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5/4/2015 Top50ProjectManagersInterviewQuestions
http://career.guru99.com/50interviewquestionsforprojectmanagers2/ 1/15
Top 50 Project Managers InterviewQuestions
1.Howwillyoudefineaproject?
Aprojectisasetoftask/activitiesundertakentocreateaproduct,servicesorresults.Thesearetemporary,inthesensethattheyarenotroutineworklikeproductionactivitybutmostoftenonetimesetofactivitiesundertaken.
2.Providesomeexamples.Aprojectforaproductwillresultinacompleteproductorpartofaproduct.AnexamplewouldbethecreationoftheMicrosoftSurprisetabletthatusedaliquidmagnesiumdepositionprocesstocreatetheenclosure.Theprocessdevelopedintheprojectwillbeusedforsubsequentproductionofthetablet.Examplescouldincludedevelopmentofanewproductorprocess(asintheexample),constructingaroadora
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process(asintheexample),constructingaroadorabridge(infrastructureingeneral),developingacomputer/informationsystem,etc.
3.WhatisyourviewofProjectManagement?
Projectmanagementinvolvesapplyingtheknowledge&skillsoftheprojectteammembersincludingtheprojectmanager,applicationoftoolsandtechniquesavailabletoensurethedefinedtasksarecompletedproperly.Propercompletionmeansimpliesachievementofendresultswithingivencostandtimeconstraints.Itusuallymeansbalancingoftheconstraintsofscope,budget,schedule,quality,risksandresources.
4.Aretheredistinctkindsofactivitiesinaproject?
Mostoftenanyprojectgoesthroughsomeeasilyidentifiablesetofactivitiesduringitslifetime.Sometypicalactivitiescanbeidentifiedasrelatedinitiatingaproject.Planningsetofactivitiesarerequiredtoplantheactivitiestobeundertakentoachievethedefinedgoals.Executinggroupofactivitieshelpgettingtheprojectdone.Arelatedsetofactivitiesarerequiredtomonitorandcorrectthecourseofactionstokeeptheprojectontheplannedcoursechartedforit.Finalsetofactivitiesarerelatedtothesystematicclosureoftheproject.Mostimportantofwhichis,ofcourse,toformallyrecordwhathasbeenlearnt
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whichis,ofcourse,toformallyrecordwhathasbeenlearntduringtheexecutionoftheproject.Whendocumented,thissetofdocuments,relatedformstobeused,thewayestimatesaretobemade,databaseofestimatesofsimilarprojectsetc.areoftenreferredtoasOrganizationalprocessassets.
5.Whatdoyouthinkisthedifferencebetweenprojects,programsandaportfolio?
Projectsareundertakenforaspecificorasetofrelatedpurposes.Aprogramisasetofprojectsmanagedinacoordinatedmannertoachievedifferentpartsofanoverallgoal.ForexampletheNASAlunarlandingprogramhadthedevelopmentofthecommandmoduleandthelunarlandingmodulesasseparateprojects.Aportfolioisacollectionofprojects,programsandevenotherportfoliosthathelpanorganizationachievesomecommonhighlevelbusinesspurpose.
6.Whoisastakeholder?
Anyperson,organizationoranentitywhoseinterestisaffected,positivelyornegatively,becauseoftheproject.Theinfluenceofstakeholdersisanimportantissuetotakeintoaccountinanyplanningandsubsequentlyduringexecutionofitaswell.
7.Whatareorganizationalinfluences?
Everyorganizationhasacertainwayofdoingthings,collectivewisdomabouthowthingscanbestbedone,etc.andtheseinfluencestheplanningandexecutionprocesses.Theseinfluencesneedtobetakenintoaccountwhenestimating,planningforactivitiesrelatedtoprojects.Theseareoftenmentionedasorganizationalenvironmentalfactors.
8.Canyouexplainprojectlifecycle?
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8.Canyouexplainprojectlifecycle?
Aprojecthasdistinctphaseswhentherangeofactivitiesrequiredtocarryouttheprojectworkdiffer.Thereisadistinctstartphase,followedbyanorganizingandpreparingphase.Carryingoutistheactualexecutionpartoftheproject.Closingphasemakessurethetemporaryactivitiesrelatedtotheprojectareclosedsystematically.Thepointsintimewhenthephasechangeshappenarenamedvariouslyasphasegate,exits,milestonesorkillpoints.Ifaprojectistobeclosed,itisdecidedatthesestagesbasedontheperformanceoriftheneedoftheprojecthasdisappeared.
9.Whattoyouunderstandbyaprojectcharter?
Thisisadocumentwhereitallbegins.Projectauthorizationisdoneonthisdocumentandaprojectwouldbeinitiatedwiththetoplevelrequirementslistedinthisdocument.Initialrequirementsasseenbystakeholdersandtheoutcomesoftheprojectalsoarelistedinit.
