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Home Blog Presentation Ideas How to Give A Compelling Interview Presentation: Tips, Examples and Topic Ideas

How to Give A Compelling Interview Presentation: Tips, Examples and Topic Ideas

Interview presentations have now become the new norm for most industries. They are popular for sales, marketing, technology, and academic positions. If you have been asked to deliver one for your job interview presentation, prepare to build a strong case for yourself as a candidate.

Giving a general presentation is already daunting. But selling yourself is always the hardest. Spectacular credentials and stellar expertise don’t count much if you cannot present them clearly, which you are expected to do during your interview presentation.

So, let’s prime you up for the challenge. This post is action-packed with job interview PowerPoint presentation examples and will teach you the best way to do a presentation without stressing too much!

Table of Contents

What is an Interview Presentation?

What should an interview presentation look like, how to prepare for a job interview presentation: the basics, define your structure, what slides to include, how to come up with 15-minute interview presentation ideas, how to conclude your interview presentation, how to prepare for an interview: the final tips, what to do at the first interaction with the company elevator pitch for interview, presentation design tips, how to overcome presentation anxiety, tips on maintaining positive body language throughout the presentation, your final act.

An interview presentation, also known as a job interview presentation or interview portfolio, is a formal and structured way for candidates to showcase their skills, qualifications, and suitability for a specific job position during an interview. It goes beyond the typical Q&A format of interviews, allowing candidates to demonstrate their expertise through a prepared presentation. Employers commonly request interview presentations in various industries, such as sales, marketing, technology, academia, and management roles. These presentations serve several important purposes: assessing communication skills, evaluating cultural fit, measuring expertise, analyzing problem-solving skills, and observing presentation skills. While the specific format and requirements of interview presentations vary widely, candidates typically receive guidelines from the employer regarding the topic, duration, and any specific criteria to be addressed. In essence, an interview presentation is an opportunity for candidates to make a compelling case for their candidacy, showcasing their qualifications, experience, and suitability for the job. It requires careful preparation, effective communication, and the ability to engage and persuade the interview panel. A successful interview presentation can significantly enhance a candidate’s chances of securing the desired position.

Think of your interview presentation as a sales pitch.

Your goal is to convince the human resources team that you are the best candidate. The kick here is that you will present to a warm audience – you already impressed them enough with your resume to be called in for an interview. We recommend generating a strategy and presentation based on a 30 60 90 Day Plan .

Employers request interview presentations for a few simple reasons:

• To assess your communication and public speaking skills.
• To understand whether you are the right cultural fit for the company.
• To develop a better sense of how well-versed you are in the domain .

So, your first job is ensuring your presentation fits the criteria. Review the company’s job description again and jot down all the candidate requirements. Take the time to read about their company values and mission. Be proactive and ask precisely what you should cover during your presentation.

Most interview presentations will differ in content and style, but here’s a quick example to give you more context:

[ Use This Template ]

Before you get elbow-deep in designing that PowerPoint for a job interview presentation, do some scouting and reach out to the HR team with a few questions.

You want your presentation to be on-point and technically accurate, so ask your contact the following:

• How long should an interview presentation be? Fifteen minutes is the golden standard, though some employers may ask to cut it down to just 10 minutes or extend it to 20-25.
• Who exactly will be present? A conversational presentation would undoubtedly be welcomed by your peers and a team leader but may appear too casual for the senior managers or board of directors.
• Does the HR team have a particular agenda in mind? Ask some leading questions to understand what kind of skills/experience they want you to demonstrate. If needed, use a proper agenda slide to include your content.
• What’s the IT setup? Should you bring your laptop? Do you need an adapter to connect to their projector? What kind of presentation software have they installed – PowerPoint, Keynote, Google Slides?

Everyone appreciates clarity.

In fact, 89% of professionals state their ability to communicate with clarity directly impacts their career and income.

Your presentation should flow, not rumble. Make sure that your story is easy to follow and your key message is easy to digest, remember, and pass on. If you want people to retain your main points, opt for the following structure:

Source: this infographic was created with  3 Steps Editable 3D Ladder Infographic

Here’s an interview presentation example styled in this fashion.

What is: The company’s presence in the Middle East is low. Only 15% of revenues come from the top markets.

Why this matters: The UAE fashion market alone is expected to grow at a CAGR of 21% during the next five years.

What could be: I have helped my previous employer open a flagship store in Dubai, have a lot of industry contacts, and am familiar with the local legislature. Your brand can expect a 17% revenue growth within one year of opening.

You can find even more ideas for designing your presentations in this post .

The choice of slides will largely depend on whether you are asked to talk about yourself or present on some task that you will be required to do as part of your job (e.g., create marketing campaigns).

Most interview presentation templates feature the following slides:

• Opening Slide
• Quick Bio/Personal Summary
• Career Path
• Education timeline
• Key Skills and Expertise
• Case studies/examples of the problems you have solved at your past jobs
• Your vision for your future role.
• What exactly can you bring in as the candidate (we will come back to this one later on!)

Can’t figure out where to start? Check out our AI PowerPoint generator to create an entire interview slide deck in a couple of clicks, or just download a job interview template . Swipe down to learn from the either of the following job interview presentation samples.

Typically, a talent acquisition team will suggest broad interview presentation topics for you. For example, if you are applying for a sales position, they may ask you to develop a sales presentation for some product (real or imaginary).

Some employers will request a short presentation about you or your hobbies to understand whether you are a good “fit” for the team and share the company’s values. Remember this: your audience will be assessing your aptitude for the role, no matter which topic you were given.

In fact, the interviewers at this point don’t care that much about your experience and skills. They want to know how you can apply those to solve the company’s pressing problems – meet sales targets, improve ROI from social media marketing or help them earn more revenue.

Your job is to make an educated guess… predict the most wrenching problem, and pitch your “magic pill” during your interview presentation.

I know what you are thinking – but how do I find the right opportunity/problem to tackle?

Businesses across different industries pretty much struggle with the same generic challenges related to either of the following:

Your topic should clearly address one of these areas and offer a potential roadmap for solving some specific problem within it.

Let’s say that you are applying for a sales role. Clearly, you will want to tackle the “customer audience” set of problems. To refine your idea, ask yourself the following questions:

• Can you think of a new customer segment the company should target? Who are they, what do they want, and how you can help the company reach them?
• Do you have a network or experience to identify and pitch new clients?
• Can you think of new collaboration opportunities the company could use to attract a whole new niche of customers?

So a sample job interview presentation about yourself should include a series of Problem & Solution Slides , showing exactly how you will address that issue if the company hires you.

Here’s another PowerPoint presentation about yourself for job interview example worth using – incorporate a case study slide, showing how you have successfully solved a similar problem for your past employer.

Wrap up your presentation by laying out the key steps the company needs to take. Give an estimate of how much time it will take to tackle the problem, and what changes/investments should be made.

Your conclusion should tell this: “Hire me and I will solve this problem for you in no time!”.

Source: StockSnap

Dial-Up Your Power

Take a deep breath and strike a “power pose” before you enter the room.

According to her research, power posers performed better during interviews and were more likely to get hired. Another study also proved this theory: unaware judges gave major preference to the power-primed applicants. So yes, pep talks do work!

The first 30 Seconds Count The Most

What you do and say in the first 30 seconds will make the most impact. Psychological  research  shows that listeners form opinions about your personality and intelligence in the first 30 seconds of the interview. So be sure to start with a compelling opening, framing exactly how you want to be perceived.

Try To Appear Similar to the Interviewer

Lauren Rivera, a professor from Kellogg School,  came to the conclusion that interviewers tend to hire “people like them” .

Even the top human resource management folks fall for this bias and tend to base their evaluations on how similar a candidate is to them, instead of trying to decide whether the person’s skill set is ideal for the position. So to be liked, you will have to act relatable.

Back up your statements with facts

To deliver a presentation with a bang, you can make use of pre-analyzed facts to support your hypothesis. Make sure to do your homework, study the company and its competitive landscape, and do the professional work you would have done as a member of the company crew. At some point in your interview presentation, you go “off the script”, and pull out a bunch of documents, supporting your statements.

For example, you can give away a quick plan indicating a number of things the employer could do today to save money, even if they don’t hire you. Make sure to be meticulous; your work will speak for you. But giving away this work will show the employer your commitment, skills, and focus.

And that’s exactly how to make your job interview presentation stand out. Most candidates just ramble about their skills and past career moves. You bring specificity and proof to the platter, showing exactly what makes you a great hire fair and square.

Within a selection process, there are many interactions (interviews and dynamics) that you must successfully complete in order to be the next selected candidate. One of your objectives in this first interaction should be to generate a great first impression in the company. For this, we recommend using the Elevator Pitch for Interview technique.

The Elevator Pitch for Interview will allow you to present yourself in a solid and professional way in less than 60 seconds, in order to generate an outstanding first impression.

What is an Elevator Pitch for an Interview?

The Elevator Pitch is a condensed speech about yourself that aims to generate engagement in no more than 60 seconds. Entrepreneurs widely use this type of speech to persuade investors and job seekers in job interviews. Your Elevator Pitch for the Interview will generate a great first impression to the employer and be better positioned than other candidates. If your goal is to make a convincing presentation in a job interview, your Elevator Pitch needs to be well crafted.

How to Make an Elevator Pitch for an Interview

There are many ways and tips to make an excellent Elevator Pitch for a job interview. This section provides you with essential advice to make your interview more convincing.

Identify your target

You need to know to whom you are presenting yourself. Is it a recruiter? or an executive?. Your Elevator Pitch will change depending on the receiver.

Comprehend the needs of the hiring company

Make an advanced study about the search requirements for the job position. Identify your strengths. Highlight them. Demonstrate your experience. Identify your weaknesses. Show that you have a profile that seeks constant improvement

Create a clear, concise, and truthful Elevator Pitch

This point is critical. Your Elevator Pitch must be clear, concise, genuine, and impactful. Go from less to more. Generate a real hook in your audience. Try not to go off-topic or talk too much, and be brief in everything you want to say.

Speak naturally and confidently

If you can speak fluently and naturally, you can show a confident profile. Show you know what you are talking about and what you want.

Elevator Pitch Example for Job Seekers

This section illustrates an Elevator Pitch Example targeted to Recruiters. It will help you put together your own.

“My name is [NAME]. After graduating with a degree in Business Administration, I have spent the last five years accumulating professional experience as a Project Assistant and Project Manager. I have successfully managed intangible products’ planning, strategy, and launch these past few years. I was excited to learn about this opportunity in Big Data – I’ve always been passionate about how technology and the use of information can greatly improve the way we live. I would love the opportunity to bring my project management and leadership skills to this position.”

Ways to avoid common mistakes in your Elevator Pitch

Keep in mind the following points to avoid making mistakes in your Elevator Pitch for an Interview.

Don’t hurry to make your Elevator Pitch

The Elevator Pitch lasts approximately 60 seconds. Do it on your own time and naturally, as long as you make it clear and concise.

Do not always use the same Elevator Pitch for all cases

One recommendation is not to repeat the same Elevator Pitch in all your interviews. Make changes. Try new options and ways of saying the information. Try different versions and check with your experience which generates more engagement and persuasion.

Make it easy to understand

Articulate your pitch as a story. Think that the person in front of you does not know you and is interested in learning more about your profile. Don’t make your Elevator Pitch challenging to appear more sophisticated. Simply generate a clear and easy-to-understand narrative, where all the data you tell is factual and verifiable.

Don’t forget to practice it

Practice is the key to success. Your Elevator Pitch for Interview will become more professional, convincing, and natural with practice.

How to End an Elevator Pitch?

An essential aspect of ending an Elevator Pitch for an Interview is demonstrating interest and passion for the position. You have already presented yourself and established that you have the necessary background for the job. Closing with phrases revealing passion and attitude will help reinforce your pitch.

We recommend you use expressions such as:

“I have always been interested and curious about the area in which the company operates, and it would be a great challenge for me to be able to perform in this position.”

“I have been interested in moving into your company for a while, and I love what your team is doing in IT.”

“I would like to advance my career with an employer with the same values. I know that thanks to my profile and experience, I can make excellent contributions to your company.”

Keep It Visual: Use visuals like images, graphs, and charts to convey your points effectively. Visuals can make complex information more accessible and engaging. Consistency Matters: Maintain a consistent design throughout your presentation. Use the same fonts, color schemes, and formatting to create a cohesive look. Practice Timing: Be mindful of the allotted time for your presentation. Practice to ensure you can comfortably cover your content within the time limit. Engage the Audience: Incorporate elements that engage the audience, such as questions, anecdotes, or real-world examples. Interaction keeps the interview panel interested. Use White Space: Avoid cluttered slides. Use white space to create a clean and uncluttered design that enhances readability.

Presenting during a job interview can be nerve-wracking. Here are some strategies to overcome presentation anxiety:

• Practice: Practice your presentation multiple times, ideally in front of a friend or mentor. The more you rehearse, the more confident you’ll become.
• Visualization: Visualize yourself by giving a successful presentation. Imagine yourself speaking confidently and engaging the audience.
• Breathing Techniques: Deep breathing can help calm nerves. Take slow, deep breaths before and during your presentation to reduce anxiety.
• Positive Self-Talk: Replace negative thoughts with positive affirmations. Remind yourself of your qualifications and the value you bring to the role.
• Focus on the Message: Concentrate on delivering your message rather than dwelling on your anxiety. Remember that the interviewers want to learn about your skills and experiences.
• Arrive Early: Arrive at the interview location early. This gives you time to get comfortable with the environment and set up any technical equipment you use.

Maintain Good Posture: Stand or sit up straight with your shoulders back. Good posture conveys confidence and attentiveness. Make Eye Contact: Establish and maintain eye contact with your audience to show confidence and engagement. Use Open Gestures: Employ open gestures, like open palms and expansive arm movements, to convey enthusiasm and openness. Smile and Show Enthusiasm: Genuine smiles and enthusiastic facial expressions demonstrate passion and eagerness. Control Nervous Habits: Be mindful of nervous habits like tapping or fidgeting, which can distract your audience and convey anxiety.

Stop fretting and start prepping for your interview presentation. You now have all the nitty-gritty presentation tips to ace that interview. If you are feeling overwhelmed with the design part, browse our extensive gallery of PowerPoint templates and cherry-pick specific elements ( diagrams , shapes , and data charts ) to give your interview presentation the top visual appeal.

Here you can see some 100% editable templates available on SlideModel that could be useful for preparing an interview presentation.

1. Versatile Self-Introduction PowerPoint Template

Use This Template

2. Professional Curriculum Vitae PowerPoint Template

This a sample of PowerPoint presentation template that you can use to present a curriculum and prepare for a job interview presentation. The PPT template is compatible with PowerPoint but also with Google Slides.

3. Modern 1-Page Resume Template for PowerPoint

4. Multi-Slide Resume PowerPoint Template

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HR, Human Resources, Interview, Job, Resume Filed under Presentation Ideas

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Best 25 Project Manager Interview Questions and Answers (2024)

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Finding the right project manager, who has the skill sets, experience and proper corporate cultural fit for your organization is not as easy as just posting a job listing. You need to meet the potential candidate and figure out if they’re suited for the job. That’s where having the right project manager interview questions comes in.

Project management interview questions will guide your decision-making process. Hire a leader with the project management and communication skills that’ll lead your projects to success by using these project manager interview questions.

Related: Free Project Management Templates and Spreadsheets for Excel

Types of Project Manager Interview Questions

There are two main types of project management interview questions, behavioral and scenario-based questions. These two different approaches help interviewers get as much information as possible from project managers.

Scenario-Based Project Manager Interview Questions

The purpose of scenario-based interview questions is to ask project manager candidates how they’d respond to hypothetical project management scenarios. Here, you can understand the thinking process of your project managers and look into their problem-solving skills, leadership style, knowledge of project management methods and tools, etc.

Behavioral Project Manager Interview Questions

This type of interview question asks for events that happened in the past. The purpose of these project manager interview questions is to get an idea of how the project manager has acted in the past, and how he or she applied applicable project management skills and knowledge to solve real-life problems.

The 25 project management interview questions below include these two types of questions. We hope they help you prepare for your PM interview.

Types of Project Manager Interviews

Most employers typically conduct several rounds of interviews to look at project managers through different lenses. This is done to get a better understanding of the technical capabilities of project managers, their past performance and their decision-making under different scenarios.

Here’s some expert advice from Devin Deen, certified scrum master and project manager expert. In the video below he explains some the main types of project manager interviews that you’ll need to go through to get a project management  role .

Top Project Manager Interview Questions and Answers

Here are some of the most common project manager interview questions that will help you find the best talent for your projects. They’re also helpful if you want to learn how to prepare for a project manager interview. There are different types of PM interview questions as well as some icebreakers to start the interview.

1. Tell me about yourself

This is a typical question for an interview and is a great way to break the ice and conversate. But you can get important information about the candidate’s past experiences, skills and education. You can also get a feel of how well this individual will adapt to the project manager role at your organization. A good way to do this is to ask the candidate to tell you a little about his or her past, present and future project management job expectations.

How to answer: Be honest in answering this and every question, but keep it brief. You can share relevant information about your upbringing. For example, was one of your parents a project manager? What in your upbringing shows you have the leadership or communication skills to manage a team and handle the pressure of a project ? If you have project management certification or prior positions that make you the ideal candidate, make sure to bring that up.

2. What’s your background, personally and professionally?

It’s important to get a snapshot of the applicant to bring their project manager resume into sharper focus. Knowing a bit about their life story unveils their soft skills and how they might respond to issues at work, and whether they’ll fit into the corporate culture.

How to answer: If you haven’t brought up your profession and educational background in the previous question, now’s the time to do so. It’s also good to bring up a personal anecdote that illustrates your leadership qualities. The same goes for their project management experience. Staying at a single job for a long time can be either bad or good for project managers, but you won’t know until you put their choice into context.

3. What’s your ideal project?

The ideal project is the one that you’re hiring for, of course! But on a serious note, try to get them to answer honestly. It’ll let you know what sort of projects they prefer to work on which gives a better feel for what kind of project management methodology excites them. This can help you place the project manager with the right project, or help them adapt to the project team you’re hiring them to manage.

How to answer: Be specific in answering this question. It’s best if you can relate a past project you worked on and why it checked all the boxes for you. If, for example, you’re applying to a construction company, then you’ll want to share a previous construction project that excited you, perhaps because of the length and complexity of the project. The more specific and passionate you are in your answer, the better you can show your enthusiasm for the work.

4. Have you worked in this industry before?

Does the candidate have project management experience in your industry? That’s important because they might excel at the project management methods your company uses or may have the right risk management skills to manage your projects. If they don’t, it’s not a deal breaker as much of project management is the same from industry to industry.

How to answer: If you’ve worked as a project manager, share that experience, such as how the prevalent projects panned out. But if you haven’t held a project manager position in the past yet have strong project management skills or certifications that relate to the industry of your potential new employer, that can make up for a lack of direct experience. Whether you do or don’t have experience, be confident as it shows you’re an authentic person who’s comfortable in the position.

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5. Have you managed remote teams?

Not all projects are executed under one roof and remote teams are common. With more dynamic project management tools and a global workforce to choose from, many project managers might never meet the members of their team, at least in person, but they’ll be able to work together using project management software. Then there are the necessary resources that’ll be outsourced, which involves a different resource management technique than when working with employees. Knowing how they’ve managed people and resources can help you get an overview of their leadership skills and be a crucial point in your decision to hire or not to hire.

How to answer: Again, honesty is key. Lying will only cause future troubles. If you’ve managed a remote team, talk about the challenges of leading a group of people who you never met face-to-face. How’d you build a cohesive team from a distributed group? How did you track progress, foster collaboration, etc.? If you haven’t managed a remote team, explain how you would or what team management experience you have and how it’d translate to a situation where the team was not working together under one roof.

6. How did your last project end?

This question is about discovering any lessons they learned from that project. Everything about project management is a learning experience, and each project offers lessons from which a good project manager grows.

How to answer: Don’t be vague. Answer the question with a specific example. Provide a quick overview of the project’s goals, deliverables , constraints and risks. Show how you dealt with those issues and brought the project to a successful conclusion. If the project failed, explain why, but don’t lay blame on others. You’re the project manager and the buck stops with you.

7. How do you prioritize tasks on a project?

Task management is important. There’s going to be more work in a day than can be accomplished, so any good project manager is going to have to determine what is crucial and what could be left undone if necessary. It’ll prove interesting and informative to see how the candidate makes these time management and task management decisions.

How to answer: If you can tether your answer to a real-life situation that’s best. Interviewers don’t want abstract answers. Explain how you review all the tasks for a particular project and then the decision-making process in prioritizing. For example, do you use the critical path method or some other technique? That will reveal a lot to the interviewer.

8. How do you foster team collaboration?

This behavioral question is a great way to gauge the candidate’s basic leadership and team management knowledge as well as their ability to use modern work management software and team collaboration apps. Project managers need to use tools to communicate with their team members whether they’re traditional, remote or hybrid teams.

How to answer: This question can be answered in two ways. You’ll want to give examples of how you facilitated collaboration with a team in the past by leading them through team-building exercises. But that just sets the stage for good collaboration. Next, you’ll want to talk about the project management software or other tools you used to connect teams so they could quickly and easily share files, comment on tasks, etc.

9. What was a challenging project, and how did you manage it?

This behavioral question takes the conversation from theoretical to practical. You can see how the project manager responded to real-life problems to help determine how they’d manage projects at your organization. This question also provides a sense of the person’s project management experience, such as how they lead teams and deal with conflicts. By asking about a challenging project, you can see how they apply their hard and soft skills when pushed to their limits and beyond.

How to answer: It’s a bit of a broken record, but the advice is important enough to repeat; be honest. Choose a real project that has challenged you. Set it up by explaining what those challenges were and explain how you addressed and resolved the challenges. It’s a bit of a balancing act as you want to make the project’s challenges real, but you also want to show how you dealt with them. Don’t take all the credit, though. Make sure to give credit to your team.

10. What’s the biggest mistake you’ve made on a project?

Everyone makes mistakes; character is defined by how you deal with them. This project management interview question allows you to first gauge the candidate’s honesty.

How to answer: This is another tricky question. If you say that you’ve never made a mistake, you can rest assured that the interviewer won’t believe you’re truthful and your resume will go into the circular file. However, when you share a mistake you’ve made, interviewers will note that you take responsibility for your actions, which reveals your level of maturity. Bonus points if you can show how that mistake was rectified by you and your team.

Interview Questions for Project Managers About Team Management

Projects are a team effort, so any project management interview will likely include questions about how you manage teams. Make sure you highlight team management skills such as leadership, communication skills, conflict resolution and interpersonal skills. The main purpose of these project management interview questions is that interviewers want to understand how well you can work with others, including project teams and stakeholders.

11. What’s your leadership style?

Talking about managing a project will inevitably lead to a discussion of leadership style . There are many ways to lead, and all have their pluses and minuses. Depending on the project, a project manager might have to pick and choose how they lead, ranging from a top-down approach to servant leadership. See how well-versed they are in leadership techniques and how they apply them to project management.

12. What’s your communication style?

This is another classic project management interview question that directly stems from asking about managing projects and leadership. A project manager is nothing if he has poor communication skills. They need to be able to speak to team members, stakeholders, vendors, etc. Each group needs a slightly different approach. Stakeholders want the broad strokes of the project management plan, while team members need more detail. If a project manager can’t clearly communicate, the project is doomed before it has begun.

Being a good communicator is only the start. Project management software helps you better target communication with your team and stakeholders. ProjectManager has project management tools like Gantt charts , kanban boards and project calendars to clearly communicate your project plan. Our online software allows you and your team to collaborate in real time. If someone has a question, they can tag another person on the team to get them into the conversation. Our email and in-app notifications make sure you’re never late for a meeting or an important stakeholder presentation. Try our tool for free today.

13. How do you seek help outside of the project team?

This project manager interview question gives you information about the leadership and communication skills of your project manager candidate. Some project managers are going to think you want a person who’s wholly independent and pulls from an inner reservoir. But more resourceful is the project manager who knows when they’re over their head and asks for help from a mentor or a network of professionals.

14. How do you gain agreement with teams?

Where there are people, there are conflicts, and even the best projects have problems. Good teams collaborate and trust one another. If there’s a problem between two or more project team members, it must be resolved quickly. But this can also apply to stakeholders, vendors, etc. A project manager is a bit of a psychologist who must know how to resolve conflicts quickly.

15. Do you delegate?

The last thing you want is a project manager who carries everything on their shoulders. But this is a bit of a trick question or at least one that has an implicit question embedded in it. What you really want to know is not whether they delegate, but how they delegate work to their team members . This is a great way to weed out the micromanagers.

That doesn’t mean a project manager is absent from the process. Project management software has features to keep them aware of what their team is doing but not in the way. For example, ProjectManager has a board view that visualizes the workflow. The kanban allows managers to oversee their team as they work and make sure things are moving forward. Even better, if a potential block is spotted in the production, the manager can reallocate resources to keep the work moving forward.

16. How do you manage team members that aren’t working to their full potential?

Sometimes, no matter how much due diligence you put into assembling a skilled and experienced project team , someone underperforms or creates conflicts. While the project is rolling, you don’t have time to stop and tweak your team. Rather, the project manager must use problem-solving techniques and communication skills to deal with the problem. This comes up with even the best project team, so any capable project manager would know how to nip underperformance in the bud.

Interview Questions for Project Managers About Work Experience

Work experience is always important in any type of interview, and that’s true for project management interviews. Employers make these project manager interview questions because they need to make sure you have the necessary hands-on experience that’s required to be a good fit for their type of projects and that you have the capabilities to excel in their industry.

17. How do you deal when you’re overwhelmed or underperforming?

It’s easy to forget that project managers are people, too. They’re hired to perform project management processes and lead a project to success, but they can suffer the same setbacks as anyone on the team over the course of the project life cycle. The difference between a good and a great project manager is the ability to monitor oneself and respond proactively to any drop-offs in performance.

18. How do you work with customers, sponsors and stakeholders?

Even project managers have to answer to someone. Responding to executives, project sponsors and stakeholders requires a different approach than the one they’d use with teams and vendors. Part of their duties includes managing stakeholders who hold a position of authority over the project manager. That takes a subtle touch.

19. If the project isn’t adhering to schedule, how do you get it back on track?

Knowing that a project isn’t keeping to its schedule is only as important as being able to get the project back on track. Once a project manager is aware of the discrepancy between the actual project schedule and the schedule baseline estimated in the project plan, they need to take action, such as project crashing or fast-tracking. Any project manager worth hiring will be able to answer this with practical specifics. On these types of questions, it’s best to answer with the STAR method.

20. Do you have budget management experience?

It helps to drill down into specific aspects of the project management experience of your candidates. Naturally, if the candidate has specific skills, they’ll be briefly sketched in the resume. But here’s your opportunity to get a deeper sense of where they stand in terms of their experience with project management processes such as budget management. Project managers are known as planners. They create a project schedule and lead teams to success. But there’s often money involved, so they should know how to handle a project budget.

21. How do you know the project is off track?

Every project hits a snag along the way, but not every project manager is aware of that delay until the project budget or project schedule is affected. The ability to monitor and track the progress of a project and tell immediately when it’s not meeting the benchmarks you set in the project planning phase is perhaps the most important duty of a project manager. It’s also important to see if the project manager candidates have experience implementing a risk management plan to mitigate risks and keep projects on budget and schedule. ProjectManager has project dashboards to help project managers spot issues before they become serious problems.

22. What project management software do you prefer?

A project manager needs project management tools to plan , monitor and report on the project. There are many, from simple to complex. This question reveals first how up-to-date the candidate is regarding software and project management tools. Additionally, it provides a picture of what tools and processes they use to manage a project.

Most project managers heavily rely on Gantt charts when it comes to project planning and scheduling. ProjectManager has award-winning online Gantt charts that allow project managers to plan every phase of their projects. Managers can create dependencies, add milestones, assign tasks, manage workload and more—all from one screen. Any project manager you hire would appreciate the power of our planning tools.

23. What’s your preferred project management methodology?

There are almost as many ways to manage a project as there are projects. From traditional methods like waterfall to hybrid methodologies, you want a project manager who understands the many ways to work. And more importantly, can they use the project management methodology that best suits the work at hand?

Out-of-the-Box Project Manager Interview Questions

Lastly, employers will often make out-of-the-box questions to relieve the tension of the interview and be able to get a better idea of what the candidate’s personality is like.

24. How tall are the pyramids in Egypt?

Talk about not being prepared. Who’s going into a job interview with this information in their head? You don’t want an accurate answer to this question, but you do want to see how the project manager deals critically and seriously with the question. Because during the project, they’ll be sidelined with unexpected challenges and questions.

25. What’s something you don’t want us to know?

Ouch. Yes, you need to go there and make the candidate uncomfortable. It’s not that you want to learn some secret or catch them in an unethical act. Less important than the content of their answer is the way they deal with the question. You’ll get a better picture of the person instead of the persona they’re presenting. It also shows their communication skills while under pressure. It might seem cruel, but it’ll help you get to the heart of the person that you’re going to trust with the management of your project.

Tips for Preparing for a Project Manager Interview

One tip for preparing for your project manager interview is to get familiar with the above questions to give you a sense of confidence when in the interview. This will go a long way. People want to hire people that they can trust.

Other than that, you should do your homework. Research the organization you’re interviewing at and know their history and what they do. Also, study the job description and make sure you understand what’ll be expected of you.

If you know who the hiring manager is, you can also do a bit of research on them. You don’t want to come across as a stalker, but it could help you feel more comfortable having a bit of background on the person.

Finally, practice. Ask a friend you trust to be honest with you and ask them to act as the interviewer. They can ask the questions above. It’ll help you get comfortable answering them. Take constructive feedback from your friend and hone your answers and mannerisms to be the best applicant.

How ProjectManager Helps Project Managers

If you’re a project manager or are looking for one, then you have projects to execute. Projects need more than a good project manager to lead them, they need project management tools, too. ProjectManager is online project management software that helps project managers plan, monitor and report on the project, while team members collaborate on tasks online. It’s ideal for the whole organization.

Dashboards to Track Your Projects

Monitoring a project is the only way to make sure your team is aligned with the project plan. Online Gantt charts measure the progress of each task, but project managers want a bird’s-eye view. ProjectManager has a real-time dashboard that tracks six project metrics to help project managers monitor the overall progress of the project. The dashboard also helps project managers keep their stakeholders in the loop.

Generate Reports for Stakeholders

Teams are a project’s most valuable resource. ProjectManager keeps team morale high by giving project managers the tools they need to manage their workload and make sure no one is given too many tasks while others are idle. ProjectManager also streamlines project timesheets and has features that manage project resources, so projects can deliver on stakeholder expectations.

Once you’ve gotten through the project manager interview process and a job offer has been made, then it’s up to you to provide them with the best tools to manage the project. ProjectManager is online project management software with real-time dashboards, online Gantt charts and a collaborative platform for your team. There’s no question, this is what your project manager will want. Try our award-winning software for free with this 30-day trial.

Deliver your projects on time and under budget

Start planning your projects.

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20 project manager interview questions and answers

Landing a project management interview is a big accomplishment. But you’ll only get a chance at the job if you prepare for the interview properly. In this article, we cover some of the most common project manager interview questions and answers so you can ace this interview and get hired.

Take a deep breath—we’re here to help. If you have an interview for a project manager position coming up, this post is for you.

What does a project manager do?

Before we dive into common project manager interview questions, let’s take a look at what a project manager actually does. 

