Projects Question and Answer

8/8/2019 Projects Question and Answer

1/95

Individual Traits:

Stress Tolerance, Flexibility,Adaptability, Tenacity,

Independence, Integrity, Attention

to Detail etc.


2/95

Managerial Skills:

Planning & Organizing, ManagementControl, Delegation, Leadership,

Subordinate Development, Organizational Sensitivity etc.


3/95

Decision Making Skills:

Judgment, Problem Analysis,Decisiveness, Creativity, Numerical

Analysis, Commercial Awareness, RiskTaking etc.


4/95

Interpersonal Skills:

Listening, Persuasive OralCommunication, Written Communication,

Interpersonal Sensitivity, Impact,Sociability, Team-Work etc


5/95

Motivational Behaviors:

Initiative, Resilience, Energy, WorkStandards, Commitment, Work Motivation,

Customer Service


6/95

Primary Scales -

1. Adjustment self-confidence, self-esteem, and composureunder pressure

2. Ambition initiative, competitiveness, and the desire forleadership roles

3. Sociability extraversion, gregariousness, and a need for social

interaction 4. Interpersonal Sensitivity warmth, charm, and the ability to

maintain relationships 5. Prudence being self-disciplined, responsible, and conscientious 6. Inquisitive imagination, curiosity, vision, and creative potential 7. Learning Approach enjoying learning, staying current on

business and technical matter


7/95

Occupational Scales -

1. Service Orientation being attentive, pleasant, andcourteous to customers

2. Stress Tolerance being able to handle stress,even-tempered, calm under fire

3. Reliability honesty, integrity, and positiveorganizational citizenship

4. Clerical Potential following directions, attention todetail, and communicating clearly

5. Sales Potential energy, social skills, and the abilityto solve problems for customers

6. Managerial Potential leadership ability, planning,and decision-making skills


8/95

Assessment Scales -

1. Excitable: Composure and ability under pressure, teamwork and interpersonal skills

2. Skeptical:Argumentative, critical thinking, interpersonal skills

3. Cautious: Decision making ability, ability to adapt, ability to take control

4. Reserved: Interpersonal, team work, and communication skill, determine before hand.

5. Leisurely: Degree of assertiveness, ability to adapt, work ethic

6. Bold: Self confidence, arrogance, ability to take responsibility for actions

7. Mischievous: Intuitive, willingness to work within guidelines, risk taking, impulsive

8. Colorful:Attention seeking, listening skills, productivity, ability in crises, belief in self, full of interest.

9. Imaginative: Influencing and persuasive ability, ability to think laterally, foresight

10. Diligent:Attention to detail, ability to delegate, ability under pressure, decisiveness, hard working.

11. Dutiful: Compliant, ability to conform, decision making ability, argumentative ability (obedient)


9/95

How will you help our company? What do you

offer this position

? The focus of my contribution to company has alwaysbeen in adaptable Quality and Savings. I considerthese two as important factors for the growth of anycompany. By setting up high standards of quality, the

company promotes the confidence in the clients,investors and in the market. By savings in terms of costand time, the company stands to its commitment ofdelivering the quality product or service on time andwithin the budget.

So, I bring along quality, cost savings, reducingdevelopment/delivery cycle time, opening up new marketopportunities and complete customer satisfaction.


10/95

What is the toughest job problem youve ever faced?

DISCUSSION: This is a problem solving question that tests your critical thinkingskills. This is a great question for showing that you are a creative and capableproblem solver. The problem you select to use as an example should be as similar aspossible to a problem that you are likely to face at the job you are interviewing for.

"I try to take a systematic approach to problem solving where I take the time togather the relevant data, clearly define the problem or goal, then come up withpossible solutions. I think it is important to get the information and clarify theproblem or understand the root cause of the issue first before you start comingup with possible solutions, or wasting other people's time. FOR INSTANCE,when I was at Job "X" ... What kinds of challenges are you currently facing in yourdepartment? How tough a position does this put you in? What could the idealcandidate do to help solve this problem in his or her first three months on the job?"

Describe a situation when working with a team produced more successfulresults than if you had completed the project on your own.

