wrike, Jira, and Monday. I prefer each of them over MS Project as the collaborative features are a better fit for my teams and my needs as a project manager. I was involved in the initial implementations of Wrike and Jira for my teams. I worked to align the tools properly with our workflows and defined the attributes of information we needed to track. I also helped customize the reporting at the team and program levels."

Candidates may be asked this question in an interview to determine if they have experience with the tools the interviewing company uses to manage projects, teams, and budgets. An advanced understanding of these types of solutions may set a candidate apart from another without expertise in this area.

Remember to include any experience you have administrating the tools in your answer. Activities like queue administration, workflow definition, or other advanced administration experience demonstrate that your knowledge goes beyond a basic user-level understanding of the tools you have used.

Do you have experience managing the work of contingent resources?

"A contingent workforce consists of resources not under contract for ongoing employment. Examples of contingent resources include freelance, temporary, outsourced, consultants, etcetera. In my current role as a project manager, we hire freelance resources regularly to assist with specific opportunities as they arise. We also outsource some of our technical engineering resources. I help define the terms of their assignments and work with our team leads to get them up to speed and manage their work."

Many projects are completed with the aid of work from workers who are not employees of the company delivering the project. This support may come from resources such as contractors or freelancers. Interviewers ask this question to assess a candidate's experience managing projects staffed in this manner.

Remember to mention any experience you have supporting operational groups that work with contingent workforce models in the event your direct management of contingent workforce resources is limited. Interviewers may accept general knowledge of the standards and practices involved instead of experience.

"A contingent workforce consists of resources not under contract for ongoing employment. Examples of contingent resources include freelance, temporary, outsourced, consultants, etcetera.I have not yet had the opportunity to directly manage contingent resources. However, I have experience supporting operations groups in an enterprise setting with several temporary employees. I am familiar with the payroll and HR standards in those scenarios. I feel confident I could effectively manage the work of any contingent resources I would have the opportunity to work with if hired for this position."

What level of budgetary responsibility do you have in your current role?

"I am currently responsible for an annual 4 million dollar operating and capital budget. I also oversee multi-million dollar equipment and vendor software purchases. The specific dollar amount for those purchases varies depending on the client's needs. Before my current role, I worked as a project manager for a company that sold SaaS solutions. The largest project I managed there was a multi-phased 6 million dollar project."

Senior project managers are often responsible for successfully delivering initiatives with large budgets. Interviewers ask this question to assess whether or not a candidate has experience working with the appropriate scale of projects for the role they intend to fill.

Remember to briefly mention any significant budgets you were responsible for before your current role if they are recent and the dollar amount exceeds your current responsibilities. Also, discuss your responses to questions like this with any references you plan to provide. Budgetary information is often a point of validation in a reference check discussion.

How would you describe your comfort level analyzing data and writing queries?

"I am very comfortable analyzing data and writing queries. Before working as a project manager, I was the lead analyst on several data warehousing initiatives. I also have experience working with business intelligence tools such as Power BI and Tableau. I feel confident I would be able to perform well in this area if selected for the open position."

Some senior project managers are asked to perform detailed data analysis. They may be required to pull summary data for reports or help triage data-related issues. Interviewers ask this question when they require these skills for success in the senior project manager role.

Remember to mention your experience extracting data and developing reports or dashboards using business intelligence tools. Interviewers appreciate candidates with experience developing big picture summary views of data in addition to their detailed analysis skills.

What level of experience do you have managing technology projects?

"I have managed several technology projects. In my current role, I managed the selection, purchase, and implementation of the tool we use to manage several business workflows across our organization. I have worked with six separate groups to define their requirements and customize their tool's implementation since the projects began two years ago."

Some senior project managers will be required to primarily lead technology projects. Others will have representatives from various technology groups as participants in the projects they lead. Interviewers ask this question when they require or prefer experience leading these initiatives.

Remember to describe your experience in information technology or other technology sector roles before becoming a project manager. Also, include the details for the projects you managed, including any methodologies you have experience with.

"My background lies in information technology solutions. I worked as a software engineer for seven years before becoming a project manager. I have managed both waterfall and agile custom development projects. I have also led third-party implementations."

Describe your executive or senior management presentation experience.

"In my current role, I am responsible for developing and maintaining implementation roadmaps. I regularly present them to the senior executives within client organizations responsible for budget approval. During these meetings, I communicate the vision for the entire solution, the investment needs, and the projected ROI information. I appreciate the direct communication style of the executives I work with. I learned to customize my presentation style to match their styles. I found that these meetings were a perfect time to set the expectations around the support our team would need to succeed."

Senior project managers typically work directly with senior stakeholders. Interviewers ask this question to ensure that candidates can present the right level of detail in a way that is easily understood by this important audience.