The title project manager has changed significantly over the years. Initially, project manager roles were highly specialized technical positions, and project managers themselves were certified in complicated, complex project management tools. Luckily, modern project management tools have made project management accessible to a broader variety of roles—and now, more often than not, a project manager is less focused on the technical element and more focused on aligning stakeholders, driving clarity, and hitting project goals. 

The definition of project management varies between companies, departments, and positions. For example, at Asana, we believe that if you’re managing projects, you’re a project manager, regardless of your job title. 

To get a sense of what your interviewer expects from you as a project manager, study the job description closely to understand the main responsibility of the position you applied for. Is it people management, cost management, risk management, program management , or something entirely different?

If you know what exactly this project manager job will entail, you can use this information to better prepare for the interview. This will also help you figure out which of the questions and answers below are going to be the most helpful for your interview prep.

1. Tell me about yourself.

While it’s technically not a question, more often than not, this is going to be the first thing an interviewer wants you to talk about. Think of your answer as your elevator pitch—this is your chance to briefly summarize who you are, why you’re here, and what makes you the best candidate.

What the question means: For the interviewer, it’s a great way to ease into a conversation, give the candidate a chance to settle in, and give a first impression. The interviewer wants to find out who you are as a person and why you’ve applied. 

How to answer: Briefly explain your last project or current position. Then name a few project planning skills you’ve learned in your previous job and how they’ve prepared you for this position. Stay positive, be truthful, and let your passion shine through. 

What not to say: Don’t just restate your resume. The interviewer has that right in front of them. Tell them something they don’t know and can’t find out from your resume alone. Also, keep it professional and read the room—not every interviewer cares about your new puppy (unfortunately).

2. Do you have experience working from home and managing a remote team?

Since working from home has become the norm for many companies, it’s possible that you’ll have to manage a fully remote team either now or in the future. Project manager positions are often team leads or project leads, so your interviewer may want to learn more about your experience in this area.

What the question means: Virtual managers face more challenges than managers who share the same office space as their teammates. The interviewer wants to find out if you have previous experience managing virtual teams .  

How to answer: If you have experience managing a remote team, that’s great! Talk about some of the challenges you’ve faced not being in person and how you overcame them. If you don’t have a ton of relevant experience, talk about how you can use project management tools and team bonding exercises to connect, communicate, and collaborate with remote teams.

What not to say: Don’t downplay the challenge of keeping virtual team members motivated and engaged. Your interviewer needs to know that you take team morale seriously and understand what it takes to connect with your team in a remote world.

3. How do you keep your team motivated?

If your project team doesn’t feel motivated, they’ll struggle to complete their high impact work. This can cause project delays and lack of quality in your deliverables. As a project manager, one of your responsibilities is knowing how to keep your team motivated and moving towards the project objective .

What the question means: The interviewer wants to find out what your tactics are for keeping a team engaged and motivated. 

How to answer: You can start by describing the work environment you hope to build for your team. Besides a place where teammates feel valued, seen, and understood, it’s also important to set transparent goals and expectations for your team. Explain how setting realistic project milestones doesn’t just keep the project on track but also fosters effective teamwork.

What not to say: Don’t talk about monetary rewards like raises or promotions. Teams that complete their work for extrinsic motivation only aren’t going to feel as fulfilled as teams that feel intrinsic motivation to perform well.

4. What is your leadership style of choice?

There are several different leadership styles out there and while some may be more popular than others, there is no right or wrong leadership style. In fact, your team members may benefit from different leadership styles depending on their unique personalities, the projects they’re currently working on, and the challenges they’re facing. 

What the question means: While the terms leadership and management are often used interchangeably, not every manager is a leader and not every leader is a manager. If the interviewer asks this question, they’re probably looking for someone who can be both—so it’s important that you know what your leadership style is. 

How to answer: Be sure that you know what different leadership styles entail. Know the risks and benefits of your leadership style so you can confidently answer follow-up questions about your specific leadership skills, like:

As a democratic leader , how do you ensure that your team still trusts you when you make a decision without their input?

How do you approach conflict resolution as an affiliative leader?

As a transformational leader, how do you combat pressure your team may feel because of your constant involvement?

What is your communication style as a transactional leader ?

As a laissez-faire or delegative leader, how do you keep your team on track?

What not to say: Don’t wiggle your way out of the question by simply saying your leadership style depends on the situation. If that’s true and your leadership style is in fact situational , talk more about how you adapt your style and give examples of when you’d apply a supporting, coaching, delegating, or directing style.

5. How do you communicate bad news with your team?

Part of your job description as a project manager will be to deliver news to your team—good and bad. Whether you’re managing people or projects, at some point, you’ll likely have to relay bad news to your team.

The way you handle sticky situations, like communicating that you’re not hitting a project’s goals or are losing funding for an exciting initiative, will be a reflection of how qualified you are to be a manager.

What the question means: The interviewer likely wants to find out if you have both the integrity and communication skills to deliver bad news to your team without causing misunderstandings or issues.

How to answer: Acknowledge that the challenge of communicating bad news is that you have to balance representing and understanding both the emotional response of your team and the decision of higher-level executives. Explain that the best way to effectively communicate bad news is to prepare yourself. 

Once you’ve prepared and practiced how you’ll deliver your message, you’ll do your best to use direct language when communicating the news to avoid misunderstandings. It’s also important that you set aside time for questions from your team and establish next steps so they feel prepared for what’s to come.

What not to say: Don’t try to answer this question with a positive spin. Bad news is bad news and there’s no reason to sell it as something it’s not. Instead, be realistic and ensure that you show the interviewer that you understand the potential risks and severity of a scenario like this.

6. How do you prioritize tasks?

As a project manager, your workday can change in an instant. New tasks, change requests, or a confused stakeholder who needs clarification right away can throw off your entire schedule. It’s important that you know how to prioritize work if you want to excel in this position.

What the question means: The interviewer is looking for a very direct and detailed answer on how you prioritize tasks. 

How to answer: Explain your go-to time management method . Perhaps you use the Eisenhower Matrix to find out which tasks need to be done right away or can be scheduled for later, delegated to someone else, or deleted altogether. 

Maybe you prefer to eat the frog and get your biggest and most complex task done first thing in the morning. Whatever your preferred method of task prioritization is, quickly explain what it is and give a specific example of how you’d apply it—or better yet, how you’ve applied it in the past.

What not to say: Don’t just say you go with the flow. A skilled manager will use tools and techniques to prioritize tasks by importance and urgency, so make sure to share your go-to approach with your interviewer.

7. How do you define an ideal project?

The answer to this is not “one that goes according to plan.” This question intends to find out more about what type of projects you prefer to work on.

What the question means: The interviewer wants to know what type of projects you feel most comfortable and confident working on. This is not going to be a guarantee that you’ll get the kind of project you describe but it’s going to give the interviewer a better sense of your skill set.

How to answer: The best way to answer this question is to be honest. Tell the interviewer what kinds of projects excite you the most. Perhaps you prefer projects that are super collaborative and innovative. Maybe you do your best work when a project is streamlined and there aren’t too many moving parts at the same time. Or you may do really well managing multiple small projects that run simultaneously. Whatever it is that you feel the most passionate about—tell the interviewer. And, if you can, give an example of a specific project you’ve done in the past that was really rewarding for you.

What not to say: Don’t lie and say you can handle any type of project. Even if that’s true, really dig into the type that excites you the most so your answer is more genuine.

8. How do you handle changes to a project?

Projects rarely go according to plan, which is why your position is so important. As the project manager, you’ll be in charge of adjusting the schedule, communicating changes, and adopting them accordingly. 

What the question means: The interviewer wants to know what kind of problem-solving strategies you’re familiar with. Depending on the level of your position, they may also want to know how familiar you are with change management processes .

How to answer: Showcase your ability to adapt to unexpected or uncomfortable situations when answering this question. Convince the interviewer that you’re quick on your feet and have successfully handled project changes before.

What not to say: Don’t be vague. If you’re struggling to explain how you handle changes to a project, give a real-life example instead. This will also show the interviewer that you’ve successfully managed a situation like this before.

9. What project management methods have you used in the past?

There are many different project management methodologies and chances are you’ve used or experienced more than one before. Whether you’re familiar with Agile work environments, the waterfall model, or running teams on Scrum —this is the time to showcase your knowledge.

What the question means: The interviewer wants to find out whether the project management methods you use fit the organization's style.

How to answer: Talk about the project management methodology you’re most familiar with and give an example of how you’ve used it. For example, you could talk about your experience with Scrum teams or talk about projects that you managed using Kanban boards . Explain why you used the given methodology and how it worked for your team and project.

What not to say: Don’t just toss around buzzwords. Make sure that you know what Agile means if you’re going to talk about applying this methodology. Interviewers notice whether or not you understand a methodology so it’s best to be prepared for follow-up questions.

10. What project management tools do you have experience with?

There is an array of project management software available and chances are, you’ve used your fair share of them. There really is no right or wrong answer to this question but you can get a few extra points if you personalize your answer.

What the question means: The interviewer wants to gain a sense of how many and what types of project management tools you’re familiar with.

How to answer: Truthfully answer what project management tools and software you’ve used in the past. If possible, find out what tools the company you’re interviewing for uses. You may find information on their website, on a review site, or get this kind of insight from an employee via LinkedIn. With this information on hand, you can tailor your answer to the tool the company uses and let the interviewer know that you’ve used it or something similar in the past.

What not to say: Don’t judge any project management tools. You may have a favorite (Asana, right?) or even a tool that gives you a headache just thinking about it, but now is not the time to pass judgment. Simply list the tools you have experience with and explain your skill level, if applicable.

11. Do you have experience with cost or budget management?

While not every project management position requires cost management knowledge, it’s a very common interview question for human resources, accounting, or finance management positions. So let’s take a look at the best way to answer it. 

What the question means: The interviewer is curious whether you’ve had to manage costs before and is likely looking for an example.

How to answer: If you don’t have experience managing budgets, be honest about it and let the interviewer know how you’re planning to build this skill. If you have budget or cost management experience, talk about the budget you’ve managed, what you were in charge of, and how you allocated additional resources when necessary.

What not to say: Don’t make up budgets you’ve never managed or talk about how you manage your personal budget if you don’t have professional experience. Being fiscally responsible is not the same as knowing how to manage a project budget. So be honest about your experience and skill level.

12. What motivates you to give your best to a project?

This is an excellent opportunity to talk about a project that went really well and explain why it was one of your best projects to date. Chances are, you were passionate, inspired your team, and led the project to success because you felt so motivated. 

What the question means: Motivation looks different to everyone. The interviewer wants to find out what keeps you motivated to get a better understanding of your personality.

How to answer: Think about what motivates you when you’re working. Is it a great team that loves to collaborate? Do you love showing up for work to solve problems? Do you get excited about learning new things and widening your skillset? Whatever satisfies and excites you to do your best in a project, share it with your interviewer and give an example if you can.

What not to say: Don’t say “money.” It’s obvious that money is a factor in why you’re motivated to show up for work every day but the interviewer is asking this question to find out what other factors drive you.

13. Tell me about a challenge you’ve faced and how you handled it.

As a project manager, you’ll encounter plenty of challenging projects. Share a challenge that turned into a successful project or a great learning experience with your interviewer to prove that you can handle roadblocks or setbacks.

What the question means: The interviewer wants to learn more about your problem-solving skills and how you approach challenges. They’re looking for a specific example.

How to answer: The best way to answer this question is to apply the STAR method. This method allows you to break down a situation into four categories: 

Situation : Start with the situation you were in. For example, explain that your project team suddenly got smaller because two people were out sick for an extended period of time.

Task : Explain how you wanted to resolve the situation. For example, your goal was to ensure that you could still deliver the project on time.

Action : Describe the actions you took to reach your goal. For example, you first tried to get help from another team. When that didn’t work out, you had to outsource some of the simpler tasks to a freelancer to give your team the bandwidth for their work.

Result : Finish with the outcome of the situation. For example, hiring a freelancer allowed your team to focus on the important tasks and complete the project without delays. Plus, you ended up hiring that freelancer for your next project because they did such an amazing job supporting your team.

What not to say: Don’t talk about a personal challenge. The interviewer wants to know how you handle challenges like lack of resources, negative feedback, or project delays. Whether you have prior experience as a project manager or not, we’ve all faced difficult times at work before, so talk about a situation where you showed how well you can handle a challenge.

14. Why are you looking to leave your current job?

Obviously, there’s a reason you’re doing this job interview. And the interviewer is curious what you’re hoping to find here that you’re lacking at your current job.

What the question means: The interviewer wants to find out one of two things (or both): How do you speak of your former/current employer and what motivated you to apply for this position?

How to answer: Instead of looking back at your old or current employer, talk about what excites you most about this new opportunity. Are you excited about the possibility of relocating? Are you looking forward to gaining new skills or taking on more responsibilities? Perhaps you’re looking to improve your work-life balance and feel like this new company is the perfect place to do so. Let your excitement for the new role shine through—that will set you apart from other candidates.

What not to say: Don’t bash your former employer. No matter how dreadful your current or past job is or was, it’s important to look forward and stay positive in your interview.

15. Name three tactics you’ve used to develop and maintain great customer relationships.

Depending on your field, you may have to deal with customers or clients on a regular basis. If you’re skilled at creating and maintaining solid relationships, you’re going to be a great asset to your company.

What the question means: Happy clients or customers are important—the interviewer wants to know if you have more than one card up your sleeve when it comes to fostering meaningful professional relationships.

How to answer: Think about your past customer relationships and what they valued. Did they appreciate your quick and positive communication? Did you make them feel like they were your only client or customer? Did you consistently exceed their expectations? Were you able to understand their goals and speak their language? All of these are tactics proven to build and maintain strong business relationships. 

What not to say: Don’t brag about how great you are with clients or customers. Humility is one of the many tactics that help maintain positive professional relationships so make sure you’re staying humble in your interview to prove you’re capable of this.  

16. How do you inspire underperforming team members?

A successful project manager must be able to motivate their team, and this question probes both your communication and management styles.

What the question means: The interviewer is seeking insight into your leadership skills, specifically how you identify, address, and turn around instances of underperformance within your team. They're interested in your ability to inspire and motivate, rather than just manage.

How to answer: Begin by emphasizing the importance of understanding each team member's strengths, weaknesses, and personal motivators. Share a past experience where you identified the root cause of an underperforming team member, such as a lack of clarity, insufficient training, or personal challenges. Explain the steps you took to address the issue, which might include setting clearer goals, providing additional support or resources, or adjusting project roles to better align with team members' strengths.

Highlight the positive outcome of your actions, such as improved performance, increased team morale, or the successful completion of a project. It's crucial to convey empathy, adaptability, and a commitment to developing your team's potential.

What not to say: Avoid suggesting that underperformance is solely the team member's fault or implying that punitive measures are your go-to strategy.

17. How do you handle changes to a project’s scope, especially in the middle of a project?

This question explores a project manager's adaptability, strategic planning skills, and decision-making process—all of which are critical for managing the inevitable changes that occur during the project life cycle.

What the question means: The interviewer is looking to understand your process for managing scope creep and your ability to maintain project objectives, timelines, and budgets in the face of change. They're interested in your stakeholder management skills, decision-making process, and how you communicate changes.

How to answer: Start by acknowledging that changes to a project's scope are common and can sometimes lead to better project outcomes. Describe your initial step of evaluating the impact of the requested change on the project's timeline, budget, and resources. Emphasize the importance of good communication with stakeholders to understand the reasons behind the change and to set realistic expectations.

Share a past experience where you successfully managed a scope change by conducting a thorough impact analysis, obtaining necessary approvals, and adjusting project plans accordingly. Highlight how you kept the team informed and motivated, managed stakeholder expectations, and ensured the project remained on track. Stress the importance of flexibility, but also of having robust change management processes in place to assess and integrate changes efficiently.

What not to say: Avoid suggesting that you resist all changes to project scope or that you accommodate changes without assessing their impact and obtaining the necessary approvals.

18. Can you describe your experience with Agile project management?

This question targets a project manager's familiarity and proficiency with Agile methodologies, which are vital for managing projects in dynamic and fast-paced environments.

What the question means: The interviewer is gauging your understanding of Agile principles, practices, and frameworks (such as Scrum, Kanban, etc.) and how you've applied them in real-world projects. They're interested in your ability to adapt, collaborate, and deliver value quickly and efficiently.

How to answer: Briefly explain your understanding of Agile project management and its importance in fostering collaboration, flexibility, and customer satisfaction. Then, share past experiences in which you successfully managed projects by applying Agile practices. Discuss how you facilitated sprint planning, guided daily stand-ups, and conducted reviews to ensure continuous improvement and stakeholder engagement. Highlight any challenges you faced, such as resistance to change or team alignment issues, and explain how you overcame them.

It's also beneficial to mention any certifications or training you've completed in Agile project management. This demonstrates your commitment to professional development and your proactive approach to managing projects.

What not to say: Avoid giving the impression that you are unfamiliar with Agile methodologies or that you prefer not to use them, especially if the organization you're interviewing with follows Agile practices.

19. Can you briefly tell us about the last project you worked on?

This question offers a window into your recent project management experiences, showcasing your project planning skills, challenges you've overcome, and ability to deliver results.

What the question means: The interviewer is seeking a snapshot of your project management style, including how you handle project schedules, dependencies, and metrics to ensure success. They're interested in your ability to lead, adapt, and apply lessons learned to future projects.

How to answer: Begin with a brief overview of the project, including its objectives, scope, and team dynamics. Highlight your specific responsibilities, such as planning, execution, stakeholder management, and any particular methodologies or tools you used (e.g., Agile, Waterfall, Gantt charts, etc.). Discuss a key challenge you faced and how you addressed it, demonstrating your problem-solving skills and resilience.

Conclude with the project's outcome, emphasizing any successes or achievements, and reflect on a valuable lesson learned or how the experience has prepared you for future projects. This approach shows your competence, leadership, and ability to reflect on and grow from your experiences.

What not to say: Avoid giving a vague or overly general response that doesn't provide insight into your capabilities or the specifics of the project. Also, steer clear of placing blame on others for any difficulties encountered during the project.

20. What is your experience with stakeholder management, and how do you balance conflicting priorities and demands?

A successful project manager must be able to communicate with stakeholders while balancing conflicting priorities. This project management interview question gauges your capacity to resolve conflicts and prioritize effectively.

What the question means: The interviewer is seeking insight into your ability to engage with various stakeholders, each with their own interests and expectations, and how you navigate the complexities of competing demands and priorities that are a reality in most projects. They want to know if you can maintain a strategic perspective while ensuring stakeholder satisfaction and project alignment with business goals.

How to answer: Begin by summarizing your approach to stakeholder management, emphasizing good communication, transparency, and relationship building. Provide specific examples of how you've identified and engaged stakeholders in past projects. Then, transition into discussing your methods for prioritizing demands, such as using a decision-making framework, leveraging project management tools, or applying negotiation and conflict resolution skills.

Highlight a past experience where you successfully balanced conflicting priorities, detailing the outcome and what you learned from the experience. It's essential to convey that your approach is systematic, adaptable, and tailored to the unique needs of each project. 

What not to say: Avoid suggesting that you prioritize tasks solely based on intuition or without a clear, consistent methodology.

Tips for acing project management interview questions

Knowing what to say is important, but a job interview is about much more than just saying the right things. You’ll want to leave a great impression and make sure that your personality stands out from the rest of the candidate pool (especially in person or via Zoom). Here are our favorite tips to leave hiring managers and recruiters with a great impression.

Understand PM terminology. You should familiarize yourself with common project management terms . That way, when they come up during the interview, you don’t have to ask what they mean first and potentially risk your chances of getting the job.

Practice clarity and confidence. Besides rehearsing answers to common interview questions, work on delivering your answers with confidence and clarity. This includes practicing your body language to make sure it conveys confidence.

Ask for clarification when needed . If a question is unclear or you're unsure of what's being asked, don't hesitate to ask for clarification. It's better to get more information than to answer incorrectly due to a misunderstanding. This also demonstrates your communication skills and attention to detail.

Prepare with real-world examples . Equip yourself with past experiences that demonstrate your project management skills and accomplishments. Tailor these stories to the job description and the skills it requires, showing how your background makes you the perfect fit for the role.

Go get that project manager job!

Now that you know what to say (and what not to say) during your job interview, we’re sure you’re going to nail it. 

And if you land the job, make sure you utilize tools that make your life easier, like Asana’s project management software that’s designed to minimize app switching. That way, you and your new team can keep everything from messages to timelines in one place and focus on what’s really important.

Related resources

How to choose project management software for your team

7 steps to complete a social media audit (with template)

3 visual project management layouts (and how to use them)

Grant management: A nonprofit’s guide

• Tactical Project Management

Top 50 Project Management Interview Questions and Answers

by Andrew Makar · March 30, 2024

Dive into our comprehensive guide featuring the Top 50 Project Management Interview Questions and Answers. Whether you’re a candidate preparing for an interview or a hiring manager seeking the ideal project manager, this article is tailored to provide you with a deep understanding of the key competencies and insights needed to excel in the project management domain. Get ready to enhance your interview readiness!

Table of Contents

★ If you feel Microsoft Project’s pricing is too high for your budget, consider looking at  AceProject . By charging per project instead of per user, this software offers the potential for significant cost savings.

Past Project Experience

1. have you managed a project in our industry previously, other versions.

• Do you have experience in this type of project?
• Have you worked in this industry before?
• Have you worked on a project in our field before?

Interview Question Intent

The interviewer wants to understand your experience working in a specific industry. If you have industry experience, you will better understand the type of work and the related problems.

In a previous project manager interview, I found a candidate who did not have industry-specific experience but whose scope management, schedule management, and project concepts were transferable to the job role.

Interview Answer Guidance

If you have industry experience, ensure you include it in your resume. Assuming competition is tough, you likely won’t receive an in-person interview if you don’t have relevant industry experience. However, if you haven’t managed projects within a specific industry, highlight how your project management skills are transferable. You also need to provide examples where you’ve been a “quick learner”.

To level up your project management skills, people skills and have your resume stand out from competition, you can  invest in executive coaching . Executive education programs are often only a few months long compared to years of schooling, and provide the comparable education and practical experience.

2. Tell me about a recent project you managed from beginning to end.

Other versions.

• Can you describe some of the projects you handled in your previous job?
• Tell me about the projects you have managed.

In this project management interview question, the interviewer wants to hear in your own words how you managed a project from the beginning to the end. By having you describe the goal, objective, purpose, scope, and outcome of the project, you will demonstrate knowledge of the solution.

This is an opportunity to explain how you successfully set up the project, executed and monitored project progress, and highlighted vital stories. Ensure you provide real-world details about some challenges and how you overcame them to deliver the project. Avoid generic process responses (i.e. I took the team through the Initiation phase and then planned the project) and provide some of the “war stories”. The interviewers have had their own experiences, and they will relate to real-world examples rather than generic ones.

3. What is the most complicated project you managed?

• What is the largest or most complex project that you have managed?
• How many projects you have managed at the same time?
• What was the most challenging part of your previous project?

The interviewer wants to hear about a significant challenge and how you overcame the challenge. Projects always have complex challenges, and interviewers want to learn about your problem-solving skills.

This is another opportunity to provide specific details about a project challenge and how you and your team overcame the obstacle. Projects are challenging, and prospective employers seek leaders who can solve problems. Remember to detail how you handled the specific complications versus escalating up to your manager to resolve. Complicated projects often require stakeholder support, so don’t hesitate to indicate when you escalate to project sponsors for support. However, your first answer shouldn’t be “I got my boss involved” to solve a complicated issue.

4. What was your favorite project, and what did you like about it?

• What kind of projects interest you and why?
• Are there any projects that you don’t want to work on?

This “softball” question allows candidates to highlight their preferred projects. Of course, if the candidate attended the in-person interview, the interviewer will assume the project opportunity meets their interests. It is also a good question to determine if the candidate is a short-term fit or a long-term resource for subsequent projects.

Be truthful in your response. If the project involves implementing SAP in multiple countries and you have no interest in complex ERP implementations, don’t consider ERP projects a favorite project. When you are in the market, you will be more open to a broader range of opportunities, and it’s okay to fill a short-term project while you look for your favorite project.

If there are specific projects you don’t want to work on (i.e., data center migration), be honest and explain how you’ve delivered successfully in the past but you have a real passion for your desired project areas (i.e., digital marketing, eCommerce, ERP, etc)

5. What are the top 3 lessons learned from your past projects?

The interview wants to know what you’ve learned from past projects and how you’ve learned from those experiences. The interviewer is also listening for any similar lesson learned that could be applied to the current project.

Every project manager understands lessons learned are conducted (usually at the end of the project). However, many organizations don’t implement the lessons learned. This is another opportunity to highlight your experience and demonstrate how you and your team learned from experience. As you prepare for the interview, remember your past projects and identify what you would have done differently. By sharing your experiences with real-world examples, it further demonstrates your project management background.

6. How have you handled failed projects or conducted a project turnaround?

The reality is projects don’t always succeed. I’ve seen projects initiate, execute for a few months and then abruptly get cancelled. I’ve also seen large programs run for a year or two and quickly get reduced due to costs and failure to achieve project objectives. The interviewer know experienced project managers have had their share of success and failures and it is important to highlight how you communicated to the stakeholders.

If the interviewer asks about a project turnaround, they are likely looking for you to turn around their troubled project. Projects are not easy, so don’t be turned off by the challenge.

If you’ve experienced a project failure or had challenges delivering a program, be straightforward and transparent about the project issues and your actions to improve the project’s health. Projects are complicated, and complex projects often don’t go according to schedule. It would be best to highlight your actions so the interviewer can understand your thought process and leadership.

If the past project wasn’t a success, it likely wasn’t your fault versus the external factors impacting the project (stakeholders, risks, lack of resources, etc). I like hearing about the successes and failures because it provides a better insight into a project manager’s experience and thought process.

Troubled projects often require a different perspective to turn around the project. Ask questions about the project’s context and restate the fundamentals of managing project deliverables, schedule, issues and how to ensure all stakeholders are informed.

7. Tell us about a time when you made the wrong decision on a project, the impact, and the corrective actions you took to fix it.

Other variations.

• What is the biggest mistake you’ve made on a project?

Like the lessons learned question, the interviewer assesses how you’ve learned from past mistakes and the actions taken to fix the error.

People are fallible. Mistakes will happen as projects have many moving parts and project risks. The project manager makes decisions based on the information presented; sometimes, the decision isn’t the best. Communicating the actions taken to fix the situation and demonstrating how you helped get the project on track is essential. Projects will often go off-track, and the project manager’s job is to fix it.

8. How have you handled a challenging situation on a project, and how did you deal with it?

Projects are inherently challenging. The interviewer wants to hear how you took on a difficult stakeholder, a problematic vendor, or a troubling team member and resolved the situation. The interviewer knows the project will have challenges, and understanding your thought process and actions regarding past challenges will help demonstrate your qualifications.

Think back to your past projects and have a few key examples ready. I’ve found many project challenges occur because of people and communication. Technical problems often have a straightforward solution. People problems take a little longer because of emotion, communication challenges and just the complex nature of being human.

You can also highlight how managing a remote team or meeting a project deadline was a challenge. However, I’d lead with a people challenge, as those are the most complex to resolve. Ensure you have an answer to this question. If your reply indicates you never had project challenges, the interviewer will doubt your experience.

9. Can you tell us how you’ve demonstrated creativity to solve a past problem?

Complex projects require creative solutions. The interviewer wants to understand how you’ve brought creative solutions based on your past experiences.

Project management can be pretty dry with updating the project schedule, communicating status, and following up on tasks. Creativity may seem complicated to demonstrate, but I would look for problem-solving examples that demonstrate creative thinking. I often use brainstorming with mind maps as an innovative solution for problem-solving. If you have created a fishbone diagram or an Ishikawa diagram to determine a problem’s root causes, then you can use those as creative examples.

10. Have you managed remote, outsourced, or teams in different areas?

• Have you managed international or global projects?

Depending on the size and the company’s global presence, this question may or may not be included in the interview. The interviewer is looking for a project manager who has worked across time zones and managed deliverables and project teams in different locations. The workforce is global, and the Internet has flattened traditional geographic barriers. Interviewers are looking for project managers who have had local and international experiences.

If you have past delivery experience with remote teams, identify the challenges with time zones, communication, and cultural behaviors. If you haven’t managed global projects, look for examples where you managed project team members located in different cities or buildings. Many organizations outsource work locally to advertising agencies, technology shops, and niche-skilled contractors. Demonstrating how you successfully delivered via conference calls, instant messaging, and teleconferencing solutions is just as applicable to managing global teams.

PM Process Knowledge and Methodology

11. how have you applied the pmbok processes to your project.

• What knowledge areas have you applied to your past projects?
• How do you implement PM standards on your project?

The interviewer recognizes PM standards and processes are important. The interviewer is assessing your PM theoretical knowledge and looking for examples on how you put fundamentals into practice.

When I screen project management resumes, I’m looking for the PMP certification as an initial way to evaluate if the candidate is serious about project management. Passing a certification test is one way to validate project management theory. Theory provides a solid foundation but you also want to demonstrate how you’ve applied project management principles.

The PMBOK guide describes 10 different knowledge areas. Brush up on the knowledge areas and think about practical examples of putting issue management, scope management, risk management, etc, into action.

Balance the theory with the practice. I’ve delivered plenty of projects without a signed charter, but I also know the value of using a project charter to gain alignment.

12. How do you deal with project changes?

The interviewer wants to understand how you manage changes on a project – including scope, budget, and even changes in project direction.

Change in inevitable since uncertainty is high at the beginning of a project. As the project progresses, requirements are refined, and changes are introduced. Over time, the initial customer request evolved, and the project requirements needed to change.

Think back to the last time you handled significant changes in scope, budget, or deadlines in your previous project. Ensure you include examples of informing the project stakeholders, getting approval to change the project baseline, and managing formal changes through a change control board.

If you’ve delivered an Agile project, change management is built into the processes. However, remind the interviewer how you can apply practical change management across the project without administrative burden.

13. What project management methodology do you prefer?

• What project management methodologies have you applied to your projects?
• Describe your project management process

The interviewer wants to understand your experience with different methodologies including both Agile and Waterfall based methodologies. The organization likely has their own methodology to manage projects and the interviewer is assessing if your experiences are similar to their existing processes.

Experienced project managers have seen organizations with little or no methodology as well as organizations with highly structured methodologies. Identify the pro and cons of each methodology and indicate how you delivered successfully under both organizations.

If the company has no formal processes, they will appreciate your experiences and look for opportunities to apply your expertise. If the organization has a structured methodology, they want to see how you’ve worked in formal methodologies while delivering the project. In structured organizations, highly administrative methodologies are seen as roadblocks. You need to demonstrate how you have delivered while negotiating administrative challenges.

14. How have you improved project management processes in your current role?

Companies are not just looking for project managers to deliver projects. They are also looking for thought leadership to improve the current state. The interviewer is looking for examples where you improved processes across the organization and not just the past project.

Think back to your past project management lessons learned. How have you applied them to future projects and shared them with other project managers? Think of an example where you provided feedback to the PMO on how to improve a mandated project management process.

I often use the example of changing the project charter from a 5 page word document to an optimized PowerPoint presentation format.

15. How do you initiate a project?

• How do you start a new project?
• You’ve just been assigned a new project. What are your first few steps?

Project initiation is a key phase in project delivery as many projects struggle with simply getting a project off the ground. If you were assigned this project, how would you start it?

Highlight how you’d identify the project’s goals, objectives, and scope. Once the scope is defined, how have you identified all the project stakeholders, established roles and responsibilities, and successfully conducted a project kick-off? It would be best to mention the project management processes to manage the project.