"Well, I have worked both independently and as a member of team, throughout my

career. I enjoy both, and can do both equally well. I will have to say, though, thatworking with others has often yielded great results for projects I have worked on --specifically when it comes to brainstorming. I try to get everyone involved in comingup with new solutions by making time for sessions where "there are no wrong ideasor answers." The creativity of a group of people is always going to be greater thanthat of one person, and thus the results will be more successful.


11/95

I did that a lot a Job "Y".

FOR EXAM

PLE "Working with others allows you data-mine other

people's skills and experiences, get perspectives andideas that you would not have on your own, andcheck the quality of your own work before it goes out the

door. FOR EXAMPLE, at Job "X" I worked with manygreat people. I was able to "pick their brains" -- so tospeak -- about the effectiveness of various techniques,estimates on how long it would take to get various thingsdone, etc. I would not have been able to do my job as

effectively with out them. Will there be the opportunity towork in team situations at this job?"


12/95

Describe a time when you were faced with problems orstresses at work that tested your coping skills. What

did you do?

DISCUSSION: Workplace stress is an issue for everyone. Don't pretend that younever get stressed out. You want to show that you can deal with stress and cope withdifficult situations. Show that you are calm under pressure, and know how to avoidstress in the first place through planning and time management

"Well I think it is important to remember that stress affects everyone, and it isinevitable that sometimes people are going to have bad days. That is why I try to givepeople the benefit of the doubt when they seem to have a short fuse.

What I do personally is try to control my response to a situation.

You can't necessarily control what happens to you, but you can control yourresponse.

What I try to do is lengthen the time between the stressful situation and myresponse -- so that I can identify the cause of the stress and decide what I cando about it. FOR EXAMPLE, on several occasions I have had to deal with very iratecustomers who actually yelled at me. What I did was staying calm and not let themget under my skin.

I really tried to listen and decide exactly what it was that was at the root oftheir problem. Then I provided solutions that could be completed within aspecific time-frame. I always find that it is best to face those types of situationshead-on and be objective about them. I do my best to be professional and notget my emotions involved.Also, I try to avoid stress in the first place bytackling difficult tasks or conversations sooner rather than 11th hour later.Does that make sense?"


13/95

What was your role in your department's most recent

success?

I was instrumental in translating the client's business needs intodetailed product features. I had to make sure that my teamunderstood what the client wanted, and then check the quality tomake sure that we were delivering a quality product with thefeatures that the client was expecting.

This was an ongoing process that required a lot of communicationand teamwork with my team as well as the client. I think my role really was to clarify the scope of the project, and then

"manage the client's expectations." We were able to deliver on time,and the client was thrilled! I was able to make sure no time waswasted on adding unnecessary features, and since we were workingon a fixed bid price, we saved my company time and money


14/95

How would you deal with

unexpected events on the job? Unexpected events or change is an important event for any team.This can be damaging if not checked and monitored. I break theunexpected events (RISK) into 3 categories

1) Business related 2) Project related and

3) Process related and then I do regular evaluation and forecast of the project and

market on daily/weekly basis. I also do Risk assessment analysis, which helps me in forecasting

any change or unfavorable results. I use FMEA, RCA, Checkpoints and otherPMP and 6 Sigma tools to

identify and resolve issues. The solution to unexpected events is to have an backup plans and

alternate solutions. Having these in place, unexpected events canbe reduced and sometimes eliminated.


15/95

How do you organize your time?

I organize and co-ordinate the work of the team, delegating andsharing out tasks, and fundamentally making sure that there is agood work environment.

I work on the principle of prioritizing the work for timemanagement.

Usually 60% of time is spent on project planning, documentationand evaluation. The rest of time is devoted to issues, meetings, coordination, follow-

ups, reviews and the status. Top 5 Priority activities always consume most of the time, as it

requires immediate attention.

I also maintain documents for To-Do, Activity Logs, Action Plansand goal setting for the team. However the above is not rigid and has to be altered to address the

situation.


16/95

How do you delegate

responsibility? Definition, Discussion, Direction (Delegate) andDecision are the keys to my successful ProjectManagement.

