35 Technical Program Manager Interview Questions & Answers
Below is a list of our Technical Program Manager interview questions. Click on any interview question to view our answer advice and answer examples. You may view 5 answer examples before our paywall loads. Afterwards, you'll be asked to upgrade to view the rest of our answers.
Discovery
1. Please describe your experience managing SaaS implementations or development initiatives.
Why the Interviewer Asks This Question
Software as a service is the dominant business model for many technology companies today. The sales, purchase, implementation, and maintenance activities differ from solutions that are hosted on-premises. Interviewers ask this question to determine if a technical program manager candidate has experience driving this style of technology implementation.
Written by Karrie Day on May 23rd, 2022
Remember To
Remember to outline the phases of the SaaS implementation you were responsible for in your answer. Interviewers are interested to hear if a candidate has experience managing aspects of SaaS projects such as RFP, contract negotiation, or integration. Also, be sure to specify if the teams you managed built SaaS solutions, purchased them, or both.
Written by Karrie Day on May 23rd, 2022
Answer Example
"My current company specializes in SaaS solutions. My role involves working with clients during the discovery and sales process to assess their needs and define a mix of solutions that will work for them. After those initial consultations, I work with our implementation teams to oversee the development of any integration solutions and data loads. I also help to facilitate training.
I coordinate all of the onboarding activities including working with the in-house technology teams of our client. Sometimes I go on-site with a client to ensure a successful launch, and I serve as a point of contact for initial questions and support needs. Afterward, I oversee the transition of my client to our support team."
Written by Karrie Day on May 23rd, 2022
Discovery
2. What is your level of comfort writing queries and analyzing large data sets?
Why the Interviewer Asks This Question
Some technical program managers will be expected to perform analysis on large data sets within their programs of responsibility. Others will be expected to ensure the quality of the work of the analysts and engineers who perform these duties. Interviewers ask this question to ensure the candidate they select has the experience necessary to provide leadership within this important aspect of solution engineering, operations, and support.
Written by Karrie Day on May 23rd, 2022
Remember To
Remember to describe your experience with various frameworks such as relational and non-relational databases. Also, be sure to mention any experience you have working with business intelligence solutions that allow for the integration and analysis of large data sets.
Written by Karrie Day on May 23rd, 2022
Answer Example
"I am very comfortable working with data. I began my IT career as an analyst, and I worked with large data sets regularly. I wrote queries, developed reports, and performed deep-dive situational analysis. I mostly worked with SQL, but I also have experience working with analyzing document data stores in a NoSQL non-relational environment.
Additionally, I have worked with a number of business intelligence solutions. I helped to identify the relevant data sets and develop the reports that my customers relied on. I have used Power BI, Tableau, and Domo."
Written by Karrie Day on May 23rd, 2022
Discovery
3. How would one of the project managers you have had responsibility for in the past describe you as a mentor?
Why the Interviewer Asks This Question
Technical program managers mentor, coach, and teach on an ongoing basis. Project managers in many companies rely on program managers to assist them with project-level situations and look to them to identify growth opportunities. Interviewers ask this question to get a sense of the mentoring style a candidate can be expected to demonstrate.
Written by Karrie Day on May 23rd, 2022
Remember To
Remember to offer an answer that is authentic and in alignment with how a former co-worker will describe you if you plan to use that same individual as a reference. Also, select another resource such as a junior engineer or analyst in the event you have not yet had the opportunity to mentor project managers.
Written by Karrie Day on May 23rd, 2022
Answer Example
"I think the project managers I have coached in the past would describe me as passionate about developing a dynamic and comfortable team environment. I stress the importance of ensuring that the members of their teams feel fully supported in the work that they do. I encourage them to bring conflicts to the surface and address them as soon as possible. I inspire them to challenge their teams to work with change and to incorporate agility into all that they do. I also encourage them to reward and have fun with their teams. I stress the importance of creating a culture in which the people they work with have reasons to be excited about the work they do.
The other thing I think the project managers I mentor would say about me is that I drive home the importance of getting to know the world of their customers and developing strong relationships with them. There is a lot of value to be found in applying a deep understanding of a customer's teams, business, workflows, challenges, goals, etc. I am constantly challenging the PMs I work with to learn more and teach their teams so that they can directly incorporate what they learn into the solutions they build. Getting to know their customers well goes a long way when we need to have difficult conversations, and I regularly challenge my mentees to grow in their ability to show customer empathy and think from their perspective."
Written by Karrie Day on May 23rd, 2022
Discovery
4. What is your upward communication style?
Why the Interviewer Asks This Question
Technical program managers are expected to provide regular updates to executives and senior stakeholders in many companies. Interviewers may ask this question to determine how a candidate will approach these important conversations.
Written by Karrie Day on May 23rd, 2022
Remember To
Remember to demonstrate a style that is clear and honest. Interviewers appreciate candidates that respect authority and show integrity in their approach. Also, be sure to demonstrate direct and succinct communication. Senior managers and executives often have limited time for updates and appreciate headline-first communication that drives further conversation as needed.
Written by Karrie Day on May 23rd, 2022
Answer Example
"In general, my communication style is direct. I use a clear and easy-to-understand approach. I offer summary-level details and I am prepared to back my assertions up with data and examples as necessary. I try not to spend extra time communicating details for items I am able to handle on my own so that my time with seniors is reserved for the valuable insight they can provide in areas that need support.
I do not typically invest time in trying to avoid difficult conversations. I face them head-on and go in prepared with solution recommendations. I take any feedback that results from these meetings and work hard to incorporate it into my approach for future initiatives. I find the combination of integrity paired with quick and consistent action creates a strong partnership over time with the senior-level stakeholders, managers, and customers I am accountable to."
Written by Karrie Day on May 23rd, 2022
Discovery
5. What experience do you have with user interaction design standards?
Why the Interviewer Asks This Question
User interaction or user experience-driven design is an important engineering concept for many products. Companies may employ designers with a wide array of skills including motion and visual design expertise. Interviewers ask this question to determine if a program manager is familiar with how to integrate the work of these individuals at the project level.
Written by Karrie Day on May 23rd, 2022
Remember To
Remember to mention any specific tools or methods you have personally used within any projects you worked on. Also, describe the experience you have managing projects or programs in which UX designers played a role.
Written by Karrie Day on May 23rd, 2022
Answer Example
"I am not a user experience or user interaction design expert, but I have taken several classes in this space. I took them to improve my ability to make some of the same considerations an interaction designer would make when I worked as a systems analyst. I wanted to ensure the solutions we developed were in line with the basic standards at the time. I have experience working with mock-ups and wireframes to gather user feedback prior to development.