Remember to communicate that you are confident presenting information to this level of an audience while simultaneously demonstrating humility. Executives and senior leaders represent a wide range of informational needs, and it is expected that a senior project manager will need to learn the preferences of their audience.

Here at XYZ company, our senior project managers have end-to-end responsibility for the success of their projects. Do you have full lifecycle management experience?

"Yes. I have managed all phases of projects, from discovery to post-implementation support. I have also managed third-party implementations, including sales, RFI, RFP, and contract negotiation phases."

Senior project managers are typically involved at some level during every phase of a project's lifecycle. They often play a role in the strategic planning before a project begins and ensure customer satisfaction levels are optimal after a project is complete. Interviewers ask this question to determine if a candidate has the right level of experience for their company's needs.

Remember to include any sales or third-party project phase experience in your response. While some would consider these activities part of the discovery process, some job descriptions specifically request experience managing these activities. It is best to break them down for the interviewer.

Do you have experience as a direct manager for project managers or other resources?

"I do not have direct management responsibilities, but I currently oversee the work of two project managers. I am responsible for assigning them to projects, approving their time, and monitoring their performance. I also provide annual performance assessments to their managers and ensure they have the training and mentoring opportunities they need.We partner to discuss strategy, review their project roadmaps, and discuss customer and team member-related issues. I attend customer and vendor meetings and ensure that the work their teams take on aligns with strategic goals.I would love the opportunity to take this next step in my career if hired for the position. I feel it would be a valuable way to use the experience I have managing others and grow at the same time."

Some senior project managers have direct reports. This question is included in an interview when a candidate will be expected to formally manage resources in addition to the initiatives they lead.

Remember to describe the functions you have performed that are typically executed by a manager in the event you do not have direct management experience. This includes assigning work, assessing performance, approving time, etcetera.

As a senior project manager, you will lead cross-functional teams. How do you provide leadership to other seniors on a team that are experts within their area of focus?

"I am a hybrid leader, and I customize my approach to match the specific team and the individuals involved. I believe that anyone can be a leader at any time, and I consistently encourage the development of leadership qualities in all members of my teams. I lead by example and observe and learn from others as I go.In the case of a subject matter expert, my role as a leader is to do whatever I can to facilitate their success. I respect their knowledge and let them lead in their area of focus. I offer my services as a sounding board to help them remove roadblocks when they need support. I counsel them when they are struggling with a junior resource performance issue. Finally, I offer them encouragement and support to continually improve their craft."

Senior project managers provide leadership to resources who have expertise in areas other than project management. These subject matter experts are often well-respected leaders within their domain. Interviewers ask this question to learn more about how a candidate works with these talented resources in a leadership capacity.

Remember to demonstrate respect for your colleagues in your response. Leadership is best paired with humility, and candidates who understand they can share leadership responsibilities with these talented team members are valued.

What is your leadership style?

"My leadership style changes depending on what is needed to add value to the team experience at any given time. I enjoy serving as a coach, motivator, and facilitator. I also enjoy working with other visionary and transformational leaders and strive to use these skills in my approach. I least enjoy bureaucratic or authoritarian types of leadership. I find it is necessary to use these styles in performance issue situations or when there are conflicts that cannot be settled in any other way. However, I first look for ways to use democratic and supportive approaches to avoid people feeling like they are being managed. I would much rather them feel they are co-creating their own experience."

Interviewers ask this question to learn more about a candidate's leadership style. Companies value various approaches, and it is important to match the right leader with the right team.

Remember to include a variety of approaches in your response. For example, an interviewer might not resonate with a candidate who described a completely authoritarian approach to leadership.

What level of leadership or oversight do you typically provide during a vendor implementation?

"I am typically responsible for generating requests for information or proposal documents and oversight of the requirement gathering process. I work with legal teams and business and technical stakeholders during contract negotiations to ensure our company's needs are properly represented. I manage the financial aspects of these engagements and ensure that the resources our company needs to provide are assigned and available.I also get involved when conflicts arise between the various groups. There is often a disconnect between the proposal and what is possible during implementation, so I facilitate meetings to find solutions that make sense for everyone.Finally, I keep the senior stakeholders properly informed at all stages of the process. I regularly communicate the status of vendor initiatives through our roadmap and prepare our senior leaders any time they are needed for support or escalation."

Senior project managers often play a key role in the coordination of projects that require solutions from third-party vendors or business partners. Interviewers ask this question to understand the depth of experience a candidate has managing this type of initiative.

Remember to discuss the phases of engagement with third parties that occur before the inception of an actual project. This includes discovery activities such as information gathering, proposal review, contract negotiation, and budgeting.

What is your best team leadership skill?

"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 more easily than they would otherwise."

Most senior project managers excel in one leadership capacity or another. Interviewers ask this question to learn more about a candidate's strengths and how they align with their company's needs.