I work on Right person on Right Job. During WBS, I delegate the best resource to

accomplish the task and I take into account theexperience, knowledge, ability to perform andskills of the individual.

The ongoing monitoring, checklist, weekly jobstatus documents would provide me the pictureof success or failure delegation.


17/95

What are your ability and experience in developing and

implementing business plans?

I follow methodologies suggested by PMP. I work on 4 Ds Discussion, Definition, Direction andDecision and 10 step for any project execution and delivery.

Use standards and best practices to minimize project-planningredundancies.

Have flexible and scalable plans to incorporate future changes.

Projects should have sound and definite requirements Define project management success at the start of the project Keeping changes to a minimum Organizing the team according to needs and organizational realities. Using checkpoints and documenting all the records Keeping project customer engaged in the project from start to finish

Rigorous testing. Transfer responsibility to the customer once the project is complete Evaluate every project for valuable lessons learned via post-project

reviews


18/95

Have you ever misjudged something? How could you

have prevented the mistake?

None. I never go beyond what I cannotdeliver. Its better to say NO then regretlatter


19/95

What do you do to keep up to date in your job? How do

you improve your-self professionally?

I keep myself updated with the latesttechnology and scope of its penetration inthe market and career growth. I do regularreading and Internet related developmentson the websites.


20/95

What are your reasons for

leaving your current job?

The current assignments is on near completionand further more I do not see any furtheradvancement in terms of personal and

organization. And there is no further value-addition that I can bring to the presentorganization.

The position didnt have room for growth or

I felt my capabilities were being

underutilized so I felt it was best that I seek

employment elsewhere.


21/95

Where do you see yourself five years from now? How

does this position fit with your long-term career

objectives? What are your career plans?

For next 5 Years, I would like to focusmyself into diversified business domainand Locations (Global). I consider this asFoundation for long term plans. Down theline, I will climb up the career ladder andwould like to take up a position as head of

an organization.


22/95

6. How do you plan to achieve

these goals?

To achieve my long terms goals,

I am gaining on experiences towardLeadership and Management roles. I am now

involving myself into corporate financial activitiesto start with such as costing and budgeting. I amlearning manufacturing and production businessprocesses. I am also exploring the opportunities

for global projects that involve pre-salescustomer interactions.


23/95

What is your management style?

I have Flexible, Adaptable andScalable style of management, and donot restrict myself to PMP methodologies.I believe that one has to analyze thesituation and implement the bestmethodology that can yield the maximum

result with minimum cost and risk. I alsoenforce quality tools and methodology atevery step of project management.


24/95

What is your greatest strength? What key assets can you offer in

this job? What are three things I should know about you?

I am Flexible, Adaptable and Scalable to any environment. Otherstrengths include Innovative, Can-do Attitude, Communication, Coordinationand excellent Interpersonal skills.

I not only take initiative towards creative ideas but also proactively and withdetermination ensure that the idea is implemented as a process or solution.

Experience, Leader ships Traits (characteristic), Credentials,

Qualified, Enthuastic, intelligent, hardworking, flexible, team work,problem solving skills

Strengths: As stated above I am Flexible, Adaptable and Scalableto any environment. My CV shows that I have taken up various roles in theinterest of project and company. Other strengths are innovative, initiativecreative, Communication and Coordination and excellent interpersonalskills.

Weakness: I need to improve on Work-life balance and I am over ambitious. Know about me: I am a quick and sharp learner I am introvert when it comes to personal family life. I dont entertain

personal discussion in office and vice-versa. I have high skill sets in Negotiations


25/95

1. How would you describe

yourself? Professionally, I am assertive, persistent, strong-willed person. I am Quality conscious and I always establish

benchmarks of performance and standards ofexcellence. I have sought out innovative solutions to

challenging problems to maximize output. I keep my focus on BiggerPicture and am

result, customer/stakeholder oriented. Personally I am very fun loving, out-going and

open-minded person.


26/95


27/95

3. Why did you choose this

career?