My experience taught me the value of expertise in this area, and I have supported hiring UX experts when the user experience becomes one of the driving factors in my team's ability to meet the needs of the customer. One of my last teams was responsible for redesigning a system that served internal stakeholders within the media industry. They were creative and the system was seen as boring and difficult to use. We brought in a UX expert to help us with the visual design and data entry workflows. Her work was incredibly valuable and was received well by our users. The intuitive design she created sped up the data entry process significantly and resulted in a 20% increase in accuracy. The end product was also more visually pleasing, and that change resonated well with the users."
Written by Karrie Day on May 23rd, 2022
Discovery
6. Describe your experience partnering with internal teams involved in the enterprise delivery process such as security, DevOps, cloud, database, operations, and support.
Why the Interviewer Asks This Question
Technical program managers are expected to understand the end-to-end processes involved in technology implementation. This often requires coordinating efforts between several IT groups within a company or external vendors. Interviewers ask this question to determine if a candidate has the facilitation experience necessary to drive a successful enterprise-level implementation.
Written by Karrie Day on May 23rd, 2022
Remember To
Remember to describe how similar tasks were addressed in your previous roles even if they were not within an enterprise setting. Interviewers prefer experience that matches the scale the candidate will be working with, but they may accept the conceptual application of the same duties at a smaller company.
Written by Karrie Day on May 23rd, 2022
Answer Example
"I worked on a custom solution development team within a large enterprise for 11 years. I served as an engineer and then as a project manager. In my time there, I coordinated discovery, design, testing, and delivery efforts with several groups. This included working with architecture, database administration, release management, quality assurance, network administration, and support groups."
Written by Karrie Day on May 23rd, 2022
Discovery
7. What project management tools have you used in the past?
Why the Interviewer Asks This Question
Candidates may be asked this question in an interview to determine if they have experience in alignment with the tools that the interviewing company uses to manage projects, teams, and budgets. Advanced understanding of these types of solutions is often considered nice to have and may set a candidate apart from a candidate without experience in this area.
Written by Karrie Day on May 23rd, 2022
Remember To
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.
Written by Karrie Day on May 23rd, 2022
Answer Example
"Prior to working with agile methodologies, I used MS Project. Most recently, I have used Wrike and Jira. I like them both and they served my needs as a project manager and a program manager. I was able to manage any additional needs I had in Excel.
I was involved in the initial implementations of both of those tools for my teams. I worked to help align the tools properly with our workflows and defined the attributes of information we needed to track. I also helped to customize the reporting at the team and program levels.
I also partnered with a SaaS company that was responsible for several integration projects with my teams. They used Monday, and I have exposure to a number of features within that system. Their implementation was a bit more simplistic than what I am used to, but it seemed to work well for their needs as a small company."
Written by Karrie Day on May 23rd, 2022
Discovery
8. What certifications do you have that would be applicable in your role as a technical program manager?
Why the Interviewer Asks This Question
Some technical program manager roles require specific certification such as scrum master, PMP, ITIL, Six Sigma, or certified scrum product owner. Interviewers ask this question to identify candidates with the certifications and educational background necessary for their work in the technical program manager role.
Written by Karrie Day on May 23rd, 2022
Remember To
Remember to be clear about any applicable certifications you once held that are now expired. Some companies will accept past experience in lieu of current certification, but it is critical to be clear about the status of all of your certifications. Interviewers might interpret confusion in this area as dishonesty and exclude you from additional interviews.
Written by Karrie Day on May 23rd, 2022
Answer Example
"I am a certified scrum master, and I am ITIL V4 certified. In addition to scrum, I am well educated on SAFe. We use SAFe in my current company and I am actively working toward my SAFe Agilist certification.
I have taken classes in project management, product backlog management, facilitation, and leadership. All of these knowledge areas would benefit my work as a technical program manager."
Written by Karrie Day on May 23rd, 2022
Discovery
9. What level of experience do you have managing technical projects?
Why the Interviewer Asks This Question
This question is asked to assess the level of responsibility a technical program manager has had in previous roles. Some organizations use the terms project management and program management interchangeably, while others utilize program managers as senior leaders that bridge multiple projects together. Interviewers use a candidate's answer to determine if they are a fit for the scale of programs they will be required to lead.
Written by Karrie Day on May 23rd, 2022
Remember To
Remember to include examples of the various types of projects you have led including SaaS, web, mobile, cloud, integration, data warehousing, etc. Also, be sure to describe your experience leading both custom development and vendor implementation initiatives. Finally, it is helpful to offer the interviewer a sense of the scale of the programs or projects you had responsibility for. This includes the budgets you were responsible for, the resources you led, and the user communities you served.
Written by Karrie Day on May 23rd, 2022
Answer Example
"I worked as an engineer developing financial solutions prior to transitioning into project management. I led our team's development efforts and I was responsible for developer assignments and quality control. I partnered with a program manager regularly to develop strategy and better understand the needs of our clients.
I currently work for an insurance company and I was hired initially as a scrum master who worked with teams that developed mobile solutions for our customers. I led various projects, including introducing the ability to submit and monitor claims online.
I was promoted to program manager 6 months ago and I manage the mobile solution portfolio that serves a population of over one million customers. There are three scrum teams that I work with regularly and they each consist of 5-7 resources including project managers, scrum masters, engineers, and product owners. I manage a capital budget of $4 million annually and I also manage the budgets for our vendor contracts for the various cloud services we rely on."
Written by Karrie Day on May 23rd, 2022
Discovery
10. Please describe your experience managing complex integration projects or programs.
Why the Interviewer Asks This Question
Technical program managers may be responsible for managing a portfolio of integrated solutions that affect many user groups or business functions. Integration initiatives require specific skill sets and interviewers ask this question to ensure the candidate they select understands the work involved and how to manage it properly.
Written by Karrie Day on May 23rd, 2022
Remember To
Remember to include examples of work you performed on integration projects or programs in lead roles such as tech lead, lead engineer, consultant, architect, or senior analyst. While these roles would not necessarily perform all of the tasks of a technical program manager, they speak to a candidate's ability to understand complex integration solutions and the work necessary to deliver them.
Written by Karrie Day on May 23rd, 2022
Answer Example
"As a senior business analyst, I developed the integration requirements and helped design a solution that integrated a series of HR onboarding solutions I was responsible for. The integration data layer helped to manage functions such as applicant tracking, approvals, security badge requests, application access, security, and termination rules. I was not the project manager for these projects, but I managed the work of our analysts, contributed to the roadmap, and served as a subject matter expert on behalf of our customers.