16. What is the best way to setup and manage a cross functional team for a larger project or program?

The interviewer wants to understand your approach to managing a large project that spans multiple departments, organization or teams. Many organizations implement large programs that impact multiple department in the organization. The focus is more on program management although large projects need a similar level of program governance.

Large projects and programs require similar processes and standards found in smaller projects. The importance of milestones, communication, and stakeholder management increases as the number of impacted people and organizations increases. The fundamentals of project management apply to programs, and you want to highlight how you’ve worked across organizations to manage the work.

In large programs, the program team rarely has direct control over all the resources. Hence, it is essential to highlight how you’ve used influence versus direct control to deliver the project. Large programs are more complex and require more attention to communication. The mechanics of schedule and milestone management still apply.

17. Describe the steps involved from the time of project initiation to project completion.

The interviewer wants to not only understand how you’re start a project but how do you manage a project through project closure.

This is your opportunity to explain how you’ve managed your current or past successful projects. Be specific with your answers, using past examples. Avoid making generic statements about following a project management plan, tracking the schedule, and reporting status.

Those aspects are essential, but highlight how you implemented the project tracking techniques. For example, I explain how I organize each project into workstreams and identify a specific workstream lead. Each lead is responsible for providing workstream status in our weekly status meeting. I’ll highlight how I’ve used tools like Atlassian Confluence or a Sharepoint site to collaborate on workstream status.

I update the project schedule and prepare the status report for the upcoming meeting by assessing each workstream’s progress. I’ll also indicate how I track and manage the risks across the project using the provided tracking template or a template I create independently. Do you see how being specific is much better than “I followed the project management plan”.

18. How do you prioritize multiple urgent tasks with the project team?

• How do you prioritize tasks on a project?
• When every task is a high priority, how do you determine what to prioritize?
• How do you prioritize your workload?

The interviewer wants to get a sense of how you prioritize work with the team especially when there are multiple competing tasks. It is a chance to demonstrate your knowledge of project context, stakeholder management and how to negotiate.

Describe how you sequence tasks within your project schedule. If every task has the same priority, no work can get done. Therefore, you need to work with the stakeholders and the project team to determine what should get done first, second and so on.

You can include an Agile technique of identifying all the user stories on the project backlog and determining how many stories can be completed within a two-week time period. The team can work on the most important tasks that fit into a two-week cycle. However, the stakeholders must help prioritize the most critical work.

19. How do you plan a project schedule?

• How do you schedule projects and establish timelines?

The project schedule is one of the fundamental deliverables in any project. It is the critical tool that determines if the project is one track or not. The interviewer is seeking to understand your process for identifying all the tasks, sequencing them, estimating the durations and ensuring everyone agrees with the project timeline.

Avoid providing the generic answer of “I built the project schedule using Microsoft Project.” Instead, take the interviewer through your process of task identification, task sequencing, task estimation, resource assignment, and resource leveling.

If you use brainstorming sessions to develop a task list or rely on individual team members to provide tasks and estimates, include those ideas in your response. Experienced managers know resource leveling is a pain, so highlight how you identify over-allocated resources and manually resolve the conflict by adjusting the dates. I would also use this opportunity to show how you update the project schedule weekly and identify late tasks for the team to follow up and adjust the schedule.

20. How do you allocate resources?

Finding people qualified and available to do project work is always hard for an organization. Understanding how you allocate these valuable resources to project work is essential to ensure money and time aren’t wasted. If the interviewer is also a strong Microsoft Project scheduler, you may get additional questions about percent allocation in your schedule.

Clarify if the question is about allocating resources into a scheduling tool or if they are interested in your staffing approach. The interviewer may ask for both responses. If it is scheduling-focused, I recommend breaking down the work breakdown structure so only 1 resource is assigned to each task.

If the question is more general, I would explain how understanding the project’s context and required skills form the basis for resource requisitions. Once the schedule is further developed, the exact resource allocations can be made. If resources are unavailable until a specific date, you must ensure the project schedule accurately reflects resource availability.

21. How do you plan, monitor, and manage project risks?

Risks and issues will always affect a project. The interviewer wants to understand how you handle risks on a project, including any risk identification, classification, and mitigation planning. Risks will always occur on a project, and how you handle them will determine if they become issues or are successfully managed.

Think of the project triangle—budget, schedule, scope—and how you have handled risks on each project. You can refer to the formal steps of risk identification, risk probability, impact analysis, and risk mitigation; however, I’d discuss the approach informally. If the interviewer asks about formal steps, provide the appropriate response. However, it is better to consult a pack project risk and how you mitigated it.

Project funding shortages and mandatory delivery date risks are good examples to demonstrate how you identified the risks, communicated the concern and built mitigation plans. Remember, if a risk event occurs, it triggers the risk response plan and often becomes a project issue. By referring to a real world example, you’ll convey your management approach without delivering a text-book answer.

The interviewer may also want to hear how risks are formally tracked in a risk log or project management tool. Be ready with past tool examples even if it as simple as an Excel risk template.

22. What is your largest project budget, and how did you manage it?

The budget question is a common question that provides a sense of scope and complexity. Executives often refer to their budget responsibility as it infers complexity and scope of responsibility. A $500,000 project is much less complex than a $50 Million portfolio of projects. The question can be misleading as small projects also present challenges and complexities.

Before the interview, review your past projects’ scope and budget estimates. I recommend keeping a list of the contract costs or resource costs for each of your projects as a historical record. If you manage an internal team and don’t have an external budget, you can estimate resource costs based on the number of people assigned to the project.

When answering this question, use it as an opportunity to discuss the breadth of experience and scope managing different projects of various sizes. Provide a high level overview of how you tracked project costs and how you worked with the accounting or finance organization to ensure invoices matched budget expenditures.

23. When do you know if a project is off-track?

• How do you ensure your team status is on track to meet project deadlines?
• If the project does not adhere to the schedule, how do you get it back on track?
• How do you ensure your project is on schedule to meet the deadline?
• How do you evaluate if the team is on track?
• How do you monitor progress and assigned tasks?

There are a lot of different ways to ask how you monitor and track project progress. Date and milestone management is a key skill every project manager needs to demonstrate. The interviewer wants to learn about your project schedule capabilities and how your manage to deadlines.

Every project manager must use the project schedule. I am scheduling tool agnostic as long as you have one in Microsoft Project, LiquidPlanner, AceProject, Wrike, or even milestone charts mapped out in PowerPoint slides. The demonstrable critical behavior is how you manage dates, establish a baseline, and help improve off-track projects.

Tools like Microsoft Project and LiquidPlanner will help identify date slippage and missed milestones and forecast new end dates. These tools make your job as a project manager easier.

When responding to these questions, share a story of how you managed a project with slipped tasks, identified the late functions, and worked with the team to achieve the milestones later in the schedule. Projects always have late functions, so you should have plenty of opportunities!

When I ask this question, I look for a balance of using the tools (i.e. project schedule mechanics) as well as leadership and communication to improve the project’s performance.

24. What metrics do you use to ensure the project is on track?

This is a more advanced schedule management question. Many organizations lack the PM maturity to track schedule variance or initial earned value management. However, it is essential to acknowledge how you objectively track vs subjectively measure project progress. The interviewer is looking for specific metrics you have used to measure project performance on past projects.

Project managers use several quantitative metrics to ensure a project is still on track, including cost variance, schedule variance, and issue and risk counts. The metrics also depend on the type of project, as waterfall and Agile projects use different metrics. In a traditional waterfall project, schedule variance and milestone counts track project progress. In Agile, velocity, burn down and burn up charts measure performance.

Budget vs actual spending is an easy metric to manage, but not all project managers have budget responsibility. In your response, highlight how you’ve measured task progress against the schedule baseline and how to track the number of completed tasks versus planned to-complete tasks. This forms a primary schedule performance index. Of course, if you haven’t adopted this technique, I’d encourage you to start.

25. How do you go about turning around a troubled project?

This question is more advanced than standard project management interview questions. It would be best if you were prepared to answer questions about how you’ve turned around troubled projects previously. The position you are interviewing for likely has a troubled project that needs a new project manager to steer it.

Look for examples where a project was failing to achieve its objectives and review the actions taken to improve project progress. Project recovery is a methodology in itself however, highlighting how using a project audit, identifying “inchstones” vs. milestones to measure turnaround progress and applying the fundamentals of project management help provide turnaround answers.

I’ve found project turnarounds really require a return to the fundamentals of managing tasks, communicating issues and risks and obtaining stakeholder support to remove obstacles. Sometimes, we get too busy trying to deliver a project that we lose focus on the fundamentals that ensure project success.

26. When a project hits a roadblock and doesn’t go according to schedule, what actions do you take?

Similar to the off-track project question, the interviewer assesses your analysis and leadership skills to resolve project roadblocks.

Avoid providing a generic answer and instead ask about the context of the question. Is the interviewer referring to a specific roadblock for a project they are experiencing? If you have more context, you can provide a more specific answer.

In general, once a roadblock occurs, I bring the team together, identify the root cause of the issue and build a plan to resolve the issue. I also ensure the issue is appropriately communicated in the project status report and in a portfolio review. If the roadblock is significant, I’ll escalate this issue to the stakeholders and my immediate management for support.

Roadblocks can be found in executing purchase agreements, signing contracts, resolving a technical issue or depending on another team to do work yet they haven’t delivered to their commitments. Your past project history will provide a wealth of examples.

27. How do you provide status updates?

The interviewer wants to understand your status reporting and communication approach to stakeholders, not just the immediate management team.

Status reporting is a mundane administrative task. However, you can demonstrate your expertise by including how you leverage a communication plan and manage stakeholders with status reporting. Go beyond the “I fill out a status report” answer and provide examples of how you’ve managed stakeholder expectations when communicating a “red” status report.

You can also mention how you’ve implemented a governance structure using weekly project team status meetings, bi-weekly steering committee meetings, and monthly executive committee meetings. Different stakeholders require different types of communication, so highlight how you’ve used status reporting, email, and 1:1 communications to manage status updates.

Include those examples if you used any project management tools to create project dashboards (Trello, Confluence, Sharepoint).

28. What goes into a meaningful status report?

The interviewer understands the critical components of meaningful status. The question is directed to you to see if you know.

I enjoy 1-page status reports summarizing milestones, accomplishments, plans, top 3 risks and issues, and objective budget and schedule metrics. No one wants to read a 2-3 page status report. The status report is the mechanism to communicate progress and request support.

Review your project archives for past status report formats and content that worked well with the project stakeholders.

29. How do you close a project?

The interviewer will assess your project closure and wrap up knowledge. This is a less likely question as many project teams are quick to disband once the project launches and the project is complete.

Conducting lessons learned is an obvious step in the project closure process. Lessons learned are essential but can also be gleaned at any time in the project. The other administrative closure steps include transitioning any project artifacts to the support team, archiving project documents, and ensuring invoices and contracts are correctly processed and closed. Your organization may require formal approval for project closure or a tollgate.

Also remember to include the individual team member feedback for the annual performance review. Most importantly, highlight how your gave credit and recognition to the project team and individual team members.

Leadership Behaviors

30. what are the top 3 leadership behaviors a project manager should demonstrate.

Project managers are often placed into leadership roles without direct HR responsibility for the project resources. The intent is to understand what leadership behaviors a successful project manager should demonstrate.

The are a lot of different leadership behaviors ranging from effective listening, coaching, team motivation and communication. My top three favorite leadership behaviors are demonstrating a drive for results, customer commitment, and communication. If I had to pick a fourth, it would be demonstrating courage.

Project managers must drive to achieve the project objectives and overall results. By maintaining a focus on the customer, it ensures the project team is listening to the customer needs and can anticipate needs earlier. Communication is the third key leadership behavior as 90% of a project manager’s job is communication. Demonstrating courage to try new approaches, communicate bad news and identify new ways to accomplish work are all important leadership traits for successful project management.

31. What’s your leadership style?

• What is your work style?

The style question is used to understand how the project manager would work with the team. Like the leadership behaviors question, the style question should balance when to be directive, coaching, or listening to all the options for the best solution.

Leadership style is always subjective but it is a good idea to be familiar with the different types of leadership styles. Daniel Goleman and Ken Blanchard and Hersey have two different models around situational leadership. Coaching, democratic, authoritative and coercive are a part of Goleman’s model. Blanchard and Hersey describe a telling, selling, participating and delegating leadership matrix style.

These organizational behavior concepts are good to know and apply in a team leadership role. Of course, you don’t want to cite Goleman and Blanchard in your answer, but understanding their models will help you shape your response. I often apply a coaching approach, but if the situation requires a different style, I can adjust to be authoritative and coercive. The key is to use the right leadership style to the situation while always driving for results.

32. What three skills do you think are most important to be an effective project manager?

• What are the most essential qualities of a project manager?
• What qualities are required to be an effective project manager?
• What skill does a project manager need to succeed in project management?
• If you were to pick one skill for a project manager, what would it be and why?

This question is another opportunity for you to demonstrate the balance of your technical project management skills and the softer, non-technical project management skills. Technical project management skills refer to Microsoft project scheduling expertise, web-based PM tool knowledge or practical PMBOK based tools and techniques. The softer, non-technical skills include communication, effective listening, team building and managing conflict. Successful project managers need to balance both.

I’ve interviewed candidates who rely heavily on their PMBOK knowledge of PM processes and their ability to use tools like Microsoft Project, Excel, or JIRA to manage projects. Technical knowledge is essential, but the candidate must also demonstrate leadership characteristics.

If a candidate is an expert in the PMBOK but can’t talk effectively to an executive team or manage conflict between team members, then the candidate won’t be successful in my teams. There needs to be a balance in the response as you don’t want to appear to strong on the softer skills. I’ve worked with “project coordinators” who considered themselves project managers but couldn’t build a project schedule worth following.

The best candidates will demonstrate a balance between the soft and hard skills. My preferred response is communication, negotiation and the ability to track progress in schedule. Communication is 90% of a project managers job and a PM is often negotiating with others to motivate and achieve project results. The PM also needs to know how to build and track to a project schedule to ensure the project is on track.

33. What’s the one thing a project manager should do?

This is similar to the PM skills question as it incorporates the leadership style with the skills question.

It is very difficult to simply indicate the one thing a project manager should do on a project. It is a simple question that drives an open ended response. Communication, lead and issue resolution are some of the key things but if I had to pick only one, I would respond with – Enable the team to deliver the project.

This is a follow-up to your previous response about how you’ve enabled teams. In an Agile project, the Scrum Master effectively removes impediments and allows the team to deliver. In classic Waterfall projects, the project manager should do the same.

34. Tell me about your organizational skills

• How do you organize an average work week?
• When have your organizational skills helped to keep a project on track?

The interviewer wants to know more than you keep a tidy desk and create daily task lists. This is an excellent opportunity to highlight how you organize a project for success.

Lead with an example of how you organized your last project. I rely on creating a project management plan presentation instead of a lengthy project management plan document. The project management plan is used to orient all the stakeholders to the processes within the project. By answering this question, you can dive into how you communicated with stakeholders, reported status, managed risks, etc.

It demonstrates you have knowledge on how to formally organize a project as well as flexibility in using templates that add value.

35. How do you improve your project management knowledge?

Learning didn’t stop with college. Managers want talent that keeps up with changing times and continues to learn and improve the organization.

If you respond with blogs or articles, be ready to cite the last article you read. If you mentioned ongoing PDU classes or local PMI chapters, be prepared to provide key information nuggets or key takeaways. Avoid the generic answer of I read articles on the Internet. Be specific and demonstrate how you’ve put that learning into practice.

There are a lot of different ways to learn today. LinkedIn Learning , Skill Share , and Udemy all have technical and non-technical content that you can affordably learn. There are many project management podcasts available and even YouTube has a few PM channels. You always want to be learning and be ready to share what you’ve learned.

Communication and Stakeholder Management

36. how do you communicate a failure or negative news to the team.

This question focuses on how well you communicate the bad news. It is easy to communicate positive news to a stakeholder or an employee. The interviewer wants to understand how you’ve communicated a failure or negative news to a team.

Integrity is a key leadership behavior for all employees, not project managers. However, a project manager needs to be able to demand the truth and communicate good news and bad news with integrity.

Communicating bad news isn’t easy and it can be intimidating as there is a tendency for the stakeholder to “shoot the messenger”. However, your role as a project manager is to communicate status, issues, risks and where help is needed. This also means communicating bad news early and being transparent about the actions that cause the problem and the next steps to address the problem.

A common scenario is communicating a project will miss its launch date. The key is to communicate early and identify the actions taken to maintain the original launch date and the next steps to ensure the revised launch date is maintained. I’d also include how the customer agreed to the revised timeline despite the team’s attempts to keep the original date.

37. Assume the customer is unhappy with the project’s result and does not accept the solution. What would you, as a project manager, do?

How do you handle a disgruntled business customer?

If you are in project management, you will experience happy and unhappy customers. Project management can be a thankless role as you are often the bearer of bad news when communicating project overruns, missed dates and project issues. You may be the messenger but the business customer is looking for your proactive solutions to address missed requirements or a poor performing solution.

It is important to listen to the customer and seek to understand their position. People rarely behave poorly or rudely in a business organization unless the behavior is motivated. Ask for time to review the issue with the team and follow up with several options.

The customer may be upset due to a missed or misunderstood requirement. The project team can then determine if any corrective action is possible or if the team can fix the issue within the project constraints.

38. What kind of people do you find challenging to work with?

This question probes your temperament and the types of behaviors that irk you.

You will inevitably find yourself working with another team member with a different communication style and perspective on accomplishing the project. This person could be a project sponsor, a vendor, or a co-worker. The key is communicating the types of behaviors that cause issues within a project and how you handle those challenges.

I’ve worked on several projects where my co-worker and I agreed differently on approach and the key steps to complete a project. However, we both agreed on the need to complete the project despite having spirited conversations that could pull the team in different directions.

In a project management setting, you are being brought in to deliver a project and the interviewer wants to hear how you’ve delivered independent of the personality challenges you encounter on a project.

39. How would you describe your communication and leadership style?

The majority of a project manager’s job is communication and you are being put into a leadership role – usually leading team members who don’t report to you. The intent of the question is to determine how you communicate to different stakeholders as well as your leadership style.

Think about a past example of how you implemented a communication plan with different stakeholders and demonstrated your leadership skills. You can refer to the communication plan, which may appear in the PM textbook. Instead, think about the various people you communicated with on your last complex project.

• How often did you communicate?
• How did you adjust the communication with the stakeholders?
• What medium did you use to communicate? In-person, email, status report?

Refer to the What’s Your Leadership Style question in this article on how to handle the leadership question.

40. When do you seek help outside of the project team?

The interviewer knows you will have challenges in the project that can’t be solved by the immediate team. They also want to understand how you solve problems before escalating the issue.

Think about how you’ve asked for help in the past, but ensure you communicate how you’ve tried to solve the problem before escalating for help. Project managers typically track these items as issues on a project log. Some problems need senior management assistance and must be communicated during status reporting or even before the next status reporting period.

Seeking help isn’t a sign of weakness. As the project manager, you must work with the team to solve the impediment or project problem. However, knowing when to ask for help is crucial for a successful project manager.

41. How do you work with customers, sponsors, and stakeholders?

Every project has different personalities, with customers, sponsors, vendors, and other stakeholders. The interviewer wants to understand how you handle communications and relationships with various stakeholders.

Stakeholder analysis and communication plans are textbook project management answers. You can refer to these tools to understand each stakeholder’s needs. Don’t rely entirely on those tools as answers because you’ll come across as too textbook. Please provide a few examples of how you handled different stakeholders’ needs and how you assessed their impact on the project. The stakeholders with much power and influence need to be handled differently than the less influential stakeholders. However, both groups need sufficient communication.

42. Did your colleagues or your manager ever challenge your decisions?

You won’t always have the best solution to a problem. Be prepared to discuss how you handled team members who challenged your decisions.

Project managers don’t make all the decisions. The smart ones know when to engage the team and incorporate the feedback into an overall recommendation. Think about when you had to brainstorm options and facilitate a recommendation.

It is ok if team members or stakeholders challenge or disagree with a decision. It will happen in a project and if you don’t have open communication with your team, you may never know of dissenting opinions.

43. How do you gain agreement with teams?

Gaining consensus is never easy. The interviewer wants to hear about your approach to resolving conflicts and gaining consensus on a team issue.

Be prepared to talk about a recent time when you were responsible for gaining agreement among a team or between two different teams. Think of examples where you sought to understand the other team’s point of view, paraphrased their feedback, and gained support for a specific action.

Project managers may have to escalate an issue to stakeholders to gain agreement. However, the project manager shouldn’t escalate every issue and should demonstrate how to achieve consensus.

44. How do you handle office politics?

Politics are everywhere in an organization. The interviewer wants to hear how you navigate those rocky waters.

This is a great question, as every organization has office politics with inside influencers. Think about a few times when office politics influenced you or your project. How did you manage the situation?

I recommend communicating the situation and how you still focused on the project goal and drove for the result. This is also an good opportunity to demonstrate how you manage challenging stakeholders including the stakeholders who aren’t 100% aligned with your project.

45. Can you give us an example of a time you successfully managed up?

Managers and executive teams will often give a directive or an aggressive deadline. Project managers need to manage the project and they need to manage their stakeholders effectively. How have you managed these demands?

Consider when you were given an unrealistic date and needed to manage expectations. How did you approach trading off scope or getting additional resources to meet the date? How did you raise the issues or critical requests to the stakeholders or your direct manager to get support?

You will want to demonstrate how you delivered even if you had to negotiate some project constraints. Managing a demanding executive or direct manager is a much-needed skill, as you won’t always have the luxury of a sympathetic or understanding executive team.

46. How will you gain and keep the support of your project sponsors?

The interviewer knows gaining project sponsor can be a challenge. Keeping sponsor support during a troubled project can be even more difficult especially when organizations may kill poor performing projects. How do you gain and maintain support for your projects?

A project is usually sponsored by an executive team or a senior manager who has an idea for the organization. The project charter, a product canvas, or a vision document is used to garner support to start the project. Think about a past project where you successfully initiated the project and then maintained communication with the stakeholders.

How did you communicate a troubled status when the project was in trouble? How did your manager meet stakeholders’ expectations? The formal PM documents, like a communication plan and stakeholder analysis, will help formulate your answer. However, you also want to show how professional judgment and your leadership skills were applied to keep the project sponsor’s support.

47. How do you handle conflict?

Can you think of any project that can be executed without conflict? Nope – Neither can I. If a project didn’t have conflict (scope, time, resources), then you wouldn’t need a project manager.

This should be an easy question to answer as every project has conflict. Project team members will debate the scope, priorities, timelines, and costs. You can demonstrate your value as a successful project manager by showing how you effectively manage conflict.

I’ve found several resources to be helpful in resolving conflict including – Crucial Conversations and The Speed of Trust. Both resources are recommended reading to help manage conflict between team members. Both these resources provide guidance on how to handle a strong minded person as well as approaches to ask for more time, think about the different viewpoints and come back with alternatives.

When I am in a conflict, I try to take a breath and ask the person to “Help me understand the request or viewpoint.” This allows the person to express their concerns and gives you time to listen without reacting to an aggressive attack. Once you listen, paraphrase, and restate the problem, you can ask for more time and come back with options.

Managing conflict isn’t easy, but it is an important skill to demonstrate in your projects.

Team Management

48. tell me about a time you had to work with difficult co-workers..

Similar to the Communication and Stakeholder management questions, these questions focus on resolving conflicts while driving the project forward. The sheer nature of project management operating across multiple organizations will create various opinions that often result in conflicting views. Some of these team members will make project delivery difficult. With this question, you want to demonstrate how you professionally addressed the concerns and found a path forward.

This question is an excellent opportunity to share some of your worst conflicts and, hopefully, your successful resolutions. Co-workers have difficulty because of differences of opinion, which becomes an internalized lack of respect and trust. Think about a time when you had a conflict, sought to clear the air, and successfully addressed the concern. If you could not resolve the conflict, identify how you still delivered the project with an agreement to “agree we disagree.”

Projects have plenty of conflict, so you should be able to identify a few examples.

49. How do you keep your team members motivated?

Team motivation can be challenging to maintain on long projects with much indecision. I’ve been on projects where the team is assembled and waits for architecture, infrastructure or an agreed set of requirements. I’ve been on other projects where the requirements keep changing week after week and the development feels like they are not making any progress.

Think about when you were responsible for rallying the team and how you encouraged team members to continue despite the challenges.

I worked on a year-long project, where our mantra quickly became “Every project has an end date.” That project had three different project managers and experienced a lot of drama. The team was motivated as we conducted a staff meeting in a hospital emergency room when one of the team members was injured in a car accident.

In that project, despite the challenges, we found ways to keep the team motivated by organizing the project so each sub-team could control its scope and outcome. Motivation decreases when a team can’t manage its work, as teams become order takers instead of trusted free thinkers.

In my case, I sought more project management specific tasks as building schedules and a plan to address the risks was my motivation to move into project management roles. The key to this question is to identify a time when you listened to team members, identified what they want to actually work on and found ways to include those experiences while delivering on the project.

If you have a developer who wants to learn project management, let them shadow you or take on small project management tasks. If you have a business analyst who wants to understand development, pair them with a seasoned developer and ask them to take on small development tasks to build their confidence. When team members learn and grow their skills, their motivation will also improve.

50. How do you handle a team member who isn’t productive?

Other variations.

• How do you handle an under-performing team member?
• Have you ever encountered team members who struggled to complete their tasks?

You will inevitably have a team member who isn’t as productive as you had hoped or planned. The interviewer knows there are team members who are not as productive as others and wants to understand how they handled the situation previously.

Provide an example of when a task was assigned, and the person did not meet the delivery date. How did you communicate the expectations and work with the person to establish a new date? If the person still doesn’t deliver on time and a trend emerges, how did you raise the issue?

Direct and open-communication is key with an under-performing team member. Ensuring clear expectations were set and understood help communicate the need. If a team member isn’t productive, you’ll need to remove them from the team but also need to build a plan to handle the change in resources.

51. Do you have outsourced personnel or supplier management experience?

Many organizations leverage consultants, external service providers, and offshore teams to deliver projects. Outsourcing is a common practice to achieve business results when the firm doesn’t have the resources internally. It is still an attractive financial option, given how technology enables firms worldwide to collaborate.

Whenever there is an outsourced team, there will be a contract. Highlight how you developed the contract scope, managed scope changes, established service level agreements and managed overall project timing with outsourced teams.

You’ll also want to include examples where you developed a good working relationship with the outsourced supplier. Even well-detailed contracts will have scenarios where the work doesn’t fit precisely within the definition of contract scope. The relationships help bridge the gap when there is ambiguity or a delay in contract changes.

Project Management Software

52. what are the different kinds of project management tools you worked with.

• Which project management tools have you worked with?
• Do you prefer any particular project management software?

The de facto standard in project management tools is Microsoft Project or Excel. Many project managers, unfortunately, use Excel as a task-tracking tool when they should be using better scheduling tools like Microsoft Project , AceProject , or Asana .

New project management tools are introduced every year. The interviewer wants to hear how you use industry-proven tools like Microsoft Project and any emerging tools.

I’m assuming you already use Microsoft Project as a tracking tool. If you are one of those Excel project managers, that’s ok too, just be sure to highlight how you tracked tasks, dates and dependencies. A casual interviewer will listen for the buzzword, but be prepared to discuss how to effectively build and manage a project schedule.

Spend time researching prominent web-based project management tools as organizations adopt more project portfolio management solutions that integrate with task management tools like  JIRA ,  Trello , and Basecamp .

That’s a lot of questions!

If you’ve made it this far, you’ve read over 50 key project management interview questions and answers, which will help prepare you for your next project management interview!

Other PM Resources

• If you are a hiring manager, here are the  3 project management interview questions for hiring managers
• If you are looking for the average salary range for a project manager, check out the  Project Manager Salary Ranges

Recommended article: 3 Project Management Interview Questions You Need to Ask

Andrew Makar

Andrew Makar, DMIT, PMP, CSM is an IT director with delivery experience across projects, programs and portfolios in Digital Marketing, Automotive, Software and Financial Management industries. He is an enthusiastic leader who effectively translates project management theory into practical application. His area of interest and practice is in implementing Agile processes and SCRUM techniques to deliver better software to his customers. Find out more about Andrew on andymakar.com and please reach out and connect with Andrew on LinkedIn.

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Project Management Soft Skills

11 minute read

The Top 7 Project Management Interview Questions and Answers

Kat Boogaard

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You have an interview scheduled for a project management role you’re super pumped about. While you’re excited to be moving onto the next step in hopefully landing the job of your dreams, you also have those inevitable pre-interview jitters.

What should you wear? What if you get lost on the way to the office? And—perhaps the most nerve-wracking question of all—what the heck are they going to ask you?

Of course, you should prepare for those inevitable, standard interview questions—you know, the ones like, “What’s your biggest weakness?” and “Why do you want this job?”

But, you also know that there will be plenty of questions related specifically to the position, such as your relevant skills and experience. The thought of answering those in a way that impresses your interviewer? Well, that makes your stomach drop to your shoes and your heart start racing.

Hey, there’s no need to start huffing and puffing into a paper bag quite yet. We’ve pulled together seven common project manager interview questions—as well as some quality answers—that you can use to prepare for your upcoming project management interview. You’ve got this!

Ace the interview

Craft your responses with our handy worksheet.

7 project manager interview questions and answers

1. tell me about your favorite project that you’ve managed and what you enjoyed about it.

What they’re asking: Expect a fair share of behavioral interview questions —these are questions that ask you to recall and explain specific examples and experiences—during your project manager interview. This question, in particular, is a way for the interviewer to gauge what sort of project management experience you have under your belt, what sorts of projects you excel at managing and how much passion you have for the role.

How to answer: With any sort of behavioral interview question, you want to be as specific as possible. You don’t need to go into painstaking detail, but you should be prepared to elaborate with real situations and explanations. Try something like this:

"I really enjoyed managing the implementation of [new software program] at my last company. It gave me an opportunity to evaluate and refine any processes that weren’t really working for us. Additionally, I enjoyed being able to collaborate with every department in our office to ensure their needs were being met. It was challenging but definitely rewarding!"

2. What communication style do you use with a team that you’re managing?

What they’re asking: Being a strong communicator is one of the most important skills a project manager can possess, and that’s exactly what this question is getting at. At the center of everything a project manager does, there’s communication. From formal presentations and casual brainstorming sessions to in-person discussions and online collaboration, successful project managers need to know how to tailor their communication to effectively get a point across.

How to answer: This can be a tricky question to answer, especially when different circumstances require different communication styles. Start by recognizing that you understand the importance of successful communication, as well as how different styles are beneficial in different situations. For example:

"I think strong communication skills is one of the most critical qualities of a project manager. My communication style can vary greatly depending on the situation. During a conflict, for example, I tend to be more direct and assertive. But, during a team meeting, I prefer to sit back and be more of a facilitator of collaboration. I believe a strong project manager is able to adjust his or her communication style when necessary, and that’s something I excel at."

3. How do you set project goals? How do you monitor the progress of those goals?

What they’re asking: A project won’t get done without clear goals. And, typically, it’s up to the project manager to establish those objectives and keep a finger on the pulse of progress as well. This question is pretty straightforward. The interviewer wants to know how you handle those two important tasks -- setting SMART goals and monitoring progress toward those goals.