10.Whatdoyouunderstandbyplanbaselines?
Baselinesarethefinalversionofallplansbeforetheprojectexecutionstarts.Projectbaselinesarethestartingversionsofallrelatedplansofaproject,beitthetimeschedule,thequalityplan,thecommunicationplanorwhatever.Thisactsasthereferenceagainstwhichprojectperformanceismeasured.
11.Whatqualificationsarerequiredtobeaneffectiveprojectmanager?
Besidesbeingagoodprofessionalmanager,thePMneedstohaveadditionalpersonalskillsforbeingeffective.Itisnotonlyessentialforhimtohaveprojectmanagementskillsbutbeproficientinthem.Attitude,corepersonalitycharacteristicsandleadershipqualitiesareneeded.Teammanagementandleadershipskillsthathelptheteamreachcommonobjectivesandgoalsarerequired.
12.Whatareprocessesandprocessgroups?
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12.Whatareprocessesandprocessgroups?
Aprocessisadefinedwayofdoingthings.Notonlydoestheprocessdefinetheactionstobetakenbutalsoinwhatsequencetheyaretobecarriedout.Processgroupsareasetofprocessesthatareapplicabletovariousstagesofaproject.Forexample,initiatingprocessgroup,planningprocessgroup,etc.Eachoftheprocesseshasadefinedsetofinputsandproducedefinedoutputsbyapplyingasetoftoolsandtechniquesontheinput.
13.Whataretheknowledgeareasrelevanttodoingaproject?
Scopemanagement,timeandcostmanagementknowledgeareasarequiteobvious.Samegoesforqualitymanagementtoo.Tocompleteaprojectinallitsaspectsoneneedstobeawareoftheprojectintegrationknowledgearea.Communicationsisanessentialissuesoisthecommunicationmanagementknowledge.Procurementandriskmanagementaretwovitalsupportareas.SincepeoplegetthingsdoneHumanresourcesmanagementisalsoanequallyimportantarea.
14.WhatisRAIDasitrelatedtoprojectmanagement?
RAIDstandforrisks,assumptions,issuesanddependencies.ThesearevitalitemsthataPMshouldalwaysbeawareof.TherearealwaysrisksaboutactionsandaPMmusttakeleastriskactions.Unlessassumptionsaboutanyestimatesoractionsareclear,thesecangowrong.Issuesanddependenciesalsolimitthechoicesofactionsoften.
15.Whataretheimportantprocessesforprojectintegrationmanagement?
Itstartswithaprojectcharterdevelopment.Projectmanagementplandevelopmentisanotherimportantactivity.Directandmanageprojectexecutionandmonitorandcontrolareplansthataretobefollowedallthroughtheproject.Closingoftheproject(orthecurrentphase)isthe
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finalsetofactivitiesforintegrationmanagement.Sincechangesareoftenunavoidableanintegratedchangemanagementplanmustbedevelopedtoguideallchangessystematically.
16.WhatisaSOW?
SOWorthestatementofworkisadetaileddescriptionoftheoutcomesoftheprojectintermsofwhatproducts,servicesorresultsareexpectedfromtheproject.MostdetailedSOWareusuallygivenbythecustomerifheistheonerequestingtheproject.
17.WhatdoesScopemanagementinvolve?
Typicallythisprocessinvolvescollectingrequirements,definingscope,creatingWBS,verifyingscopeandcontrollingthescope.Theprojectscopestatement,WBSandWBSdictionarydefinesthescopebaseline.Controllingthescopeprocessmustminimizescopecreep.
18.Howshouldchangescontrolled?
Throughtheintegratedchangecontrolprocess.Requestedchangeswillhavetobereviewedbyachangecontrolboard.Onlytheapprovedchangesshallbeincludedinthedocumentchangesguidingprojectexecution.
19.WhatisWorkBreakdownStructure(WBD)andhowdoesitaffecttheworkestimatesoftasks/activities?
Workbreakdownstructuredefinestheworkactivitiesrequiredfortheprojectandthesubactivitiesofeachoftheworkrequirement.Thebreakdowngoesdowntolevelswherealltheworkrequiredisclearlyunderstood.Workneednotbebrokendownfurtherthanthat.Workbreakdowndictionaryincludesadditionaldetailsthathelpdefinethetasks.Timeandeffortestimatescanbeaccuratewheneverythingabouttheworkanddependenciesareknown.
20.Howdoyoudefineamilestone?
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20.Howdoyoudefineamilestone?
Milestoneisapointinprojectschedulewhensomeobjective,apartofaresultorapartoftheplannedservicesplannedareachieved.
21.Whataresometechniquesusedfordefiningscope?
Productbreakdown,requirementsanalysis,systemsengineering,systemsanalysis,valueengineering,valueanalysisandalternativesanalysis.Alternativesanalysiscanbehelpedbybrainstorming,lateralthinkingandpairwisecomparisons,etc.