As a program manager, I led a team that developed a cloud-based data warehouse solution that bridged together sales systems across various lines of business. I oversaw multiple projects to integrate financial and analytic solutions with the data warehouse"
Written by Karrie Day on May 23rd, 2022
Discovery
11. What budgetary activities are you responsible for in your current role?
Why the Interviewer Asks This Question
Managing capital and operating budgets for human resources, software purchases, hardware purchases, professional services, and maintenance agreements are all responsibilities that may fall within the scope of a technical program manager's role. Interviewers ask this question to gain insight into a candidate's level of experience managing these various budgets.
Written by Karrie Day on May 23rd, 2022
Remember To
Remember to describe the various types of budgets and the work your teams contribute to even if you are not personally responsible for their management. For example, you may not directly manage the equipment budget for the servers your team uses, or for the cloud services your team utilizes, but you may have to provide planning and usage information on a regular basis for the purposes of forecasting and accounting.
Written by Karrie Day on May 23rd, 2022
Answer Example
"In my current role as a program manager, I oversee the budgets of three cross-functional development teams responsible for a portfolio of twelve solutions. Our project managers manage the individual project budgets and approval of time for their projects, and I monitor the overall capital and operating spending. I am responsible for hardware purchases, software purchases, and SaaS solution budgets. I also monitor the money spent by the resources that support our solutions and provide other shared services such as database management, cloud services, and release management.
I meet annually with senior leaders within the business units who own the solutions we develop to determine the budget needed for the upcoming projects. I also work with my senior leaders to ensure we plan for training, team-building, and other overhead-related activities that are not always charged back to our customers. I provide these same leaders with monthly and quarterly updates."
Written by Karrie Day on May 23rd, 2022
Discovery
12. What development or engineering experience do you have?
Why the Interviewer Asks This Question
Some technical program manager positions require in-depth knowledge of specific engineering practices or technologies. This question is asked to assess a candidate's level of engineering expertise.
Written by Karrie Day on May 23rd, 2022
Remember To
Remember to describe any relevant technical experience such as system design, user experience design, writing queries, data analysis, integration design, or managing deployments in the event you do not have direct development experience. Some companies will accept this level of experience in lieu of engineering expertise as they speak to a candidate's ability to understand end-to-end technology solution development and support.
Written by Karrie Day on May 23rd, 2022
Answer Example
"My educational background is in management information systems. I understand the basics of information solution design and engineering, and I developed several solutions while I was in school. I found that my passion lay in working with customers to learn about their businesses and translate their needs into intelligent solutions that add value, so I began my professional career as a business systems analyst. I worked in cross-functional teams of project managers, analysts, developers, architects, and quality assurance analysts to develop custom web-based solutions for various operations groups within a large media company.
In my time as an analyst, I worked very closely with the architects and developers on our teams. I reviewed technical design documents, participated in code reviews, wrote queries to analyze large datasets, and performed research to help troubleshoot complex technical issues. I have experience as a delivery manager working to manage the customer-focused and technical aspects of large deployments. Finally, I have experience managing projects, resources, and budgets.
All of these experiences allow me to understand the end-to-end processes of technical solution discovery, planning, engineering, maintenance, and support from the various cross-functional perspectives that make up solution teams. This adds tremendous value to my work as a technical program manager because I am able to understand the detailed and important concerns of the various members of my teams and simultaneously assess them for business impact. Likewise, I am able to understand high-level business and customer scenarios and translate them into action plans that make sense in a technical setting."
Written by Karrie Day on May 23rd, 2022
Discovery
13. What solution development methodologies do you have experience with?
Why the Interviewer Asks This Question
Companies use a wide array of methodologies to develop technology solutions. Some follow specific traditional or agile methods such as waterfall or scrum. Others have implemented hybrid and custom approaches based on the specific needs of their teams and customers. Interviewers ask this question to determine if the depth of a candidate's experience in working with the various methods used to develop products is in line with the needs of their company.
Written by Karrie Day on May 23rd, 2022
Remember To
Remember to include the various roles you played in each methodology you describe within your answer. Each role has a specific scope of duties and candidates with a history of serving in multiple roles are likely to have the depth of knowledge necessary for success as a technical program manager.
Written by Karrie Day on May 23rd, 2022
Answer Example
"Waterfall was the methodology we used most often early in my career as an analyst. We used rapid application techniques from time to time, but only in special circumstances when we needed to quickly develop proof-of-concept type solutions.
I began working with various agile methodologies about ten years ago. I have worked on scrum and kanban teams and I have experience serving as a scrum master, product owner, and project manager. Currently, I work for a toy and entertainment company. We implemented the scaled agile framework, and the teams that engineer the solutions within my portfolio use a variety of agile methodologies. I serve as a program manager and work directly with our release train engineers."
Written by Karrie Day on May 23rd, 2022
General
14. What is the concept of a minimally viable product?
Why the Interviewer Asks This Question
There is usually a difference between the minimal functionality necessary to launch a product and the scope of an entire project. Interviewers ask this question to ensure you know the various techniques that foster the execution of this important Scrum concept.
Written by Karrie Day on May 23rd, 2022
Remember To
Remember to describe which roles are typically responsible for deciding which stories define the scope of a minimally viable product. Several members of a scrum team often offer technical, usability, and feedback mechanism considerations that should be considered when determining MVP scope.
Written by Karrie Day on May 23rd, 2022
Answer Example
"A minimally viable product, or MVP, represents the product features that need to be completed for a product to launch initially. The initial release is usually developed for a small set of users who provide feedback that can be incorporated into future iterations. Product owners collaborate with the business and development team to determine the right mix of user stories to be included in the MVP. They also partner with the business to determine which users will be included in the initial release and how they will provide feedback.
As a technical program manager, I typically oversee the brainstorming processes involved in the selection of the scope for an MVP. I ensure the appropriate standards are followed and that the feature selection aligns with the work for other teams or products I have responsibility for. I also ensure the process is collaborative and incorporates feedback from the business and the development teams in addition to product owners."
Written by Karrie Day on May 23rd, 2022
General
15. What is continuous automation and how does it add value?
Why the Interviewer Asks This Question
Continuous automation practices are standard in many companies, and engineering teams are constantly improving their ability to quickly and safely deliver products. Interviewers ask this question to ensure a potential technical program manager is familiar with the concept and has the ability to properly plan for and support automation practices.
Written by Karrie Day on May 23rd, 2022
Remember To
Remember to include the concepts of integration and deployment within your response. Continuous automation activities focus on the improvement of efficiency and the reduction of risk within both areas.