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.

Why should we hire you?

"You should hire me because my background and experience are aligned with your industry, the types of projects I will be managing, and the client base you serve. I feel I will be able to add value immediately while working to come up to speed quickly on the details of the projects I would manage. Additionally, you mentioned that the team is currently struggling with some personality conflict issues. I am a trained facilitator and I have formal experience in diffusing conflict. I am skilled at serving as a bridge to help opposing sides find a way forward and I have a strong record of turning this type of situation around into a high-performance environment. I feel confident I can help your teams thrive and meet their project goals successfully."

Self-promotion can be uncomfortable even for senior project managers who are used to being in the spotlight, but interviewers learn a lot from your answer. Your response translates to your ability to balance confidence with humility and influence others. This question is about so much more than simply stating why you're a great fit for the role, so plan accordingly and prepare a great response in advance.

Remember to listen carefully and observe the body language of your interviewer during your conversation. As a senior project manager, you should be an expert at active listening. Use your expertise to your benefit to pick up on clues that will help you identify needs that are not explicitly stated within the job description. Demonstrating that your skills go beyond their stated needs is a great way to stand out from the competition.

"You should hire me because, in addition to meeting all of the required and preferred qualifications, I have over 4 years of experience working with several of your main clients. I have valuable relationships there that will add value to the projects I would be working to manage. I also resonate with the values of your company and the team culture you described. Like you, I am passionate about challenging the teams I manage to be innovative. I have a track record of solving project problems with creativity and agility and I feel I would be a great fit for the environment you have worked hard to create here."

How would you rate your experience delivering presentations?

"I would rate my experience delivering presentations at a high level. I was responsible for delivering presentations to senior level stakeholders as an analyst, and I give presentations regularly to internal and external stakeholders as a project manager. I am comfortable developing presentation materials in a variety of formats, and I customize my approach to each audience I work with. I feel confident I can effectively deliver presentations here at XYZ company if selected for the open role."

Senior project managers who work for SaaS companies frequently give presentations to important internal and external audiences. Their ability to effectively deliver the information of the presentation in a compelling manner can sometimes make or break a major sales opportunity. Interviewers ask this question to identify candidates who are comfortable presenting to a variety of audiences with a high level of confidence and success.

Remember to answer this question confidently and to provide supporting details to justify your response. SaaS companies are more likely to hire you if your answer presentation coincides with the rating you give yourself.

When is it appropriate in a SaaS setting to think about sales opportunities?

"In my opinion, it is always appropriate to consider sales opportunities in a SaaS setting. It may not always be appropriate to discuss future sales with a client given the conditions and the phase of a project they are in. However, I think from a potential sales perspective regardless of the scenario. I gather information that might help support a future sale with the current client or with another client and use it later when the right opportunity presents itself."

Sales teams within SaaS companies often manage the majority of the sales process, but individuals in roles such as project management are expected to participate in and support sales as well. Interviewers ask this question to learn about a candidate's views on the sales process and determine if they are a fit for the sales culture of the hiring company.

Remember to demonstrate your ability to use sound judgment when navigating potential sales scenarios. For example, you might indicate that you always think about sales, but that you understand it is not always appropriate to discuss the topic with a potential client. Interviewers want to hire candidates that have the discernment necessary for success in the senior project manager role.

There will be times when you will be working on more than one client project at a time. How will you ensure that the needs of all of your clients are handled?

"I am assigned to more than one client at a time in my current role. I work hard to make sure each of my clients feels as though they are my top priority at all times. I have worked hard over the years to develop excellent time management and planning skills, and I lean on those skill sets to ensure that all of the my client's needs are met. Additionally, I have experience delegating to others in the event I am stretched and need to ensure that a client continues to receive top tier service."

Client service is a key aspect to most SaaS project management roles. The senior project manager often serves as the point of contact or escalation for important client issues and requests, and they have a direct effect on the level of satisfaction a client has with their SaaS solution. Interviewers ask this question to identify candidates who can deliver quality service to all of the clients they are assigned to at all times.

Remember to indicate if you currently work on more than one client project simultaneously in your current role. Interviewers are more likely to resonate with responses given by candidates who already have experience juggling multiple clients at the same time versus those who can only provide a theoretical response.

Describe the budget and impact of the largest infrastructure project you have managed.

"I currently work for a large network and data services company. We recently expanded our data centers and worked on a project to stand up a new center in my region. The total budget for the project was $27 million. I managed the IT equipment purchases, setup, and software licensing portion which accounted for $16 million of the total budget. The impact of the project was significant. Our organization is chasing growth by expanding the services we provide to mid-size companies who cannot afford their own data centers. The project set the stage to grow that market by 30% within the first two years and we are currently on target to meet that goal."

