If you were given two weeks after on-boarding before being assigned a project, what would you do with your time?

"It's rare to be given some time to learn the ropes before jumping into a new project, so I definitely appreciate it. The first thing I would find out is the PM tool or tools that we will be using and allocate time to learn them. If I'm already familiar with it, I'll ask for company templates. Another item on my list would be to look at any process maps and/or documentation that exist so I can get an idea of how the project management office operates. If I'm allowed to, I'd really like to shadow an existing project manager to establish rapport and see what the day-to-day is like. Lastly, if there are any project meetings or kickoffs that I can be a part of, I would also want to observe so I can see what the standards are for project managers."

The interviewer wants to find out where your priorities lie. Whether the two-week wait is deliberate or not, assure the interviewer that you are going to use that time to equip yourself with knowledge and experience to make yourself an even better fit for the role. The interviewer will be interested to know exactly what you plan on learning and experiencing in those two weeks and any motivation behind your plan.

Talk about your most notable mistake as a project manager. What would you change, if given the chance to do it over?

"When I was starting out as a project manager, I was assigned to implement a customer relationship management (CRM) tool for the company's marketing and sales teams. During the selection phase, leadership was wowed by this one tool because of how robust it was. Further, it was a very popular CRM used by our biggest competitors. The selection was done exclusively by the leadership team, with little representation from the people at sales and marketing who would become the end-users of the CRM. Leadership asked to do a 30-day trial, but there were no clear testing guidelines. It seemed like we just wanted to be on-trend with our competitors, but I was scared to play devil's advocate. In the end, we were paying 100% for a tool when we needed only 60% of its functionality.After that project, I learned to contribute more in the initiation phase of a project. I think that if I had spoken out about my concerns, we could have taken a bit more time during the selection process and get a better understanding of the business needs. Now, when I get assigned a similar project, I always ask to do a thorough review of providers. I've also created a list of guidelines in which we take a lot of factors into consideration, not just organization-centric factors, but more importantly customer-centric ones."

Regardless of your level of expertise or years of experience, you are allowed to fail. Be truthful; describe your mistake to the interviewer and briefly explain why it happened. A successful answer will emphasize your learnings, and what you have done since the failure to avoid repeating it. Own the error and explain how you resolved it.

Tell me about your favorite manager (anyone you directly reported to). What qualities did they have that really stood out to you?

"My favorite manager is my previous senior project lead. They learned about my experience and understood which path I wanted my career to take. They invested in my development and made sure I landed projects that gave me the opportunity to expand my skills and capabilities. For example, in one of my performance reviews, I stated that I was going to work toward Scrum certification. By the next month, they had me registered in a certification course paid for by the company. I really appreciate that they saw my potential enough to finance my studies."

By asking this question, the interviewer is looking at how your leadership style is influenced by others. This question also determines your attitude towards leaders, as well as the type of personalities you work well with. When positioning your response, keep the collaborative and technical nature of the job in mind, and address the expectations outlined in the job description.

How would you describe your communication style?

"I'd like to think that I'm a versatile communicator. For example, I can relate with the development team on a somewhat technical level but I don't pretend to know better than them. I always err on the side of facts or logic, and not let opinions get in the way. On the other hand, if I'm reporting to leadership or non-technical teams, I try to speak in laymen's terms if I need to explain something complex. I could use analogies or the like. I always just think of the end goal and adjust my communication to get what I need from a situation."

The technical project manager facilitates communication between teams and typically, between departments in a large organization. In your response, demonstrate what role your communication effectiveness will play in keeping team members informed and accountable throughout the process. Show the interviewer that you can adapt the way you communicate with different team members with varying technical knowledge.

What do you like and dislike about working with technical-minded colleagues?

"In my experience, tech people tend to be less expressive, so it can be hard to gauge their reactions and emotions. It can take some time for them to warm up, which could make for an awkward working environment at the start. Fortunately, I've experienced working with a variety of similar personalities, so I've learned to adapt. I like that I'm able always to tie everything back to data and metrics. For example, if a team member says no to a recommendation or a proposal, I can always count on them to back it up with facts. It can be quite refreshing to work with people who are so objective."