During my early engineering days I hadrealized that Engineering segment willcontinually evolve and subsequently willhave wide and challenging career. It is thisaspect, of being on the cutting edge, whichespecially interests me.


28/95

4. What motivates you to do a

good job? I've always been motivated by the desire to do a

good job at whatever position I am in. I want toexcel and to be successful in my job, both for myown personal satisfaction and for my employer.

I do ensure that stakeholders get the best qualityproduct that I can provide. I am motivated by thechallenge of leading and finishingimplementation and critical support project onschedule, along with reducing the overhead

costs and managing the teams. Its the success,reward and recognition that motivate me to takeup new challenging assignments and projects


29/95

8. What do you look for in a job?

I look for challenging, steep learningcurve, good work culture, demanding,rewarding, opportunities for advancementand growth, team environment,opportunity to build and maintain clientrelationships.


30/95

11. What is your greatest

weakness?

I need to improve on Work-life balanceand I am over ambitious. However I amworking on work-life balance by delegating

and distributing the additional task acrossthe team. I am improving on setting up aclear objectives and goals for my careeradvancement. I am trying to hang on to

one company longer and not rather jumpfrequently. I considerPM as laying downthe foundation to higher career.


31/95

15. Tell me about a time when you failed to meet a deadline. What

were the (recoil after impact) repercussions?

One production rare case remained pending. Iwas called in to look into matter on priority basisby the senior management. Though I had kept

senior management aware of my priorities andworkload well in advance but since the userescalated this, I had to change my priorities andclosed the case. Latter on we had a formal

meeting with the upset client and assured withcorrective measures to gain back theconfidence.


32/95

20. Why do you want to work

here?

I would like to have diversified (expandone's range of products) experience

across the globe and I do not want torestrict my experiences to one technology,one position or one business domain.


33/95

21. Why should I hire you over the others

waiting to be interviewed?

The focus of my contribution to company has always been in terms ofQuality and Savings. I consider these two as important factors for thegrowth of any company. By setting up high standards of quality, thecompany promotes the confidence in the clients, investors and in themarket. By savings in terms of cost and time, the company stands to itscommitment of delivering the quality product or service on time and within

the budget. I bring along quality, cost savings, reducing development/delivery cycletime, opening up new market opportunities and complete customersatisfaction. I should be hired

Because of my multi-disciplined and wide skill sets ranging from leadership,project and people management to quality to programming and training.

Because of my ability to deliver even in adverse and deadlock situations.

Because of my personal and professional strengths Because of my integrity values and always keeping company and customer

on primary focus I am confident that my knowledge/skills and experience will be huge

beneficial to your company.


34/95

Ability to work, understand, build relationships across different

areas and with people from diverse cultures

As above. The biggest credit is theusers/customer appreciation. Even after projectclosure I would receive emails/phone calls/ on

the desk from the customer asking forhelp/support and guidance. I go beyond the linesto ensure the requirement as clearly understoodand defined. For example the users asked fordelivery of xyz. I would ask if it is xyz or

XYZ, italic, bold or underlined? This explainsmy detailed level of observations andunderstanding of the task/work or project.


35/95

Strong organisational and leadership skills in an international, complex matrix

environment with the ability to lead and drive projects to completion

The above were all achieved by following:

Clarity of the project (ensure that the requirement/specs/scopes areclearly understood)

Enforce quality (follow the principle The time RIGHT) (no rework)

Focus on Big Picture and keep eye on Risk

H

ave 4 blocker matrix presentation in meeting 1St block should present Risk and Mitigation

2nd Block should present Task completed for the week/month

3rd Block should present Pending task/activities along with Barchart.

4th Block should present Problematic issues or concerns orachievements


36/95

Personal Attributes:

Results-oriented leader adept at managed risk taking with a keensense of bottom-line profitability.

An inspiring team leader who approaches projects with enthusiasmand vision. (4 Blocker presentation as above and taking up lossmaking project as quality project and turning it around)

Excellent written and oral communication/coordination skills withmanagement, customers, vendors, and peers. Creative thinker, analytical problem-solver and solution orientated.

solved several support complex production projects Business aware and customer focused Always looking for ways to improve, to be more efficient.