22.Howdoprojectschedulinghelpachieveprojectexecution?
Whentheactivityeffortandresourceestimatesareknowngettingtheworkdonedependsonhowthetasksaresequenced.Dependencieswithotheractivitieshavetobeclearlyknown.Thebasicsequenceisdeterminedbywhatactivitiesshouldbecarriedoutfirstandwhatshouldfollow.Unconnectedtasks/activitiescanbesequencedinparalleltoreduceprojecttime.Mostoptimizedsequencingwouldgiveyouthebestpossibletimeneededgiventheresourcesallocationisidealandtherearenoconstraintsthere.SchedulingisdonefromactivitieslistpreparedafterWBShasbeenfinalized.
23.Howistheactivitytimeestimatesdone?
Parametricestimates,threepointestimatesandanalogousestimatesarethetechniquesusedforestimatingactivitytimeestimates.
24.Howdoyouestimateinthethreepointestimatingmethod?
Oneoptimisticestimate,apessimisticestimateandonemostlikeyestimateisconsideredforanactivity.(Opestimate+6Xmostlikely+pess.Estimate)iscalculatedanddividedby6.Thisresultthenmaybefurtheriterated.
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Thisistheestimatetobeused.
25.Howintheprojecttimeschedulerepresentedmostoften?
Activityschedulingnetworkdiagramisthemostcommonformofrepresentationfortheprojecttimeschedule.Thisisoftenaccompaniedbymilestonechart,andbarcharts.
26.Whatisacriticalpathinschedulenetworkdiagram?
Whenactivityschedulingisdonetherewillbeactivitieswhosestarttimeand/orendtimesarenotcritical.Itmaybepossible,duetodependencies,tostartatasklaterthanthedateontheschedule,similarlyanactivitycouldbecompletedlaterastherearenootheractivitywaitingforitscompletion.Thesetimepadsarecalledfloats.Thereisalwaysapathfromstarttofinish,whichdoesnothaveanyfloats.Notonlyalltheactivitiesinthepathmustbecarriedoutinplannedtime,butalsotherecannotbeanydelays.Anydelayswilldirectlyreflectonprojectcompletiontime.Thischainofactivitiesorthepathfromstarttofinishisknownasthecriticalpath.
27.Whatarethewaysaprojecttimeschedulecanbecompressed?
Crashingandfasttrackingaretwomethodsofacceleratingaprojecttimeschedule.Crashingmethodtriestooptimizetheschedulemakinguseofthetimefloatsavailablewhilekeepingcostsundercontrol.Fasttrackingistomakeselectedactivitiesfasterbyapplyingadditionalresourcesifnecessary.Itmaymeanpayingteammembersovertime,payingforthetimeofaconsultant,etc.
28.Whatiseffortvariance?
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Itisthedifferenceinestimatedeffortandtheeffortactuallyneeded.Workperformanceismonitoredperiodicallytofindifthereisanyvarianceineffortssothatcorrectiveactionscouldbetaken.
29.WhatisEVM,earnedvaluemanagement?
Ateverymonitoringpointtheplannedvalue(PV),earnedvalue(EV)andactualcost(AC)aremonitored.PMB,performancemeasurementbaselineistheaggregationofallplannedvalues.VariancesfrombaselinesaredeterminedandSchedulevariance(SV)andcostvariance(CV)arecalculated.Ifearnedvalueisequaltotheplannedvaluethentheprojectisachievingwhatitissupposedto.Ifthereisscheduleorcostvarianceissignificant,appropriateactionneedstobetakentocorrecttheslips.Estimateatcompletion(EAC)isestimatedandcomparedwithbudgetatcompletion.Incasethereisaslip,thecostconsequenceswillbeknown.
30.WhatdoesAprocessesensure?
Accordingtoadictionary,Aisawayofsystematicmonitoringandevaluationofaspectsofaproject,serviceorfacilitytoensurethatstandardsofqualityaremet.Thus,whateverensuresproductsmeetcustomerexpectationsarepartofAefforts.Ensuringqualityofeverythingthatgoesintomakingaproductandthatnomistakesaremadewhilemakingitensuresquality.
31.Whatisqualitycontrol?
QCproceduresincludeinspectionstoensurequalityrequirementsarebeingmet
32.Whatstheneedforprocessimprovementplans?
AcornerstoneofAisthatprocessesarecontinuouslyimproved.Processimprovementshelpmistakesinprocessesandthushelpimprovequality.
33.Whatisthetoolusedforarrivingatimprovements
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33.Whatisthetoolusedforarrivingatimprovementsinprocesses?