Technical-minded or technology-skilled workers, such as coders, software engineers, systems architects, are highly logical thinkers. The interviewer will want to learn that you can appeal to logic while representing business interest, as well as customer satisfaction. When crafting your response, think about the benefits and disadvantages there might be in working with a crowd that thrives on solving problems and hate fluff.

How do you measure your own success as a project manager? What key performance indicators are most important to you?

"I can speak to my own success measures at a high level. In terms of the financial success of projects, I keep anything that impacts the budget or the timeline directly such as off-track tasks, do-overs, and scope creep to a minimum. Depending on the business goals for each project, I would assign myself a maximum number of each of these events per week or month to keep myself accountable. Second, my main metric in keeping my customers happy, whether they're internal or external, would be feedback. For external customers, a regularly scheduled qualitative survey usually works. For internal customers, it's usually a working feedback process between me and the teams I work with. In addition, I consider my stakeholders and project sponsors as my internal clients. I think that a majority of my metrics rely heavily on effective communication between me and these parties."

There are many different ways project managers measure their own success, but you can categorize most KPIs under four general categories: financial, customer, process, and personal development. Choose two or three that speak directly to the core values of the company, or based on the job requirements. The interviewer will want to learn more about how well you understand each of these key performance indicators and their relevance in your role as a technical project manager.

What do you do if you identify that one stakeholder in the project is becoming a roadblock in completing milestones?

"Once I was managing the system implementation for a new branch that was under construction. One of the main stakeholders for the build was the operations director. I had asked them for the organizational breakdown of the new branch so I could break down the access privileges as well as other software permissions based on different roles and responsibilities for the branch. The operations director, Mr. A kept pushing it off giving the excuse that HR hadn't confirmed headcounts and hiring timeline. I had already explained multiple times how critical it was for us to at least estimate the number of people who would be managers, supervisors, and everyone else under them. I needed to carve out the hardware budget accordingly, get approvals, and plan software training for new hires.After a month with no estimates, I respectfully let Mr. A know that I would approach HR directly. I escalated to my manager and asked to coordinate directly with HR. This was not a standard operating procedure, so my manager and I met with Mr. A's superior first and they confirmed that Mr. A has a history of withholding information. In this case, the superior advised that I approach them directly moving forward, instead of Mr. A. I got the data I needed and got the project sponsors' approval. After that, I met with Mr. A to show them the numbers before I shared them with the rest of the project team. I felt like I needed to assure him that I wasn't going behind his back, but instead made him feel as if I wanted to take a large task off his plate."

Processes can be defined, documented, and refined. However, you will need people to run them, and people can become project risks. In your response, assure the interviewer that you have a rational approach to solving interpersonal issues within the project team. Talk about your plan and any relevant contingencies you might put in place to ensure project success.

What is the most critical part of the systems development life cycle (SLDC)?

"In my opinion, all phases of the SLDC are important. For example, defining user requirements is one of the key elements to successful testing and evaluation, to which the analysis and planning phases are critical. In the same vein, if the sample framework is flawed from the design phase, you may only determine the flaws during deployment to a larger group. I'm a big fan of following a well-defined cycle because it helps provides a clear view of the system implementation or improvement project needs, such as the project team, staffing, cost, and timing."

The systems development life cycle describes the stages involved in a system development project, with the objective of developing or scaling business systems. A system implementation or improvement project is something most technical project managers will handle in which this cycle will need to be followed. A successful answer will show your familiarity with the relevant steps to the process. In addition, the interviewer wants to learn how well you understand these steps.

"In my opinion, the input analysis and the planning phase is the most critical:This is the part where the product backlog (which is the backbone of the project) is compiled, solution concept is presented to the stakeholders and the management especially, the cost/effort/resources plan introduced - all needed for the stakeholders/management to perform a meaningful go/no go session."

Tell me about your experience in working with Product Managers. How does your role differ from theirs?

"In my experience, product managers are the visionary of the project; they identify pain points and create something to fix them. Historically, they focus on managing the development team and communicate externally as needed. As the project manager, I come in once that vision has somewhat formed and I interpret it into concrete implementation steps. I focus on overall project scheduling, external dependencies, and the path forward. I think the key to a harmonious relationship is to start it off by defining roles specific to the project because there will likely be overlaps."