IT infrastructure project budgets vary greatly depending on the company, the current infrastructure environment, and the nature of the requested changes. Interviewers ask this question to identify candidates who have experience managing budgets on the scale they will be responsible for if selected for the open position.

Remember to provide a brief description of the project within your response. Also, be sure to provide the numbers for the overall project budget and the portion of the budget you were responsible for in the event the project was large and managed by a team of project managers.

What is the most significant risk you have faced when working with vendors?

"There are a number of significant risks I have managed when working with vendors on infrastructure projects. The most significant risk really depends on the goals of the project in my opinion. However, the there is one risk that occurs the most frequently and can have a serious impact in the event it is not handled appropriately. That is delay of service or delivery. For example, in the event I was working on a data center project and the vendor who makes the servers is three weeks late in delivery, the downstream effect of that would be quite significant as a large portion of the remaining project tasks would be dependent on the delivery of the servers. When possible, I schedule the work required by vendors ahead of when the work needs to be completed or the equipment needs to be configured. That strategy has helped me to avoid reworking the remaining plan in the event minor delays occur. Also, I stay in close contact with any vendors I work with on my projects. I establish strong relationships and that add value when there are issues that need to be resolved."

IT infrastructure projects have risks like any other type of project. However, there are often large and mission critical pieces of infrastructure projects that are not in a project manager's direct control. Interviewers ask this question to learn more about how the candidate mitigates the risks associated with working with third party vendors.

Remember to provide support for the answer you provide. While there is no one right answer to this question, your response should make sense to your interviewer. Also, be sure to include a strategy you use to mitigate the risk you select.

The infrastructure projects we manage often support the needs of more than one customer group at a time. Describe your experience managing projects with more than one major stakeholder group.

"I have managed at least a dozen projects over the last three years that had more than one major stakeholder group. The projects I manage typically affect more than one of my company's offices. It is important that our project teams consider the unique needs of each location during all of our project phases. Also, there are usually stakeholders that represent various departments such as field operations, properties, HR, finance, accounting, etcetera. I am comfortable facilitating stakeholder meetings, resolving conflicts between them, and ensuring everyone stays informed and aligned over the course of our projects. I feel confident I have the experience necessary to facilitate successful infrastructure projects with more than one stakeholder here at XYZ company. I look forward to the opportunity to learn more about the needs of each group if offered the position."

Senior project managers are typically asked to manage complex initiatives that serve more than one group simultaneously. Interviewers ask this question to identify candidates who have experience eliciting stakeholder requirements, resolving conflicts, and developing strategic plans that add value across multiple areas concurrently.

Remember to provide examples of the types of stakeholders your typically work with within your response. Also, provide the interviewer with the number of projects you managed with more than one stakeholder group, or the number of years you have managed these types of projects.

Describe a time when you identified an improvement opportunity and implemented it.

"I noticed that our engineers were frequently visiting sites more than once to resolve various infrastructure issues. One of the principles of Lean is to reduce waste, and I felt there was an opportunity to reduce the motion waste of our support fleet. I spent a few days reviewing the total number of repeat visits and the notes associated with the support requests. The most common reason for a repeat visit was related to parts availability. The engineers would sometimes arrive to learn that they needed something other than what they had originally planned for, or they would arrive and learn that something they ordered for the job had not yet arrived. We tackled the problem from two angles. First, we took on a project to make shipping status information available within our ticketing system. We then adjusted our process to only send an engineer when the necessary parts had arrived, or when we were reasonably certain they would arrive in advance of our engineer. We also included alerts to managers about significant shipping delays.Second, I pulled together a team of senior engineers to brainstorm a list of the most common materials that caused delays on jobs. We were able to work with our suppliers and retool our fleet vehicles such that the necessary parts would be available on-site more often. The two changes I led resulted in a 27% reduction in return on-site visits within the first six months and a cost savings of over $32k."

Operational process improvements are key to reducing waste and cost. Companies often look to senior project managers to help identify improvement opportunities on behalf of their customers and within their own project teams. Interviewers ask this question to learn more about a candidate's ability to identify opportunities, propose adjustments, and implement the necessary changes to create efficiencies.

Remember to provide metrics to help the interviewer understand the impact of the improvement you made. Also, it is best to describe a time when you demonstrated end-to-end ownership of the process improvement. Be sure to describe the previous state problem, the work you did to analyze the opportunity, and your role in implementing the related changes.

Describe the components of a budget for an infrastructure project.

"Every infrastructure project I have managed has been different, but I work with my team each time to make sure we consider costs comprehensively. The resulting budgets typically include a mix of staff, tools and equipment, space, travel, fleet costs such as vehicles and gas, hardware, software, and vendor costs broken down by project phase."