Written by Karrie Day on May 23rd, 2022
Answer Example
"Continuous automation is the practice of automating code integration and deployment testing procedures. For example, automation would help to identify issues when multiple developers work on the same feature within a system and merge their code. Deployments are also automated, and issues are flagged when new code is released in test or production environments.
The value of continuous automation is that it improves efficiency, consistency, and safety. Automated tests help to quickly and easily identify issues that would otherwise cause chaos if they were to be deployed. Builds are seamless and code merges are much less time-consuming."
Written by Karrie Day on May 23rd, 2022
General
16. What are some of the characteristics of maturity within a technology engineering team?
Why the Interviewer Asks This Question
Technical program managers play a role in ensuring the processes engineering teams follow are streamlined and effective. Interviewers ask this question to determine if a candidate understands the characteristics they will be expected to cultivate within the teams they work with.
Written by Karrie Day on May 23rd, 2022
Remember To
Remember to include a mix of teamwork, leadership, and technical expertise within your response. Mature teams display expertise within their specific field, but they also demonstrate high-performance team dynamics.
Written by Karrie Day on May 23rd, 2022
Answer Example
"Maturity within engineering teams occurs across a number of key conceptual areas. These include teamwork, leadership, technical expertise, customer service, and agility.
Mature teams are able to demonstrate advanced team-focused operations. They know how to partner properly. They mentor and educate each other well. They are able to work through conflicts comfortably and support each other professionally and personally.
Mature teams have strong leaders, and all of the team members show leadership in their individual roles. They know how to facilitate discussions properly and allow everyone on the team to add value. They hold each other accountable and inspire the best in each other.
From a technical perspective, mature engineering teams have a wide variety of skill sets to lean upon. They are seasoned in the technologies that are most important to their products and they continually learn new concepts that add value. They are focused on the continual improvement of their automation and deployment practices. They have well-architected frameworks that support extensibility. Additionally, they are strategic and simultaneously able to execute tactical operations.
Mature engineering teams understand their customers. They are familiar with the personas they develop solutions for and they understand the value chain. They demonstrate user empathy and take pride in delivering solutions that achieve their customers' goals and improve their lives.
Finally, mature engineering teams demonstrate agility. They are able to roll with the constant rate of change within technology. They take advantage of new opportunities and handle the stress of unforeseen challenges with ease. They develop their solutions in an iterative manner that aligns directly with the most important and valuable features. They deliver the right solutions in the right way at the right time."
Written by Karrie Day on May 23rd, 2022
General
17. What is the difference between project management and program management?
Why the Interviewer Asks This Question
Large enterprises typically employ both program managers and project managers. Interviewers ask this question to determine if a candidate understands the differences between the scale and responsibilities of these two roles.
Written by Karrie Day on May 23rd, 2022
Remember To
Remember to provide a comparison of the roles across various aspects such as scale, impact, focus, timeline, and task responsibilities. It is helpful to explain the difference for each point of comparison as opposed to offering a complete description of one role, and then comparing them.
Written by Karrie Day on May 23rd, 2022
Answer Example
"At the highest level, program managers typically have a wider range of focus and responsibility than project managers. There are several typical differences between these two roles, but they can vary from company to company. While there may be some crossover, the difference is usually a matter of scale and responsibility.
Program managers are strategic and monitor multiple projects and workstreams at a time. Project managers follow the strategic guidance they are given and ensure the success of individual projects through the coordination of work.
Program managers have a long-term focus on work for an area of business, or a portfolio of products they are responsible for. Project managers typically focus more on short-term projects and may shift their focus across products or business areas as needed.
Program managers are often responsible for overseeing standardization across projects or implementing strategy. They bridge integrated efforts together and track high-level metrics and help to advise executive decisions. Project managers are focused on the day-to-day operations of a team and track project-specific metrics. They bridge the individual contributors within a specific team together.
Finally, program managers are typically responsible for deliverables such as strategic plans, roadmaps, and program ROI, while project managers are responsible for items such as individual project plans, team performance metrics, and client-focused implementation communication."
Written by Karrie Day on May 23rd, 2022
General
18. How would you define the relationship between a vision, goals, and strategy?
Why the Interviewer Asks This Question
Technical program managers are responsible for taking programs through all of the phases of inception and execution. This question is asked to ensure a candidate understands these important conceptual artifacts that help to drive alignment and success within large programs of work.
Written by Karrie Day on May 23rd, 2022
Remember To
Remember to provide easy-to-understand and clear definitions for each area. Technical program managers often facilitate the discussion and creation of vision statements, goals, and strategic plans. It is expected that they can quickly and easily describe this work.
Written by Karrie Day on May 23rd, 2022
Answer Example
"Vision, goals, and strategy are high-level features of a program or project that define the target and how it will be met. The vision communicates the 'what' of the initiative. It is a clear and short statement that outlines the purpose and the ultimate goal. It helps to create excitement and alignment within the teams that work toward bringing the vision to life.
Goals define the extent to which the vision will come to life at a given point in time. For example, if the vision of a program at Coinbase is to develop the world's most trusted and used app for crypto trading, a goal for a particular year that aligns with that vision might be to increase usage by 15% within a specific target audience.
Strategic plans define how goals will be met to transform the vision into a reality. If we stick with the example goal of the 15% user increase, a strategy for that goal would include a multi-faceted plan that integrates work between various teams and groups such as product management, marketing, engineering, support, legal, finance, etc."
Written by Karrie Day on May 23rd, 2022
General
19. Compare the functions of product management and program management.
Why the Interviewer Asks This Question
Technical program managers help to integrate workstreams across complex projects. They partner regularly with product managers during specific projects to ensure products are developed in the right way. Interviewers ask this question to determine if a candidate understands the scope of each and how to partner properly with this integral role.
Written by Karrie Day on May 23rd, 2022
Remember To
Remember to describe responsibilities that have the potential for overlap between these two roles. These areas represent the scenarios that have the most collaboration opportunities and potential for conflict.
Written by Karrie Day on May 23rd, 2022
Answer Example
"A product manager is in charge of the strategy and the success of the development of a specific product they are responsible for. They have end-to-end ownership of all of the activities that affect the development and support of their product throughout its entire lifecycle, and they help to define the customer experience. A product manager may partner with multiple project teams at a time on the development of their product. For example, the product manager of software that has a web and app version may work with multiple development and support teams to ensure its features are developed and supported properly. They may also work with marketing, legal, and other business teams as needed.