In essence, product managers are concerned with the what and the why of a project. Technical project managers, on the other hand, are responsible for laying out the when, the how, and the who. With this question, the interviewer is assessing your ability to draw the lines between your responsibility and the product manager's, while forging a partnership with them. In your answer, address the different ways your tasks and goals would complement that of a product manager.

How would you handle client or stakeholder feedback that comes in after a feature has been delivered, or, one that is completely out of scope?

"Both scenarios sound like they could blow up into scope creep. In my experience, scope creep needs to be nipped in the bud before it starts to impact the project negatively. I certainly appreciate feedback; in fact, I encourage it. However, when it comes along with additional requests that use up resources, especially labor hours, there needs to be a conversation about what return we expect from the activity or new feature. Further, I will also need to bring up whether the stakeholder's expectation from this additional request aligns with the business goals for the project. If we justify the cost associated with the change, only then will I add this to the project scope. As an experienced project manager, I have learned that it is key to definitively scope the project at the beginning, spell out as much of the tasks involved and make it invulnerable to going off-course, as much as possible. In the instances when scope creep does occur, I move quickly to establish and communicate new expectations."

In software development, both scenarios are examples of possible scope creep which can pose serious problems to the timeline or budget of a project. The interviewer wants to be assured that you can recognize and mitigate scope creep. Talk to them about how you would prevent it from occurring and specific steps you would take if it did occur.

What qualities separate technical project managers from other project managers?

"In my opinion, a competent technical project manager is someone who has high aptitude in technology, whether hardware or software, and one who is also competent with technological architecture. However, not anyone with a knack for technology can be a project manager. I believe that a great technical project manager must also be a natural leader who can inspire confidence. Another quality that is just as important is versatile communication skills. An effective technical project manager must be able to communicate well with a wide variety of technical and non-technical people."

The short answer to this question is technical expertise. A successful answer will expound on the breadth and depth of your technical proficiency. The interviewer will also want to learn how you might complement your technical expertise with other qualities. Talk about communication skills, people management skills, leadership, and similar skills that could help you stand out.

Talk about your most recent experience in learning new software. What was the tool and how much time did it take for you to understand its functions?

"Recently, I created a knowledge base to document our most common processes. It was a cloud-based tool that had a really simple interface. The team behind it posted some how-to videos for the most used functions through their FAQ section, but I found that it was a little outdated. They'd implemented quite a few updates since they recorded the videos. So, after going through all of them, I proceeded to start my documentation and explored the ins and outs of the tool. It took around three working days until I was comfortable publishing. I did meet with them afterwards to go over my first couple of processes and got their opinion to see if any other features would add some value to what I'd already built."

Technical project managers are expected to demonstrate a certain depth of technical proficiency to be effective in their role. When crafting your answer, assure the interviewer how and why you are adept at learning new tools. The interviewer will want to learn that you can break the parts of an application down to its core elements to understand it at a high level.

Describe a time when you were able to remove a serious roadblock preventing your project team from making progress.

"Once I had a team member who was unresponsive. They were responsible for an evaluation that was a highly consequential milestone for the project. Without it, we would not have the means to add the engineers necessary to complete the project. Because they were working remotely, I would typically just reach out through email and chat multiple times. This time, I escalated the issue to their superior, who was a VP and asked for the team member's phone number. I immediately gave them a call and they confessed that they had not even started with the task at all and that it would be impossible to deliver on time. We assessed how much time it would take to complete, and what skill set and authorization the task required. Then, I identified two people to divide the sub-tasks between the two of them. I went back to the VP for the necessary authorization. The original task owner agreed to oversee the quality of the deliverable. We still missed the deadline, but I was able to give all the stakeholders and sponsors a heads-up in real-time."

With this question, you are being assessed on your ability to identify obstacles and remove them yourself even when it is not part of your typical responsibilities. In your answer, explain what the roadblock was, why it was a roadblock, and the steps you took to eliminate it. The interviewer will also be interested that you were able to deliver results successfully because of your decisiveness.

Describe a time when you worked cross functionally on a project. Were you successful as the project manager?