How to answer: As mentioned above, questions like this -- that relate directly to what skills and qualifications you bring to the table -- deserve a thoughtful, detailed and tactical response. Don’t just skate over your approach. Dive into any frameworks or tools you use to make this process more streamlined for you and your project team. Try something like this:

"I’m a big believer in setting SMART goals. Ensuring that the project team’s goals are specific, measurable, achievable, relevant and time-bound helps to confirm that we’re setting ourselves up for success. I also make sure to sit down with the project team when setting goals in order to incorporate their own thoughts and opinions on where we should be headed. I find that’s important for increasing excitement around the goal while also maintaining realistic objectives. As far as monitoring progress, I use a combination of smaller milestones to keep an eye on progress, regular check-ins, and the always helpful Gantt Chart to ensure we’re moving in the right direction."

4. How do you deal with team conflict?

What they’re asking: Like it or not, conflict is pretty much inevitable on a project team. And, it’s the project manager’s job to make sure things get resolved in an efficient and effective manner. Understandably, the interviewer wants to know how you’ll fix the issue—and that you won’t just sweep things under the rug.

How to answer: Chances are, you have some experience dealing with conflict already. Think about how you’ve approached those situations in the past, and then use that to inform your answer:

"I’ve heard that there are three main approaches to conflict resolution : avoidance, defusion and confrontation. Typically, I utilize a combination of defusion and confrontation. First and foremost, I limit the interaction between the conflicting parties in order to get some separation and identify the root cause. Then, I facilitate one-on-one conversations in order to identify if there’s a certain task or stressor that’s causing the issue. At this point, the confrontation comes into play. I’ll facilitate a problem-solving meeting where the conflicting members can talk about the issues, reach a compromise, and move forward. I also make sure to continuously check in on that matter moving forward, to ensure that the root issue has been addressed, resentment has been eradicated and a new conflict isn’t brewing."

5. How do you ensure that your project is on schedule to meet the deadline?

What they’re asking: You need to live and breathe deadlines—you know that much. The employer’s goal with this question is simple: They want to confirm that you’re someone who can deliver a project on time and on budget.

How to answer: Start by recognizing that even the best-laid plans experience a curveball every now and then—every realistic project manager knows that. Then, explain in detail your typical approach to ensure that projects run smoothly. Try something like this:

"Meeting deadlines involves a balance of scope management and schedule management. First and foremost, I ensure that the team has a solid grasp of the scope of the project. Everybody needs to understand what needs to be done before it can be done on time. Then, I move on to schedule management, including time management processes required to complete the project by the deadline. I think it’s important to make sure these processes and a detailed schedule are somewhere that the entire project team can easily access, so there’s no confusion or question about when pieces need to be delivered. Of course, this schedule is flexible and will likely change as circumstances arise. But, that’s why I also think it’s important to frequently check in on progress and roadblocks to make sure things are coming together in accordance with the process and timeline."

6. Tell me about a recent challenge you encountered and how you overcame it

What they’re asking: Even the best, most thoughtful project managers will admit that sometimes things get sticky. Problems and surprises are inevitable, and the employer wants to be sure that they find someone who can roll with the punches and continue leading the team forward.

How to answer: This pesky behavioral interview question requires you to detail a real-world example. No project is flawless, so it shouldn’t be too difficult to think of a time when you ran into an issue. Ideally, you’ll want to talk about a challenge that resulted in a big win because of your clever self. Your answer could look something like this:

"I was tasked with overseeing the entire redesign and redevelopment of our company website. The engineering team and the design team were at a standstill about how to layout a specific page on the website, and it was slowing down the entire project. To shut down the various personal conversations and back-and-forth emails, I facilitated an entire team sit-down where everybody could voice their suggestions. We reached a compromise, and moved forward with the project, delivering it before the deadline."

7. What three skills do you think are most important to be an effective project manager?

What it’s asking: Of course, the employer has specific skills that they’re looking for in their next project manager. But, they want to hear from you about what you think are the most important competencies that you bring to the table.

How to answer: As you might suspect, you’re going to want to pick skills that are not only important to being a project manager, but also skills that you actually possess. You don’t want to plant seeds that undermine your qualifications, after all. You can even mention the “Talent Triangle” -- which are three skills required to get your PM certification -- to demonstrate your knowledge of the area.

"Of course, strong communication skills, excellent organization capabilities, and a keen ability to manage time are all crucial for being an effective and respected project manager. But, when looking at the overarching qualities that are necessary to be a strong project manager, I think the ‘Talent Triangle’ is the perfect breakdown. The combination of technical project management, leadership, and strategic and business management makes for a well-rounded project manager who’s willing to work and manage in a variety of business functions."

Ready to ace your interview?

Wouldn’t it be nice if you had a crystal ball that would tell you exactly what you’ll be asked in your project manager interview? Unfortunately, you aren’t quite that lucky. The good news is you can use these project manager interview questions and answers to prepare, and knock your interview out of the park. 

Also check out the top project management myths , that could come up as a curveball question in your interview.

If you’re looking for an extra edge, brush up on your public speaking, body language or leadership skills with our  soft skills courses  before your interview. You can also optimize your application with a project management resume template. 

Eager to prepare even more for that upcoming interview of yours? Check out our other helpful resources for specific industries. They’re no crystal ball, but we like to think they’re the next best thing:

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Kat is a writer specializing in career, self-development, and productivity topics. When she escapes her computer, she enjoys reading, hiking, golfing, and dishing out tips for prospective freelancers on her website.

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MockQuestions

Project Manager Mock Interview

To help you prepare for your Project Manager interview, here are 50 interview questions and answer examples.

Project Manager was updated by Karrie Day on May 9th, 2023. Learn more here.

Question 1 of 50

How do you inspire customer trust, confidence, and loyalty as a project manager?

Why the Interviewer Asks This Question

How to answer, answer example.

Many project managers work directly with their clients and perform customer service-related functions. Interviewers who ask this question are interested in a candidate's ability to demonstrate the soft skills necessary to provide the level of service required by the role.

Provide a few brief examples of activities you perform that inspire customer trust, confidence, and loyalty such as taking accountability for mistakes, going above and beyond regularly, listening intently to concerns, etcetera. It can be helpful to include role-specific examples in your response if the role you are interviewing for requires specific customer outreach activities such as sales negotiation or post-implementation support. Remember to include outreach activities beyond delivery and support activities to demonstrate your customer service skills. Interviewers want to know what unique value you can add to the customer experience and remember candidates who demonstrate they consistently go beyond what is required in a client setting.

"One of the most important things I can do to earn customer confidence, trust, and loyalty is to show end-to-end ownership for the projects I work on. I let my customers know they can reach out to me to let me know about anything going on, even if I am not directly responsible. They know they can count on me to help facilitate a solution on their behalf. I also take the time to listen. Sometimes clients just need to be heard and offering them an outlet to vent with someone who shows empathy and concern goes a long way. I maintain their confidence as needed and quickly address their concerns. I treat all of my customers with respect and show them that they are valued by delivering on my commitments. Finally, I proactively reach out to my clients on a regular basis. This demonstrates my commitment to customer service and they always appreciate my efforts to make sure they are happy and well supported."

Next Question

50 Project Manager Interview Questions & Answers

Below is a list of our Project Manager interview questions. Click on any interview question to view our answer advice and answer examples. You may view 12 answer examples before our paywall loads. Afterwards, you'll be asked to upgrade to view the rest of our answers.

Table of Contents

• 1.   Behavioral Questions
• 2.   Communication Questions
• 3.   Competency Questions
• 4.   Discovery Questions
• 5.   Leadership Questions
• 6.   Management Questions
• 7.   Situational Questions

Project management interviews are likely to cover a wide range of topics. You may be asked about leadership, communication, budgeting, forecasting, strategic planning, tactical planning, plan execution, facilitation, conflict resolution, brainstorming, creative thinking, customer service, sales, marketing, and more. While that may feel overwhelming, it doesn't have to be. Here are three tips to help you prepare for a successful project management interview: First, review the job description for your target role in detail and develop a list of situations you've experienced that showcase your abilities in each area. The duties of a project manager can vary widely depending on the company and the types of projects managed. Developing a list of go-to examples will help you align your experiences with the specific requirements of the role. Be sure to consider scenarios that highlight your strengths, demonstrate your ability to lead, and showcase your ability to generate value for your teams, clients, and company. Second, research the company you're interviewing with. Review the mission, products, and cultural information that is likely available on their website. If possible, find out the specific project management methodology and tools used. Your investment in this area will help you deliver specific interview question responses that could help to set you apart from your competition. Third, practice. Record yourself answering a few of the questions from this mock interview. Practice with a friend. Hire a coach to help you prep for your interview. Regardless of your method, your responses need to feel authentic and polished. As a project manager, the company you are interviewing with is considering you for a role that will interact with its clients, senior leaders, partners, and subject matter experts. Practicing will help you calm your nerves so you can address your interviewer with the poise necessary for success. In summary, preparing for a successful project management interview involves developing a role-specific list of scenarios, researching the company and its preferred methodology, and practicing. We have prepared this mock interview that provides 50 questions, expert tips, and answer examples to assist with your preparation and help you convince your interviewer that you're the best candidate for the job. Also, keep in mind that not all companies view the project manager position equally. Check out our sets dedicated to the senior project manager and/or assistant project manager roles to get the most out of your prep time.

1. How do you inspire customer trust, confidence, and loyalty as a project manager?

Written by Karrie Day on May 9th, 2023

Written by Karrie Day on May 2nd, 2023

2. What is the most important skill you have developed while managing projects?

Your interviewer wants to know how your time spent working in project management roles has served you, your companies, and the teams you have led. Your answer will help your interviewer learn more about your value system and a potentially helpful skill you will bring to the role if hired.

Written by Karrie Day on May 3rd, 2023

Describe a skill that you feel you have been able to hone properly through your work as a project manager. Describe how what you learned served your teams, clients, and the company you worked for.

The most important skill I have developed while working as a project manager is the ability to handle difficult conversations with greater levels of ease. I have had the opportunity to use my intuition, sense of empathy. communication, creative thinking, and leadership skills each time I am faced with one of these conversations. They have occurred with clients, management, partners, vendors, and within the teams I lead. I am now able to stay calm, think clearly, and work with whoever I am speaking with to find a way forward. I feel confident this skill will add value to my work here at XYZ company if selected for the project manager position.

3. Do you prefer to work on one project or multiple projects at the same time?

This question has two main objectives. First, your interviewer might genuinely want to know about your preferences. This helps them to get to know you better and assess your fit for their company and the types of projects you will lead. Secondly, questions like these are used to identify candidates that are rigid. Most project manager roles require flexibility Interviewers lean on questions like these to uncover red flags and narrow down the list of candidates.

Written by Karrie Day on April 23rd, 2023

Consider what the company will likely need from you. If you think this company/industry will require you to juggle multiple projects at once, go in that direction with your answer. Be truthful but thoughtful. Authentic answers are always best. In the event you have a strong preference, be sure to demonstrate your professional range and flexibility by discussing your success with both models. Candidates who are able to thrive in a variety of settings are more likely to succeed in their interview.

1st Answer Example

"I've had experience both juggling multiple projects and focusing on only one at a time. I think in many ways it's ideal to only have to worry about a single project at once because then you can direct all of your time, energy, and ideas to it. But there's something to be said about the excitement that comes from handling multiple projects at once. It keeps me on my toes! And, honestly, with the available project management software on the market these days it's easier than ever to keep track of several projects at one time. I have experience doing both and see value in either method. At times it's inevitable that projects might overlap as well; that's just part of the job and something I have no trouble handling."

Written by Marcie Wilmot on January 5th, 2021

2nd Answer Example

"Historically I have worked on multiple projects at a time. I thrive under pressure and tend to do some of my best work and thinking when things are chaotic. With that being said, single projects are also a good way to slow down. I like having a healthy balance of both of these things to keep my role interesting."

Written by Jessica H. on May 9th, 2023

Anonymous Interview Answers with Professional Feedback

Anonymous Answer

Marcie's Feedback

4. What are some risks and issues you've dealt with in the past during projects?

Project risks commonly involve resources, time, scope, communication, and cost. They tend to refer to a condition or event that may impact the project in the future, whereas an issue is an existing problem that is currently affecting the project. The interviewer wants to know that you're familiar with risks and issues because as a project manager you need to be able to prevent, mitigate, and manage any risks or issues that arise during a project.

Describe several of the risks you have encountered as a project manager and the techniques you use to combat them. Focus on risks that either occur frequently or those that have the potential to ruin a project if not handled accordingly. Risks in either of these categories are likely to have an impact if they are not mitigated properly. Also, it can be helpful to describe a risk that is likely to occur on the types of projects you will be managing if hired for the role. For example, a creative project manager might describe their approach to reigning in artists that struggle to find inspiration. An IT project manager might describe their process for mitigating the risk of everchanging technology and its effect on project scope and budgets.

"I've learned throughout my career that in many cases the project manager can take actions to help avoid project risks. For example, making sure the project's purpose, need, and scope are well-defined prevents significant problems down the road. In terms of risks that I've encountered during past projects, they would include contractor delays and not having control over my team's priorities. I've learned techniques to combat these risks like including late penalties in contractor contracts and briefing team managers on the importance of the project. In terms of issues, I recently had to quickly adapt when a key member of my team was unexpectedly hospitalized. Luckily, I had identified back-up employees and was able to tap some of them to fill in while this person was incapacitated so the project timeline wasn't impacted."

"A common issue that I have experienced is communication from project sponsors or there is a breakdown of communication from other parties involved. I like to solve these communication issues by having set meeting cadences with stakeholders and members of the project team to try and mitigate issues that may arise. I also have an open-door policy so that if issues do arise, I can know about them and fix them as soon as possible."

5. Tell me about your typical relationship with project sponsors.

It's imperative that project sponsors be kept in the loop throughout the entirety of the project since they provide resources that the project needs to be completed. In addition, project sponsors can provide valuable feedback to project managers as the project progresses. Your interviewer is interested to know how often you typically contact sponsors and in what manner. They want to ensure your approach is in alignment with the responsibilities of the open project manager position.

Let your interviewer know that you understand the need to define a customized communication plan with your sponsor at the outset of a project. Also, convince them that you are prepared to tackle specific scenarios such as timeline issues, scope changes, technical constraints, or emergencies.

"Throughout my career, I've encountered many different kinds of sponsors. Sometimes they want to be very involved in the project and other times they don't. When I'm introduced to the sponsor(s) at the beginning of the project I try to determine their preferences and then communicate accordingly during the project. If a problem arises that my team and I are unable to resolve on our own, I would definitely reach out to the sponsor to get their thoughts. In many cases, the feedback that the project sponsor provides is extremely helpful. For many of the sponsors I've worked with during larger projects, I scheduled weekly meetings or calls with them where I gave updates and discussed outstanding issues."

"I like to have a reoccurring cadence for our conversations established at the beginning of the relationship. That cadence may be weekly, biweekly or monthly depending on the project sponsors and the project. For emergency items, I like to get in contact with them right away to quickly resolve any issues."

Amanda's Feedback

6. Do you prefer to handle things yourself or to delegate to others?

This is the interviewer's way of finding out if you are a micromanager or not. Most likely, the interviewer is looking for someone who is comfortable delegating tasks to others because trying to do everything by oneself is a recipe for disaster, particularly during a large project. You want to show that you are a leader who puts together strong teams and then allows others to do their jobs so you can do yours.

Convince the interviewer that you know how to delegate and that you trust the members of the team as appropriate. Also, be sure to communicate that you are willing to assist a fellow teammate who is struggling at any time as needed. This will demonstrate that you are a servant leader willing to go the extra mile on behalf of your team, your clients, and your company.

"I have learned throughout the years that I simply can't do everything myself! But I can establish high standards that I expect my teams to meet and exceed. I start by assembling good teams that are filled with people who are smart and enthusiastic. Then, I lay out my expectations for each of them - using project management software - and clearly communicate these to them. Finally, I trust them to complete their tasks but provide guidance along the way if they need it. I also continually monitor everyone's progress using the software so if anyone does slack or fall behind, I can discuss this with them and develop a short-term action plan to resolve the issue."

"I think that it depends on what it is. If it's an administrative task that I can delegate to give someone the opportunity to learn and the team has the capacity for it, I will delegate it. If the task I am working on is only something that I can work on, I reshuffle other things off my plate by delegating so that I am able to get other things done. I always say a team is stronger when we work together."

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

You may be asked this question in an interview to assess your ability to quickly make progress with limited knowledge and resources. Interviewers are interested to know your processes for strategically driving out scope details and gaining the trust of key stakeholders and staff across various levels in their organization.

Remember To

Give your interviewer examples of how you would quickly gather a broad scope of information, such as facilitated sessions or surveys. Additionally, describe how you would keep things moving forward with quick-hit tactical plans while long-term plans are developed.

Written by Karrie Day on April 26th, 2023

"Clients often want to get moving as quickly as possible and do not have the desire to wait while all of the details are figured out. In this case, I usually request to facilitate a vision and goal-setting session with as many stakeholders as possible. During that time, I try to gather as wide a perspective as possible on what is working, what is broken, and what the high-level solution ideas are. From there, I lean on my experience and intuition to determine where I need to dig further and which areas I can leave at a cursory review. I tend to forge relationships with the stakeholders by taking them to lunch or calling them to bounce ideas off them to see if they are a fit. I also sit and shadow front-line users in the areas that will be affected most by whatever strategy we follow. This helps me quickly gain trust with the users, their management, and the executives involved. That trust is imperative when I make my recommendation because it allows me to be transparent about the areas I did not have time to analyze fully while suggesting where to begin development. Finally, I work with my stakeholders to immediately implement any easy-to-execute tactical changes uncovered during discovery. This ensures that the teams I work on add value as early as possible during an initiative."

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

You may be assigned to work on an at-risk project from time to time. Interviewers ask this question to learn more about how a candidate plans to handle these potentially difficult project scenarios.

Describe the steps you take to assess the risk level of your project and identify the root cause of the associated delay. Then, walk your interviewer through your process for developing a plan to get things back on track and communicate any changes in the overall plan to your team and stakeholders.

"I would first deploy a method to get to the bottom of why we were behind as a team. I have used various root cause analysis methods and frequently lean on the 5 Whys method. Once I identified the cause of the delay, I would work with my team to develop a strategy to address it. If there were performance issues, I would assign mentors and ask that they spend extra time leading those who need help. If a stakeholder or client was behind on their responsibilities, I would talk with them about the impact of their actions and develop a way forward. These actions usually correct the issue, and my teams get back on track quickly. If the delay was outside my control, I would be transparent with my client or stakeholder. I would ensure them that the team would work to complete the most valuable pieces of the project on time and determine if there was an opportunity to remove anything unnecessary from the scope. I would also offer relevant updates to the delivery date as needed."

9. What is your favorite aspect of project management?

Interviewers are interested in what motivates a candidate. They must align the right opportunity with the right individual. The answer to this question helps hiring managers ensure this role would allow the candidate they select to enjoy their work.

Describe the aspect of project management that you love the most (teamwork, leadership, planning, communication, collaboration, etc.) Keep in mind it is important to align your answer with an aspect of the project manager role likely to be part of the experience for the specific job you are interviewing for. For example, an interviewer may be confused to learn that your favorite aspect of project management is working on construction projects if you are interviewing for a technology senior project manager role.

"My favorite part of working as a project manager is that I have the honor of working with talented people across several domains. I have worked with experts in operations, technology, finance, accounting, entertainment, retail, real estate, etcetera. I truly enjoy learning about new lines of business and working to help others do whatever they do better by delivering solutions that meet their needs."

10. Tell me how you communicate with others. What kind of communicator are you?

It is vital that a project manager be able to effectively communicate with many different kinds of people, including stakeholders, vendors, and employees, among others. Your interviewer wants to know if your specific approach aligns with the requirements for the open role.

Before the interview, brush up on the various communication styles out there (for example: assertive, direct, analytical, intuitive, functional, formal, personal) and identify which relate to you. This will help you frame your response with communication vocabulary that will likely resonate with your interviewer. I typically encourage my project manager clients to demonstrate that they are comfortable communicating using a variety of styles. This demonstrates flexibility and the ability to customize their approach based on the details of the situation. For example, you might describe the communication style you use to resolve issues within your team different than the style you use to communicate with senior management.

"In general, I believe that I am a very strong communicator and that this allows me to do my job well. I tailor my communication style as needed. For example, when I talked to the sponsor of the last project I worked on, I communicated the big picture and didn't delve into the nitty-gritty details. When I talked to remote team members, however, I focused on expectations, processes, details, and timelines. I consider my communication style to be a mix of assertive, functional, and personal. Assertive because I clearly state my opinions and advocate for the project's needs while being respectful of others, functional because I am detail-oriented and like to communicate step-by-step processes, and personal because I pick up on emotional language as well. In the past, my unique communication style has worked well and I believe it will allow me to excel within this role."

"I like to keep people updated as necessary. I utilize modes of communication that work depending on the person I am communicating with. As most people have differing levels of availability, I recognize that before communicating information. For example, if I am communicating with a CEO, I give regular updates in snippets so that it is fast and easy to read. If I am communicating with a coworker, I communicate on regular intervals such as weekly to keep the project or initiative going. I communicate via in-person, over Microsoft teams or email as necessary."

11. Describe a time when a project deliverable you were responsible for failed. How did you handle the situation?

All project managers experience failure at some point in their career. Interviewers ask this question to determine how a candidate reacts to the conflict and pressure that usually accompany these difficult situations. Your response will help them to decide whether or not you have the leadership skills necessary for success if offered the open position.

Walk your interviewer through the details of the failure scenario you experienced with your team. Include a description of the impact of the failure and then break down the steps you and your team took to resolve the issue and prevent it in the future, if applicable. Remember to include a description of how you address the emotions of you and your team during failure scenarios. While it is imperative to assess the facts of the situation and develop an appropriate plan of action, interviewers value candidates that are able to demonstrate poise and leadership during times of failure.

"I was the PM for a solution that sent batch purchase transactional data to Peoplesoft for billing. We deployed the solution overnight and excused the team after the initial tests were successful. My tech lead called me an hour later in a panic after he noticed that the process was running continuously instead of making a one time monthly update as designed. This meant that our process was essentially flooding Peoplesoft with a bunch of erroneous transactions that would cause huge problems if they remained. My initial reaction was a sick feeling in my stomach when I realized the impact of the situation if we did not resolve it quickly. PeopleSoft had a monthly billing process that was set to run the next day and we only had a few hours to fix whatever was broken. I took a few breaths and then began working on a plan of action. I reminded our tech lead that we would be able to think better if we calmed ourselves, so we took a moment and then dug in. We made a list of who to call and wake up and gathered a team to help us figure out the cause of the problem. We quickly identified the cause as a setting issue with the job we were running. We made that adjustment and then worked on a series of data scripts to fix the incorrect data we sent over. Our analysts helped us to define the parameters for the fix and our testers made sure the numbers were correct. I called our customer to apprise them of the situation and let them know we were working hard to resolve the issue. We were able to get the last-minute changes out in the morning just prior to the PeopleSoft service running. I thanked everyone for their quick action and willingness to jump in and do whatever was necessary to address the issue. Our customer was complimentary of our commitment to fixing the issue instead of just pursuing a rollback as that would have put the project a month behind. I made sure the entire team was allowed to rest the next day and I stayed awake to make sure things looked good in both systems for the rest of the day. I was fried by the time it was over, but I was very proud of my team for our quick action and the calm we showed under pressure."

12. Give me an example of a time when you successfully handled intense pressure.

Project managers need to have the ability to juggle urgent deadlines, various personalities, sometimes unreasonable expectations, and more during complex projects. All of these moving parts can create a lot of stress, and the interviewer wants assurance that you can effectively manage high-pressure situations.

For questions like these, the STAR (situation, task, action result) method works well. Provide the background details necessary to set the stage, describe what was asked of you or what needed to be done, describe the specific actions you took, and then provide the details of the results of your actions. Describe a time when you faced pressure from a number of angles. For example, you might discuss a project that had a strict deadline, a limited budget, and a difficult customer or team. Also, the value of your answer will increase if you are able to describe a scenario in alignment with the industry, the types of clients, or the types of projects you will likely manage if hired for the open role.

"There's no doubt that there's a lot of stress and pressure in the life of a project manager. I personally reframe the stress and look at it positively; I like variety in my work life and many times enjoy the challenges that arise. I see them as puzzles for me to figure out as quickly and efficiently as possible. Within my last role, we were two weeks out from the deadline with a few critical issues still needing to be resolved when one of my key team members got very sick and had to be hospitalized. I knew that I had to fix this fast so the project would stay on track. I re-assigned that person's high-priority tasks to other team members I trusted and hired some freelancer workers I had used in the past to handle his lower-priority tasks. I kept tabs on everything, and in the end, we pulled it off and the project was completed successfully."

"I recently had a situation in my current role where I presented timelines for a new project to my team and was told the team did not have the correct capability and capacity to carry out all required items. This was stressful and I had to sit down with the team and reshuffle existing tasks within the team to accommodate the new tasks. We were under pressure to get this new project and existing projects done. We had a 3-month timeline for this new project, and we spent a lot of late nights and weekends getting this new project done. We were able to get it done successfully."

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

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

Describe a time when you took end-to-end ownership for a process improvement. Discuss the previous state of the problem, the work you did to analyze the opportunity, and your role in implementing the related changes. Also, it can be helpful to provide metrics to help the interviewer understand the impact and value of the improvement you implemented.

"The teams I work with in my current role logged their time spent on projects at the end of each month. I noticed several inaccuracies in their reporting and spent 5-10 hours the next week meeting with them to address missing time and time logged to the wrong projects and activities. I implemented a weekly logging process to reduce errors. None of my team members enjoyed logging their time, so I offered small rewards or facilitated time-logging lunches to make the process easier for everyone. The weekly time logging system reduced errors by 42% within three months and by 67% in the first year. I was also able to reduce my time following up on issues to 1-2 hours per month."

Communication

14. How would you rate your experience delivering presentations?

Some project managers are required to give presentations to important internal and external audiences. For example, project managers who participate in sales often give presentations to client audiences. Their ability to effectively deliver the information of the presentation in a compelling manner can sometimes make or break a major opportunity. Interviewers ask this question to identify candidates who are comfortable presenting to a variety of audiences with a high level of confidence and success.

Answer this question honestly and confidently. Provide supporting details to justify your response including examples of recent presentations you have given. Companies are more likely to hire you if your answer presentation coincides with the rating you give yourself. Do not worry if your presentation experience is limited. Rate yourself accordingly and then describe what you believe makes an excellent presentation (relevant details, easy to understand, customized to the audience, excellent graphics, etc.). This will help to convince your interviewer that you know the mechanics of delivering a solid presentation despite your relative lack of experience.

Experienced Example

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

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

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

Describe your typical approach to communicating with the members of your project teams. It can be helpful to include more than one communication style in your response as successful project managers should be able to customize their approach as the needs of a team evolve.

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

16. What project management methodologies have you followed?

There are many different project management methodologies out there. For example, within 'agile' development methodologies there are several specific methodologies including Scrum, Kanban, SAFe, Lean, and XP. Some companies and/or project teams even blend best practices from several methodologies to invent their own custom hybrid methodology. Your interviewer wants to know which specific methodologies you have used to lead projects. Additionally, they may want to know how long you have used each methodology you mention within your response.

Written by Karrie Day on April 25th, 2023

Discuss the project methodologies that you have used to manage projects and describe your level of experience with each. Show that you are knowledgeable in this area and that you understand that some methodologies work better in certain situations than others. It may also help to discuss your experience working with methodologies you used prior to working as a project manager. For example, if the company you are interviewing with follows a standard waterfall process, it may help to discuss your experience working as an analyst in a waterfall setting.

"I am familiar with and have used many different methodologies in the past, including waterfall, critical path, critical chain, scrum, adaptive, and event chain. I could likely list even more! There are obviously many to choose from, but in general, I always consider the PMBOK in every project I run and rely on its best practices. Waterfall is also a methodology I commonly follow because of how straightforward and linear it is, especially when I'm in charge of a project that is highly structured. When I'm working with a smaller team in the software development realm, I'm more apt to employ the Scrum methodology. I am comfortable using many different methodologies; I decide which one to use based on the type, size, and cost of the project."

17. How do you go about defining the scope of a project?

One of the most important responsibilities of a project manager is to determine the scope of projects. If this isn't done correctly, it can negatively impact the project's budget, resource usage, and timeline. Your interviewer wants to know that you have experience with this critical process.

Explain to the interviewer what techniques you use to define a project's scope and how this helps guarantee its success. Be sure to describe a process that follows generally accepted methods of scope definition. Also, it can be helpful to include specifics related to the industry of the company you are interviewing with or the types of projects you will be expected to lead if offered the position.

"One of the first things I do when I take on a new project is to define its scope. I know from past experience that the scope of a project impacts everything, and if it isn't well defined the project might run way over budget and/or its deadline or even fail completely. I generally start by working with my assistant and team to identify the goals and objectives of the project. In other words, what is the point of the project in the first place? Once we've established this, and made sure that these goals are achievable, measurable, specific, and realistic, I also think about the client or end-user and what needs to happen to make them happy. I also consider what constraints and/or obstacles exist and how they will be managed. In the end, I am able to assign resources, establish a reasonable timeline, and create a budget for the project."

"I like to establish what it is the customer is asking for, their budget, their timelines and what they expect their deliverables to be upfront and in writing. I also like to breakdown timelines into short, medium and long term so that we can ensure the project stays on track. I like to know all of this information before starting a project."

18. What is the most important skill that a project manager needs to be successful?

Given that project managers use and rely on many different skills, there are several ways you can answer this question. Let the interviewer know what skill you believe is most important to your job - whether it be related to organization, communication, negotiation, leadership, or time management - and back up your opinion with a related example if possible. Consider researching the interviewing company's approach to project management or trends in project management before your interview if you are struggling to decide on a front-runner for your response. For example, a recent Project Management Institute report titled ' PMI Pulse of the Profession 2023' cited communication as the top skill for project managers followed closely by problem-solving, collaborative leadership, and strategic thinking. Responses in alignment with any of those skills are likely to resonate with your interviewer.

Your interviewer wants to know what you believe is your most important skill as a project manager and why. Your answer will help them to determine if your beliefs are in alignment with the project management culture of their company.

"There are many different skills that I use to do my job well. For example, I need to be able to communicate clearly to different groups and types of people. It's also imperative that I be a strong leader who can motivate and inspire others. I also need to be capable of overseeing budgets, negotiating with vendors, and managing my time and resources. But I personally think that the most important skill I possess in terms of this position is my ability to be organized. I recently worked on a large project with lots of moving parts; I remained organized throughout the entire process, managing the timeline, client and sponsor expectations, the budget, and team responsibilities, and in the end, completed it successfully."

"Organization is probably the top skill. Oftentimes as a Project Manager, I have numerous projects going at the same time and that really makes it challenging for someone that lacks organizational skills. The attention to detail also suffers when you aren't able to organize, and project manage the project and yourself."

Stephanie's Feedback

19. What kind of experience do you have managing budgets?

It's imperative that project managers know how to manage money so they don't end up overspending. Your interviewer wants to know that you have experience managing budgets in alignment with the types and scale of the budgets you will manage if offered the position.

Describe the types of budgets you have managed in the past. This may include budgets for labor, equipment, travel, property, etcetera. It may also include budgets for work performed by third parties.

"Within my last role, I managed multiple projects with an average labor budget of $300k. One, in particular, required strict budget oversight because it involved many moving parts and, therefore, costs. The company was launching a new product and the marketing team had devised a multi-pronged campaign to announce the product to both existing customers and prospects. From the start of the project, I used Clarizen, a project management program that includes a budget module, to forecast project costs. When we overspent in one area I was quickly aware and able to adjust in another area so the overall budget wasn't impacted. In the end, we successfully completed the project and stayed 100% within budget, and I know I can do this successfully for your projects too."