A program manager has oversight over the strategy for the success of project execution within a defined portfolio. They help to apply standards and foster coordination between various development teams. They typically oversee the work of individual project managers and assist with resource allocation issues, budget requests, etc.
There is an overlap between these two roles. In the example of the software product manager I gave, they may work alongside a program manager to coordinate interdependencies across teams. However, the product manager maintains a product-specific focus to ensure the right things are developed at the right time. The program manager is more concerned with the efficiency of the operations within the teams they are responsible for and ensures products are developed in the right way."
Written by Karrie Day on May 23rd, 2022
General
20. Please describe the role of a scrum master.
Why the Interviewer Asks This Question
Many companies use agile methodologies to develop technology solutions and scrum is a popular method in use today. Interviewers ask this question to test a candidate's familiarity with the role of scrum master in the event the technical program manager will work directly with this integral role.
Written by Karrie Day on May 23rd, 2022
Remember To
Remember to describe how you would partner with the scrum masters within your area of responsibility as a technical program manager. This would include serving as a coach to handle difficult situations and ensuring collaboration across the teams you are responsible for.
Written by Karrie Day on May 23rd, 2022
Answer Example
"A scrum master is responsible for the successful facilitation of sprint and project ceremonies. They ensure that a team properly leverages agile and scrum principles to improve the quality of the products their teams develop. They mentor the team through the scrum process and resolve conflicts that arise. Scrum masters are also responsible for removing roadblocks and shielding the team from distractions.
Scrum masters typically track team performance and generate artifacts such as burndown charts to use for planning and reflection purposes. They facilitate reflection meetings and ensure that team members are accountable for the improvement commitments they make.
As a technical program manager, I work closely with scrum masters. They are leaders at the team level, and we partner to ensure we are regularly tracking progress and following quality assurance standards. I assist with resolving difficult conflicts and ensure that collaboration occurs among the scrum masters within my portfolio of responsibility."
Written by Karrie Day on May 23rd, 2022
General
21. What are the high-level differences between an architect and an engineer?
Why the Interviewer Asks This Question
This is a general knowledge question intended to identify candidates that have a solid understanding of the roles that are typical within a technologically mature organization. Many technical program managers work closely with these two roles, and it is important for candidates to be knowledgeable about what to expect from architects and engineers respectively.
Written by Karrie Day on May 23rd, 2022
Remember To
Remember to include a comparison of the scale of the work for architects and engineers. For example, architects work at a higher level to set standards and the framework for large solutions while engineers make code-level decisions that are focused on the lower-level details that make up larger solutions.
Written by Karrie Day on May 23rd, 2022
Answer Example
"The difference between architects and engineers can vary depending on the company, team, and implementation of the role. However, generally speaking, architects are typically responsible for planning, design, standards, frameworks, research, and high-level quality control. They are senior technologists that have a depth of engineering experience. They partner with roles such as business consultants, senior user experience designers, senior engineers, product managers, and clients to understand high-level requirements and translate them into strategic technology plans. They help to define the technology stack that will be used and how the various components will work together. Architects research the latest technology and assess new tools for their ability to integrate into current solutions. Finally, architects often mentor development teams to resolve complex technical issues and ensure that quality standards are met.
Engineers take the plans that are developed by architects and put them into practice. They help translate business requirement-based designs into functional and technical requirement-based solutions. Engineers use the tools available to them to develop integrated and extensible solutions that meet the lower-level and specific needs of their users. They continually review their code for quality improvement opportunities and research ways to improve tactically. They provide insight to more senior-level resources on the feasibility of high-level standards and change requests."
Written by Karrie Day on May 23rd, 2022
General
22. What is technical debt, and why is it important to address it?
Why the Interviewer Asks This Question
Technical program managers strive to ensure the delivery of solutions that are healthy and extensible. Technical debt represents the risk to the future of a product, and interviewers ask this question to test a candidate's knowledge of this important concept.
Written by Karrie Day on May 23rd, 2022
Remember To
Remember examples of why technical debt occurs in your response. Candidates who understand the root causes of technical debt are more likely to also understand how to avoid it when possible and address it properly as needed.
Written by Karrie Day on May 23rd, 2022
Answer Example
"Technical debt occurs when a team decides to follow a particular course of action that results in lower quality solutions in favor of time or monetary savings. For example, a team may decide to implement a search solution with limited capability to get a system out into the hands of the users due to a timeline constraint. In this case, there is 'debt' to be paid in the future to replace the solution with something more robust when time permits.
Technical debt can also happen in situations in which the engineers or architects lack the knowledge necessary to develop the most efficient and effective solution possible. They may realize down the line that the solution as designed is not extensible or feasible for the future. In this case, the 'debt' is represented by the effort it would take to refactor the solution to fit the future requirements.
It is important to allocate time regularly to addressing technical debt because it sets the stage for future feature development to occur in the most efficient manner possible. It is similar to performing maintenance on your home. If you regularly service your major systems and appliances, you can delay and sometimes even avoid costly replacements in the future."
Written by Karrie Day on May 23rd, 2022
General
23. What are the components of a strategic technology roadmap?
Why the Interviewer Asks This Question
Technical program managers are often responsible for the creation, maintenance, and communication of technology roadmaps. Interviewers ask this question to determine if a candidate understands the types of information they will be responsible for communicating through these important deliverables.
Written by Karrie Day on May 23rd, 2022
Remember To
Remember to demonstrate your understanding that a strategic roadmap for a program of work is different than a roadmap for a product or a project. Program roadmaps synthesize the work of multiple teams and projects together to communicate the big picture.
Written by Karrie Day on May 23rd, 2022
Answer Example
"I have worked with a number of formats for developing strategic roadmaps. They have all been a little different and fully customized to show the information that was the most valuable to the users of the document. However, in each case, I consider the same bodies of work and milestones for display.
First, I break down my roadmap by workstream. I typically have a mix of technology-driven streams such as infrastructure, cloud, mobile, app, and support. When relevant, I include lanes that represent product activities such as marketing campaigns, launches, live events, or partner events. I visually demonstrate the major bodies of work and the timeframe and progress for each. I also show when major releases are scheduled. This helps to communicate interdependencies between teams.
Finally, I list major milestones. These may be company, competitor, product, or team-related. The goal is to list any significant dates that the various leaders I work with need insight into. It is important for each group to know when major events happen and how their work feeds into the process."
Written by Karrie Day on May 23rd, 2022
Leadership
24. Please describe your leadership experience.
Why the Interviewer Asks This Question
Some technical program managers are direct managers of individuals such as project managers. Alternative models usually require technical program managers to perform leadership activities even if direct management is not required. Interviewers ask this question to determine if the scope and scale of a candidate's leadership experience are in alignment with the needs of their organization.