"When I worked for ABC Consultants, we collaborated across departments all the time. I monitored tasks between teams and reported project progress bi-weekly to the heads of HR, Operations, and IT. To foster collaboration, I had bi-weekly project meetings with the stakeholders of three different teams. In between those bi-weekly meetings, I also facilitated work sessions with specific stakeholders and subject matter experts. Whenever necessary, we pulled in key personnel from other teams like Legal and Marketing. To keep stakeholders up to speed, I made sure to send feedback and relevant notifications whenever tasks were completed or if there was anything blocking the completion of tasks. However, when it came to the department heads, I kept it rather concise and results-oriented."

Having access to a diverse set of experiences, skills, and backgrounds means your projects are infused with more resources, creativity, and elevated problem-solving. A successful answer illustrates not only your exposure to cross-functional teamwork but also your ability to be in the driver's seat of it. Talk about the differences in your communication style in coordinating across teams versus leading one team. In addition, the interviewer will also want to learn how you might leverage everyone's strengths and limitations to ensure project success.

How would your previous stakeholders and team members describe you as a leader?

"I think that my previous stakeholders and project sponsors would describe me as someone who is decisive and reasonable. I imagine they would also say that I operate at a high level of integrity. On the other hand, team members, especially similarly-minded technical ones like engineers and developers, will probably describe me as methodical but fair. While I am results-oriented I'm always sensitive to my co-workers' needs."

This is a general leadership question, but the interviewer is looking for you to address specific aspects in your answer. A successful answer will show how you are capable of leading people with varying levels of technical knowledge. Moreover, you will also want to assure the interviewer that you can strike a balance between your tech-savvy and people skills.

Team member A is waiting for a deliverable from team member B. After following up with team member B, they still miss their deadline. What are your next steps?

"My favorite line as a project manager is, 'Do you have everything you need to complete your tasks?' In this situation, I would meet with team member B to understand the roadblocks they are facing. Sometimes, tech-minded people have trouble communicating their needs. They either feel that it makes them look incompetent when they ask for help, or they get territorial about their work. Whatever the reason, I need to be able to sell the benefits of completing the task to team member B. At a personal level, I want to assure them that asking for help or bringing up a problem to be fixed will not be taken against them. In fact, it will become more of an issue if they didn't bring it to my attention immediately. As a project manager, I prefer to be the facilitator, rather than the taskmaster."

Project management requires working with a variety of personalities while overseeing a lot of moving parts. By asking this question, the interviewer is assessing your ability to juggle between task management and people management. To successfully answer this question, show how well you can empathize with task owners while keeping the end goal in mind.

When working with large cross-functional teams who are working at different locations, how do you ensure a centralized flow of information?

"In my experience, the first step to centralizing the flow of information in a project is by holding regular project meetings. Creating an objective-driven agenda and facilitating the exchange of information during these meetings ensure that everyone is on the same page in tracking our progress. Additionally, keeping everyone accountable by sending action items, or assigning tasks through the project management tool helps with follow-through. If I hear any inaccurate information passed around about the project, I will be sure to address and correct it as soon as I can. That way, wrong information doesn't fester and ultimately cause misaligned expectations. If possible, I would also post regular updates through a knowledge base. If not, regular updates through email or group messaging also help."

Centralized information management is used to support the management and distribution of project information, and to promote cooperation within teams. The interviewer will want to learn the different ways you have managed the information flow during the project lifecycle. Talk about the different tools you may leverage to manage the flow of information across departments.

Tell me about the most notable risk you have identified in a project?

"My most memorable example of risk management is the first time I encountered scope creep in a software development project. The development team had an internal meeting without my knowledge and the product manager made a decision to add a feature. This wasn't part of the approved scope, and therefore not accounted for either in the budget or timeline. Once I found out, I reviewed the requirements with the lead developer right away and we identified that we couldn't afford the time and money it would take to implement this feature for this launch. We made a compromise to revisit the feature for version 2. As a result, we were able to deliver version 1 on time."

Risk management is a vital skill in project management. The interviewer will want to learn about how well you can identify risks ahead of time, and use your resources to mitigate these risks. In positioning your response, recall at least one instance and explain why you think it shows your competence in risk management.

A project sponsor is unhappy with the initial outcome of the project. How will you move forward and keep their confidence in you as the project manager?