Developing accurate project budgets is a critical piece of a senior project manager's role. IT infrastructure projects have specific considerations that must be properly analyzed in order for the budget to reflect the work necessary to deliver the project successfully. Interviewers ask this question to test a candidate's knowledge of the various components commonly included within infrastructure project budgets.

Remember to review the common components of IT infrastructure projects prior to your interview in the event you are new to managing this style of project. The budgets for projects of this type can be large, and your ability to speak on this topic confidently will help improve your chances of being selected for the open role.

Imagine that you are working on an ecommerce website. What are some examples of the components of the value stream?

"The value stream of an ecommerce website would show all of the production, ordering, and processing activities of the retailer. The goal of mapping the value stream is to identify opportunities to reduce waste in areas such as errors, inventory losses, and lead time. The value stream would include components such as the retailer, their customers, the suppliers, the customer orders, the supplier orders, the logistic components such as the customer order shipping and the supplier order shipping, and the order processing."

The value stream is a key lean concept. Senior project managers play a role in understanding, mapping, and improving the value streams of their client's businesses. Interviewers ask this question to identify candidates who understand the concept and how to apply it to a popular business model such as ecommerce.

Remember to provide a brief definition of a value stream as well as its purpose. In addition to a test of your basic lean knowledge, this question presents an opportunity for you to demonstrate your ability to easily and accurately explain complex concepts. The ability to present clearly and effectively is a key skill that any interviewer will look for and appreciate in a senior project manager candidate. Take full advantage of opportunities to exemplify more than one of your skills when questions such as these are asked by your interviewer.

Describe a time when you identified waste on a project and developed a strategy to address it.

"The teams I currently manage projects for follow lean principles while working in an agile setting. We are always looking for opportunities to improve our processes as waste reduction is a key aspect of lean and agile. I was assigned last year to work with a new team and I noticed our testers experienced a lot of down time early in each sprint and then they would be inundated with testing at the end. There was an abundance of waiting time before they could even being testing each sprint and it was clearly wasteful. Additionally, they were experiencing burnout at the end of the sprint and I felt like we could improve with a few key process adjustments. We discussed the opportunity as a team and made a commitment to identifying several small features that could be tested within the first few days of development. We then looked at the sprint calendar and focused on a plan to then provide a steady stream of features throughout the remaining days. It was somewhat unnatural for the engineers to develop things in that order, but they were willing to change to make the process easier. We also decided to devote a portion of engineering time to the development of automated test scripts. That allowed us to reduce the over all testing load over a period of a few months. It made a huge difference in the tester burnout issue and we were able to increase our velocity by 22% over a four sprint period."

Waste in lean represents anything that does not add value to the customer. In an IT setting, waste can be identified in a number of locations including both product development team and customer processes. Senior project managers in a lean environment should be able to accurately identify waste, develop a solution for it, and implement the process adjustments necessary to reduce or eliminate it. Interviewers ask this question to identify candidates with end-to-end experience in driving waste reduction initiatives.

Remember to describe the previous state and the end state clearly within your response. Also, be sure to provide any metrics that support the situation you discuss in your answer. Interviewers value candidates who can clearly demonstrate impact. Also, it is important to mention any value that was not directly measured such as reduced team member stress, or happier clients. Improvements in areas such as these are indicators of strong leadership skills and happy project teams. Interviewers will resonate with senior project manager candidates that can simultaneously apply the principles of lean while improving customer satisfaction or the wellness of the teams they lead.

What is motion waste, and how does it apply in an IT setting?

"Motion waste is waste that occurs through unnecessary movement. Motion waste occurs in a software setting when a user of a system is forced to enter unnecessary data, switch tasks or systems, or make unnecessary clicks in order to complete a process. The concept of motion waste can also be applied to hardware in an IT setting. Equipment and materials needed to support infrastructure should be stored efficiently and materials should be readily accessible with as little physical motion as possible."

While the original focus of lean was the reduction of waste in manufacturing, it has been applied successfully in an IT setting in many cases. Interviewers ask this question to ensure the candidate they select understands how the various lean concepts are applied and customized to industries outside of manufacturing.

Remember to consider both hardware and software motion waste within your answer even if you are interviewing for a role that will focus on one of these areas. Interviewers appreciate candidates that can think outside of their direct responsibilities and apply the concepts of lean on a more holistic level.

As a senior project manager, you will work directly with internal and external stakeholders to identify value. What strategy will you use to learn enough about their operations to make an accurate value assessment?

"I use a mix of strategies to learn about the opportunities and best practices that lead to value for my clients. First, I learn their business directly from my clients. I meet with them to discuss their operations, I read whatever materials are available, I shadow, and I have even taken employee training courses to learn more about specific roles and processes. In addition to gathering information internally, I review whatever I can find about the operations of my client's competitors. There are often a mix of strategies from competitors that can add value if implemented in a way that is customized to the needs of my client. Finally, I gather customer information. The customers may be internal company users of a product or a service, or external consumers who buy a good or service. I gather whatever information I can find on what they feel is working well as well as what needs improvement. For each of these strategies, I use a mix of data from reports, manuals, systems and the Internet. I also interview and observe. A holistic approach is best in my opinion, and I feel that I could apply the same approach successfully here at XYZ company."