Written by Karrie Day on May 23rd, 2022
Remember To
Remember to include various leadership styles within your response. Technical program managers are expected to have a professional background that includes leadership activities such as influence, inspiration, coaching, and facilitation. Also, consider including leadership activities with clients or customers in addition to leading members of the teams responsible for solution development and delivery.
Written by Karrie Day on May 23rd, 2022
Answer Example
"As an engineer, I oversaw the work of junior engineers and led large design and consultation initiatives. I was the direct manager of three engineers before I transitioned into project management. In that role, I led small to medium-sized development teams that consisted of analysts, engineers, and testers. I was responsible for the overall success of the team and for maintaining a quality customer experience. Additionally, I have served as a scrum master and successfully facilitated the scrum process for several large-scale implementations.
I have extensive experience coaching clients and facilitating client sessions. I am able to help them understand complex technological concepts and lead them through the process of inspiring their teams to utilize new technology properly."
Written by Karrie Day on May 23rd, 2022
Leadership
25. What level of experience do you have leading remote initiatives?
Why the Interviewer Asks This Question
Some companies have teams composed of resources that work from multiple locations. Interviewers ask this question to evaluate a candidate's ability to lead and facilitate in a virtual team setting.
Written by Karrie Day on May 23rd, 2022
Remember To
Remember to include leadership experience from roles outside of project or program management. Interviewers value experience leading architectural, analytical, design, development, implementation, and support initiatives even if the work was not directly tied to a program manager role.
Written by Karrie Day on May 23rd, 2022
Answer Example
"I served as a technical lead and scrum master for a cross-functional team prior to working as a program manager. Our team worked in a hybrid virtual environment, and I helped to facilitate various remote meetings including daily stand-ups, design sessions, feature reviews, and retrospectives. One of the areas of focus for my work in that role was monitoring the efficiency of the team and ensuring that we were connecting properly to resolve issues as quickly as possible. I implemented operating procedures to ensure we were able to be as effective away from the office as in person.
In my current role as a technical program manager, I manage a portfolio of solutions that are developed by four cross-functional teams that are all currently remote. My clients are remote as well. I am responsible for facilitating strategic planning sessions and high-level design and integration discussions. I also work directly with our project managers, product owners, and scrum masters to ensure our teams are properly aligned and following the methodology standards."
Written by Karrie Day on May 23rd, 2022
Leadership
26. How would you describe your personal leadership style?
Why the Interviewer Asks This Question
Technical program managers regularly provide leadership to the teams they are responsible for or partner with. This work includes leveraging a mix of direct and indirect leadership skills. Interviewers ask this question to identify candidates that have a blend of leadership attributes that are in alignment with the needs of the teams and customers they will be working with.
Written by Karrie Day on May 23rd, 2022
Remember To
Remember to include servant and influential leadership skills within your answer. Technical program managers do not always have direct line management responsibilities and it is expected that they have the ability to indirectly inspire others to meet their performance goals.
Written by Karrie Day on May 23rd, 2022
Answer Example
"I would describe myself as a hybrid and situational leader. I prefer to assess the situation and customize my approach to fit the needs of the individuals I am working with. Sometimes, this requires direct leadership through the communication of performance goals and assessments. And sometimes, the best approach is to inspire others by creating competition or motivating people by offering rewards. I also use a democratic style when decision-making would benefit from a team approach.
Regardless of the scenario, I always strive to lead by example by reaching for excellence in my own work. I am accountable for my mistakes and I take steps to improve when needed. I am a servant to others and believe in a humble and facilitative spirit in my work."
Written by Karrie Day on May 23rd, 2022
Situational
27. What are some of the methods you use to build strong relationships with your stakeholders?
Why the Interviewer Asks This Question
Technical program managers are expected to develop strong relationships with their teams and their stakeholders. Interviewers ask this question to ensure a candidate has the soft skills necessary to create and maintain these critical connections.
Written by Karrie Day on May 23rd, 2022
Remember To
Remember to include personal strategies alongside professional techniques for developing relationships. It is natural to approach this aspect of a technical program manager's work in a way that cultivates a friendly environment in addition to one of professional trust and respect.
Written by Karrie Day on May 23rd, 2022
Answer Example
"First and foremost, I use performance as a method of forming strong relationships. I make commitments and work hard to develop strategies to ensure they are met regularly. I am accountable for the work of my teams, and I take ownership for the resolution of any issues that arise. I work to inspire the members of my teams to learn about their stakeholders and approach their problems and opportunities as if they were their own. I believe in working to develop a consistent level of excellency from a customer service perspective and I strive to set the tone through my own actions. I get involved personally any time I can be of service to my team and my customers throughout all of the phases of the projects I am responsible for.
On a personal level, I take the time to get to know my stakeholders. I enjoy taking them to lunch, coffee, or whatever is appropriate to learn more about them personally and more about their challenges and successes. I feel this type of regular outreach goes a long way towards fostering trust and grace in the event unforeseen challenges arise."
Written by Karrie Day on May 23rd, 2022
Situational
28. Tell me about a time when you experienced a conflict with a project manager.
Why the Interviewer Asks This Question
Technical program managers frequently interact with other program managers and project managers to discuss competing stakeholder and team needs. Interviewers ask this question to gain insight into a candidate's ability to negotiate and facilitate solutions in times of conflict.
Written by Karrie Day on May 23rd, 2022
Remember To
Remember to select a scenario in which the conflict had a professional aspect to it. While personal conflicts happen within the workplace, it is best to focus your response on conflicts based on topics such as budgetary constraints, conflicting business needs, timing issues, etc. Also, remember to demonstrate your ability to empathize with the parties involved. Technical program managers often represent the needs of others and bridge disparate groups together. Companies value candidates with the soft skills necessary to understand the needs of all sides and facilitate valuable solutions.
Written by Karrie Day on May 23rd, 2022
Answer Example
"I once managed a project to integrate a scheduling and operations system with our financial ERP system. The goal was to feed customer purchase data into the billing module so that we could avoid duplicative data entry and further automate the billing process.
The team I managed followed scrum mixed with several custom practices that made sense for our team. The PeopleSoft team we were partnering with followed waterfall. The working and management styles of our two teams were very different and we needed a way to bridge our teams together.
The program manager for the PeopleSoft group demanded that we handle our project under their methodology. She had never used an agile approach before and refused to consider it. The project manager from their side was more open to the idea, so I met with him to discuss how we would blend our two approaches to iteratively develop our solution and deliver the final product. I agreed to mentor their resources on the process while providing the status and financial reporting that their PMO required.