"Sometimes, I do get too caught up with goals and results that I forget to put myself in the shoes of the project sponsor. The good news about this situation is that they're dissatisfied with the initial outcome, which means I still have a chance to deliver better results in the next few milestones. My first step will be to analyze the cause of the dissatisfaction, and what factors led to it. In my experience, it could be that I misinterpreted their instructions, or I didn't properly manage their expectations. Sometimes, it could be a breakdown in communication. Other times, it's just a matter of a personality clash. After I've narrowed the cause down, I will ask them definitively what about this particular deliverable does not meet their expectations, and assure them that I care about their approval. If their feedback is overly subjective, then I will try my best to tie it back to the project goals that we've identified for the project to bring objectivity back into focus. From there, I should be able to negotiate with the sponsor without sacrificing the timeline or our quality of work."

As a project manager, you are expected to keep your stakeholders and project sponsors satisfied. In your answer, you should be able to demonstrate a certain level of care for their satisfaction and a willingness to address their needs. The interviewer will want to hear how you can keep the client or project sponsor happy while sticking to facts and keeping within the constraints of the project, such as budget limitations and schedule. Further, if you are part of the cause of the dissatisfaction, assure the interviewer that you can take accountability and present a contingency plan if needed.

You're working on a confidential project. There's a task that can only be completed by an employee who isn't allowed to learn about the details of the project. What will you do to complete the task?

"At the onset, I would establish a communication plan with a timeline for information milestones. For example, I would first identify with the project sponsors which employees or departments would have signed the non-disclosure agreement by months 1, 2, and so on. My approach with the employee will depend on where we are in the project timeline. When we meet, I will use hypothetical scenarios or inquire in business-as-usual terms. Let's say that I need their help in requesting a budget for hardware. Instead of asking, 'Could you walk me through how to request the budget for 50 new monitors,' I would say, 'Would you have process maps or any process documents for budget requisition? I'm helping the CFO identify how we can operate lean' That way, they understand that it's a general project management task and doesn't necessarily fall under any one project."

A project may be sensitive due to its foreseen impact on a company's workforce, or it may have effects on the overall structure of the business. An effective answer will address how well you can manage the communication flow throughout the project's lifecycle by facilitating information with varying levels of sensitivity. The interviewer will need assurance that you have the professional maturity to acquire information without alluding to one specific project or stoking the curiosity of those not privy to it. The interviewer will want to hear your step-by-step plan in speaking with the employee.

You're managing the launch and implementation of a new operational system for the entire business. You're told to focus on doing things right, versus doing things fast. How will you oversee quality in your plan?

"It's rare to be told to focus on quality versus time, so I will take this opportunity to carefully plot milestones. With every milestone, I will work with stakeholders to identify corresponding measures of success. In the rollout plan, I will start by testing the new system with two small departments. I'll make sure that the test has realistic and measurable targets. Based on the outcomes for the first couple of tests, I will refine the rollout plan for the other departments. If we're not confident to move forward based on the initial outcomes, then I'll propose to run the test again with another group. However, I will also make sure to deliver in a timely manner and this will be based on business outcomes. This can be done early in the planning stage by estimating business impacts based on the time and resources spent to complete milestones."

Quality assurance is paramount to the success of a project, especially in this scenario in which the project ultimately impacts the way the business is run. To successfully answer this question, provide examples of quality management throughout your project plan. The interviewer is looking for someone who can ensure that project deliverables meet the standards established at the beginning of the project. In addition, even though speed isn't emphasized, assure the interviewer that there still needs to be a realistic timeline.

Your project is slated to have three phases over three years. Each phase will have the mostly identical milestones. Stakeholders are likely to change. How will you ensure consistency across three phases?

"Because each phase has the same project milestones, it will be much easier for me to plan for consistency. As I work with the stakeholders in building the project plan, I will extract elements for process mapping. My objective would be to document the process based on Phase 1. It will function as a roadmap or template for the rest of the phases. I can identify actions, decision points, expected input, output, as well as owners. During the course of the project, I can take out elements that won't need to be repeated for Phases 2 and 3. Further, I can evaluate each milestone regularly and identify areas of improvement. At the end of the project, I can expound on the map and write a playbook. This way, anyone who gets assigned to the project has a reference and won't have to start from scratch."