Companies that rely on lean practices understand that the ability to understand and analyze processes is a critical aspect of process improvement and waste reduction. Interviewers ask this question to ensure the candidate they select has a solid strategy for gathering the information needed to ensure their company and client operations are as efficient and effective as possible.

Remember to describe a mix of information gathering approaches within your response. Interviewers appreciate candidates who understand the multitude of data sources available for learning about a value stream as well as those who can leverage them to construct and appreciate the big picture perspective of their client's operations.

Describe how the pull system of agile feature development works.

"A pull system in an agile setting helps to improve the efficiency of a team by limiting work in process, allowing team members to focus and move finished product out as soon as possible. Members of the team pull new work from the backlog when they become available, and there are methods in place to clearly indicate when that work is complete. A classic example of an agile pull system is Kanban. The major aspects of work such as analysis, design, development, testing, and implementation are represented on a visual board. Teams pull the top priority and most valuable items to work on first and then indicate when their work is complete. That completed work is then 'pulled' into the next stage of the process and so on until it reaches the end. Processes like these help teams visually and easily identify wait time issues and other opportunities for waste reduction. I have used Kanban specifically several times as well as other agile methods such as scrum. I look forward to leading agile projects here at XYZ company in the event I am offered the senior project manager position."

Senior project managers in a lean IT setting are expected to understand and apply concepts such as pull systems to their client's operations as well as their own team's processes. Interviewers ask this question to test a candidate's lean knowledge as well as their understanding of popular agile methodologies that are used by many IT project teams today.

Remember to provide a specific example of an agile feature development pull system within your response. Your interviewer wants to test your agile knowledge and providing this level of detail will help them to have confidence in your ability to lead an agile development team.

Our data center operations senior project managers manage projects that affect multiple functional areas simultaneously. Please describe your experience managing projects that benefit more than one department.

"All of the projects I have managed have served more than one functional area or department simultaneously. I worked for a software company when I began managing projects five years ago. While my projects were aligned with one company, they served multiple departments within each company such as sales, accounting, finance, and operations. I currently manage projects for my company's support desk and network operations teams. Every project I manage affects the entire company in some way. It is important for my team to consider the effect of our work on our users and stakeholders as well as the effect on the customers who rely on our network and support desk every time we work on a project."

It is important to hire project manager candidates that have experience managing projects that match the scale of the initiatives they will manage if selected for the open role. Interviewers ask questions like these to gather details on the candidate's background to determine if they are a fit for the specific requirements of the IT operations senior project manager position.

Remember to keep your answer brief, but provide enough detail to leave your interviewer feeling confident that you can be successful if offered the position. Also, be sure to review the job description thoroughly prior to your interview. Look for the names of specific departments the senior project manager will partner with or serve and weave those into your response if applicable.