"I have over 3 years of experience managing a budget for different projects. I usually like to establish budget during the beginning of a project to make sure that we can meet the budget with what the client is asking for. I also make a habit of checking budget throughout different points of the project to make sure we are on track and communicate any potential budget issues before they arise."

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

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

Describe the meetings you would hold and the associated activities you would complete to about the business operations of the groups your project will support. Remember to highlight activities you could complete autonomously in addition to meetings, shadowing, or interviews. Project managers are often required to dig in and quickly analyze the workflows and artifacts of a business with limited supervision.

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

21. What do you do to ensure a project doesn't go off track? If it does, how do you fix it?

Explain to the interviewer what tools and techniques you might use to monitor a project's progress. Begin with proactive methods such as establishing a strong communication plan, or nailing down a clear scope agreement. Next, describe methods you use when a project is in flight. Finally, discuss your go-to tools for getting a project back on track when unexpected challenges arise.

Written by Karrie Day on April 24th, 2023

One of a project manager's biggest responsibilities is to make sure that projects stay on track to meet their deadlines. Your interviewer knows projects are easily knocked off course and wants to learn more about how you plan for success and handle progress concerns during a project.

"Most importantly, when a project begins I spend time determining the extent of its scope. This allows me to easily identify and avoid scope creep later on, which helps to keep a project on track. Once the project's objectives have been clearly stated and individual goals/expectations created, I use an online project management program to record, track, and share all of this information. I also include benchmarks, which assist me in seeing how the project is progressing. All of these elements work together to ensure that my project stays on track and if it starts to veer off course I quickly become aware of that and can work to resolve the problem."

22. How experienced are you in using RAID analysis?

Project managers commonly use RAID (risks, assumptions, issues, and dependencies) analysis at the beginning of projects to assess risks and issues. The results help to ensure that project members and stakeholders have a clear understanding of various events that might affect the project as well as the assumptions the budget and timeline were built upon. Your interviewer wants to know if you are familiar with the concept and likely anticipates you will facilitate the related information-gathering process if hired.

Convince the interviewer that you know what RAID analysis is and, if possible, walk them through a past project when you used this approach. In addition, mention any major issues that were avoided due to your use of this important tool. If you are unfamiliar with RAID, you are likely very familiar with the concepts behind it. There are several helpful blogs and videos available to step you through the process. Briefly research RAID before your interview and indicate that while you have never formally conducted RAID analysis, you are confident that you will be able to easily apply the concepts behind it. Then, provide an example of a time when you used risks, assumptions, issues, or dependencies to avoid issues during a project.

"I always run a RAID analysis prior to starting a project. Doing so allows me to perform a broad environmental scan during the planning stage of the project so that I become aware of any potential issues or risks. I have used various programs to run RAID analyses; more recently I have used GroupMap. I like it from an organizational standpoint too because it encourages me to put everything relevant to the project in one place. Within my current role, I oversaw a marketing blitz for a new product. The RAID analysis I ran at the beginning of the project brought many risks, assumptions, and issues to light but, significantly, it showed me that we couldn't move the project along until our designer created all of our marketing material. I was able to identify him as a potential bottleneck; to resolve this I put strict deadlines and frequent communication efforts in place. Ultimately, the project was completed successfully."

23. What kinds of project management software do you use and why?

Talk to the interviewer about the software that you like and why. You'll also want to show that you stay current on new tools and programs so consider mentioning how you educate yourself in this area. Finally, be sure to mention any experience you have using administration functions or defining project management practices and workflows within the tools you describe. To avoid pigeonholing yourself in case the company uses a different program than the one you prefer, let the interviewer know you are a quick learner and comfortable using different programs. You may be able to find out which project management software the company uses before your interview. If so, familiarize yourself with the features and speak to your experience working with similar solutions.

While it is entirely possible to manage a project using a well-maintained spreadsheet, many companies require the use of software solutions that support project management. Some integrated systems (Jira, Monday, Wrike, etc.) also support other important business functions such as forecasting, purchasing, sales, CRM, product development, and team communication. Additionally, some project management tools are developed specifically for the industry they support (IT, construction, marketing, etc.) Your interviewer asks this question to learn more about your experience managing project information within these important tools. The more experience you have leveraging the features they offer, the easier your onboarding process will be if hired.

"I am always open to trying new programs because they are so helpful when I'm running a project, in many cases helping me to communicate my expectations and keeping everyone on the same page in terms of deadlines and responsibilities. Having said that, though, my favorite project management program right now is Smartsheet. I like it because it's similar to Excel, which I'm used to working in, but it performs complicated formulas across multiple pages for me. It also shows tasks in Gantt, calendar, and card views, and notifies everyone in real-time if I make any changes. So I really like using Smartsheet, but I also have experience in using monday.com, Zoho Projects, Basecamp, and Trello and I stay up on industry blogs in case other tools come along that look useful to me."

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

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

Walk your interviewer through the basic components of a project charter document. Interviewers only want to ensure that the candidate they select understands the basic information typically included in a project charter, so keep your answer concise and focus on the crucial aspects of the document.

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

25. What do you do to prevent "scope creep"?

Scope creep can be a real problem for project managers. It occurs when the project's objectives shift as it progresses, which can lead to the project going over its budget and/or timeline. The interviewer wants to be assured that you know how to recognize and handle scope creep.

Discuss the various methods you use to prevent scope creep during project planning, execution, and any applicable support periods that occur after project implementation. Also, briefly discuss your method for looking for ways to address new requests that are 'showstoppers' or directly tied to the success of your project. This will help convince your interviewer that you are agile and can adjust the project plan to accommodate critical items necessary for a positive outcome.

"Scope creep can be a real problem that results in unhappy customers/stakeholders and a blown budget and/or timeline. In my experience, it tends to occur when there is a lot of client and/or stakeholder feedback that the project manager doesn't correctly manage. Feedback is good, but many times it comes along with additional requests. I've learned that the best way to handle these kinds of requests is to clearly explain to the customer or stakeholder how fulfilling a specific request will change the cost and timeline of the project. Then, I only add this to the project scope if the client/stakeholder accepts these cost and timeline changes. I also make sure that the scope of the project is definitively spelled out at the beginning of the project and that I keep track of the smaller tasks and goals as they are achieved so we don't veer off-course. In the instances when scope creep does occur, I move quickly to establish and communicate new expectations."

26. Are you experienced with process development?

Most project teams have the need for new structures and processes from time to time. Additionally, some companies are lacking formal processes for various business functions and they call upon their project managers to assist in this area. Your interviewer wants to know if you have experience in this area and which business functions you helped to define and implement.

Let the interviewer know if you have experience in this area or not. If you do, provide an example or two and discuss any cost or time savings that resulted from what you created. Remember to consider processes you developed on behalf of your team, your customer, your partners, your stakeholders, or your company. If your experience in this area is limited, talk about how excited you are to have the opportunity to put new processes in place. Alternatively, consider discussing an improvement you made to an existing process.

"During my career, I've had the privilege of working for several startups. As a result, I'm well-versed in creating new processes, as well as modifying existing ones. In my last role, I oversaw a project that involved implementing a new sales process for the company. Until that point, the company had allowed its sales employees to decide individually how they wanted to sell various products and services, but the time had come to standardize this to ensure consistency. At the end of the project, there were clear processes in place around cold calling and emailing prospects, when and how to follow-up, how to schedule demos and on-sites, and more, which resulted in higher sales across the entire team. I am very process-driven and always thinking about how to put more structure in place around sales, marketing, customer service, and HR tasks to increase productivity and effectiveness."

27. What is the difference between operating and capital budgets?

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

Provide a brief definition and discuss the differences in the length of use, the types of assets, and how they are treated from an accounting perspective. Also, include a brief example of each type of asset to further demonstrate your understanding of these important budgetary concepts.

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

28. Please define the triple constraint concept.

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

Walk your interviewer through your understanding of the three components of the triple constraint and what they control. It is expected that a project manager candidate would know that scope, cost, and time all affect the quality of a project and that changes in any of these have a downstream effect.

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

29. What is the last project you worked on?

The interviewer is considering you as someone who might run projects for their company. As a result, they want to hear more about your most recent assignments. Your answer will help them determine if your skills are transferable to their open position within their specific company and industry.

Describe the basic details of your current project or the last project you managed. Keep in mind that your time with your interviewer is limited, so stick to the most important aspects of the project such as the main goal(s), budget, team size, length of time, industry, customer/stakeholders, etc. If possible, relate your work to what you believe you would be working on if hired for the open position.

"In my current role, I work for a large company that recently decided to close down one of its manufacturing plants. I was put in charge of managing this closure. When I ran an initial RAID analysis, I realized that there were multiple parts to this complex project. Namely, attempting to sell the plant and its related buildings, managing the organizational change from a human relations perspective, finding alternative sources for the materials the plant used to supply, and closing down any parts of the plant's complex that weren't sold. I used Trello software to keep all of my teams on one page, to communicate their responsibilities, and to notify them of changes during the project. Ultimately, I kept the multimillion project under budget and within its 18-month timeline. We sold part of the complex and closed the rest while maintaining a consistent supply of materials from other sources. We also coordinated with the employee union, replaced certain employees, and eliminated redundant positions. I believe that all the skills I used during this project, which was large and complex, can be successfully applied to many other project types."

30. What is the biggest lesson you have learned while working as a project manager?

This discovery question serves as a method for learning more about your professional past and values. Your interviewer is looking for a cultural match for their teams and stakeholders in addition to a match for the job requirements of the role. Your response helps them determine if you are fit for the more subjective aspects of the project manager role.

This question is an opportunity to demonstrate your ability to learn, tell a good story, and convince your interviewer that you are a seasoned project management professional. Describe a lesson that directly applies to project management and aligns with the requirements of the role you're interviewing for. If possible, include a brief story to elaborate on your response.

'The biggest lesson I have learned while working as a project manager is that there is a difference between empathizing with my stakeholders and validating their claims. I have worked hard to develop my ability to listen actively and show empathy while setting appropriate expectations. For example, I recently worked with a client that realized they miscommunicated the specifics of a major requirement area. They knew the change would cause a delay and result in additional spending and they were afraid their senior management would reprimand them for the mistake. I understood their fear and showed compassion. I worked to calmly explain their options and I assured them our team would work as diligently as possible to resolve the issue. However, I did not promise to push my team to work grueling hours to fix the mistake so that the issue would go unnoticed by my client's management. I could see the bigger picture and knew there was a way to address the problem without making my client's fears the driving factor of our next steps.'

31. Do you have any relevant certifications?

Some companies require project managers to hold active certification in project management or other related disciplines. Your interviewer wants to ensure that you have the credentials necessary for the open position.

Tell your interviewer about the areas you are actively certified in. It can also be helpful to mention any previous certifications that are expired as long as you divulge the status of the certification accurately. Finally, mention any classes you have taken recently that are relevant to your work as a project manager.

I am a Certified Scrum Product Owner, and a Certified Scrum Master. These certifications have helped me learn how to scope and plan for Scrum projects accordingly. I also understand all of the ceremonies and how to facilitate them properly. I also took a series of leadership courses last year. The curriculum focused on advanced communication skills and the various types of leadership such as servant, autocratic, etcetera.

I am PMP certified. I am interested in gaining my Six Sigma certification next.

3rd Answer Example

I do not have any active certifications at this time. I would love the opportunity to further my education in project management. Does your company sponsor any specific certification opportunities?

32. How long have you been managing projects?

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

Let your interviewer know how long you have worked in project management officially. Also, include the details of any project management work you did in other roles. For example, a lead engineer may have served in a project management capacity for small projects before becoming a project manager by title.

"I have managed projects for three years. Before that, I led several projects as a senior graphic designer."

33. What is the biggest mistake you ever made during a project?

Everyone makes mistakes so be truthful and tell the interviewer about a time when you messed up. It's important, however, to emphasize what you learned from the mistake you made and what you do now to ensure you don't repeat it. Own the error and explain how you resolved it.

An interviewer can learn a lot about a candidate with this question. Your interviewer wants to know if you have the ability to identify your mistakes, take accountability for them, and improve upon your actions in the future. Perhaps even more importantly, this question is used to test your integrity. Candidates that dodge this question, refuse to own even a small mistake, or offer an inauthentic response are likely to raise a red flag with their interviewer resulting in elimination from the interviewing process.

"I think it's inevitable that people are going to make mistakes, both myself as the project manager and members of my teams. I don't view mistakes as failures; instead, I view them as learning experiences. The mistakes I've made to date have taught me a lot and over time have helped make me a better project manager. The biggest mistake I ever made occurred early on in my career when I was a project manager at an architectural firm. I knew I needed to put together a plan with a timeline that satisfied the client, who wanted things to move quickly. So I did just that, only I didn't run my plan and its deadlines by the teams who would actually be carrying out the work prior to presenting it to the client. Well, the client loved the timeline, but when my teams saw it they became stressed and later frustrated. This also clearly impacted the quality of the work too. In the end, I had to go back to the client and push out the dates, which wasn't very professional. I learned that I needed to have my teams review and approve the schedule before I shared it with a client. This was a valuable lesson that I have never forgotten."

34. Tell me about the types of projects you've handled in the past.

Describe the types of projects you have experience leading. Discuss the various industries you have worked in as well as the general length of time and budgets associated with the projects you led. Remember to review the details of the job description and research the company thoroughly before your interview. This will help you customize your response and demonstrate skills that are relevant to the types of projects you will be assigned to manage if hired. It's important to do some research prior to the interview so you know what kinds of projects you'll be working on if this company hires you. Customize your response to show that the skills you have are relevant to the types of projects you will be assigned to manage.

Not all projects are created equal. While all project managers share a variety of universally applicable skills, there are some skills and experiences that are unique to the industry, company, and size of the projects managed. For example, the estimation, approval, execution, and support phases for construction projects are vastly different than similar phases of IT software development. Your interviewer wants to learn more about your experience to determine if your areas of expertise are in alignment with the needs of their company.

"I've managed many different kinds of projects at this point in my career. I have experience leading small to mid-size cross-functional product development teams. I have also worked on several internal enterprise projects that vary in length. I have managed budgets ranging from $50 thousand to over $5 million. Most recently I worked on a project whereby my team and I helped our client create a company-wide portfolio management office. This entailed designing and putting in place new structures and processes that took into account the needs of the performance reporting and strategic planning teams. I believe that I'll be able to use the same skills that enabled me to successfully complete that project within budget and under the deadline in this position as well."

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35. What is the most successful project you've managed to date?

Your interviewer wants assurance that you have the ability to successfully lead projects from start to finish. While everyone defines success differently, they want to be convinced that you will add value if hired for the open position.

Explain the details of the project, your roles and actions, and the final result. Provide enough supporting detail to convince the interviewer that you can handle complex projects with ease. If the reason you selected the project as your most successful isn't obvious, end by explaining why you chose the project you selected to discuss. (i.e. the project was delivered over budget, but the new feature your team worked hard to include led to an extra 75% ROI) Remember that the interviewer is considering hiring you to oversee complex projects for their company. And, as they say, the proof is in the pudding. The interviewer wants assurance that you're capable of managing projects so give an example or two of past projects you've led that ended successfully. Clearly explain the details of the project, your role and actions, and the final result.

"I previously worked for a bank that needed to establish consistent and reliable data to be used for decision-making purposes. As the leader of this project, I determined that we needed to decommission multiple legacy systems, hundreds of spreadsheets, and several other tools and platforms in order to standardize the data. Once the scope of the project had been laid out and I had run a RAID analysis, I put all the details of the project into an online project management program, assembled teams, set expectations, and established timelines. I communicated clearly to the various parties that participated in the project, from upper management to the IT team and other employees. Ultimately, the project was completed within budget and on time, and it allowed the bank to standardize its data, improve its transparency, and reduce costs."

36. What do you hope to achieve in the next five years?

Interviewers ask this question for two main reasons. First, they want to identify candidates who want to remain in the project management role for a reasonable amount of time. Some interviewers are even looking for candidates who indicate they would like to work in a specific department or role. Second, interviewers who ask this question want to learn more about your career goals and ambitions. Remember that the company will be investing in your future if you are selected for the role. Your interviewer wants to identify candidates they feel would be a solid investment.

Walk your interviewer through your vision for your career over the next five years. While you may not want to manage projects indefinitely, ensure that your response is feasible and in line with a career path the company offers. Emphasize that you plan to continue building your project management skills and progressing within the industry. Show that you are ambitious and goal-oriented, as well as passionate about project management. Also, be sure to mention any important credentials you plan to obtain such as PMP certification.

"I love my job and believe that I am cut out to be in project management. Throughout the years, I have moved up the ranks from a project support officer when I first graduated college to the experienced project manager I am today. Moving forward, I would love to take on longer, larger, and more complex projects as I continue to develop my skills. To date, I've worked in similar industries with skills that transfer over to yours, but I'm looking forward to learning more and gaining experience in your industry specifically. Ultimately, several years down the road I'd like to perhaps become a Head of Projects or Director of Projects whereby I oversee several different project managers and their projects, but my current focus is to take on meaningful and challenging projects within your industry as a senior project manager."

37. What is your least favorite aspect of project management?

Most professionals dislike at least one thing about their role. Interviewers know that there will be times when you will need to motivate yourself to perform a certain task or handle a difficult conversation. Your response to this question helps them decide if you have the drive to self-motivate and which areas you may need additional support from your management team if hired.

The key to nailing this interview question lies in providing an authentic response, describing an aspect of the role that isn't a key requirement, and convincing your interviewer you will do your job at a high level even if you dislike a task. Here's how those three components break down. First, be authentic. This question can sometimes be a test of your ability to be honest with your interviewer. When hiring a project manager, many hiring managers value candidates that inspired trust immediately in their interview. Answering this question truthfully helps you do exactly that. Second, it is important to describe your dislike of something that is NOT critical to your success as a project manager. For example, I would not consider hiring a candidate that told me they despise planning, budgeting, leadership, or communication as all of those aspects of project management are critical to success. Finally, you want to demonstrate your ability to self-motivate and self-manage. Managers will often hesitate to hire someone they feel will take a lot of work to manage. Convincing your interviewer that you are prepared to do whatever is necessary, even if you hate it, will boost your chances of leaving a positive impression. .

My least favorite aspect of project management is scheduling meetings. I used to spend a lot of time juggling schedules and rescheduling meetings when conflicts occurred. I have made several process adjustments to find windows for recurring meetings. I use group chat in Slack when possible, and I make sure we have a clear agenda and the right attendees involved before scheduling a meeting. All of these strategies have helped me to minimize the administrative work and ensure that my teams get the most out of the time we spend in meetings together.

38. What experience do you have in our industry?

Many industries follow methodologies that are specific to their industry. For example, agile software development practices are an unlikely fit for HR organizational development projects. Likewise, a candidate who has experience managing healthcare projects may not have the skills or security clearance necessary for government defense projects. Your interviewer wants to know your level of expertise working within their specific industry as it will help them determine if your background is in alignment with the needs of their company.

Describe the length of time you have worked within the industry of the company you are interviewing with. Remember to include any time spent within the industry working in roles other than project management. Fortunately, if you don't have direct experience in the interviewer's industry, you can discuss the skills you've gained in other industries that will likely transfer to the new company. Many methods, tools, and skills that project managers use are standardized and used in multiple industries. Be sure to research the company and anything you can find about their approach to project management before your interview as this information will help you to develop a valuable response despite your lack of experience within their industry.

"To date, I've primarily worked in the finance and technology fields. I'm looking forward to breaking into the advertising industry, and I believe that many of the skills and methodologies I have used in the past will allow me to succeed in this position. I'm used to getting projects done quickly and within budget. I'm also accustomed to working with highly involved and vocal clients who provide a lot of feedback during the course of the project. I've learned to define and control the project scope so the cost and timeline of the project aren't impacted without clear communication with the client. My strong organizational, leadership, and communication skills will definitely help me to excel in the advertising industry."

39. Tell me about yourself.

This is a basic question likely to be asked in any interview. The motivation behind this question is simple. Your interviewer wants to know more about your education and the professional roles you've held. While preparing a response before your interview may seem unnecessary, it is always best to have a list of self-introduction talking points at the ready. The details you offer will help your interviewer steer the conversation. Therefore, it is important to include details that are not represented on your resume but may be important to the work you will be doing if hired for the open position.

Written by Karrie Day on May 1st, 2023

There are three main topics to cover every time you answer this question as well as several optional topics you can include to boost your response depending on the interviewer and the time allowed. At a minimum, you should discuss: - Your education - The companies you worked for and the roles you held - Your experience and skills relevant to the project manager role and/or company you're interviewing for If time permits, it can be helpful to include: - Why you're excited about the open position - Travel you've done relevant to any international communities you may work with - Projects, customers, technologies, or vendors you have experience with that are relevant to the open position - Certifications applicable to project management - How you know the person who recommended you (if applicable) - Your short-term career goals Keep in mind that this question typically comes at the beginning of your interview. It is your first impression and it is important to let your personality shine while demonstrating your presentation skills. You may find it helpful to practice your response to this question a few times before your interview if you are typically nervous at the start of an interview. Nailing this question will help boost your confidence and set the stage for a successful interview.

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

I grew up in India and moved to the US when I was 14. I graduated from Cal Tech with a degree in computer science. I have worked as an engineer at XYZ eCommerce startup company for six years. Our company has roughly 50 employees and I regularly take on tasks outside of the role of a traditional engineer. For example, I have performed duties typically assigned to analysts, product owners, and project managers at larger companies. I am currently a senior engineer and I lead the teams I work with. I am responsible for budgeting, planning, task delegation, and technical strategy. I enjoy the project management and leadership aspects of my role the most. I would like to one day work as a senior IT leader, and I feel that moving into a more traditional project management position here at XYZ company will offer me an opportunity to hone my management and leadership skills in alignment with my long-term goals. Jim Smith recommended me for this position and speaks very highly of your company and you as a manager. I am excited about the prospect of working with larger cross-functional teams and on projects with a greater level of impact. I would also like to pursue my PMP certification and I have heard that is an opportunity offered to senior project managers.

I have a degree in marketing and worked for my family's event-planning business in high school and for the last seven years. I currently oversee all of our large-scale events such as weddings and corporate events with over two hundred attendees. I lead teams of three to five depending on the size of the event. We provide end-to-end services and handle everything from budget planning, vendor selection, and day-of-service coordination. I am excited to interview here today because I would like to work for a marketing agency. I thoroughly enjoyed that aspect of my education and I want to work directly with creative teams. I feel my event planning project management experience is applicable in many ways. For example, I regularly facilitate the creation, approval, and distribution of event marketing materials such as invitations, and email campaigns on behalf of my clients. I also have experience working directly with the marketing departments of my corporate clients. I would love the opportunity to apply what I have learned while working for an official marketing firm.

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40. What is one of your professional weaknesses?

This question is a favorite of many interviewers and you will likely be asked about your weaknesses at some point throughout your job search. This question feels like a trap to many interviewees, and it is important to prepare a solid response in advance of any interview. There are two main purposes for asking you to describe your weaknesses. First, your interviewer wants to know which areas you perceive you need to grow professionally. Hiring managers, peers, stakeholders, and teammates play a critical role in the professional development of project managers. It is important for your interviewer to learn about your weaknesses to assess how they will impact the teams you will lead and whether or not they can offer you a supportive growth environment. Secondly, many interviewers use this question to test the integrity of a candidate. Your interviewer wants to know if you are willing to be authentic with them even though you've likely just met for the first time during the interview.

The first step to nailing this potentially difficult answer is to take the time to reflect on your most recent role and identify areas in which you could improve. Most every professional should be able to generate a list of at least three growth areas. Here are a few ideas specific to the project manager role: - Difficulty saying 'no' to customers with important needs - Lack of knowledge of a particular technical skill, system, or process - Difficulty letting go and transitioning clients to support groups - Lack of experience with executive communication - Difficulty trusting your intuition - A nice-to-have skill from the job description you are not yet an expert in Once you have identified a few authentic candidates, spend time thinking about how you can best frame the weakness. While some experts suggest inverting a strength and presenting it as a weakness, it is best to answer exactly what your interviewer asked. Many interviewers know about this technique and view it as a manipulation. A solid approach is to state the weakness, provide a bit of context, and then describe the proactive steps you are already taking to reduce the impact of the weakness going forward. This will demonstrate your self-awareness and dedication to professional growth. Additionally, it can be helpful to describe how the open position provides an opportunity to leverage your best strengths while providing a supportive and complimentary environment to grow within.

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

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

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

41. What is your leadership style?

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

Describe your approach to leadership in your own words, but strive to use generally accepted vocabulary when labeling your style. For example, you may be a 'helps the team out however I can' leader which is best known as a 'servant' approach to leadership. You can research common styles of leadership before your interview if you aren't familiar with the most common names. Also, there are online tests that can help you identify your style if you need further assistance. Remember to include a variety of approaches in your response. For example, an interviewer might not resonate with a candidate who described a completely authoritarian approach to leadership. While they might recognize the need for an authoritative approach at times, most companies look to hire project managers that can also delegate, serve, facilitate, and set the pace for their teams as well.

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

42. How do you facilitate the success of your teams?

As the person in charge of the project and all the teams who are making it happen, you need to be someone who can motivate and manage others. The interviewer wants to know how you do this.

Discuss how you've supported and led teams before and consider framing your response linearly. Walking your interviewer through your approach step-by-step will demonstrate your project management and communication skills at the same time. For example, you could describe how you facilitate success through the various stages of team development (forming, storming, norming, performing, and adjourning). Alternatively. you could describe the actions you take to lead and support your team during the phases of the projects you work on (i.e. discovery, approval, analysis, design, development, implementation, support).

"I am a natural leader who loves to inspire and support others. I always start a project by assembling strong teams that are filled with hard workers who are passionate and smart. From there, I can easily recognize the various stages a team moves through as I've witnessed it many times now. First, they experience 'forming' when they start to learn about each other. Then, there tends to be 'storming' when conflict arises between team members as they realize they have differing opinions about things. My role at this point is to encourage them to hear each other out and be respectful. Next, comes the 'norming' stage as they begin to accept each other and truly work as a team. My favorite is the 'performing' stage, which is when my team begins to function like a well-oiled piece of machinery - many parts all working toward one goal! It's always kind of sad when we get to the end of the project (the 'adjourning' stage), and they move on to other projects and responsibilities. But throughout the entirety of the project, I listen, remind, offer encouragement, guide, and help resolve conflicts so we all together reach our final project goal."

43. How do you handle the escalation of an issue and when might you do this?

There are times as a project manager conflicts arise that you are unable to resolve. During times like these, you may have to take the issue at hand to another entity higher up the chain. Your interviewer wants to know more about your approach to upward communication. They want to feel confident you have the poise and experience necessary to deliver a potentially difficult message succinctly and professionally.

Explain to the interviewer the process you follow in situations like this and what would provoke you to do so in the first place. Offer a brief example of a time in which you successfully navigated an escalation scenario, or describe a hypothetical escalation scenario and how you would handle it.

"There have been multiple times throughout my career when I've encountered two parties who disagreed with each other. In fact, it happens all the time! Many times resolution can be found after I encourage respectful discussion and compromise. Other times, I have to bring in a stakeholder to hear both sides and make the final determination. One scenario in which I would escalate the issue is if there is a resource conflict. For example, if employees are being pulled off project work to handle operational work instead. Naturally, this kind of issue can threaten the project's timeline so, in this case, I would reach out to a stakeholder to explain the urgency and importance of the project and to agree on a workable solution, which might be gaining a replacement or accepting a change in the project's timeline. Whatever the outcome, it's also up to me to communicate these changes and/or solutions to everyone."

44. Tell me about any experience you have overseeing remote teams.

Nowadays it is very common for a project manager to work with teams, teammates, or partners who are located elsewhere. The interviewer wants to know that you are capable in this area.

Provide examples of times when you've successfully led remote workers. If you haven't yet done this, talk about how you would handle it. Be sure to mention how you would communicate with and oversee this kind of employee.

"There have been many instances during my career where I've had the opportunity to lead remote teams. I'm fully comfortable doing this. Most importantly, I make sure to use an online project management program that is accessible to everyone, no matter their location. This helps me to make sure every team member is aware of my expectations for them and allows me to track their progress. I've learned to be flexible in terms of when the work happens as people who are located elsewhere might have different schedules and/or be in a different time zone. And communication is vital; I schedule short virtual huddles to keep workers who are outside of the office apprised of deadlines, resource availability, etc. I use Zoom, Skype, and even Facetime to communicate with them, in addition to sharing Google documents."

Situational

45. How do you manage customers and stakeholders?

Project managers interact with and oversee many different groups during projects, ranging from vendors and teams to customers, executives, and stakeholders. The interviewer wants to know how you change your communication style and approach depending on who your audience is, particularly when the person or group you're addressing has authority over the project.

Discuss how you convey the project's objectives, costs, and timelines to customers and stakeholders. It can be helpful to provide a generic response and then communicate your understanding that each client, customer, or stakeholder is different and you customize your approach accordingly. Interviewers are more likely to resonate with your response if you can clearly demonstrate your ability to deploy a variety of communication styles based on what works best for the individuals involved.

"Communication is one of the most important parts of my job. I have to convey expectations, establish boundaries, maintain control, soothe disgruntled workers and/or stakeholders, and so much more. When it comes to customers and stakeholders, I aim to please them and keep them 100% satisfied. I do this by initiating communication early on and then keeping them updated on the progress of the project. Some stakeholders and clients want frequent communication while others don't. I gauge this and then react appropriately. In general, my conversations with stakeholders and customers are concise and just overviews unless they have requested additional detail. If something changes during the project, I keep them apprised so they are fully aware of any potential changes to the project's budget or timeline."

46. How do you keep a project on track when you feel overwhelmed?

Your interviewer knows that managing a complex project can be very stressful at times. They want to know that you have a well-defined process for coping with the stress they anticipate you will likely experience if you are extended an offer.

Discuss how you proactively manage stress, anxiety, and distractions to ensure they don't negatively impact projects. Show that you can deal with these kinds of feelings while also keeping yourself motivated. Keep in mind that your ability to cope well under difficult circumstances speaks to your ability to lead by example. Be sure to include at least one behavior example that you could use alongside your teammates during stressful periods.

"Large projects have many different moving parts, and this can naturally lead to my feeling overwhelmed at times. I hold myself to a very high standard and sometimes it's challenging to meet this personal standard when I can't necessarily control everything. So I focus on what I CAN control. Using project management software is incredibly helpful as it allows me to see if someone hasn't done what they need to do so I can quickly fix the issue before it becomes a larger problem. Knowing that I'll quickly become aware of any hiccups because of the software helps take the pressure off a bit. I also work hard to maintain good working relationships with the people around me because I feel less stressed when I know I have a great team working with me to achieve success. I encourage my team to take breaks together, share meals, and take a moment to breathe when stress levels are high. These short periods of downtime help to keep everyone refreshed and refocused on the task at hand."

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

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

Demonstrate your understanding that burnout can happen for many reasons. Then, provide a few examples of the resolution steps you would take to that are aligned with the cause of the burnout scenario you described. Be sure to convince your interviewer that you have the emotional intelligence to navigate burnout scenarios with the tact and care required while doing what is necessary to keep your project on track.

"My approach depends on the individual, but there are a few key things I would do. First, I would bring the situation to light. I would ask the person how they are feeling and if there is anything I can do to support them. Sometimes all someone needs is to be heard and allowed to take a brief break to reenergize themself. If the person feels burnt out because they have been working on the same thing for too long, I look for opportunities to shift work around on the team and let them take on a new challenge. Giving someone something fresh to focus on helps in many cases. If they are burnt out due to stress, I work with them to get to the root of it. Sometimes we need support from additional resources, sometimes the person is not a good fit for the team, and sometimes they are ready to move on to another position. Depending on the cause, I work with them to develop a strategy to ensure their needs are supported and the team's needs are met simultaneously."