In project management, consistency will rely heavily on a repeatable process. With this question, the interviewing is gauging your process documentation skills. Assure the interviewer that you understand the importance of process documentation, including process mapping. You will want to identify the parts of a process map and provide other process documentation examples as required.

The project you're assigned to has undefined target metrics. Talk about how you might move this project along.

"At XYZ company, I managed a pilot project to migrate the company's data center to a cloud datacenter. I had similar marching orders, in which the main concern was that we complete each phase with the least number of risks and issues. Managing risks and fielding issues aren't real goals, though. They are part and parcel of any project plan. So, I created a migration checklist and identified a few key performance indicators, like user experience, infrastructure efficiency, and application performance. I met with our helpdesk team and we broke each of the KPIs down based on historical data and set some targets. I ran these by our IT team leads and we adjusted the targets bi-weekly as we ran the migration. We also conducted qualitative surveys with end-users. At the end of the pilot, we were able to identify areas of quantitative and qualitative inefficiency. We moved forward with migrating the rest of the company more smoothly and ultimately ran at 70+% higher efficiency than the pilot."

A project's success should be measured in definite terms. When crafting your response, assure the interviewer that you understand the importance of target metrics and the steps you might take to define them. Cite examples of project-related key performance indicators and targets that you have either initiated or implemented. Finally, explain how you think the metrics you establish might positively impact the project.

A few days before launch and one of your major task owners comes clean that they aren't able to deliver, and in fact haven't been able to work on their last few deliverables. What would you do?

"I would first determine how much time is needed to complete the deliverables. Then, I will assess the skill set needed to complete these deliverables, and if possible break the tasks down so I can delegate accordingly to team members who are trained or skilled. If needed, I'll reach out to other personnel who aren't necessarily part of the project team but are available. If that's not an option, then I could request to outsource the work to a contractor. If all these steps take too long that it's impossible to deliver by launch, I'll run an impact assessment with a new estimated timeline. Then, I'll present this plan to the stakeholders and project sponsors immediately. My main concern at this point would be to keep everyone aware of the contingency plan and re-align their expectations with the new timeline."

Project delays can be caused by a variety of factors including personnel issues. The interviewer will want to hear a concrete plan to complete the deliverable immediately with or without the task owner in order to avoid further delays. When crafting your response, be specific in your next steps. An effective answer will directly address the root cause.

You're currently handling two top-priority projects that take up your entire work week. Your manager is approaching you with a new massive one that's also high-priority. How do you proceed?

"I love a good challenge, but I have to admit that this sounds like a handful. I will talk to my superior to find out if I'm the only option at the moment. If there are other project managers available, then I would probably ask them to start the project and then I can take over once my bandwidth allows it. If I'm the only option then I have to set realistic expectations with my manager. For example, I can work out a schedule for the new project that starts out loose and progressively tightens as I close out my other ones. I can then leverage resources that are available to me. One way I can do this is by gradually delegating certain tasks to stakeholders or team members. The two current projects should already have an established cadence, so I'll do my best to manage progress at a higher level. Another resource I can leverage is automation, such as project management software. I will automate task follow-ups so that I don't have to spend too much time getting updates from team members."

Project managers deal with a lot of pressure and juggling multiple large projects at the same time is a common occurrence. The interviewer will want to learn how well you can make decisions about workload. When putting your answer together, consider what you would do to decrease the pressure on yourself. People have different ways of dealing with this, but the result should be to ultimately keep the pressure from impacting the projects negatively.