We presented the idea to his program manager and her senior management along with support from our customers and my management. They appreciated our thoughtful proposal and valued the collaborative mentoring opportunities it offered. The project was a major success, and the financials teams began transitioning some of their projects to agile and hybrid methodologies as a result. The program manager who was initially against the idea thanked me for not openly challenging her and for developing something that honored both sides."
Written by Karrie Day on May 23rd, 2022
Situational
29. How do you measure the success of the programs you are responsible for?
Why the Interviewer Asks This Question
Technical program managers are directly responsible for ensuring the success of the initiatives within their assigned program. They may also lead project managers who monitor the success of the individual projects within the program. Interviewers ask this question to determine if a candidate can clearly articulate how they know when their programs are successful.
Written by Karrie Day on May 23rd, 2022
Remember To
Remember to specify your work with various goal setting and measurement frameworks such as the OKR (objectives and key results) model if you have used it to measure success in the past. Several major companies rely heavily on similar models and value technical program manager candidates who have experience tracking success in this way.
Also, remember to describe a method for tracking success at a team level. This may include activities such as holding reflection meetings or one-on-ones to gauge morale. Successful product launches and delivery of business goals are important, but it can be equally as important to maintain an environment where team members feel supported and satisfied.
Written by Karrie Day on May 23rd, 2022
Answer Example
"There are three main aspects to measuring success for the programs I am responsible for. First, I measure how the work of the teams within my program performs against the defined goals of the initiative. I prefer to use the objectives and key results model for measuring this aspect of the work. I appreciate that each of the objectives has a distinct list of key results that are directly measurable. There should be little room for ambiguity, and the results should be written in such a way that teams can easily align their work with the results they need to deliver. These objectives usually include measurements of delivery time, budget performance, revenue generation, operational efficiencies, and customer satisfaction.
Secondly, I work with the project managers, product managers, and technical leads within my program to develop a clear strategy to achieve our objectives. These activities include release planning, reviewing product launch activities, defining milestones, and reviewing budgets. During these sessions, we discuss the team success metrics that we can use on a regular basis to contribute to the measurement of the OKRs. We end with the creation of team-based OKRs that align with the strategic plan.
During execution, I check in regularly with all of my teams to see how well we are performing. We review their progress against the team objectives and map their success back to the program objectives. We discuss any performance issues and develop strategies to get back on track. We also celebrate successes and discuss strategies to fully leverage things that are working better than expected.
Thirdly, I feel it is important to measure the success of a program by the satisfaction of the employees who contribute to it. The measurement methods for this can be a bit ambiguous, but I have used a mix of reflection meetings, one-on-ones, surveys, teambuilding events, and impromptu check-ins in the past. I like to make sure that everyone feels supported and challenged and that team-level conflicts are resolved appropriately. I work with the project managers and engineering leads to make sure they focus on this as well because it is a critical success factor in many cases."
Written by Karrie Day on May 23rd, 2022
Situational
30. What are some ways you would develop a culture of accountability across the various groups that support the projects you would lead as a technical program manager?
Why the Interviewer Asks This Question
Technical program manager job descriptions often mention driving accountability within teams as a duty that candidates will be expected to perform. Interviewers ask this question to determine how a candidate envisions they will be able to foster a fully accountable environment.
Written by Karrie Day on May 23rd, 2022
Remember To
Remember to include accountability methods that can be measured in a variety of ways. This should include observable behaviors and metrics that speak to delivery upon team commitments. Additionally, be sure to demonstrate how you would hold yourself accountable.
Written by Karrie Day on May 23rd, 2022
Answer Example
"As a technical program manager, I would drive accountability in a number of 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 also encourage our stakeholders to be accountable for their participation in the development process. I would ask them to be accountable for regular access to information and subject matter experts as needed.
On a team level, I would leverage the agile principles that focus on making specific iterative and daily commitments. For example, I would make sure that any scrum teams I work with are demonstrating accountability within their daily stand-up meetings and sprint retrospectives. I would personally demonstrate accountability by delivering on the commitments I make to my teammates. I would also leverage transparency and authentic ownership of any mistakes I make in an effort to inspire the same behaviors in others.
Finally, I would continually challenge our teams to be accountable for measuring how we are contributing to our mission and goals. I would personally develop OKRs and various reports to ensure we could track this information and easily identify opportunities for improvement."
Written by Karrie Day on May 23rd, 2022
Situational
31. Describe a method for performing an impact assessment.
Why the Interviewer Asks This Question
Determining the impact of potential changes is a primary responsibility of technical program managers. This question may be asked in an interview to gain insight into a candidate's process for analyzing this type of information.
Written by Karrie Day on May 23rd, 2022
Remember To
Remember to include the aspects of your impact assessment process that rely on intuition and experience in addition to data-driven processes. The experience and feelings of a program manager can be an important factor when developing a strategy from the results of an impact analysis effort.
Written by Karrie Day on May 23rd, 2022
Answer Example
"The first thing I would do is brainstorm a list of impact areas to be assessed. For example, I might consider financial impact, customer satisfaction, resource time, the frequency in which something occurs, the number of affected clients or users, etc. I would assign a weight to each of these impact areas depending on the relative importance of the area to the client and business I am working with.
Next, I would develop an easy-to-use scale to rate each assessment item in terms of impact. A typical scale would be a high-low scale in which I use the numbers 1-10. I would rate the items myself or facilitate a stakeholder session to rate the items. Using a simple formula, I would then calculate the overall impact of each item.
I would consider adjustments to the scores based on my previous experience and intuition as well as the experience and feelings of the other subject matter experts involved. I would then develop a recommendation with strategic and tactical guidance supported by the impact analysis."
Written by Karrie Day on May 23rd, 2022
Situational
32. How do you generate positive energy within teams that are stressed or overworked?
Why the Interviewer Asks This Question
Complex technology projects often experience high rates of change, unknowns, and even conflict. Companies rely on leaders such as technical program managers to generate positive energy during these probable times of stress within teams. Interviewers ask this question to assess whether the methods a candidate would use to offer positivity to their team are in alignment with the values of their company.
Written by Karrie Day on May 23rd, 2022
Remember To
Remember to demonstrate empathy for the negative feelings of team members in your response. It is important to validate the positions individuals are in before taking steps to navigate to a more positive outlook.