48. How do you handle conflict between team members?

As a project manager, you need to know how to create, lead, and manage teams. This includes effectively handling any conflict that arises, whether it be between team members or with the project's stakeholders or vendors, so it doesn't derail the project. Your interview asks this question to learn about how you prevent conflicts and manage them if they occur.

Describe the actions you take to prevent conflicts within your teams. This may include selecting a certain type of team member, establishing ground rules, or leading by example. Next, describe your process for facilitating the resolution of conflict scenarios with your team. Demonstrate your ability to listen to all of the parties involve and act as a mediator invested in finding a valuable path forward. If time permits, you may consider offering a recent example of a conflict you helped to resolve.

"To start, I try my best to put together teams of people who are go-getters, skilled at what they do, and collaborative. Right off the bat, this helps prevent conflict. And yet, it's inevitable that sometimes team members won't agree. My role is to notice when this is happening and provide guidance that emphasizes respect and compromise. I also remind people to listen to each other and try to understand the other person's perspective. I make it a point to meet with the disgruntled parties privately so we can talk honestly without fear of judgment by others. I also help them create a short-term action plan so everyone is on the same page and moving toward the goal of getting along again."

49. What would you do if a client was unhappy with the project's end result?

Experienced project managers know there will be times when a customer isn't happy with certain aspects or outcomes of a project. Your interviewer asks this question to test your ability to respond professionally and provide excellent customer service in the face of conflict with a client, customer, or stakeholder.

Describe your process for handling a disappointed client. Demonstrate your willingness to empathetically listen to your client's concerns and collaborate on an acceptable path forward. Emphasize how important your client's happiness with the process and end product are to you. Finally, be sure to mention any steps you regularly take to minimize the likelihood of this scenario occurring through proactive measures such as maintaining open lines of communication throughout a project.

"Throughout my career, the concept of the 'customer' has varied. In many cases, it has referred to the customer of the end product, while during other projects it has been the stakeholders with the most vested interest in the project's outcome. Not long ago, I managed a project to implement new customer management software for the sales team so they would have more opportunities to cross-sell to existing customers. In this scenario, the Sales Director was the 'customer' who I aimed to satisfy. To do this, I continually checked in with him throughout the project, which paid off because early on we caught a problem: we were planning to roll out the new software during a busy selling period. After realizing this wasn't ideal, we worked together to pick another roll-out time. In the end, the Sales Director was happy with the end result of the project, but only because we caught and fixed this error earlier on. If for some reason he hadn't been happy at the completion of the project, I would have met with him, listened, and put together an action plan to fix the issues. I always strive to leave the customer, whether they be external or a stakeholder, 100% satisfied and happy."

50. How do you handle it when one of your team members makes a mistake?

It's inevitable that people on the teams you are overseeing during a project will occasionally make mistakes. Sometimes they will be distracted or lack a good work ethic. The interviewer wants to know how you, as the project manager, will manage these kinds of situations when they arise.

Your answer should demonstrate that you are professional, tactful, respectful, and ethical. It should also convince your interviewer that you are able to address mistake-driven conflict while keeping the project on track and the client satisfied. Provide real-life examples if possible and describe your process for ensuring that your teammates learn from mistakes and take steps to avoid them in the future.

"There have definitely been times when I've had to talk to a team member about disappointing work behavior and/or an error that they made. I start by observing and gathering evidence myself so I can provide the individual with immediate feedback so they have the opportunity to fix the problem. If the issue persists, I request a private meeting where I aim to be respectful and professional; I never want someone to feel falsely accused. I listen and try my best to understand their perspective. Then I explain to them why I would like to see a change in their behavior or a fix made to correct their mistake. Together, keeping the focus on how we can best complete the project in a timely and outstanding manner for the client, we create a short-term action plan. This generally leads to a change in the person's behavior. If it doesn't, I approach their manager and we consider what course of action needs to be taken to remedy the problem. At all times, keeping the project on track and the customer happy is of the utmost priority."

Questions to Ask in a Project Manager Interview

Asking engaging questions of your own during your project management interview is a helpful way to fill gaps in the conversation, demonstrate your preparedness, and develop rapport. Here are 3 examples of impactful questions you may want to ask during your upcoming interview:

1. What is the biggest challenge the projects I would lead are currently facing?

This question demonstrates your understanding that you can add value by addressing challenges within project teams, with stakeholders, or with clients. You can use the interviewer's response to direct your responses during the rest of your interview. Demonstrating that your experience and skills are in direct alignment with the needs of the company is a powerful way to make an impression.

2. How would you describe the culture of the team(s) I will be working with if hired?

Identifying candidates that are a cultural fit is one of the most important goals for most interviews. It is critical in a project management setting, and many interviewers will describe the culture of their teams at the beginning of an interview. However, you can boost your chances of making a good impression by asking this yourself if it is omitted initially.

3. Who are the stakeholders for the projects I would be leading, and what are their most important needs?

The ability to anticipate and effectively deliver upon the needs of project stakeholders is a highly desirable project management skill. Your interviewer will appreciate this insightful question and their response is likely to offer information that can help you guide your responses throughout the interview process.

About the Author

I began my professional career as an IT Business Systems Analyst. I enjoyed the role, but I knew early on that I wanted to explore project management after moving through the analyst ranks. Fortunately, I had the opportunity to partner with several talented project managers while I was working to grow my own skill set. I learned a lot from them about how to approach strategic planning, communication, conflict resolution, and how to motivate various personality types to perform their best under pressure. I learned even more from their failures. It was clear that project management was as much an art as a science, and I eventually got my shot at taking everything I had observed over the years and blending it into my own style for steering projects and programs successfully. While project management was not my ultimate career goal, I greatly value my time managing projects. I have utilized the skills I worked to refine in project management in every position I have held since. For example, I use the communication, strategic thinking, and tactical planning skills I regularly leaned on as a project manager each time I work with one of my coaching clients. Whether working as a project manager is a career goal of yours, or you fell into it through circumstance, you’re in good company. Over 16 million professionals claim the title of project manager, and project management isn’t going anywhere. In fact, the number of project managers is expected to grow by 7% over the next 8 years according to the US Bureau of Labor and Statistics. According to the Project Management Institute, the global outlook is even more impressive boasting up to 33% growth through 2027. Regardless of the specific location, there will likely b a strong demand for project management skill sets in the years to come. As a coach and writer for MockQuestions, I want to help you successfully navigate your upcoming interview for a project manager position. While some project manager skills are specific to the industry, location, and types of projects involved, many skills and behavioral traits are universally applicable to project management roles. This article will help any project manager prepare for a successful interview, and I encourage you to check out all of our sets dedicated to project management listed below.

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Top 10-Minute Interview Presentation Templates with Samples and Examples

Pratibimb Shukla

In today's fierce job market, making a lasting impression on potential employers is crucial. For individuals having trouble crafting a powerful personal presentation, "10 Minute About Me PowerPoint Slides" is a lifesaver. Effective self-presentation is crucial for business meetings and employment interviews, and this imaginatively created template is the ideal answer.

To ace your upcoming interviews, check out our Blog on How To Prepare For a Job Interview With Samples And Templates.

This blog post examines the value of a polished self-introduction and demonstrates how to turn the game using the included PowerPoint template. The blog offers readers advice on how to construct a thorough and impressive self-introduction by using various slides, including those about the user, their career path, a SWOT analysis, their accomplishments, etc. The blog also highlights the template's adaptability and invites readers to seek assistance from PowerPoint designers or modify presentations to their specifications. This is a call to action to hone your presentation skills and show you have the self-assurance necessary to succeed in your career.

Template 1: 10 Minutes Presentation About Myself PowerPoint Presentation Slides

With its smooth user interface and support for standard and widescreen screen sizes, the PowerPoint template gives presenters choices in their settings. Premium support is advantageous to users and offers helpful guidance for practical use. With an emphasis on a 10-minute presentation, this template's one-step design efficiently assists users in providing crucial information about themselves for a professional presentation, academic assignment, or job interview. This template enhances the user experience overall and expedites the creation of presentations, making it a valuable tool for various audiences.

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Template 2: About Me

This "About Me" template offers a versatile way to communicate your identity, personally and professionally. It provides a concise "Personal Profile," an extensive "Professional Experience," "Education," and a specific "Achievements" area where users can highlight their subject-matter expertise. A personal touch is added in the "Hobbies" part, while various talents are covered in the "Skills and Languages" section. With an adjustable "Contact Information" section, the template guarantees smooth contact and offers flexibility for an interesting self-presentation according to each person's requirements.

Template 3: Path to Career

The "Path to Career" template helps users visually plan their professional path from 2007 to 2020 and engagingly presents career milestones. It enables a precise and configurable presentation of one's work trajectory, highlighting accomplishments and improvements, making it perfect for presentations or portfolios. Users can adjust the years to fit their tenure, and the chronological pattern efficiently communicates professional advancement. For individuals who want to engage their audience with a thorough narrative about their professional development, this template offers a potent visual aid.

Template 4: SWOT Analysis

The SWOT analysis template leads users through a strategic evaluation by first highlighting internal strengths, then addressing weaknesses for development, looking for growth opportunities, and assessing threats to control risks. This methodical technique starts with a positive openness, fosters self-awareness, supports forward-looking optimism, and ends with a careful evaluation of potential obstacles. It gives users the ability to make strategic decisions based on an in-depth examination of both internal and external variables.

Template 5: Training

The "Training" preset is an adaptable tool made to enhance the way information connected to training is presented. Whereas the training module or course title is a placeholder in the section "Description 1". Users are given the option to customize the information according to their training needs in "Description 2". This adjustable feature guarantees smooth modification, whether changing specifics of training outcomes, modules, or techniques. The adaptability that is repeated in "Description 3" highlights the user's capacity to change the text and creates a flexible theme that is consistent across the template.

Template 6: Case Study

Using the case study template, users can tell comprehensive stories about problems, solutions, and outcomes flexibly. The challenge section, which states the problem in plain terms, comes first. Users can further highlight their creative thinking and experience in the Solutions part, while the Results section summarizes the findings. This template is helpful for professionals who wish to convey their problem-solving abilities and showcase their achievements in a concise and captivating way.

Template 7: Experience Project

The "Experience Project" preset is a potential instrument that enables experts to showcase their accomplishments connected to projects. Whether it's describing the specifics of Project 1, emphasizing the accomplishments of Project 2, stressing the distinctiveness of Project 3, or providing an overview of the main ideas of Project 4, with the help of this feature, professionals can make dynamic and captivating presentations that effectively convey their project experiences. This makes it a priceless tool for anyone hoping to impress potential clients, stakeholders, or employers with a visually appealing presentation of their project work.

Template 8: Skills

The "Skills" template is an easy-to-use and eye-catching tool that allows people to highlight their abilities. It more successfully draws attention to essential characteristics like creativity, teamwork, flexibility, and goal orientation by adding "Skills - Set" and more visually appealing signage. The template's minimalism guarantees clarity without being overbearing on the audience. Perfect for a resume, portfolio, or LinkedIn profile, it graphically emphasizes key competencies, making it an invaluable tool for professionals wishing to give a concise and captivating synopsis of their qualifications to prospective employers or partners.

The "10 Minute PowerPoint Presentation" might be a valuable tool for overcoming the anxiety associated with presenting oneself in business meetings and interviews. These creatively and precisely designed templates offer a comprehensive how-to for exhibiting your accomplishments, abilities, professional path, and more in just ten minutes. Users can customize their presentations to leave a lasting impression by following the blog that goes along with this template, which offers helpful customizing guidance. This tool is revolutionary for anyone navigating the cutthroat job market since it offers a well-organized, eye-catching platform for showcasing confidence. With this customizable and easy-to-use PowerPoint template, you can make your presentations shine.

To get more exciting "About Myself" templates, Click here ! And read our blog on Top 10 Templates for Presentation About Myself with Samples and Examples.

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How to answer project manager interview questions

Got an interview coming up for your dream project management role? Congratulations!

Quick question: how fast did you go from excitement —“Wow, I got an interview!” — to terror — “Oh my God, I got an interview!?!”?

You’re definitely not alone. In fact, 93% of us feel nervous about job interviews . 30% would prefer a trip to the dentist!

However, as a project manager, you know that the secret to success is preparation. So, without further ado, here are the 6 most common project manager interview questions, and how to answer them.

What makes a great project manager? 

To sail through a job interview, you need to put yourself in the shoes of your interviewers. What are they looking for? What will be most important to them? How do you need to position yourself to stand out from the crowd?

To start with, think about what skills make a great project manager . These are the skills that your interviewers will be looking for.

We asked our very own Project Manager Team Lead, Kim Landau, what she looks for when she hires project managers for the monday.com project team. Here’s what she told us:

“I’m always looking for creative people, people that can think outside the box. I want people that would challenge others–they don’t always need to agree with me! I want them to be very confident in themselves, but still to be able to take feedback and know how to take “No” as an answer.”

Antonio Nieto-Rodriguez, author of the Harvard Business Review Project Management Handbook , adds the following list of project management skills in his HBR article :

• A strong understanding of project management concepts and tools – such as waterfall planning, Agile, Scrum, Lean, or Prince2
• The ability to initiate, plan, execute, and monitor projects
• A high level of emotional intelligence and empathy
• The ability to think rationally and logically, and to identify the root causes of problems
• The ability to make decisions thoughtfully, even under pressure
• The capacity to influence, inspire and persuade other people

So, your interviewers will probably ask you questions to uncover whether or not you have developed these skills, and how you have used them in previous roles.

How can you prepare for a project management interview? 

The best way to prepare for tough project management interview questions is to craft a personal narrative.

Review your resumé and read the job description and company website in detail. Ask yourself:

• What are my personal strengths that make me a great project manager?
• Which stories from my career and personal life should I aim to share during the interview? Which skills and strengths do these stories show?
• What are the key values of the company I’m interviewing with? Which of my skills will be most relevant to those company values?
• What is the company’s main priority at the moment? How can my experience help them achieve their objectives?
• Who will I be interviewing with? What do we have in common?
• What impression do I want to make? How do I want them to remember me after the interview?
• When I look at the job description, where am I strongest? How can I make sure that I convey those strengths?
• Where am I weakest? How can I address those weaknesses?

Tip: You can organize your project manager interview prep on monday.com

6 common project manager interview questions — with answers 

During a project manager interview, you should expect the interviewer to ask questions about you, your project management skills, your team and stakeholder management skills, and your values fit with the company. Here are a few examples of the most common interview questions for project managers:

Questions about you: 

1. tell me about yourself.  .

How to answer: This question can feel so vague that it can be hard to answer. But actually it gives you a great opportunity to share your unique selling points. Think about the wording of the job ad you applied to, and respond in a way that relates your experience and skills to what the company is looking for. However, it’s also crucial that you’re honest and natural at this point. After all, if you’re not the right fit for the role, you won’t enjoy working there anyway!

Ex: “I’ve been working as a project manager for [Company] for over 3 years. During that time, I’ve successfully managed 4 major projects, delivering a 95% success rate. What I most enjoy about the job is that it gives me the opportunity to work collaboratively with a wide range of people and use my critical thinking skills to solve complex problems.”

2. Tell us about the last project you worked on. 

How to answer: Take this as an opportunity to showcase your ability to evaluate your performance and look for ways to improve.

Ex: “My most recent project was [X]. Overall, I’d describe it as a success–we delivered on time and on budget, and the client was very happy. However, if I had to do it again, I’d spend more time upfront on stakeholder management. It was challenging to bring the Account Management team and the Development team onto the same page, and it cost us a bit of time. I feel like some more time securing buy-in would have been beneficial in the early stages.”

3. What is the most successful project you’ve worked on?

  How to answer: Don’t be shy! You want this to be a story that your interviewer will remember about you. Sometimes, it can feel awkward to blow your own trumpet. Get round that feeling of embarrassment by describing the success as a team result, not your own solo triumph.

Ex: I was really happy with [Project X] because I felt that we over-delivered for a really demanding client. I think the key to our success was that we defined clear success metrics and kept our focus on those metrics throughout. We could push back against scope creep confidently, because we’d already defined some ambitious outcomes for the client that we could keep reminding them about.”

Questions about your project management skills: 

1. what is your strategy for prioritizing tasks .

How to answer:  This question gives you an opportunity to show off your technical project management chops. Answer this question in a way that showcases your understanding of the client’s preferred project management methodology.

Ex : I usually start by assigning all tasks a value out of four, taking into account their importance to the project outcomes, the client’s requirements and priorities, and their cost in terms of effort and time for the team.

Questions about your people skills: 

1. how do you handle conflict within a team .

How to answer: Project managers are always people managers, too. As Kim points out,

“When you manage projects, you usually interact with many people, and some of them can be a little dominant or think that they know best. You don’t want what these dominant people say to be the only thing that is relevant or the reality for the project. You have to have the common sense to think about what is really needed for the project.”

For questions like this one, you’ll need to draw on your experience to illustrate that you have what it takes.

Ex: I had a situation on a project a few years ago, where there was a lot of conflict within the team. One of the main developers had a serious difference of opinion about how we should design the user experience for the client, and he just couldn’t let it go.

I stepped in to fix the situation because it was causing a lot of friction. I took him to one side and listened to his concerns. I helped him to see that the way he was expressing himself was actually holding up the project.

Then we looked for more productive ways to address the issue. We ended up offering the client the option for a second project that would add the features he was pushing for, so everyone was happy.”

Questions about your values or cultural fit: 

1. why do you want this job .

How to answer: Interviewers always want to make sure that you’re going to be a good fit for the team you’re joining. They want to feel reassured that you understand the company, the team, and the role. This kind of question gives you the opportunity to show that you’ve done your research, and that you want this specific job – not just any job!

Ex: I’d love the opportunity to join this team because I love working on projects like [X]. I also share a lot of the values of the company – I’m a big believer in innovation and fast iteration, so I’ll be very comfortable with the pace of work here. Plus, I’m already very familiar with [the project management methodology used there] so I know I’ll be able to hit the ground running.

Got more questions about project management interviews? We got you covered.

How do you interview for a project manager position?

If you’re hiring a new project manager, start with the big picture. What skills and experience are most important for your company? What are your company values? From there, define the specific skills and mindset you need for the particular role. For example, project managers need to be creative, confident, communicative, empathetic, organized and logical.

How should I prepare for a project manager interview?

To prepare for a project manager interview, review your previous experience and craft a personal narrative. You should think of specific examples from your career that illustrate your unique skills and strengths. Focus on how you want to present yourself to stand out from your competition.

How do you prepare for a construction management interview?

Construction project managers are responsible for highly complex and high-stakes projects. If this is your first construction project management interview, focus on demonstrating your relevant experience with managing smaller projects or supervising construction workers. Aim to showcase your skills in team management, organization and prioritization, quality control and risk management.

Become a better project manager with monday.com

When it comes to project management, monday.com’s Work OS has you covered. Our powerful, easy-to-use project management software lets you:

• Visualize your entire project with Gantt charts , modify and control your dependencies and milestones, and keep an eye on the whole project lifecycle
• Make key decisions based on real-time data, and centralize your project data into a single high-level view
• Manage your team’s workload with live information on current capacity
• Stay ahead of the game with custom automations to keep project tasks flowing efficiently

Whether you’re just starting out as a project manager, or many years into your career, monday.com can help you level up your PM skills and knock every project out of the park.

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Interview presentation preparation tips

The interview presentation is becoming more common in the hiring process. It gives employers a better overview of your general aptitude and provides you with an opportunity to showcase your skills, knowledge, and experience. But how should you prepare for an interview presentation? What should you include? What if it goes wrong?

4th Jun, 2021

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What is an interview presentation?

As you progress further in your career, particularly to executive level, you may be asked to give a presentation for interview. Perhaps you’ve been asked to conduct research and present your findings to a panel, complete a task and show how you approached it, put together a business plan and present your ideas, or even give a presentation about yourself and how you would excel in the role. Whatever you are presenting about, how you approach it should remain the same.

Many people find giving presentations intimidating, especially during an interview when you’re already nervous, but it’s something that you may have to do throughout your career – the sooner you tackle this skill, the better.

Why are you being asked to do a presentation for a job interview?

Many employers opt for a presentation-style interview as it gives a better overview of your general aptitude when compared to, or combined with, a traditional question and answer interview, like a competency-based interview . The interviewer is looking for proof that you can do the job and that you possess the required skills and traits.

Additionally, if you put time and effort into your presentation, this will highlight to the hiring manager that you are committed to the role and enthusiastic about joining the company. How many times have you been asked in an interview ‘Why do you want this position?’ or ‘What is it about this role that attracted you to it?’. They want to know how much you want this position, rather than just any position.

How to prepare a presentation for an interview

Where do you start? What should you include? The presentation is your opportunity to showcase your knowledge, experience, and communication skills as well as your organisational skills and diligence – so start with the job description and person specification and pick out key skills and traits that the company is looking for. Then you can prepare your presentation around what they want to see.

For example, if the business is looking for someone creative, pay great attention to the style of your presentation. If it is looking for someone who is a confident public speaker, spend more time perfecting your speech. If attention to detail is paramount in the role, double and triple check your spelling and grammar. This is a great starting point and gives you something to build your presentation around.

What to include in an interview presentation

Although you may be tempted to go all out and show your potential employer that you are committed to the job, don’t fall into the trap of creating a 30-slide presentation with reams of text. Try to keep each slide short and significant and aim for no more than 10 slides. This ensures the information you deliver is memorable and will help you to stand out from other interviewees. Some interviewers may even give you a specific amount of time for your presentation, make sure you factor this in and don’t go over the time limit – otherwise you may appear to have poor time management skills.

Another way to make sure your presentation engages hiring managers is to include a range of formats to help you illustrate your points. Include graphs, statistics, diagrams, video clips, and images to help break up large volumes of text and maintain the attention of the interviewers.

If you are conducting research as part of your presentation, include quotes from industry leaders and/or research pieces. This gives your points authority and demonstrates your commercial awareness.

You should also try to incorporate the company’s colours, fonts, or style in your presentation. This will show that you have done your research and highlights your brand awareness.

Finally, check your spelling and grammar thoroughly! Small mistakes can really undermine the content of your presentation.

Tips for presenting at the interview

Presenting is a skill which can be learnt. Even if you are not a confident public speaker, the more you practice, the better you will become.

Present confidently and enthusiastically - Remember to speak clearly, make eye contact, and use open body language.

Don’t just read the slides - There is nothing worse than watching a presentation where the presenter has their back to you the whole time just reading reams of text from their PowerPoint notes.

Try not to talk too fast - Make sure you breathe, and take your time.

Practice, practice, practice - Ensure you are well rehearsed so that you are familiar with the structure of your presentation and are able to deliver it smoothly. If possible, practice your presentation with family members or friends to get used to speaking in front of other people.

Arrive early to give yourself time to set up the presentation and settle any nerves - Get comfortable with PowerPoint and presentation equipment. Make sure you know how to work any projectors, screens, or remote controls before you begin to avoid any awkward stumbles or pauses.

Stay within the allocated time - If you have not been given guidance on length, aim for the 10-minute mark. Time your presentation when you are practising to make sure it will fit within the time limit. If you need to reduce the content of your presentation, cut out the least relevant or weakest points.

Be prepared to adapt - You may have practised your presentation in a certain way, but the interviewer might not respond accordingly. Be prepared to be interrupted by questions or further discussion unexpectedly.

Breathe and try to enjoy it - By relaxing, you will find yourself presenting better and, if you enjoy it, your interviewers will respond to that and be better engaged with what you are saying.

Tips for keeping the interview presentation simple

It can take a lot of work to make something simple, yet effective, and when it comes to interview presentations less is often more. Keep it short - As previously mentioned, try to keep each slide short and aim for no more than 10 slides in total.

One idea per slide - To make sure your presentation is clear and concise, each slide should represent a different point/idea you want to make.

Stick to the important bits only - If you don’t think it’s important enough to spend time on, don’t have it on your slide.

Use the 4x6 rule - Aim for either four bullet points with six words per bullet point, or six bullet points with four words per bullet point. This way, your slides won’t look too busy.

Minimal text - Instead of writing paragraphs of text, use bullet points and a minimum font size of 24.

What's better for your interview presentation? Cue cards or presenting from memory?

Should you use cue cards in your presentation for interview or try to present from memory?

The answer to this question depends on what you feel most comfortable doing. If you find that having cue cards will help ease your nerves and ensure that you don’t forget your speech, then there is nothing wrong with that.

However, if you choose to use cue cards, you should not rely too heavily on them. You shouldn’t stand in front of the interviewers and look down at the cards continuously, neither should you write your whole speech out on the cards and read directly from them. They are cue cards for a reason and should only give you prompts on what to talk about. If your interview presentation has a lot of statistics on, using cue cards to remember the figures if you are unable to memorise them all is an excellent strategy.

What to do when things go wrong

You can practice your interview presentation as much as possible, but something may still go wrong and it’s important to be prepared for this eventuality. Here are some things that could go wrong and how to deal with them: Technical issues

There is not a lot you can do to prevent technical issues, especially if you are using someone else’s computer. But there are ways you can prepare just in case. Ensuring you have access to multiple sources of your presentation is key. Email the file to yourself and the recruiter, bring a copy on a USB stick and printed handouts. This way you are covered if anything goes wrong with the file you’re intending to use.

Your mind goes blank

Even those who are pros at presenting can sometimes lose their train of thought and find that their mind goes blank. The key here is not to panic. If possible, take a bottle or glass of water in with you and use this chance to take a sip, breathe and try to relax. Then look at your presentation slide or your cue cards and pick up where you left off. It may be helpful to repeat the last point you made as saying it out loud could spark your memory for your next point.

You are asked a question that you don’t know how to respond to

If you have allotted time at the end of your presentation to allow the interviewer to ask any questions (which is recommended), don’t worry if someone asks a question that you are not sure on. It may be that the interviewer is looking to see how you respond to a challenging question, so how you react is often more important than the answer itself.

If you do not understand the question, ask the person to explain. There is nothing wrong with doing this and shows more confidence than just saying that you don’t know. If you understand the question but are not sure of the answer, then admit that you don’t have the full answer, provide what information you do have, and offer to come back to them at a later date with a complete answer.

10-minute interview presentation template

Below is a presentation for interview example. Use this as a baseline and adapt or reorder where appropriate based on the task you have been set by the interviewer. Slide 1 - Introduction – Reiterate the objectives you have been set and lay out the structure of your presentation so that the interviewers know what to expect. Slide 2 - About you – Detail your professional experience, skills and working style. Slide 3 - Company history – Give a brief summary of the company history, any milestones or awards. Slides 4-7 - Answering the brief – Give your responses to questions you’ve been asked to answer, the benefits and limitations of your suggestions. Slide 8 - Question and answers – Include a slide titled ‘questions and answers’ as a cue to pause for interaction. Slide 9 - Conclusion – Sum up the key points you have made, reach a decision, and explain your reasoning. Slide 10 - Personal achievements – End the interview on a high with a brief slide highlighting achievements that show how you will succeed in the role.

For more information on how to ace your interview, download our free guide, ‘ Getting the best from your interview: Candidate interview tips and tricks ’, or contact your local recruitment specialist today.

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Frequently Asked Questions

A job interview presentation is all about selling yourself. Be confident, speak clearly, and make eye contact with the interviewer. Don’t be afraid to promote yourself and highlight your achievements. This is your chance to really show the interviewer that you are capable and have the necessary skills to do the job. By putting time and effort into your presentation, you can show them how dedicated you are to the role and the company. For more information on how to ace your interview, download our free guide, ‘ Getting the best from your interview: Candidate interview tips and tricks ’.

Using cue cards can support you with your interview presentation, as long as you use them for their intended purpose. Do not write your entire presentation for interview out on cards and read from them word for word or constantly hold them in your hand and fail to make eye contact with the interviewer. Use them only to prompt you or for remembering key facts and figures. For more tips, read our article on ‘interview tips & questions’ .

If you have been sent a presentation brief that you do not understand – don’t panic. If there are words that you are not sure about, do some research and try your best to figure out what the organisation is asking of you. If you are still unsure, you could ask your recruiter as they may have seen this brief before and can give you an idea. If you are dealing directly with the hiring manager, then it may be worth checking that your interpretation of the brief is correct.

It is better to ask the question than present on something completely different to what the interviewer has asked. However, instead of saying to them that you don’t understand the brief and leaving it at that, tell them your understanding of it and ask if this is correct. This will show that even though you are unsure, you have taken the time to try to come to a conclusion yourself before asking for help. Download our free interviewing guide for more tips and advice.

How long your job interview presentation should last depends on what guidance you have been given. Thoroughly read the brief, as the recruiter or hiring manager may have specified the length of time you have for your presentation. If they haven’t given any indication, you should aim for 10 minutes, including time for questions and answers. For more tips on interviewing, read our article on ‘interview tips & questions’ .

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What Do Employers Look for in a Good Project Manager?

Questions to ask in your project manager interview, final thoughts, project manager interview questions.

Updated May 13, 2024

Project managers are sought after by employers of all shapes and sizes across a wide range of sectors, from professional services like finance, engineering and architecture , to charity and non-profit organizations.

The role they fulfill involves the day-to-day management of any given project, through planning execution and delivery.

Typical tasks that fall under a project managers responsibility include:

• Project coordination
• Delegation and team management
• Stakeholder engagement
• Risk assessment and management
• Quality control

This is a brief overview of the profession, and we’ll look at specifics in more detail throughout our top project manager interview questions .

If you’re yet to apply for a position, you might first want to read our article on how to write a project manager cover letter .

Since the responsibilities of a project manager are so diverse, employers look for candidates with a broad range of capabilities.

This will be a combination of hard skills learned through education and experience, and key traits inherent in your personality, known as soft skills .

Some of the most commonly sought-after qualities include:

Communication – You’ll need to interact with stakeholders at all levels and coordinate activities among multiple parties, making effective communication vital.

Leadership – Managing and motivating teams is a key part of successful project management, so employers look for capable leaders.

Adaptability – It’s rare a project ever runs 100% to plan, so you’ll need to show you’re adaptable and able to implement change whilst staying calm under pressure.

Budget management and negotiation – These skills are central to your role as a project manager.

Strategy and business acumen – Understanding how a project impacts on wider business objectives and how to strategize accordingly is a skill that many employers consider a top priority.

Technical skills and methodology – Proficiency in project management software and a keen understanding of project management methodologies is a huge bonus, although because these skills are more easily taught than others, some employers may not see them as vital to your success at interview. That said, if you have experience in the field, these are areas you’ll already be comfortable with.

All of the above are transferable skills that can be taken from one area of project management to another, so it’s not always necessary to have experience in a particular area. Though most employers will see industry knowledge and connections as a bonus.

Some roles may require additional qualifications, such as a Professional in Project Management certification (PPM) , but this will usually be advertised in the job posting or person specification.

Top 10 Project Manager Interview Questions and Answers

To help prepare you for your project manager interview , below is a list of some of the most asked questions, followed by sample answers.

Of course, every sector is different so your answers will need to be tailored to your experience and the role for which you’ve applied.

1. What Do You Consider the Most Important Skill for a Project Manager to Have?

The first of our top project manager interview questions is all about what you see your key attributes to be and how they relate to the role.

Remember here that technical skills , like software proficiency, can be taught, whereas soft skills are inherent. They can be improved upon, but if they’re not there to start with, they’re difficult to develop.

You may want to reference more than one skill in your response, but make sure you include justification for each.