Work well with others under varying situations and circumstances.(Have delivered the project under pressure environments) Enthusiastic learner who quickly grasps concepts and technical

skills.


37/95

Q1) Have you ever faced an issue where your customer with whom your companyhas a long-term relationship is not signing off the product for any particular

reason, which is beyond your control. How would you tackle this situation?

Conduct a meeting with the customer tofocus on the roadblocks and reasons fornot-signing. Invite the external concernedmembers as well to address the situation.Explain the customer the facts. Discuss topossible win-win solutions of the issues

along with the time-lines and plan-of-actions. Have it documented.


38/95

Q3) Scenario: Your team has been working for the past 6 months on a major project that is critical to the

company. During the process a decision to use X was made, as the use of X saved months of development

time. Your team has just finished Alpha testing and is preparing to move the project to the companys data

center for Beta testing. Its the week before your team is to deliver the final Beta code and you receive a call

from the manager of the companys data center. Upon review of a list of the components to be deployed, the

manager noticed X and under no circumstances will he allow X to reside on any of the servers in his data

center. Question: How do you handle this development?

Tough situation, Have a detail rounds ofdiscussion (BRAINSTORMING sessions) withthe data center manager. If you run out of

options, it always best to ask or take help fromthe team members. Ask the concerned personon alternative feasible solution. If there isfeasible solution for example to put new box;

then work out the justification and Return oninvestments. Re-do the plans, look from biggerpicture the entire situation.


39/95

Q4) Scenario: Your team is finishing up the first release of a mission critical

application for a client. The application is to be housed in their data center in

London, where youve had a team spending the past week installing hardware and

prepping everything in anticipation of the softwares release.

Its Friday morning (you go liveMonday morning) and you get acall from the client saying thateverything needs to be housedout of their data center inFrankfurt. Not going liveM

onday is not an option, aspress announcements havealready gone out. Question:What do you do?

I have faced this type of situationon normal basis? For example theissues in production support, thedeadlines are as of yesterday!!!You need to re-prioritize your workaccordingly, if possible distribute

your workload that can becompleted without monitoring. Listdown work task that go after go-live and Focus on Showstopper orno-go issues. Have brainstormingsessions with the team and have ahourly project update meetings.Display on dashboard the current

status with completed, pending,burning (Green, Yellow, Red)indicators. Request help, askquestions, and if possible delegatework (autocratic communicator)


40/95

Sample Project Management Interview Questions (Questions ThatExamine Leadership Potential)

1. How do you handlenon-productive team

members?

Its always 1:1; discussthe reasons of non-productivity, if its due totechnical reasons? Ifpersonal, I call in HR, ifTechnical, look out theways to reduce or removeby training, moving to

other areas, exploiting hisstrengths and working onweakness.


41/95

Do not interrupt.

What kind of projects would I work on? What kind of plans does the company have to increase business? What are the opportunities available in the company (department)? Tell me about the people I will be working with? (If appropriate) what are the people like I will be working with? What about the company convinced you to join and stay through the

years? How did you get to where you are now? What authority (if appropriate) will I be given? What will you expect of me?

What is there about the position that has not been mentioned to methat could cause me to decline a job offer? What happened to the last person in this job? How would you define the management philosophy of the company?


42/95

The Salary Discussion

*Try to avoid the salary discussion like the plague! Ifasked, What are you looking for?

The correct answer is, My present salary is $$,$$$, ifyou like me, and I like you, Im sure we can work the

numbers out. * Dont come up with a specific number you might

ask for $2,000 more than they can pay or $2,000 less

than I can get for you.

* First, lets see if both parties want to buy before wedetermine what it costs.


43/95

What interests you most about

the position we have?

I am anxious to take on addedresponsibility. In addition to enjoying mywork, I'd like to expand my knowledge.

Frankly, these opportunities don't exist inmy present position, but do in the onehere.


44/95

What do you think of your boss?

He's an outstanding man. I have a greatdeal of respect for him and have enjoyedworking with him very much.


45/95

How long would you stay with

us?