Written by Karrie Day on May 23rd, 2022
Answer Example
"I am naturally a positive person. I like to smile and laugh, and I try to incorporate those behaviors regularly in a workplace appropriate way. Conversely, I recognize that challenges and struggles are real. In a team setting, I strive to validate the concerns of others and not look the other way simply because something has a negative aspect to it. Instead, I inspire trust in others by being honest about how I am feeling and then balancing those feelings by exploring the positive aspects of the situation simultaneously. I find this to be an authentic approach that generates more positive energy than simply ignoring the negative and always painting everything in a positive light.
I take the same approach when brainstorming to imagine future outcomes with my teams. The future is what we come together to create, and while there may be risks or issues, we always have the opportunity to add value. I like to remind my teams of this when we are in a tough spot. I also like to encourage everyone to enjoy the easier times to the fullest. This includes facilitating social activities, encouraging regular breaks, and taking time away from the office to rejuvenate and find perspective. I feel these methods help to directly alleviate stress and burnout."
Written by Karrie Day on May 23rd, 2022
Situational
33. What are some methods in which you have helped engineers or other technical team members understand the perspectives of your customers or stakeholders?
Why the Interviewer Asks This Question
Technical program managers often serve as a bridge between customers and the teams that develop solutions on their behalf. Candidates may be asked this question in an interview to determine how they would provide their teams with the knowledge necessary to create the best-in-class customer experience that top companies expect.
Written by Karrie Day on May 23rd, 2022
Remember To
Remember to include a variety of techniques in your answer. Cross-functional teams are likely to have members with differing learning styles. Offering more than one way to learn about the customers a team serves demonstrates a candidate's ability to teach in multiple formats.
Written by Karrie Day on May 23rd, 2022
Answer Example
"I use a number of techniques to communicate the perspectives of customers and stakeholders. I feel this fosters an environment of shared accountability and success on behalf of our customers. On an ongoing basis, I share the news I receive in customer meetings. I like my team to stay in the loop as much as possible and share the feedback I receive about our work and any changes in direction.
In addition to sharing the basic news I gather in customer meetings, I have walked teams through the current state processes to help them understand how our customers function. I like to use metaphors and figurative language to help them better understand difficult concepts.
I have posted the business goals of the users in team rooms or virtually to help keep them fresh in our minds as we work. I have also developed personas, orchestrated shadowing opportunities, taken team members to customer meetings, and facilitated 'ask the customer' lunches to help them get to know their users and develop relationships with them.
Finally, I encourage the project managers and analysts I work with to use similar techniques. I coach them to understand that the more they can do to help the team develop user empathy and the ability to anticipate customer needs, the more effective their work will be."
Written by Karrie Day on May 23rd, 2022
Situational
34. How would you inspire innovation within a team that is technologically complacent?
Why the Interviewer Asks This Question
The rate of change within technology development initiatives is high. However, teams sometimes avoid working with the latest tools and methodologies available. While some of the reasons to avoid change are valid, teams with a history of complacency can benefit from influential leaders with a history of driving change successfully. Interviewers who ask this question seek technical program managers with the skills and experience necessary to lead others through periods of innovation while providing the support and encouragement necessary for success.
Written by Karrie Day on May 23rd, 2022
Remember To
Remember to describe a variety of approaches in your response. Successful, inspirational leaders understand that individuals are motivated by a wide array of activities such as communication, demonstration, observation, and competition.
Written by Karrie Day on May 23rd, 2022
Answer Example
"Complacency within technology teams happens for a variety of reasons. My first step would be to understand why the individuals I am working with are avoiding change. For example, if it turned out that the team was avoiding change because moving to another technology represented a significant work effort and they felt overwhelmed, I would use my strategic planning skills to break down the steps into small and reasonable chunks that the teams could manage iteratively.
If the team avoided change because they lacked training or skills, I would seek approval for the budget and time for training or shadowing. If the team was complacent because they were burnt out, I would seek to get approval for time away from work for teambuilding and renewal.
Regardless of the reason for complacency, I would make sure that I led by example. I would seek to continually innovate my practices as a technical program manager. This would include shadowing mentors, reading case studies from other teams and companies, and seeking training on the latest methodologies and practices available. I would also partner with architects and engineers to get their thoughts on how we could improve, and what the latest tools are that we should try. I would help do the research necessary to help resistors on the team understand why the change has a strong potential to add value."
Written by Karrie Day on May 23rd, 2022
Situational
35. Describe a time when you were required to deliver difficult news to a customer.
Why the Interviewer Asks This Question
Technical program managers sometimes find themselves in a position to inform a customer of difficult news such as missed deadlines, inability to deliver promised features, changes in budget, etc. Interviewers ask this question to determine how a candidate handles the often uncomfortable and even stressful delivery of difficult news.
Written by Karrie Day on May 23rd, 2022
Remember To
Remember to demonstrate empathy for your customer in your response. Interviewers appreciate candidates that are able to connect properly and show understanding as their customers react to difficult news. Also, be sure to describe any steps you took to ameliorate the situation such as the implementation of stop-gap measures.
Written by Karrie Day on May 23rd, 2022
Answer Example
"I work for a retail company that owns several major clothing stores. I am a program manager for the teams assigned to integrate the inventory systems of the various brands. Initially, each store had a separate inventory management system. Our corporate senior management decided that we needed to streamline the systems and the vendors involved. My team was assigned to develop a plan to get us there.
I worked with our IT Business Consultant, several senior analysts, architects, and senior engineers to review the systems used by each business unit. We partnered with the various IT groups responsible for the development, maintenance, and support of each solution to learn the high-level features and define a roadmap to bring everyone onto NetSuite ERP. It became apparent very quickly that there was a large number of complex customizations that would need to be accounted for. Many of the gaps represented functionality the business users perceived as mission-critical.
I led the presentation to deliver the news that the inventory management system consolidation initiative would be a multi-year and costly process that would cause a significant impact on the workflows of the groups that weren't currently using NetSuite. The steering committee was not thrilled with this news and wanted examples to prove my assertion. I walked them through scenarios and estimates backed by each of the teams we met with. I also presented a technical diagram outlining all of the customizations and framework differences. I let them know I understood their disappointment, but that our team had some ideas about how we could bridge the systems together in a cost-effective manner.
We outlined a proposal to move the groups with the most compatible requirements to NetSuite. Additionally, we proposed standing up a data lake to bring the inventory-based data into a central location. We could then use the data to write integrated reports on the fly. This proposal would require us to hire several business intelligence analysts and a few reporting engineers, but it would allow us to reduce our vendor footprint and deliver the analytic reporting needed to make the level of business decisions that were initially driving the program in the first place."
Written by Karrie Day on May 23rd, 2022