Example answer:

The most important qualities for me are leadership and communication. Together, these make for a smooth-running project. It’s all about uniting and inspiring a team to succeed, whilst communicating clearly with every stakeholder at every stage of the process. Without these skills, even the most experienced project manager will run into difficulty.

2. How Do You Deal With Underperforming Project Team Members?

As they’re so crucial to successful execution, many project manager interview questions focus on your leadership skills , and this is no exception.

If you have a good example to share, do so, but try not to limit your answer to this scenario alone. Instead, talk around your wider management style and how this ensures a productive team environment.

I tend to find if a team member’s underperforming, it’s for one of two reasons. Either they’ve lost their sense of involvement in the project or they don’t have the support they need. It’s important to establish where the problem lies to find the best solution. In the first instance, it’s helping them find their motivation – showing them that without their input, the project will suffer. If it’s that they need support, then my delegation skills need assessing and I need to put new measures in place. Either way, criticism is never the best course of action. As a leader, my style is all about nurture and positivity. I see it as the best way to improve productivity.

3. What Was the Most Challenging Project You’ve Ever Faced?

This is an example of a competency-based question you might face in your project manager interview.

It might be phrased in a slightly different manner, but its purpose is to uncover how you react to complex or unexpected situations.

Key skills to demonstrate here are adaptability, assertive decision making, ownership and communication. It’s also important to include what you learned from the challenge.

I once worked on a project for the rollout of a new drug for arthritis. The focus of the project was to ensure buy-in from all internal sales reps and educate them on the groundbreaking benefits of the drug. As part of this, we held a series of three events, the first two focused on education and training, the final one on sales motivation and launch. The challenges arose early on. We had multiple suppliers involved in delivery, including a creative event production and AV team, a MedComms agency, and a creative agency. All were responsible for individual elements, but ultimately, they needed to work together towards a shared goal. It was clear that communication was not forthcoming between the agencies. Our key messages were becoming blurred and the event concept lost its focus. Deadlines were also being missed, which greatly held up the production side of things. The challenge was further compounded by the physical distance between each agency. I decided to make an in-person visit to each to discuss their issues and progression, before compiling a new project plan moving forward. I then organized weekly virtual meetings with all parties present to ensure they stayed on track, at the same time encouraging cross-agency communication. Everything eventually pulled together but not without a rocky road along the way. What I learned is that my responsibilities don’t end with my own internal project team, and when working with several third-party suppliers, I must maintain effective communication between all.

4. What’s Your Experience with Project Failure?

When planning project manager interview questions, employers don’t just look for examples of success. They’re also interested in candidates who can identify their weaknesses and use that knowledge to make improvements going forward.

That’s why they ask you to explain any past failures.

Make sure your response doesn’t just tell a story of when you missed out on success, but shows you understand why the failure occurred and what changes you made in its aftermath.

I was once hired by a software brand well established in the States and looking to launch their service in the UK market. As the project manager, it was my responsibility to travel overseas, find suitable offices, hire staff and implement a marketing campaign. On its first attempt, the project was a complete failure and the brand received zero traction. The UK office subsequently shut down and we went back to the drawing board. After a year of investigation, we landed on the conclusion that failure was in replicating the company culture the brand had in the US. This was a huge factor in its success but what I’d failed to do was recreate that with UK working culture in mind. What I learned on a personal level was that I’d gone into the project all guns blazing and neglected some very important details. We’ve since relaunched, and I’m pleased to say the firm's UK arm is now performing well.

5. What Project Management Tools Do You Have Experience With?

There are a wide range of project management tools available, some designed for a specific industry, others used more generically. Each organization will have its own preferred system so this question is designed to establish if you have proficiency in the software it uses or something similar.

Before the day of your interview, read the job description to see if there’s mention of any specific tools.

If you do have the experience, great. If not, make it clear what software you are proficient in, and that you’re willing to learn to use any new platforms necessary.

My main experience is with Basecamp, though I also have experience using Slack for smaller-scale projects. I think Slack’s great for assigning and tracking tasks, but tools like Basecamp allow for far greater collaboration. I understand you use Celoxis, so I took the liberty of taking out a free trial period. It’s very intuitive and I already feel quite confident with the platform. I’d be happy to undertake further training should it be a requirement.

6. What’s Your Approach for Working with Sponsors?

Referred to as managing up , how you work with sponsors is of great interest to an employer, as these are the people for whom the project is being undertaken.

Ultimately, this question shows how you engage with those higher up the project ladder than you.

Your response should show first-class communication skills , as well as respect and an understanding of how different sponsors may seek different involvement in any given project.

I’ve had experience with all sorts of sponsors in the past, some who love taking a hands-on approach and others who prefer minimal involvement. My approach is based entirely on theirs. I always seek to establish a relationship at the outset and use this to judge how best to move forward. If a sponsor is active, I’ll schedule regular meetings at their convenience to update them on progress, get their input and inform them of any issues. If they’re more of a silent partner, I’ll generally leave meetings in their hands. Of course, should an issue arise that required sponsor involvement, I’d contact them immediately. For me, it’s all about tailored communication on a sponsor by sponsor basis.

7. Tell Us About a Time a Project Was Not Going as You Planned and How You Got It Back on Track

Decision making is one of the key skills under scrutiny here, but it’s also about ownership and understanding that when a project veers off course, it’s your responsibility to set it right.

In your response, be sure to show you were aware of the implications for all stakeholders involved, as well as the actions you took to resolve the issue.

My background lies in construction project management, and one of the biggest challenges here is staying within budget. There was a recent project that went way over time because of unforeseen issues with the weather, which led to cost issues too. We had contingencies in place but I was keen to still deliver under budget. So, in the extended downtime we had, I ran comprehensive cost-saving exercises and worked closely with the architect to implement cheaper alternatives that didn’t compromise on the finish. As soon as the weather cleared up, we were able to hit the ground running with our new plan. We even managed to pull back some lost time. There were a lot of late nights but you have to roll with the punches and do whatever it takes to deliver for all stakeholders.

8. We’ve Adapted to a System of Working From Home. How Are You Prepared to Manage a Remote Team?

As working remotely is now the new normal for many people, this is a recent addition to the most common project manager interview questions.

Consider what experience you’ve had with this so far, the challenges you’ve faced and how you’ve overcome them.

Remote collaboration is not an easy thing to manage. I’ve had experience with this firsthand over the past year and it’s certainly thrown up some challenges. I think a lot of people resorted to increased communication. Personally, I’ve found it to be about improved communication. Removing unnecessary phone calls or emails, trusting team members to focus on productivity, and using smart solutions like Slack to stay abreast of things. I’m not one for micromanagement, even when there are remote teams involved. What I find more important is maintaining team spirit, which I do through regular virtual meetings and feedback sessions, so everyone feels in the loop and valued.

9. What Do You Do if You’re Feeling Overwhelmed and Need Support?

Project management is a demanding profession, and employers are looking for candidates that have a level of self-awareness and won’t drive themselves to burnout.

You could make mention of an open-door policy or any other procedures you’ve used in the past, but avoid an answer that implies you’re completely self-sufficient or work yourself into the ground for results.

The interviewer wants to hear that you’re able and willing to ask for help.

We’d all like to think we’re capable of handling everything on our own, but if I’m struggling, the project will struggle too. Honesty is paramount. In the past, I’ve used my company’s open-door policy to seek approval to bring another project manager on board temporarily. Before I take those measures, though, I look at what I’m overwhelmed by and see if I can improve delegation. I may be a project manager, but I’m part of a team, and good teamwork is knowing when to ask for help from those around you.

10. What’s Your Preferred Project Management Methodology?

There’s a multitude of project management methodologies, each with its own particular style. Some are more appropriate for particular projects than others, and it’s important to show you understand this.

It’s also important to consider that a business's preferred methodology will reflect its wider corporate culture , and what the employer is looking for is someone that’s the right fit for how they operate.

In the past, I’ve made most use of Agile methods like Scrum, but I find certain projects more suited to Lean methodologies. In most cases, I find a combination of the two works best in creating shorter lead times whilst eliminating unnecessary time and financial spend. As with all aspects of project management, adaptability is key – knowing when a method suits and when it needs revising.

As well as preparing to answer project manager interview questions, you should also come up with some of your own. Here are five to consider:

1. What’s the Typical Career Path for Project Managers within Your Company?

This shows you’re interested in developing within the company, and the response will help you determine if it offers opportunities that align with your plans for career growth .

2. What Key Metrics Do You Use to Determine a Team’s Success?

In asking this, employers will see your enthusiasm goes beyond the job itself and reaches more broadly to business objectives. It will also give you a good insight into company culture.

3. What’s the Biggest Challenge You Foresee for Whoever Takes on This Role?

This can bring up a topic of conversation as yet uncovered. If you have relevant skills to the challenges they mention, you can use this opportunity to expand on them. It also shows them you are keen to hit the ground running.

4. What Does Success Look Like for Your Stakeholders?

Again, this demonstrates a wider commitment to the role. The interviewer will see you already have your sights set on delivering optimum results for everyone involved.

5. What Is the Current Team Dynamic Like? What Is the Working Style?

Lastly, you’re showing that you’re keen to establish a culture fit and are looking to determine if the team you’ll be managing is right for your leadership style.

Preparation for your project manager interview will be the key to your success. Do your company research and learn all you can about what projects you’re likely to be involved with.

Practice your interview technique on friends and family and make a good first impression with a well-chosen outfit , by arriving early, and staying calm and confident.

A lot of project manager interview questions will require you to implement the STAR method , so you should also practice forming your answers around a situation, task, action and result.

You might also be interested in these other Wikijob articles:

Or explore the Interview Advice / Interview Questions sections.

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Complete Guide For Preparing Job Interview Presentation With Examples

Making a presentation during an interview can be intimidating! Still, it’s a terrific method for you to highlight your abilities, personality, and suitability for the position and an excellent approach for employers to learn more about your expertise and knowledge.

Your ability to effectively communicate essential information and the quality of your design can frequently make the difference between a failed and successful presentation. No matter how solid your research or ideas are, excessive slides, packed content, and unreadable fonts might turn interviewers off. However, developing an eye-catching presentation can support your expertise and give you more confidence. It is a skill you should invest time in learning.

In today’s blog, we will go through all the components you should include in a presentation for interview and how to deliver them efficiently.

What Is A Job Interview Presentation?

Before seeing what you should include in a presentation for interview, let us discuss what is an interview PowerPoint presentation: 

As your career advances, especially to an executive position, you might be required to give a presentation during an interview. These kinds of presentations help the hiring manager in doing employee performance reviews and let them decide whether you’re worthy of the position. 

You may have to assemble a business plan and present your ideas, finish a task and demonstrate how you approached it, conduct research and submit your findings to a panel, or even give a presentation about why you would be an excellent fit for the position. All these presentations and tasks can be classified as interview presentations as they will convey your knowledge about the industry, organizational skills, communication skills, attention to detail, creativity, and more.

Giving presentations is something that many people find scary, especially when they’re concerned about an interview. However, you might have to do it at some point in your career, so the sooner you learn how to do it, the better. So, in the next section, we will see what an employer expects to see in your presentation for interview. 

What Is the Employer Looking for in a presentation for interview?

The employer searches for a candidate who will stand out throughout the hiring process. They are looking for someone who will blend in with the business culture and who is knowledgeable about their profession. Another method to determine if candidates are qualified for the position is to ask them to give a presentation.

During the interview, your employer might notice the following crucial competencies:

• Your written and vocal communication style
• The way you interact with your audience
• Your profession and industry expertise
• Your capacity to adhere to a brief
• Your capacity for organization
• Your meticulousness

When an employer witnesses a blind presentation, they can additionally note:

• Your ability to function under pressure
• How imaginative you are

In the end, the employer is also determining whether you fulfill the requirements listed in the job description, so make sure to review it while you prepare.

What to include in a job interview presentation template

Here are a few components that you should consider while preparing a powerpoint presentation for interview:

Presentation type and topic

Choose a presentation style before you start getting ready for a presentation. It will impact the kind of template you make. For a virtual slideshow presentation, write a simple slide breakdown or a script for an oral presentation. The technologies used during your interview also influence your presentations. Consider contacting a recruiting manager with any queries before making any preparations if you need clarification on what they anticipate. When given a topic for your presentation, you can plan your study accordingly. Alternatively, suppose you have the freedom to select your topic. In that case, it’s advisable to focus on themes that ignite your passion and align with your expertise, ensuring you can effectively convey your message quickly.

Make a shorter presentation with tons of words, even if you want to impress your potential boss by showing how much effort you put in. Keep it simple with short slides that look good and convey your message. Aim for no more than ten slides, and make everything brief. It guarantees that the material you present will stick in the recruiter’s mind and make you stand out from the other applicants. Some recruiters might even allot a certain amount of time for your presentation; be sure to account for this and stay within it to avoid giving the impression that you lack time management abilities.

Include research findings and quotes from prominent figures in the industry in your presentation if you are performing research for it. It exhibits your business awareness and lends authority to your ideas.

Brand Style

Use the presentation and style of the company. It will demonstrate your diligence in research and draw attention to your brand awareness.

How To Prepare A Presentation For A Job Interview

To prepare a PowerPoint presentation for interview, follow these five steps:

1. Analyze the business

Be sure to research the company you are applying to before submitting your application. By exploring the business, you can incorporate crucial details into your presentation. To learn more about the company’s offerings, application procedure, market size, performance, leadership, and governance, visit their website. Examine news stories, features, and press releases recently covered by the media. If the business has a social media account, review the most recent updates to see the preferred tone and any new advancements.

2. Recognize your target audience

The audience for your interview will probably vary depending on the job you are applying for. It is essential to know who will be at your presentation, their departments, roles, and what they’re good at. For example, suppose you’re applying for human resources. In that case, your presentation will differ from someone applying for a sales or executive role. Hence, it will be more effective if you customize your presentation for the audience. Make a PowerPoint presentation that interests and is relevant to the audience’s technical and non-technical segments.

3. Get notes ready

Make notes on the company or sector you will present for. It’s crucial to be ready to discuss the topic you’ll be given during the interview. The interviewer can gauge your understanding of the more significant business the company works in, so include current industry news in your notes.

4. Adopt a rational framework

Make sure that the format of your presentation is well-organized. An organized presentation makes it easier for your audience to follow along and stay interested. A strong finish, exciting material, and an engaging introduction define a successful presentation. A strong opening grabs the audience’s attention, and your engaging facts persuade them that you are a standout contender.

5. Work on your delivery

Once your presentation is ready, practice delivering it. You can also catch presenting mistakes with proper practice. You can get prepared by using a camera to record yourself. You can also present in front of your friends and solicit their opinions on what went well and what still needs improvement.

How to Deliver Your Presentation For Interview

When delivering a PowerPoint presentation for interview, follow these tips:

• Seek advice
• Recognize your target
• Identify a central idea
• Tell an engaging tale
• Take a strategic stance
• Adopt a constructive mindset
• Get comfortable delivering
• Communicate nonverbally
• Conclude powerfully

1. Seek advice

Ask the recruiting manager for any clarification you might need before you start working on your presentation. Read and review all the directions regarding the presentation first. Ask the hiring team if they would prefer to hear about a particular topic or if you should develop your own if the instructions do not specify one. Next, determine how long you can expect to speak with the hiring team. You can show that you are detail-oriented, receptive to criticism, and have practical communication skills by asking for help.

2. Recognise your target

Find out how knowledgeable the audience is so that you can communicate at a level that is understandable and sophisticated. To better understand the audience and adjust your discussion to your audience’s knowledge, experience, and interests, think about asking for names and positions. Obtaining all your information will help you make your discussion more effective and relevant, raising your candidature rating.

3. Identify a central idea

Be careful to choose a focal point when deciding on a presentation topic. Ensure the audience understands your presentation’s main point by organizing it around a single idea. Reduce the points in your presentation to make it seem comprehensive, well-thought-out, and professionally prepared.

4. Tell an engaging tale

Some of the best ways to organize a presentation are through conventional storytelling techniques , whether you’re talking about a finished project or a highly technical subject. Using a proven method, you can make your message stick in people’s minds and grab their attention. To tell an engaging story, take the following actions:

• Describe the issue.
• Describe the significance of the issue.
• Talk about the difficulties you encountered while trying to find the solution.
• Finish with a powerful impact and resolution.

5. Take a strategic stance

Without being too commercial, use your presentation to establish yourself as the protagonist of your own tale. When feasible, use evidence to support your claims; otherwise, highlight your best traits and the most pertinent experience in your presentation. Seize the chance to show that you are a candidate who can quickly help the organization achieve essential goals.

6. Adopt a constructive mindset

Throughout your presentation, maintain an optimistic attitude while discussing your challenges. Consider emphasizing how you improved a problematic situation or discussing your efforts to overcome difficult circumstances. When appropriate, project an image of being proactive and emphasize your steps to resolve a problem. Let the information and data lead your presentation so the interviewers can grasp your thought processes.

7. Get comfortable delivering

To ensure you leave a positive first impression on the recruiting team:

• Practice your presentation multiple times in advance.
• Try presenting without consulting your notes or reading your script after a few practice sessions.
• Keep track of the time during each practice session to determine the perfect pace.
• Choose the main themes you want to discuss as you review each presentation segment to help it sound more natural and prevent it from coming across as too prepared.

8. Communicate non-verbally

Practice confidently expressing yourself while standing up and speaking. Face the audience directly, have a cheerful look, and smile naturally. To make points, keep your shoulders back and utilize small hand motions. Keep eye contact throughout your job interview PowerPoint presentation, particularly when making a crucial point.

9. Conclude powerfully

Create a memorable conclusion to ensure your presentation is as compelling as possible. A broad, open-ended question that came up throughout your study could be an excellent way to wrap up. A one- to three-word key takeaway that helps your audience recall the presentation’s primary point can also be used to wrap up. Integrating your message with an intriguing quotation next to the organization’s mission, vision, and goals is another effective wrap-up technique. In closing, raise any queries to show you are receptive to criticism and conversation.

Helpful tips For the Job interview Presentation

Here are some tips that you can use during the presentation for interview: 

1. Create the outline

When requested to give a presentation at an interview, you should have enough time to organize it according to a predetermined outline. If the interviewer still needs to provide you with all the necessary information, ensure you know how the process will work out regarding the topic, time limits, available multimedia devices, and participants. Remember that adhering to the brief is a necessary component of the evaluation process, so if you’re requested to do the task in less than or equal to 10 minutes, stay within that amount of time. After you’ve confirmed the nature of the interview, you should begin preparing a presentation that will wow the audience and showcase your qualifications for the post.

2. Establish a framework

Developing a presentation with a coherent framework facilitates the communication of your ideas. A well-considered framework conveys your thoughts intelligibly and concisely rather than jumping from one notion to another. Naturally, an introduction is the ideal place to begin. Set the scene immediately and emphasize how your solution makes a real difference. Next, compose a story using informative statistics and first-hand accounts. It should demonstrate how your skills and expertise help the business achieve its objectives.

3. Improve the visual assistance

Your audience shouldn’t just be able to read the slides from your presentation. They must endorse what you’re saying to keep their attention on you. It entails using fewer wordy slides and increasing the number of images to illustrate your arguments better.

4. Practice For The Job Interview Presentation

Although it may seem obvious, people must practice their presentations long enough. Even if you have a better idea than the other interviewees, there’s a considerable possibility the hiring panel will only understand the relevance of your speech if you convey it well. To find the ideal balance, practice with friends or family and ask for feedback on your areas of weakness.

5. Get ready to adjust

It would be best if you rehearsed to project a powerful presence during your presentation. Still, the hiring panel may try to knock you off balance. Consider potential question topics when you draft your presentation. It might assist you in preparing answers that demonstrate that you have thought through the issue.

6. Pay attention to the little things

Once the creation of your presentation is complete, focus on fine-tuning the minor elements. We’ve already discussed the need to speak deliberately. Still, to project confidence, you should also remember to make eye contact and display open body language. Your presentation will go more smoothly if you are more prepared. Ensure you arrive early on the interview day so you can set up your presentation. Ensure your tech gadgets function properly, bring extra batteries for your remote controls, and allow enough time for a final evaluation.

Lastly, you can ensure you deliver a standout presentation showcasing your most substantial skill sets by giving your job interview presentation more thought and preparation.

Job Interview Presentation Examples:

Here are some job interview presentation examples of a presentation template to assess a candidate’s ability to teach by having them give thesis statements:

What Is A thesis statement?

Introduction.

Brad Cooper

As a seasoned academic writer, I plan to teach English in middle schools. A thesis statement is a crucial sentence that sums up your paper’s central topic. I will define a thesis statement today and give you an example to see what one may look like in an academic work.

Defining a thesis statement

A thesis statement is a sentence that exposes the reader to the primary idea of a paper or essay in the opening paragraph. Your thesis statement is one of the most crucial sentences in your work and one of the first things the reader will see, but it may also be one of the most difficult to compose! 

An example of a thesis statement

It is an illustration of a thesis statement for a literary devices-related English paper: The central premise of this novel is that hardship can lead to triumph with hard effort and perseverance; the author presents this idea through metaphors and foreshadowing.

As I explained in my presentation today, a thesis statement is a paper’s central notion. Since it’s an essential component of the writing process, young children must know this subject as soon as possible. I appreciate your attention to my presentation. Do you have any questions concerning my credentials or the information I provided? I would be happy to help.

Job Interview Presentation Templates

SlideUpLift is well-known for its vast collection of expertly designed PowerPoint templates covering a wide range of subjects and businesses. One notable category within its repertoire is the Job Interview Presentations section. Here, you can find templates explicitly tailored for interview scenarios, enabling seamless presentations during job interviews such as job interview presentation examples. These templates come in various styles, such as making dynamic employee profiles and using the STAR system to highlight skills. 

Interview Resume Presentation PowerPoint Template

The Interview Resume Presentation PowerPoint Template aims to help people with different professional backgrounds increase their chances of getting hired. This template consists of 11 slides, including all the relevant information that a job seeker should include in their resume to seek an excellent job. Job seekers, interns or students, professionals looking for a promotion, independent contractors, consultants, etc. can all use it.

Presentation Agenda PowerPoint Template

The Presentation Agenda PowerPoint template is valuable for incorporating a structured agenda into your job interview presentation. The Agenda Presentation template features four dedicated agendas, providing a clear, organized layout highlighting key topics. The slide can be included in your presentation, allowing you to communicate the issues to be covered effectively. Whether you are outlining the interview process, presenting key points, or discussing specific aspects, this template ensures a professional and visually appealing agenda for a presentation.

Star Job Interview Presentation Template

The Star Interview PowerPoint template adopts a structured format featuring four blocks: Situation, Task, Action, and Results. 

This template is tailored for interviews or presentations using the STAR (Situation, Task, Action, Results) method to assess or communicate experiences. Each block provides dedicated space to articulate the specific Situation, Task at hand, Actions taken, and Results achieved.

30 60 90 Day Plan for Interview PowerPoint Template

A 30 60 90 Day Plan for an interview presentation is a structured outline that illustrates your intentions and proposed actions during the first three months of your employment in a new role. It’s a tool used to demonstrate your understanding of the position, your strategic thinking, and your ability to set goals and achieve them.

Animated Job Interview Presentation PowerPoint Template

This is another amazing resume PowerPoint template for you. The unique thing is that it comes with animations. These Animations make your presentation more exciting and attractive for the audience. Download it and customize it as per your requirements. Add your details, and you are good to go.

With all the information and tips in this detailed article, you can end your worries and prepare for your job interview presentation like a pro . You now possess all the specific presenting advice needed to ace the interview. If the design aspect overwhelms you, peruse our vast collection of PowerPoint Presentation templates and select particular components (such as data charts, shapes, and diagrams) to give your presentation the best visual appeal.

How long should my job interview presentation be?

Aim for a concise presentation, typically lasting 5-10 minutes, to maintain audience engagement.

What's the best way to conclude my job interview presentation?

The best way to conclude your job interview presentation is by summarizing key points, expressing enthusiasm for the role, and opening the floor for any questions from the interview panel.

What should be the key focus of my job interview presentation?

Prioritize showcasing your skills and experiences and how they align with the job requirements and company values.

How can I handle questions during or after the presentation for interview?

Be prepared for questions by anticipating potential inquiries related to your content, experiences, or the role.

How can SlideUpLift benefit me in preparing a job interview presentation?

SlideUpLift provides a wide array of professionally designed PowerPoint templates, including specific templates for job interview presentations. This resource can significantly help you create a standout and impactful interview pitch.

Table Of Content

Related presentations.

Resume Templates Collection

30 60 90 Day Plan For Interview Presentation Template

STAR Interview Presentation Template

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• InterviewPenguin.com – Your best job interview coach since 2011

Demonstrate Your Skills in an Interview with a PowerPoint Presentation

Extra effort brings extra results . Everything you do before, during, and after your interview, matters at the end of the hiring process. To prepare a PowerPoint presentation is definitely a good idea–especially when you can use it to demonstrate your knowledge of the job , or to showcase a successful project which you completed . Job seekers typically prepare one of the following presentations:

• Work portfolio – the presentation gives a brief insight on your career, the jobs you’ve had, the projects you managed, and the things you achieved and learned while working on them. Portfolio is especially useful for people who apply for technical jobs, such as graphic designer, project manager, web developer, application developer, marketing manager, cook , etc.
• Presentation of a specific project – for example if you apply for job in software development company, you can prepare a PowerPoint presentation of one of the projects you led. From first draft and planning of the application through setting milestones to completing them. Such a presentation helps you to demonstrate your excellent pm skills.

* Do not forget to check also: Project Manager Interview Questions .

Table of Contents

Ask them whether you can use a presentation

A presentation is an effective way of demonstrating your skills, and if you do it in a right way, you will benefit from having it in an interview. Nevertheless, you should always ask the interviewers whether you can do the presentation.

Many hiring managers have their own way of doing things, they follow a strict interview template with each job candidate, and they have a packed schedule from morning to evening. In such a case may not allow you to show your presentation–simply because they want to follow the very same interview template with each job candidate –either everyone shows their PowerPoint presentation, or no one will.

Bearing this in mind, you should call them before the interview and ask about an option to show the PowerPoint presentation. Remember that even if they do not allow you to do it, they will appreciate the idea , and the extra effort you made to prepare something for your interview. All HR managers love the “I do more” attitude.

How to prepare a presentation

From a software point of view, you will find good tutorials on YouTube , and learn how to prepare a great-looking PowerPoint presentation with ease. From the content point of view, check our interview portfolio article to understand what you should include on your presentation, and what you should rather avoid.

Practice makes perfect, bad presentation can kill your chances

It happened to me several times that a job applicant brought their laptop to the interview, and they delivered their presentation. We did not agree about this upfront, but I never follow a strict template in job interviews, and I like applicants that do something more while trying to succeed. Therefor I let them to deliver the presentation.

More often than not, however, the presentation had very little to do with the job offer. Or, even worse, the way they delivered it uncovered their weaknesses in terms of their communication, presentations, or project management skills. Take my advice: Practice your presentation before an interview, and make sure that it relates to the job you try to get. Honestly, no presentation is better than a bad one.

Do not put us under pressure, let us lead the interviews

Most interviewers have an exact schedule for their interviews, and the template, and they try to follow both of them. You should not interrupt them at the beginning and tell that you want to present your portfolio, or certain project with the help of MS PowerPoint.

You should wait for a good time , and a good time comes when:

• We ask about your working experience.
• At the end of the interview, when everything else has been said and done.
• When they ask you a practical question, and the answer can be explained with the help of your presentation (this is actually the best time to suggest doing it).

Conclusion and next steps

Wait for the right time. It may come, and it may not come. Maybe everything goes well, and you won’t even need the presentation to get a job . Do not press the issue, do not try to do the presentation at all costs.

If you get a chance to show us your presentation, ensure that the content relates to the job offer, and demonstrates the value you can bring to our company. Practice your presentation beforehand , and ensure you’d deliver it in a best possible way–showing your strong presentation and communication skills.

While the presentation can help you greatly with your efforts to get a job, other things matter as well in an interview. Let’s prepare for them together:

• How to answer interview questions – Not only WHAT you say, but also HOW you say it matters in an interview.
• Salary negotiation tips – Learn how to get the best possible salary offer at the end of your job interview.
• How to overcome interview nerves – Feeling anxious before your interview? You are not alone, and we will show you how to solve this problem.
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30 IT Project Manager Interview Questions and Answers

Common IT Project Manager interview questions, how to answer them, and example answers from a certified career coach.

As an IT project manager, your ability to juggle multiple tasks, lead diverse teams, and deliver complex projects on time and within budget is essential. But before you can showcase those skills in the workplace, you need to ace that all-important interview.

We’ve got you covered with some key insights into common questions asked during IT project management interviews, along with helpful tips on how to answer them.

1. Can you describe your experience with various project management methodologies, such as Agile, Scrum, and Waterfall?

Diving into your experience with different project management methodologies gives interviewers insight into your adaptability, knowledge, and ability to work effectively in different environments. As an IT Project Manager, you’ll likely encounter projects that require different approaches, so showcasing your understanding of these methodologies and how you’ve successfully applied them demonstrates your versatility and skill in managing diverse projects.

Example: “Throughout my career as an IT Project Manager, I have had the opportunity to work with various project management methodologies, each offering unique advantages depending on the project’s nature and requirements.

My experience with Agile has been particularly valuable in projects that require flexibility and adaptability. In these cases, I’ve found that Agile allows for continuous improvement through iterative development cycles, enabling the team to respond effectively to changing client needs or market conditions.

On the other hand, I have also managed projects using Scrum, which is a specific framework within Agile. Scrum emphasizes collaboration, transparency, and rapid delivery of high-quality software. My role as a Scrum Master involved facilitating daily stand-ups, sprint planning meetings, and retrospectives, ensuring that the team stayed focused on delivering value to the customer.

For more traditional projects with well-defined requirements and a clear path to completion, I have utilized the Waterfall methodology. This approach involves breaking down the project into distinct phases, such as design, development, testing, and deployment, with each phase completed before moving on to the next. While this method may not offer the same level of flexibility as Agile or Scrum, it provides a structured and predictable process that can be beneficial in certain situations.

Each methodology has its strengths and weaknesses, and my ability to adapt and choose the most suitable approach based on the project’s specific needs has been instrumental in achieving successful outcomes.”

2. What project management software have you used in the past, and which do you prefer?

Project management software is a critical tool in keeping IT projects organized, on schedule, and within budget. Interviewers ask this question to gauge your familiarity with these tools and to see if you can adapt to the company’s preferred software. Your preference also provides insight into your working style and how well you can streamline project management processes.

Example: “Throughout my career as an IT Project Manager, I have used various project management software tools such as Microsoft Project, Trello, and Asana. Each tool has its unique strengths and is suitable for different types of projects.

Personally, I prefer using Microsoft Project for complex, large-scale projects due to its robust features like Gantt charts, resource allocation, and detailed reporting capabilities. It allows me to effectively manage multiple tasks, dependencies, and deadlines while keeping track of the overall progress. However, for smaller projects or when working with teams that require a more visual and collaborative approach, I find Trello and Asana to be excellent choices. They offer user-friendly interfaces and are great for fostering team communication and collaboration.

Ultimately, my preference depends on the specific needs and requirements of the project at hand, and I am comfortable adapting to any tool that best serves the project’s objectives.”

3. How do you ensure that all stakeholders are kept informed about a project’s progress?

Keeping stakeholders informed is essential for a project’s success, as their support and input can directly impact the project’s outcome. Interviewers want to know if you have the communication skills and strategies necessary to effectively engage with stakeholders, provide regular updates, and manage their expectations. Demonstrating your ability to maintain open lines of communication and foster collaboration can set you apart as a strong IT project manager candidate.