As I mentioned to you, I'm looking for acareer opportunity, however, I'm a realist.Obviously, if I don't do the job

you won't want me around, and if there isno opportunity for me, it won't be the typeof environment Id enjoy.


46/95

How long would it take for you to make a

contribution to our company?

Well, I hope to be able to make acontribution in a very short time, obviouslyit will take some time to get used to

certain operating procedures. There are anumber of things that I have accomplishedbefore that I may be able

to institute once I gain a betterunderstanding of your organization.


47/95


48/95

What is your biggest weakness?

. Well, I really don't feel I have a weaknessthat affects my working ability. I guess attimes, I have a tendency

to be impatient and occasionally pushpeople too hard to get a job done.Patience isn't my strongest virtue.


49/95

what is your EffectiveManagement?

Lead don't manage by setting up clear goals, vision, clearcommunication,

Focus on the Customer:

Hire the best: Grade A players are motivated, driven, energetic,innovative, have the right attitude, aptitude, experience, abilities andtheir enthusiasm and quest for excellence

Set clear goals Listen to your team: you get ideas, feedback and advice can come

from anywhere

Communicate effectively

Respect your team

Create a learning culture

Delegate Don't Abdicate: they delegate then supervise, monitor,inspect and provide feedback

Remove barriers to success


50/95

When the employer says, Tell me about

yourself?

Talk about your professional background,your qualifications, your education relevantto the position, your duties andachievements.


51/95

HOW TO CONDUCT A SUCCESSFUL FACE TO

FACE INTERVIEW

1. Appearance is critical. Dress properly - It is very important!! The look is conservative and successful. (men) Conservative suit with tie, white shirt,

dark socks, leather shoes (polished), and get a hair cut. men is Business Casual, meaning nice shirt or blouse

and dress or khaki pants. Find out before you go what they expect. 2. First thing make eye contact" - and maintain eye contact throughout the

interview. 3. Hand shake - should be firm (not limp or too strong) Try practicing with a friend

before you interview. 4. Learn as much about the company before going in as you can; this will impress the

interviewers. 5. Take at least one fresh original resume Job title/starting and ending dates. Be prepared to discuss each aspect of your career in detail. Know your own resume!

Be able to speak about your duties/responsibilities in depth. What and how--strong emphasis on your specific duties. Definitely mention specific Accomplishments, Awards, and Rankings. State the facts-- be honest - but not modest! Sell your strengths!!


52/95

FACE INTERVIEW-2

6. Find out what the employer is looking for and describe your past accomplishments relating howthey will help him.

Give Examples!! Maintain eye contact at all times and smile, but don't be phony. Be positive--eager--at ease 7. When the employer says, Tell me about yourself? Talk about your professional

background, your qualifications, your education relevant to the position, your duties andachievements.

8. Be able to discuss your past experiences in depth and detail. You are the authority. Come across in a motivated tone. Be enthusiastic; present yourself as a "high energy" person. Be sincere. Answer the questions geared to the position for which you are interviewing. (Be

careful you don't interview for a different position than the one you were sent on.) When the employer asks you a question, think about your answers as long as you need to But,

when, you do answer don't be vague--be decisive and specific with your answers. Be careful to not over talk

your answers.

Never say no, or I dont know anything about that, or I dont do that, instead say "Although Ihaven't, I can do..." Make the employer comfortable with you as a prospective employee - and as a person! 9. State the reasons for leaving in a very positive manner. Be positive about current employer/manager.

The old saying, If you cant say anything nice, then dont say anything at all is very appropriate inthe interview

setting.


53/95

How do you motivate team members who are burned

out, or bored?

Monotonous jobs, tasks or assignmentsare the major factors of burned out.Moving to challenging different role, tech,and assignments would help. Besides thiswe do have regular fun, sports outings


54/95

How do you handle team members who come to you

with their personal problems

I do not, entertain personal issues andpass it on to HR


55/95

Explain how you operate

interdepartmentally


56/95

Tell me how youwould react to asituation wherethere was more thanone way toaccomplish thesame task, andthere were very

strong feelings byothers on eachposition?