Senior Project Manager Interview Questions

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1. If I were to ask one of your current co-workers to describe you in three words, what would they say?
2. What attributes should a successful senior project manager display regularly?
3. Imagine that an individual on your team is experiencing burnout. How would you handle this situation?
4. Describe a time you implemented a solution that was scaled and customized to meet the needs of multiple stakeholders within a business.
5. What steps do you take when it becomes clear your team is behind on a project?
6. What steps would you take to develop and ensure accountable practices with the members of the projects you are responsible for?
7. How do you move a project forward when you are faced with limited time for discovery and analysis?
8. What behaviors contribute to success working in a remote team setting?
9. How would you describe your communication style with members of the teams you work with?
10. How would you describe your communication style with clients and stakeholders?
11. What are the factors involved in prioritizing project work?
12. What is your process for learning a new line of business?
13. What are the key components of a project charter?
14. What are the three components of the triple constraint?
15. What is the difference between a capital budget and an operating budget?
16. What would an ideal flexible working environment look like for you as a senior project manager?
17. What do you envision as the next step in your career path after the senior project manager role?
18. Tell me about yourself.
19. What is one of your professional weaknesses?
20. Why do you want a career as a senior project manager?
21. What is your favorite aspect of project management?
22. What is your biggest growth opportunity?
23. How long have you been managing projects?
24. What types of meetings do you have experience facilitating as a project manager?
25. What tools do you have experience using to manage projects?
26. Do you have experience managing the work of contingent resources?
27. What level of budgetary responsibility do you have in your current role?
28. How would you describe your comfort level analyzing data and writing queries?
29. What level of experience do you have managing technology projects?
30. Describe your executive or senior management presentation experience.
31. Here at XYZ company, our senior project managers have end-to-end responsibility for the success of their projects. Do you have full lifecycle management experience?
32. Do you have experience as a direct manager for project managers or other resources?
33. As a senior project manager, you will lead cross-functional teams. How do you provide leadership to other seniors on a team that are experts within their area of focus?
34. What is your leadership style?
35. What level of leadership or oversight do you typically provide during a vendor implementation?
36. What is your best team leadership skill?
37. Why should we hire you?
38. How would you rate your experience delivering presentations?
39. When is it appropriate in a SaaS setting to think about sales opportunities?
40. There will be times when you will be working on more than one client project at a time. How will you ensure that the needs of all of your clients are handled?
41. Describe the budget and impact of the largest infrastructure project you have managed.
42. What is the most significant risk you have faced when working with vendors?
43. The infrastructure projects we manage often support the needs of more than one customer group at a time. Describe your experience managing projects with more than one major stakeholder group.
44. Describe a time when you identified an improvement opportunity and implemented it.
45. Describe the components of a budget for an infrastructure project.
46. Imagine that you are working on an ecommerce website. What are some examples of the components of the value stream?
47. Describe a time when you identified waste on a project and developed a strategy to address it.
48. What is motion waste, and how does it apply in an IT setting?
49. As a senior project manager, you will work directly with internal and external stakeholders to identify value. What strategy will you use to learn enough about their operations to make an accurate value assessment?
50. Describe how the pull system of agile feature development works.
51. Our data center operations senior project managers manage projects that affect multiple functional areas simultaneously. Please describe your experience managing projects that benefit more than one department.
52. Our operations department supports global operations. Please describe your experience managing global scale projects.
53. We follow ITIL best practices for service management and hardware management. Do you have experience with ITIL?
54. Describe your experience leading projects to implement or integrate with ServiceNow.
55. Change management is a tightly controlled process here at our company. Please describe the change management process in your current environment.
56. What third party enterprise-level systems have you worked with directly in the past?
57. What does a successful partnership with a team's scrum master look like in your opinion?
58. Imagine that several senior leaders within the company are arguing over the scope of a feature set for one of your projects. What techniques would you use to help them resolve the conflict?
59. Who do you view as your enterprise-level customers, partners, and peers?
60. Our senior project managers are expected to lead through influence. How do you plan to gain the respect and confidence of your stakeholders?
61. As a consulting senior project manager you will be expected to travel to client sites during critical phases of your projects. What is your level of comfort with travel?
62. As consultants, we are accountable to our senior management within the company and our clients. How would you handle conflicts between the goals of the two groups?
63. As a consulting senior project manager you will manage resources that work for other companies. What strategies do you lean on when contingent or client resources are not performing at the level necessary for project success?
64. Describe the last executive level presentation you delivered.
65. The teams you manage are likely to be different with each project. How do you plan to ensure that everyone stays aligned?
66. Describe your preferred method for estimating the budget for an agile project.
67. Describe a project you managed that affected more than one enterprise-level department and/or user group.
68. What do you feel are the most important metrics for an agile team to track?
69. Describe a time in which you were in conflict with a Product Owner. What did you do to resolve the issue?
70. Imagine that you are working on a project with a limited budget and a large set of requested features. What strategies would you use to ensure your project was successful?
71. What is continuous deployment, and why is it an important aspect of DevOps?
72. Imagine that you were working with a client that was new to the concept of technical debt. How would you convince them that they need to invest in resolving it?
73. As a senior technical project manager you will regularly discuss highly technical concepts with technical subject matter experts. How do navigate these types of conversations successfully?
74. As a senior project manager, you will be required to explain highly technical concepts to non-technical peers, stakeholders, users, and leaders. What strategies do you use to communicate in this type of situation?
75. Describe a time when a project team you led made a technical mistake. What steps did you take after becoming aware of the issue?
76. Describe your experience delivering IT solutions to external clients.
77. What do you feel is the biggest challenge you face as a senior SaaS project manager?

Senior Project Manager Interview Questions

1. If I were to ask one of your current co-workers to describe you in three words, what would they say?

2. What attributes should a successful senior project manager display regularly?

3. Imagine that an individual on your team is experiencing burnout. How would you handle this situation?

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

5. What steps do you take when it becomes clear your team is behind on a project?

6. What steps would you take to develop and ensure accountable practices with the members of the projects you are responsible for?