Example: “As an IT Project Manager, I believe that clear and consistent communication is key to keeping stakeholders informed about a project’s progress. To achieve this, I establish a communication plan at the beginning of each project, outlining the frequency, format, and channels for updates.

I typically use a combination of regular status meetings, email updates, and shared project management tools to keep everyone in the loop. Status meetings provide a platform for discussing progress, addressing concerns, and making decisions collaboratively. Email updates offer a concise summary of milestones achieved, upcoming tasks, and any potential risks or issues. Shared project management tools allow stakeholders to access real-time information on the project’s status whenever they need it.

This multi-channel approach ensures that all stakeholders are well-informed and engaged throughout the project lifecycle, fostering collaboration and promoting transparency.”

4. Describe a time when you had to manage a project with limited resources. How did you handle it?

Resource constraints are a common challenge in the IT project management world. By asking this question, interviewers want to gauge your ability to think creatively, prioritize tasks, and allocate resources effectively. Demonstrating that you can deliver successful results under pressure and with limited resources showcases your adaptability, problem-solving skills, and commitment to meeting objectives.

Example: “I once managed a project where we had to implement a new software system for our client within a tight deadline and with limited resources. To handle this situation, I first conducted a thorough analysis of the available resources and identified critical tasks that required immediate attention.

I then prioritized these tasks based on their impact on the overall project timeline and allocated resources accordingly. This involved reassigning team members from non-critical tasks to focus on high-priority areas and negotiating with stakeholders to adjust expectations for certain deliverables. Additionally, I closely monitored progress and maintained open communication with the team to address any issues or roadblocks promptly.

As a result, we were able to complete the project on time and within budget, despite the resource constraints. The experience taught me the importance of effective planning, prioritization, and adaptability when managing projects with limited resources.”

5. How do you prioritize tasks within a project?

A key responsibility of an IT Project Manager is to manage multiple tasks and deadlines effectively. With competing priorities, it’s essential to have a structured approach to ensure projects are completed on time and within budget. Interviewers ask this question to gauge your ability to evaluate tasks, allocate resources, and make informed decisions that contribute to the overall success of a project. They want to know if you can maintain focus on what’s most important while juggling various tasks and responsibilities.

Example: “When prioritizing tasks within a project, I first identify the critical path by analyzing dependencies and determining which tasks have the most significant impact on the overall project timeline. This helps me focus on activities that must be completed on time to avoid delays in subsequent tasks.

Once the critical path is established, I consider factors such as resource availability, stakeholder requirements, and potential risks when assigning priorities to remaining tasks. For instance, if certain resources are limited or only available during specific periods, I prioritize tasks requiring those resources accordingly. Additionally, I take into account any deadlines imposed by stakeholders or external factors, ensuring that high-priority deliverables are addressed promptly.

Throughout the project, I continuously monitor progress and reevaluate task priorities as needed, making adjustments based on changing circumstances or new information. This dynamic approach allows me to maintain an efficient workflow and ensure timely completion of all project tasks.”

6. What strategies do you use to keep team members motivated and engaged throughout a project?

Maintaining motivation and engagement is key to a project’s success, and hiring managers want to know that you have a plan for keeping your team on track. As an IT project manager, your ability to foster a positive working environment and maintain open communication channels can boost morale and productivity. Demonstrating that you have a range of strategies to engage team members and keep them invested in the project’s outcome is essential to showcasing your leadership qualities.

Example: “One strategy I use to keep team members motivated and engaged is setting clear expectations and goals from the beginning of a project. This helps everyone understand their roles, responsibilities, and how their work contributes to the overall success of the project. Regular check-ins and progress updates also ensure that everyone stays on track and feels involved in the process.

Another approach I take is fostering open communication within the team. Encouraging team members to share ideas, ask questions, and provide feedback creates an environment where they feel valued and heard. Additionally, recognizing individual achievements and celebrating milestones as a team boosts morale and reinforces a sense of camaraderie among team members. These strategies have proven effective in maintaining motivation and engagement throughout my projects.”

7. Have you ever had to deal with a difficult team member? If so, how did you handle the situation?

A project manager’s role often involves managing a diverse group of team members with varying skills, personalities, and work styles. Your ability to navigate interpersonal conflicts and maintain a productive team dynamic is essential to the overall success of a project. By sharing a specific example of how you’ve effectively dealt with a challenging team member, you demonstrate your problem-solving skills, emotional intelligence, and leadership abilities.

Example: “Yes, I have encountered a difficult team member in the past. In one particular project, we had a developer who was highly skilled but often missed deadlines and struggled with communication. Instead of immediately escalating the issue to higher management, I decided to first address it directly with the individual.

I scheduled a private meeting with the team member to discuss their performance and understand any underlying issues that might be causing these challenges. During our conversation, I discovered that they were overwhelmed by their workload and felt unsupported by other team members. To help alleviate this situation, we collaboratively developed an action plan which included redistributing some tasks among the team and providing additional resources for support.

This approach not only improved the team member’s performance but also fostered better communication within the entire team. It demonstrated the importance of addressing conflicts proactively and finding solutions that benefit both the individual and the overall project success.”

8. Can you provide an example of a project where you successfully managed scope creep?

Navigating scope creep is a critical skill for any project manager, especially in the IT industry where requirements and expectations can change rapidly. By asking this question, interviewers are assessing your ability to maintain control and balance the project’s objectives with the evolving needs and priorities of stakeholders. Your response will demonstrate your foresight, adaptability, and communication skills, all of which are essential for successful project management.

Example: “Certainly, I once managed a project to develop an internal web application for our sales team. During the initial planning phase, we had clearly defined the scope and objectives of the project with all stakeholders involved. However, as the development progressed, some stakeholders began suggesting additional features that they believed would enhance the application’s functionality.

To address this potential scope creep, I first ensured that any new feature requests were documented and evaluated based on their impact on the project timeline, budget, and resources. I then organized a meeting with the key stakeholders to discuss these requests and prioritize them according to their alignment with the project’s primary goals. We agreed upon which features could be incorporated without jeopardizing the project’s success and which ones should be deferred to future updates or releases.

This collaborative approach allowed us to manage scope creep effectively while still accommodating valuable input from stakeholders. The project was completed within the original timeframe and budget, and the resulting web application met the needs of the sales team while leaving room for future enhancements.”

9. How do you determine if a project is on track to meet its deadline?

Deadlines are the backbone of project management, and IT projects are no exception. Interviewers want to know if you have an effective process for monitoring progress and ensuring that your team is on schedule to meet their goals. Demonstrating your ability to proactively identify potential roadblocks, prioritize tasks, and adjust timelines as needed will show that you are a skilled project manager who can deliver results on time and within budget.

Example: “As an IT Project Manager, I rely on a combination of monitoring tools and regular communication with team members to determine if a project is on track to meet its deadline. First, I establish a clear project plan with milestones and deadlines for each task, which serves as the foundation for tracking progress.

Throughout the project, I use project management software to monitor task completion and identify any potential bottlenecks or delays. This allows me to have real-time visibility into the project’s status and make data-driven decisions when adjustments are needed.

Moreover, I hold regular check-in meetings with team members to discuss their progress, address any challenges they may be facing, and ensure that everyone has the resources they need to complete their tasks on time. These meetings also provide an opportunity to reevaluate priorities and adjust timelines if necessary. Through this combination of technology and open communication, I can effectively gauge whether a project is on track and take proactive measures to keep it aligned with its deadline.”

10. What steps do you take to mitigate risks during a project?

Risk management is an essential component of successful project management. Interviewers want to know if you have a proactive approach to identifying and addressing potential risks before they escalate into full-blown problems. By asking this question, they’re looking for insights into your planning, problem-solving, and decision-making skills, as well as your ability to maintain control and ensure project success in the face of uncertainty.

Example: “As an IT Project Manager, risk mitigation is a critical aspect of ensuring project success. The first step I take is to identify potential risks early in the planning phase by conducting a thorough risk assessment with my team and relevant stakeholders. This involves brainstorming sessions, reviewing historical data from similar projects, and consulting subject matter experts.

Once we have identified the risks, we prioritize them based on their likelihood of occurrence and potential impact on the project. For each high-priority risk, we develop a contingency plan that outlines specific actions to be taken if the risk materializes. These plans are integrated into the overall project schedule and budget, ensuring resources are allocated appropriately.

Throughout the project lifecycle, I continuously monitor and reassess risks, updating our risk register and adjusting contingency plans as needed. Regular communication with the team and stakeholders about any changes in risk status helps maintain transparency and ensures everyone is prepared to respond effectively if a risk becomes a reality. This proactive approach to risk management has been instrumental in minimizing disruptions and keeping my projects on track.”

11. Describe your experience managing projects with remote or distributed teams.

In today’s increasingly connected world, managing remote or distributed teams is becoming more common. Interviewers want to know if you have the necessary skills to lead and coordinate a team that may be spread out across multiple locations, time zones, or even continents. Demonstrating your ability to effectively communicate, collaborate, and keep everyone on track despite the challenges of distance and differing schedules can showcase your adaptability and leadership skills as an IT project manager.

Example: “Throughout my career as an IT Project Manager, I have managed several projects involving remote or distributed teams. One notable example was a software development project where team members were located across three different time zones. To ensure effective communication and collaboration, we utilized various tools such as video conferencing, instant messaging, and project management platforms.

I made it a priority to establish clear expectations for each team member regarding their roles, responsibilities, and deadlines. Additionally, I scheduled regular virtual meetings to discuss progress, address any challenges, and maintain open lines of communication. This approach allowed us to stay on track with the project timeline and fostered a sense of unity among the team despite the geographical distance. Ultimately, our ability to adapt to working remotely contributed to the successful completion of the project within budget and on schedule.”

12. How do you handle change requests from clients or stakeholders during a project?

As an IT project manager, your ability to adapt to change and manage expectations is vital. When clients or stakeholders request changes during a project, it can impact timelines, budgets, and resources. Interviewers want to know if you have a structured approach to evaluating change requests, communicating the effects on the project, and making decisions that align with the project’s goals while maintaining a positive relationship with those involved.

Example: “When a change request arises during a project, my first step is to assess the impact of the proposed change on the project’s scope, timeline, and budget. I collaborate with the relevant team members to gather their input and evaluate the feasibility of implementing the change.

Once we have a clear understanding of the implications, I communicate our findings to the client or stakeholder, presenting them with options and potential trade-offs. This transparent approach allows for informed decision-making and ensures that all parties are aware of the consequences of the change.

If the change is approved, I update the project plan accordingly, adjusting timelines, reallocating resources, and revising documentation as needed. Throughout this process, I maintain open communication with both the project team and stakeholders to ensure everyone stays aligned and understands the new direction. This structured approach helps me manage change requests effectively while minimizing disruptions to the ongoing project.”

13. What methods do you use for estimating project timelines and budgets?

Estimating project timelines and budgets is a critical skill for an IT Project Manager. Interviewers want to know that you have a clear understanding of the various methods and can apply them effectively to ensure projects are completed on time and within budget. This demonstrates your ability to manage resources, foresee potential challenges, and create realistic expectations for all stakeholders involved in a project.

Example: “To estimate project timelines and budgets, I primarily use a combination of expert judgment and historical data. First, I consult with experienced team members who have worked on similar projects to gather their insights on the required tasks, resources, and potential challenges. This helps me establish a baseline for the project’s scope and complexity.

Then, I analyze historical data from previous projects within the organization that share similarities in terms of size, technology, or industry. This information allows me to identify trends and patterns that can inform my estimates for the current project. Additionally, I consider any constraints or dependencies that may impact the timeline or budget, such as resource availability or external factors.

Throughout the estimation process, I maintain open communication with stakeholders and ensure that they are aware of any assumptions made during the planning phase. This collaborative approach not only increases the accuracy of my estimates but also fosters trust and transparency among the project team and stakeholders.”

14. Can you discuss your experience with IT security and compliance requirements in project management?

Project managers must navigate a complex web of security and compliance requirements—particularly in the IT world, where data breaches and regulatory changes can have serious consequences. By asking about your experience with IT security and compliance, interviewers want to ensure that you not only understand the importance of these requirements but also have the knowledge and skills to effectively integrate them into the projects you oversee. This demonstrates your ability to protect sensitive information and maintain the organization’s reputation.

Example: “Throughout my career as an IT Project Manager, I have managed several projects that required strict adherence to security and compliance requirements. One notable example was a project involving the implementation of a new customer relationship management (CRM) system for a financial institution. Given the sensitive nature of the data being handled, we had to ensure compliance with regulations such as GDPR and PCI DSS.

To achieve this, I collaborated closely with our information security team and legal department to understand the specific requirements and integrate them into our project plan. We conducted regular risk assessments and implemented necessary controls, such as encryption and access restrictions, to safeguard the data. Additionally, I ensured that all team members received appropriate training on security best practices and were aware of their responsibilities in maintaining compliance.

This proactive approach to security and compliance not only helped us successfully complete the project but also instilled confidence in our stakeholders that we were effectively managing risks associated with handling sensitive data.”

15. How do you ensure quality assurance throughout a project’s lifecycle?

Quality assurance is a critical element in any IT project, as it helps to identify and resolve potential issues before they escalate, ensuring the final product meets the desired standards. Interviewers want to know that you, as a project manager, are capable of implementing and overseeing quality assurance processes effectively. This includes your ability to coordinate with team members, establish checkpoints, and use appropriate tools and methodologies to maintain high standards throughout the project’s lifecycle.

Example: “Quality assurance is an integral part of any project, and as an IT Project Manager, I implement a proactive approach to ensure quality throughout the project’s lifecycle. First, I establish clear objectives and requirements with stakeholders during the planning phase, which helps set expectations and define success criteria.

During the execution phase, I employ continuous monitoring and regular progress reviews to identify potential issues early on. This involves working closely with the development team, conducting code reviews, and utilizing automated testing tools to detect errors or inconsistencies. Additionally, I encourage open communication within the team, fostering a culture where everyone feels comfortable raising concerns about potential quality issues.

As we approach the final stages of the project, I coordinate user acceptance testing (UAT) with end-users to validate that the solution meets their needs and adheres to the established requirements. Finally, after deployment, I conduct post-implementation reviews to assess overall performance and gather feedback for future improvements. This comprehensive approach ensures consistent quality assurance throughout the entire project lifecycle.”

16. Describe a time when a project you were managing faced significant challenges. How did you overcome them?

Being a successful IT project manager often means navigating through uncertain waters and overcoming obstacles. Interviewers ask this question to gauge your problem-solving skills, adaptability, and leadership qualities when faced with a challenging situation. They want to see how you take charge, make decisions, and rally your team to find solutions to achieve the project’s goals despite setbacks.

Example: “During a recent software development project, we faced significant challenges when our lead developer unexpectedly resigned midway through the project. This left us with a knowledge gap and potential delays in meeting our deadlines. To overcome this challenge, I took several steps to ensure the project’s success.

First, I reassessed the remaining team members’ skills and expertise, identifying areas where we could redistribute tasks based on their strengths. Next, I communicated the situation transparently to all stakeholders, including senior management and clients, setting realistic expectations for revised timelines and deliverables. I also reached out to my professional network to find a suitable replacement for the lead developer role as quickly as possible.

Once we onboarded the new lead developer, I organized a series of knowledge transfer sessions between them and the existing team members to bring them up to speed on the project. We then re-evaluated our project plan, incorporating additional resources and adjusting milestones accordingly. Through proactive communication, resourceful problem-solving, and effective teamwork, we were able to overcome these challenges and successfully complete the project within an acceptable timeframe.”

17. What role does documentation play in your project management process?

Documentation is the backbone of effective project management, and interviewers want to ensure you understand its significance. A well-documented project ensures that all stakeholders have a clear understanding of the project’s scope, timeline, and deliverables. It also serves as a reference point for tracking progress, addressing potential issues, and maintaining consistency throughout the project lifecycle. As an IT Project Manager, your ability to create, maintain, and utilize documentation is essential for successful project execution and team collaboration.

Example: “Documentation plays a critical role in my project management process, as it serves multiple purposes throughout the project lifecycle. First and foremost, documentation helps establish clear expectations and guidelines for all stakeholders involved. This includes project scope, objectives, timelines, roles and responsibilities, and communication plans.

Furthermore, documentation acts as a reference point to track progress and measure performance against initial goals. It enables me to identify potential risks or deviations from the plan early on and take corrective actions accordingly. Additionally, maintaining up-to-date documentation ensures that knowledge is preserved and easily accessible, facilitating smooth handovers between team members and providing valuable insights for future projects.

In summary, effective documentation contributes significantly to the success of a project by promoting transparency, accountability, and continuous improvement within the team.”

18. How do you balance multiple projects simultaneously while ensuring each receives adequate attention?

Balancing priorities is a critical skill for any IT project manager, and the ability to juggle multiple projects concurrently is vital for success in this role. By asking this question, interviewers want to gauge your ability to manage competing demands, allocate resources effectively, and keep a keen eye on each project’s progress—ensuring you can deliver quality results on time and within budget.

Example: “Balancing multiple projects requires effective time management, prioritization, and communication. First, I create a detailed project plan for each project, outlining milestones, deadlines, and resources required. This helps me visualize the overall timeline and identify any potential conflicts or overlapping tasks.

To ensure adequate attention to each project, I prioritize tasks based on their urgency and importance. I use tools like Gantt charts and project management software to track progress and allocate my time efficiently. Regular check-ins with team members help me stay informed about their workload and address any issues that may arise.

Communication is key in managing multiple projects. I maintain open lines of communication with stakeholders and team members across all projects, providing updates and addressing concerns promptly. This proactive approach allows me to anticipate challenges, adjust plans as needed, and keep everyone aligned with the project goals.”

19. Can you provide an example of a successful IT project you’ve managed from start to finish?

When asking this question, interviewers are looking for evidence that you have the skills, experience, and expertise to handle complex IT projects. They want to know that you can manage the entire project life cycle, from planning to execution and closure, while keeping the project on time, within budget, and meeting quality standards. Sharing a success story will demonstrate your ability to effectively lead a team, make informed decisions, and adapt to challenges that may arise during the project.

Example: “Certainly, one of the most successful IT projects I managed was the implementation of a new customer relationship management (CRM) system for a mid-sized company. The project’s primary goal was to streamline sales and marketing processes while improving data accessibility and collaboration between departments.

I began by assembling a cross-functional team that included representatives from sales, marketing, IT, and finance. We worked together to identify key requirements and select an appropriate CRM solution that met the organization’s needs. Once we had chosen the software, I developed a detailed project plan outlining tasks, timelines, and resources required for each phase of the project.

During the execution phase, I closely monitored progress, addressed any issues or risks that arose, and ensured effective communication among all stakeholders. This involved conducting regular status meetings, providing updates to senior management, and facilitating training sessions for end-users. Upon completion, we successfully migrated existing data into the new CRM system and seamlessly integrated it with other critical business applications. The project was delivered on time and within budget, resulting in improved efficiency, better interdepartmental collaboration, and increased overall customer satisfaction.”

20. What strategies do you employ to manage stakeholder expectations effectively?

Employers ask this question because they want to ensure you have the ability to navigate the complexities of stakeholder relationships. As an IT Project Manager, you will need to manage expectations from various stakeholders, including team members, clients, and upper management. Demonstrating your ability to handle these relationships effectively and maintain open communication channels is critical to the success of any IT project.

Example: “To manage stakeholder expectations effectively, I employ a combination of clear communication and proactive engagement. First, at the beginning of a project, I ensure that all stakeholders are involved in defining the project scope and objectives. This helps create a shared understanding of what the project aims to achieve and sets realistic expectations from the outset.

Throughout the project lifecycle, I maintain regular communication with stakeholders through status updates, meetings, and progress reports. This transparency allows me to address any concerns or changes in expectations promptly. Additionally, I actively seek feedback from stakeholders and involve them in decision-making processes when appropriate, fostering a sense of ownership and collaboration.

By combining these strategies, I can effectively manage stakeholder expectations, ensuring that everyone is aligned on the project’s goals and progress, ultimately leading to successful project outcomes.”

21. How do you stay current with industry trends and emerging technologies relevant to IT project management?

Staying ahead of the curve is essential for any IT project manager, as the industry is constantly evolving with new technologies and methodologies. Interviewers ask this question to gauge your commitment to professional development and your ability to adapt to an ever-changing landscape. They want to ensure that you’re proactive in keeping your knowledge and skills up-to-date, which will ultimately contribute to the success of the projects you manage.

Example: “Staying current with industry trends and emerging technologies is essential for effective IT project management. I use a combination of methods to ensure that I’m up-to-date on the latest developments in the field. First, I subscribe to reputable technology news websites and blogs, such as TechCrunch, Wired, and CIO.com, which provide valuable insights into new advancements and best practices.

Furthermore, I participate in professional networking groups and attend conferences focused on IT project management, where I can learn from my peers and engage in discussions about innovative solutions and strategies. These events also offer opportunities to hear from industry experts and thought leaders who share their experiences and knowledge.

Another way I stay current is by taking advantage of online courses and certifications related to project management methodologies and tools. This not only helps me expand my skillset but also ensures that I am familiar with the most recent updates and improvements in project management frameworks and software. Through these efforts, I can confidently apply the latest techniques and technologies to deliver successful projects while staying ahead in the ever-evolving IT landscape.”

22. Describe your experience working with cross-functional teams, including non-technical stakeholders.

Collaboration and communication are essential aspects of IT Project Management. Employers want to see that you have experience navigating the complexities of working with diverse teams, which may include non-technical members. Demonstrating your ability to bridge the gap between technical and non-technical stakeholders, while keeping everyone informed and engaged, shows that you possess the leadership and adaptability required for a successful IT Project Manager.

Example: “As an IT Project Manager, I have had the opportunity to work with cross-functional teams on various projects. One notable example was when we implemented a new CRM system for our sales and marketing departments. The project involved collaboration between IT, sales, marketing, and finance teams.

I took the lead in facilitating communication among all stakeholders, ensuring that everyone understood their roles and responsibilities. This included conducting regular meetings, providing updates on progress, and addressing any concerns or questions from non-technical team members. I made sure to explain technical concepts in layman’s terms so that everyone could grasp the implications of decisions being made. Additionally, I worked closely with department heads to align the project goals with overall business objectives, making certain that the new CRM system would meet the needs of each department while also driving efficiency and growth for the company as a whole. This collaborative approach resulted in a successful implementation that improved interdepartmental workflows and contributed to achieving our broader organizational goals.”

23. How do you handle project delays or setbacks?

Dealing with project delays and setbacks is an inevitable part of any project management role, including IT. When interviewers ask this question, they want to know whether you can adapt to changing circumstances, maintain the team’s morale, and still deliver results even when things don’t go according to plan. Your ability to identify issues, communicate effectively, and implement solutions is essential in ensuring the overall success of a project.

Example: “When faced with project delays or setbacks, my first step is to assess the situation and identify the root cause. This involves gathering information from team members, reviewing progress reports, and analyzing any external factors that may have contributed to the issue.

Once I’ve identified the cause, I work closely with the team to develop a plan to address the problem and mitigate its impact on the overall project timeline. This might involve reallocating resources, adjusting deadlines, or implementing alternative solutions. Throughout this process, I maintain open communication with stakeholders, keeping them informed of the situation and our proposed actions.

It’s essential to learn from these experiences and continuously improve our processes. After resolving the setback, I conduct a post-mortem analysis with the team to identify lessons learned and implement preventive measures for future projects. This proactive approach helps minimize the occurrence of similar issues and ensures we deliver successful outcomes despite challenges along the way.”

24. What is your approach to resource allocation and capacity planning for IT projects?

Resource allocation and capacity planning are critical components of successful IT project management. Interviewers ask this question to gauge your ability to efficiently allocate resources, manage team members’ workloads, and plan for potential challenges. Demonstrating your ability to balance competing priorities and optimize resources for maximum productivity not only showcases your project management skills but also highlights your strategic thinking and problem-solving abilities.

Example: “My approach to resource allocation and capacity planning begins with a thorough understanding of the project scope, timeline, and requirements. I start by breaking down the project into smaller tasks and estimating the effort required for each task. This helps me identify the necessary skill sets and resources needed to complete the project successfully.

Once I have a clear picture of the resource requirements, I collaborate with team leads and department heads to assess the availability of resources within the organization. In cases where internal resources are insufficient or unavailable, I explore options such as outsourcing or hiring temporary staff. Throughout the project, I continuously monitor progress and resource utilization, making adjustments as needed to ensure optimal efficiency and timely completion.

Effective communication is key in this process. I maintain open lines of communication with all stakeholders, providing regular updates on resource allocation and any potential bottlenecks that may impact the project’s success. This proactive approach allows me to address issues early on and ensures that the project stays on track while aligning with overall business goals.”

25. Can you discuss a time when you had to make a critical decision under pressure during a project? What was the outcome?

This question is designed to gauge your ability to handle stress and make decisive, informed choices when faced with challenges during a project. As an IT Project Manager, you’re expected to lead your team through unforeseen obstacles and ensure smooth progress towards project goals. Showcasing your ability to successfully navigate high-pressure situations and make sound decisions demonstrates your adaptability, leadership, and problem-solving skills, which are all essential for this role.

Example: “During a software development project, we encountered an unexpected issue with the integration of two critical systems just a week before the scheduled launch. The problem threatened to delay the entire project and impact our client’s operations. As the IT Project Manager, I had to make a quick decision on how to proceed.

I gathered my team for an emergency meeting to assess the situation and explore possible solutions. We identified two options: either implement a temporary workaround that would allow us to meet the deadline but require additional work later or postpone the launch to address the issue properly. After carefully considering the risks and potential impacts on the client, I decided to propose a short postponement of the launch date to ensure a seamless integration without compromising the quality of the final product.

I communicated this recommendation to the stakeholders, explaining the rationale behind it and emphasizing the long-term benefits of addressing the issue correctly. They appreciated our transparency and agreed to the revised timeline. In the end, we resolved the integration issue within the extended timeframe, and the project was successfully launched with minimal disruption to the client’s operations. This experience reinforced the importance of making informed decisions under pressure while prioritizing the best interests of the project and the client.”

26. How do you ensure that lessons learned from previous projects are applied to future initiatives?

Learning from past experiences is a key aspect of continuous improvement in project management. Interviewers want to know that you have the ability to analyze past projects, identify areas that can be improved, and apply those lessons to future initiatives. This demonstrates your commitment to growth and adaptability, which are essential qualities for an effective IT project manager.

Example: “To ensure that lessons learned from previous projects are applied to future initiatives, I implement a structured process for capturing and sharing knowledge. After the completion of each project, I conduct a thorough post-mortem analysis with my team, where we discuss what went well, what could have been improved, and any challenges faced during the project lifecycle.

Once we’ve identified key takeaways, I document these lessons in a centralized repository accessible to all relevant stakeholders. This allows us to reference past experiences when planning new projects and helps prevent repeating mistakes or overlooking successful strategies. Additionally, I incorporate these learnings into our standard operating procedures and training materials, ensuring that both current and future team members can benefit from this accumulated knowledge.

As part of the project initiation phase, I make it a point to review the lessons learned from similar past projects with my team. This practice not only reinforces the importance of continuous improvement but also sets the stage for proactive problem-solving and informed decision-making throughout the project’s duration.”

27. Describe your experience with vendor management and contract negotiations.

Navigating the complex world of vendor relationships and contract negotiations is a critical skill for IT project managers. Interviewers want to know that you can effectively make decisions about which vendors to work with, negotiate favorable terms for your organization, and manage those relationships throughout the project lifecycle. Demonstrating your expertise in this area shows that you can help ensure successful project outcomes while also contributing to the financial stability of the company.

Example: “Throughout my career as an IT Project Manager, I have had the opportunity to work with various vendors and manage contracts for software, hardware, and services. My experience in vendor management includes evaluating potential suppliers based on their capabilities, pricing, and reputation, as well as monitoring their performance throughout the project lifecycle.

When it comes to contract negotiations, I focus on achieving a balance between cost-effectiveness and quality of service. This involves conducting thorough research on market rates and trends, understanding our organization’s specific needs, and leveraging that knowledge during discussions with vendors. I also ensure that all contractual terms are clearly defined, including deliverables, timelines, payment schedules, and any penalties or incentives tied to performance. This comprehensive approach has consistently resulted in successful partnerships with vendors, ultimately contributing to the overall success of the projects I’ve managed.”

28. Have you ever had to manage a project that was behind schedule or over budget? If so, how did you handle it?

Project management is all about anticipating and handling challenges. The reality is that many projects face setbacks, such as delays or resource constraints. Interviewers want to know if you have the experience and skills to navigate these challenges while keeping your team on track and delivering successful outcomes. Your ability to effectively address and mitigate issues that arise during a project demonstrates your adaptability, problem-solving capabilities, and leadership qualities.

Example: “Yes, I have encountered a project that was both behind schedule and over budget. To address the situation, I first conducted a thorough analysis to identify the root causes of these issues. This involved reviewing the project plan, resource allocation, and communication channels among team members.

Once I had a clear understanding of the problems, I called for a meeting with key stakeholders and team leads to discuss my findings and collaboratively develop an action plan. We prioritized tasks based on their impact on the overall project goals and reassigned resources where necessary to ensure critical milestones were met. Additionally, we implemented more frequent progress updates and check-ins to maintain transparency and quickly address any emerging challenges.

Through this collaborative approach and proactive problem-solving, we managed to get the project back on track while minimizing the impact on the final deliverables. The experience reinforced the importance of continuous monitoring, open communication, and flexibility in managing complex IT projects.”

29. What role does continuous improvement play in your project management process?

Continuous improvement is the key to ensuring that project management processes remain effective, efficient, and agile. Interviewers want to know if you, as an IT Project Manager, are committed to regularly assessing and refining your methods. This shows that you are adaptable, open to feedback, and focused on optimizing project outcomes in a constantly evolving technological landscape.

Example: “Continuous improvement is an essential aspect of my project management process, as it helps ensure that projects are executed more efficiently and effectively over time. I incorporate continuous improvement by regularly reviewing the performance of ongoing projects and analyzing completed ones to identify areas for potential enhancement.

During a project’s lifecycle, I hold regular team meetings to discuss progress, challenges, and any lessons learned so far. This allows us to make real-time adjustments and improvements to our processes, enhancing overall project performance. After a project’s completion, I conduct a thorough post-mortem analysis with the team to identify what went well and where we can improve in future projects.

This approach not only fosters a culture of learning and growth within the team but also contributes to better alignment with business goals and increased stakeholder satisfaction. Ultimately, continuous improvement enables us to deliver higher-quality results while optimizing resources and reducing risks.”

30. In your opinion, what qualities are essential for an effective IT Project Manager?

Asking about essential qualities for an IT Project Manager allows hiring managers to gauge your understanding of the role and your ability to self-assess. Project management in IT requires a mix of technical knowledge, leadership abilities, and interpersonal skills. Demonstrating that you recognize and possess these qualities helps interviewers determine if you have the right mindset and experience to effectively manage projects while balancing team dynamics and stakeholder expectations.

Example: “An effective IT Project Manager should possess strong leadership skills, as they are responsible for guiding the project team towards a common goal. This includes setting clear expectations, providing direction, and motivating team members to perform at their best. Additionally, excellent communication skills are essential, as IT Project Managers need to effectively convey information between technical and non-technical stakeholders, ensuring everyone is on the same page.

Another important quality is adaptability, as IT projects often face unexpected challenges or changes in scope. A successful IT Project Manager must be able to adjust plans and strategies accordingly while maintaining focus on the overall objectives. Finally, having a solid understanding of both the technical aspects and business goals is vital, as it enables the IT Project Manager to make informed decisions that align with the organization’s needs and priorities.”

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