The best approach iswhich can be justifiedin terms delivering themax output with mininputs (in all aspects,costing, quality, time,performance)


57/95

Consider that you

are in a diverse

environment, out of

your comfort zone.How would you rate

your situational

leadership style?


58/95

Give me an example

of your leadership

involvement where

teamwork played animportant role?

During productionSupport, where in Ipersonally looked into

couple ofP1 tickets.


59/95

Trustworthiness

Tell me about a

situation where your

loyalty was

challenged. Whatdid you do? Why?

My Commitment tothe projects andcompany,


60/95

In what types of

situations is it best

to abandon loyalty

to your manager?

When Manager failsto listen or takeactions or decisions

on important issues


61/95

In todays business

environment, when

is loyalty to your

manager particularlyimportant?

Crisis and criticalproject situations.


62/95

Strengths and Weaknesses

Why are you

interested in this

position?

Project andmaintenanceManagement, Meddle

East (Gulf) region


63/95

Describe what you

think it would be like

to do this job every

day?

Customer interactionwould be on toppriority, explore the

other businessopportunities andensuring highcustomer satisfaction


64/95

What do you believe

qualifies you for this

position?

My skill sets, myknowledge, myleadership, it and

quality experience.


65/95

What have you

learned from your

failures?

Never commit tosomething I cannotdeliver in time.


66/95

DISCUSSION:

Show that you are able to learnfrom your mistakes, but don't offerup any negative examplesconcerning your pastperformance. Show that you havebeen successful, but that youhave the maturity it takes toexamine your own behavior sothat you can learn and grow andbe a better employee. Be brief.

"Good question. Well, I have beensuccessful at every job I have had,but I have had the normal ups anddowns. I'd say that I do actively tryto monitor my work habits and thequality of my work so that I canconstantly be improving myself.FOR EXAMPLE, I have had oneor two hiccups with customerswhere their satisfaction was notwhere I thought it was. I learnedthat I have to really monitor certaindifficult customers closely and"take their temperature" so I can

keep their satisfaction level ashigh as possible. Have you hadany customers like that here?"


67/95

Describe an ideal job for you.

I take my every assignment as an idealjob. I consider this as a key to my success.I would take up any opportunity that allows

me to put my management, analytical,creative and innovative talents to work in alarger capacity, wherein I can learn and

share my individual perspectives witheveryone.


68/95

Judgment

What would you do

if you found out that

a contractor was in

a conflict of interestsituation?

Ignored + enter =I willalways thing aboutmy organization

welfare. if he notconvinced matterhand our to purchaseand hr deparmmaent.


69/95

Give me an example

of a win-win

situation you have

negotiated.

Purchasedepapartment.


70/95

Tell me about your

verbal and written

communication

ability. How well doyou represent

yourself to others?

What makes you

think so? Small aor A, italic, bold or

underlines, best it toask 100 times.


71/95

Give me an example of a stressful

situation you have been in. How well

did you handle it? If you had to do it

over again, would you do it differently?How do you deal with stress, pressure,

and unreasonable demands?

Production Support and Time boundimplements


72/95

General Experience

Tell me about a

tough decision you

had to make?


73/95

General Experience

Describe what you

did at your work

place yesterday

Status meeting,production supportissues, enhancement

status, meeting withstakeholders etc.


74/95

How would you

solve the following

technical problem?

What strengths didyou bring to your

last position?


75/95

Describe how those

contributions impacted

results?

Persistence, patience,making the usersunderstand the benefitsof the process,

technology, coaching. Inreturn, I got positiveresponse from the end-users in sharing of

knowledge and betterideas on thebusiness/functionalprocesses.


76/95

Project Management Experience

What are the necessary

steps to successful

project management?

For any project

I follow methodologiessuggested by PMPadding on 6 Sigma toolsto the projectmanagement. I work on 4Ds Discussion,Definition, Direction and

Decision and 10 steps forany project execution anddelivery.

6 Si t l t th j t


77/95

6 Sigma tools to the project-4 Ds Discussion,

Use standards and best practices to minimize project-planningredundancies. Have flexible, adaptable and scalable plans toincorporate future changes.