7. How do you move a project forward when you are faced with limited time for discovery and analysis?

8. What behaviors contribute to success working in a remote team setting?

9. How would you describe your communication style with members of the teams you work with?

10. How would you describe your communication style with clients and stakeholders?

11. What are the factors involved in prioritizing project work?

12. What is your process for learning a new line of business?

13. What are the key components of a project charter?

14. What are the three components of the triple constraint?

15. What is the difference between a capital budget and an operating budget?

16. What would an ideal flexible working environment look like for you as a senior project manager?

17. What do you envision as the next step in your career path after the senior project manager role?

18. Tell me about yourself.

19. What is one of your professional weaknesses?

20. Why do you want a career as a senior project manager?

21. What is your favorite aspect of project management?

22. What is your biggest growth opportunity?

23. How long have you been managing projects?

24. What types of meetings do you have experience facilitating as a project manager?

25. What tools do you have experience using to manage projects?

26. Do you have experience managing the work of contingent resources?

27. What level of budgetary responsibility do you have in your current role?

28. How would you describe your comfort level analyzing data and writing queries?

29. What level of experience do you have managing technology projects?

30. Describe your executive or senior management presentation experience.

31. Here at XYZ company, our senior project managers have end-to-end responsibility for the success of their projects. Do you have full lifecycle management experience?

32. Do you have experience as a direct manager for project managers or other resources?

33. As a senior project manager, you will lead cross-functional teams. How do you provide leadership to other seniors on a team that are experts within their area of focus?

34. What is your leadership style?

35. What level of leadership or oversight do you typically provide during a vendor implementation?

36. What is your best team leadership skill?

37. Why should we hire you?

38. How would you rate your experience delivering presentations?

39. When is it appropriate in a SaaS setting to think about sales opportunities?

40. There will be times when you will be working on more than one client project at a time. How will you ensure that the needs of all of your clients are handled?

41. Describe the budget and impact of the largest infrastructure project you have managed.

42. What is the most significant risk you have faced when working with vendors?

43. The infrastructure projects we manage often support the needs of more than one customer group at a time. Describe your experience managing projects with more than one major stakeholder group.

44. Describe a time when you identified an improvement opportunity and implemented it.

45. Describe the components of a budget for an infrastructure project.

46. Imagine that you are working on an ecommerce website. What are some examples of the components of the value stream?

47. Describe a time when you identified waste on a project and developed a strategy to address it.

48. What is motion waste, and how does it apply in an IT setting?

49. As a senior project manager, you will work directly with internal and external stakeholders to identify value. What strategy will you use to learn enough about their operations to make an accurate value assessment?

50. Describe how the pull system of agile feature development works.

51. Our data center operations senior project managers manage projects that affect multiple functional areas simultaneously. Please describe your experience managing projects that benefit more than one department.

52. Our operations department supports global operations. Please describe your experience managing global scale projects.

53. We follow ITIL best practices for service management and hardware management. Do you have experience with ITIL?

54. Describe your experience leading projects to implement or integrate with ServiceNow.

55. Change management is a tightly controlled process here at our company. Please describe the change management process in your current environment.

56. What third party enterprise-level systems have you worked with directly in the past?

57. What does a successful partnership with a team's scrum master look like in your opinion?

58. Imagine that several senior leaders within the company are arguing over the scope of a feature set for one of your projects. What techniques would you use to help them resolve the conflict?

59. Who do you view as your enterprise-level customers, partners, and peers?

60. Our senior project managers are expected to lead through influence. How do you plan to gain the respect and confidence of your stakeholders?

61. As a consulting senior project manager you will be expected to travel to client sites during critical phases of your projects. What is your level of comfort with travel?

62. As consultants, we are accountable to our senior management within the company and our clients. How would you handle conflicts between the goals of the two groups?

63. As a consulting senior project manager you will manage resources that work for other companies. What strategies do you lean on when contingent or client resources are not performing at the level necessary for project success?

64. Describe the last executive level presentation you delivered.

65. The teams you manage are likely to be different with each project. How do you plan to ensure that everyone stays aligned?

66. Describe your preferred method for estimating the budget for an agile project.

67. Describe a project you managed that affected more than one enterprise-level department and/or user group.

68. What do you feel are the most important metrics for an agile team to track?

69. Describe a time in which you were in conflict with a Product Owner. What did you do to resolve the issue?

70. Imagine that you are working on a project with a limited budget and a large set of requested features. What strategies would you use to ensure your project was successful?

71. What is continuous deployment, and why is it an important aspect of DevOps?

72. Imagine that you were working with a client that was new to the concept of technical debt. How would you convince them that they need to invest in resolving it?

73. As a senior technical project manager you will regularly discuss highly technical concepts with technical subject matter experts. How do navigate these types of conversations successfully?

74. As a senior project manager, you will be required to explain highly technical concepts to non-technical peers, stakeholders, users, and leaders. What strategies do you use to communicate in this type of situation?

75. Describe a time when a project team you led made a technical mistake. What steps did you take after becoming aware of the issue?

76. Describe your experience delivering IT solutions to external clients.

77. What do you feel is the biggest challenge you face as a senior SaaS project manager?