Technical Project Manager Interview Questions

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1. If you were given two weeks after on-boarding before being assigned a project, what would you do with your time?
2. Talk about your most notable mistake as a project manager. What would you change, if given the chance to do it over?
3. Tell me about your favorite manager (anyone you directly reported to). What qualities did they have that really stood out to you?
4. How would you describe your communication style?
5. What do you like and dislike about working with technical-minded colleagues?
6. How do you measure your own success as a project manager? What key performance indicators are most important to you?
7. What do you do if you identify that one stakeholder in the project is becoming a roadblock in completing milestones?
8. What is the most critical part of the systems development life cycle (SLDC)?
9. Tell me about your experience in working with Product Managers. How does your role differ from theirs?
10. How would you handle client or stakeholder feedback that comes in after a feature has been delivered, or, one that is completely out of scope?
11. What qualities separate technical project managers from other project managers?
12. Talk about your most recent experience in learning new software. What was the tool and how much time did it take for you to understand its functions?
13. Describe a time when you were able to remove a serious roadblock preventing your project team from making progress.
14. Describe a time when you worked cross functionally on a project. Were you successful as the project manager?
15. How would your previous stakeholders and team members describe you as a leader?
16. Team member A is waiting for a deliverable from team member B. After following up with team member B, they still miss their deadline. What are your next steps?
17. When working with large cross-functional teams who are working at different locations, how do you ensure a centralized flow of information?
18. Tell me about the most notable risk you have identified in a project?
19. A project sponsor is unhappy with the initial outcome of the project. How will you move forward and keep their confidence in you as the project manager?
20. You're working on a confidential project. There's a task that can only be completed by an employee who isn't allowed to learn about the details of the project. What will you do to complete the task?
21. You're managing the launch and implementation of a new operational system for the entire business. You're told to focus on doing things right, versus doing things fast. How will you oversee quality in your plan?
22. Your project is slated to have three phases over three years. Each phase will have the mostly identical milestones. Stakeholders are likely to change. How will you ensure consistency across three phases?
23. The project you're assigned to has undefined target metrics. Talk about how you might move this project along.
24. A few days before launch and one of your major task owners comes clean that they aren't able to deliver, and in fact haven't been able to work on their last few deliverables. What would you do?
25. You're currently handling two top-priority projects that take up your entire work week. Your manager is approaching you with a new massive one that's also high-priority. How do you proceed?

Technical Project Manager Interview Questions

1. If you were given two weeks after on-boarding before being assigned a project, what would you do with your time?

2. Talk about your most notable mistake as a project manager. What would you change, if given the chance to do it over?

3. Tell me about your favorite manager (anyone you directly reported to). What qualities did they have that really stood out to you?

4. How would you describe your communication style?

5. What do you like and dislike about working with technical-minded colleagues?

6. How do you measure your own success as a project manager? What key performance indicators are most important to you?

7. What do you do if you identify that one stakeholder in the project is becoming a roadblock in completing milestones?

8. What is the most critical part of the systems development life cycle (SLDC)?

9. Tell me about your experience in working with Product Managers. How does your role differ from theirs?

10. How would you handle client or stakeholder feedback that comes in after a feature has been delivered, or, one that is completely out of scope?

11. What qualities separate technical project managers from other project managers?

12. Talk about your most recent experience in learning new software. What was the tool and how much time did it take for you to understand its functions?

13. Describe a time when you were able to remove a serious roadblock preventing your project team from making progress.

14. Describe a time when you worked cross functionally on a project. Were you successful as the project manager?

15. How would your previous stakeholders and team members describe you as a leader?

16. Team member A is waiting for a deliverable from team member B. After following up with team member B, they still miss their deadline. What are your next steps?

17. When working with large cross-functional teams who are working at different locations, how do you ensure a centralized flow of information?

18. Tell me about the most notable risk you have identified in a project?

19. A project sponsor is unhappy with the initial outcome of the project. How will you move forward and keep their confidence in you as the project manager?

20. You're working on a confidential project. There's a task that can only be completed by an employee who isn't allowed to learn about the details of the project. What will you do to complete the task?

21. You're managing the launch and implementation of a new operational system for the entire business. You're told to focus on doing things right, versus doing things fast. How will you oversee quality in your plan?

22. Your project is slated to have three phases over three years. Each phase will have the mostly identical milestones. Stakeholders are likely to change. How will you ensure consistency across three phases?

23. The project you're assigned to has undefined target metrics. Talk about how you might move this project along.

24. A few days before launch and one of your major task owners comes clean that they aren't able to deliver, and in fact haven't been able to work on their last few deliverables. What would you do?

25. You're currently handling two top-priority projects that take up your entire work week. Your manager is approaching you with a new massive one that's also high-priority. How do you proceed?