Projects should have sound and definite requirements

Define project management success at the start of the project

Keeping changes to a minimum (reduces time and overhead costs)

Organizing the team according to needs and organizational realities.

Using checkpoints and documenting all the records

Keeping project customer engaged in the project from start to finish

Rigorous testing.

Transfer responsibility to the customer once the project is complete

Evaluate every project for valuable lessons learned via post-project reviews

For any successful project all 6 Cs should be well covered Clarity

Communication Conflicts

Control

Change

Coordination


78/95

78

How do you plan for aproject?

(Use PMP Approachto star with, prepare aroadmap, checklist

and projecttemplates/log book)start with initiation ->planning -> execution

-> control/monitoring -> closure


79/95

RESOURSE+DEADLINSE+BUDGET+SCOPE+SPECIFICATION+QUALITY+RISK

What is important toconsider whenplanning a Fr project?

(your type of project)?

Resources,

Deadlines,

Budget,

Scope,

Specification,

Quality

And Risk


80/95

PLANNING

1 What are things thatyou have found to below priority when

planning for (yourtype of project)?

2 What distinguishesa project from routineoperations? The

chained or linkedactivities?

Scope Time scale Cost and


81/95

Scope, Time scale , Cost and

Resources The three constraints of project management will almost

always be competing with each other.

If a team decides to enlarge the scope of a project, thetime will become larger as well, along with the cost.

If the time constraint is tighter, the scope may bereduced, but the costs will remain high.

If the team should decide to tighten the budget, thescope will become smaller but the time will increase.

To become skilled in project management, the projectmanager and their team must be capable of dealing withthese constraints in a way that will allow them tosuccessfully complete any project that they plan.


82/95

82

What are the fivecontrol components ofa project?

ans

What qualificationsare required to be aneffective project

manager? ans


83/95

83

Name five signs thatindicate your projectmay fail.

Over/Under estimation,

Scope management,

Over budget,

Change Management,


84/95

84

When you areassigned a project,what steps do you

take to complete theproject?

PMP steps


85/95

85

As you begin yourassignment as aproject manager, you

quickly realize thatthe corporate sponsorfor the project nolonger supports the

project. What will youdo?

Ans:-


86/95

86

Your three-monthproject is about toexceed the projected

budget after the firstmonth. What stepswill you take toaddress the potential

cost overrun?

Ans:-


87/95

87

Tell us about asuccessful project inwhich you

participated and howyou contributed to thesuccess of thatproject

Ans:-


88/95

88

. You are given theassignment of projectmanager and the

team members havealready beenidentified. To increasethe effectiveness of

your project team,what steps will youtake?

Ans:-


89/95

89

You have been assignedas the project managerfor a team comprised ofnew employees just out

of college and "entry-level" consulting staff.What steps can you taketo insure that the projectis completed against avery tight time deadline?

Ans:-


90/95

What is a "project milestone"?

A significant event in the project, usuallycompletion of a majordeliverable


91/95

What is "project float"?

Project Float is the length of time betweenthe Contractors Early Completion (orSubstantial Completion) and the Actual

Contract Completion Date.


92/95

92

Your project is beginning to exceed budgetand to fall behind schedule due to almostdaily user change orders and increasing

conflicts in user requirements. How willyou address the user issues?

Answer:-Report upfront and not wait till

11th hour


93/95

93

Youve encountered adelay on an earlyphase of your project.

What actions can youtake to counter thedelay? Which actionswill have the most

effect on the result?

Closing or addressingthe reasons of thedelay, resource

allocation, incompletedocuments, or othersor focus on the taskthat would consume

most of the time.


94/95

94

Describe what you didin a difficult projectenvironment to get

the job done on timeand on budget ?

Currently, negotiationwith the vendors, on

AMC, contracts

signing off, Strictdeadlines, follow-upwith business userson testing and sign

off. No re-work, Keepthe changes tominimum


95/95

AEW Services, Vancouver, BC 2001 Email: [email protected]

What actions arerequired forsuccessful executive

sponsorship of aproject?

Meet the requirement,zero rework, Detailedlevel planning, Risk

Management.

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