GM,orthegoals,questionsandmetricsisthemethodused.Goalsareset,questionsareaskedaboutwhatimprovementscanbemadeandmetrics(measurementsthattellussomethingabouttheprocess)arecarriedout
34.WhataretheimportantaspectsofaHRplanfortheprojectteam?
Acquiringtheteam,formingtheteam,assigningroles&responsibilities,appraisalpolicies,rewards&recognitionaretheareaswhereclearcutpoliciesshouldexistandbewellknowntoteammembers.
35.WhyistheperformancemanagementprocessintheHRmanagementplanimportant?
Peopleliketoberecognizedfortheircontributions.Theprojectmanagementteamneedstorecognizetalentandrewardandrecognizetheperformers.Theassessmentshouldnotonlybefairbutseentobefair.
36.Howdoyoudeterminethecommunicationneedsofstakeholders?
Thecommunicationneedsofstakeholdersdependontheirpositioninthepower/influencegrid,power/interestgridasalsoimpact/influencegrid.Saliencemodelingisanothertechniquetodeterminewhoisthemosteffectivefortheinterestoftheproject.Thisisaqualitativeassessmentandwilldeterminethekindanddetailsofcommunicationstheyneedontheproject.
37.Whatarethetypesofrisksyoumayencounterinaproject?
Thesecouldbecategorizedastechnical,external,internal/organizational,etc.Dependingonthetypeofprojectsothercategoriesmayhavetobeconsidered.
38.Whatisariskregister?
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Thisisaregister/documentthatcontainsalltheidentifiedrisksofaproject.Listofactionsofpotentialactionsarealsoincluded.
39.Arethereanypositiveaspectsoftheriskidentificationprocess?
Theriskidentificationprocessmaybeabletocomeupwithsomeopportunitiestoo.
40.Whatisriskimpactandprobability?
Whenassessingriskstheprojectteamalsotriestodeterminetheprobabilityoftheriskactuallyhappeningandtheimpactitwillhaveontheprojectwhenitdoes.
41.WhatistheroleofIsikawa/Fishbonediagramsindeterminingrootcausesofrisks?
Thisisagraphicalmethodofdeterminingcauseandeffectrelationshipsleadingtoaspecificrisk.Onecouldthendeterminemitigationactionsforthatrisk.
42.WhatdoyouunderstandofPareto(80/20)principle/analysis?
Thisisastatisticalanalysismethodthathelpsdecideprioritiesbetweenseveralactionstobetaken.Thebasisisthatthereareabout20%actionwhichwhenexecutedgetsyou80%oftheresults.InQAthisisusedtoidentifythe20%ofcausesthatcreate80%oftheproblems.
43.Whatarefixedtypecontractsinprocurementprocesses?
Thesellermustsupplythecontracteditemsatafixedpricedeterminedatthetimeofcontract.
44.Whataretime&materialcontracts?
Inthistypeofcontractsthecontractorgetspaidfortime
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usedontheprojectandexpensesformaterialusedandotheragreeduponexpenses.
45.Whatistheprimarypurposeofprocurementmanagementplan?
Todeterminewhatexactlyistobeprocured,ensuretheyareprocuredatthebestpriceandismadeavailabletotheprojectteamattherighttime.
46.Whatdoesprocurementadministratorinvolve?
Tokeepmonitoringandensurethatallopenprocurementcontractsareprogressingasexpected.
47.WhydoesaPMneedtobeveryproactive?
APMneedstobeabletoseeanysignsofadeviationintimeand/orcosttoprojectprogressasearlyaspossible.Thisgivestheteamasmuchreactiontimeaspossibletocorrectthesituationortominimizetheimpact.
48.Formingateam,developingtheteamandimprovingknowledgearedirectresponsibilitiesoftheprojectmanager,doyouagree?
Itistheteamthatexecutestheproject.Thusensuringyouhasrightpeopleisessential.Developingtheteamisimportantaswhatevergapsarethereneedtobebridged.ImprovingselfandtheteamknowledgeisequivalenttothecontinuousimprovementofAprocessandshouldimpactthequalityoftheprojectoutcome.
49.DoyouthinkprofessionalismandintegrityareessentialqualitiesofaPM?
PMischargedwithmanagingallaspectsoftheproject.Unlessheisaprofessionalandhasintegritytherearemanythingsthatcangowrong.NotsotruthfulprogressreportingwilleasilyboomerangonthePMbuttheorganizationwillhaveadelayedorafailedproject.
50.Explaintheteamformingprocess?
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Afterthemembersarecollectedasaprojectteamthereisaturmoilbeforeeverythingsettlesdown.Thisisknownastheformingstormingnormingperformingprocess.Theteampeoplegothroughastormingofrelationshipswhenbeforesettlingtotheroleassignment.Overtimetheythengetusedtothestructureoftherelationship,thatisthenormingphase.Itisonlyaftereverybodyhassettledintotheirnewrolesthattheteamstartsperforming.
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