项目管理面试常见 问题及答案.docx
- 文档编号:24975749
- 上传时间:2023-06-03
- 格式:DOCX
- 页数:16
- 大小:24.97KB
项目管理面试常见 问题及答案.docx
《项目管理面试常见 问题及答案.docx》由会员分享,可在线阅读,更多相关《项目管理面试常见 问题及答案.docx(16页珍藏版)》请在冰豆网上搜索。
项目管理面试常见问题及答案
项目管理面试常见问题及答案(Frequentlyaskedquestionsandanswersinprojectmanagementinterview)
Theproblemisorganizedasfollows:
1.knowledgeofprojectmanagementsoftwaretools,
2.techniquesforpreparingprojectplans,
3.peoplemanagementskills
4.communicationskills
5.principlessystemknowledge(lifecycleandprojectmanagement).
Knowledgeofprojectmanagementsoftwaretools
Question1:
whatisthedifferencebetweenthedurationoftheprojectandtheworkload?
Answer1:
durationisthenumberofdaysonthebusiness/calendar,independentofnumberandworkload.Workloadisthejobofpeoplewhohavenothingtodowithcalendardays.Suchas:
Theworkloadofadayistwodaysforapersonwhospends50%ontime.Iftwopeopleworkfull-time,thedurationis1days,andtheworkloadistwoworkingdays.
Question2:
howandwhyshouldweconsiderdependencieswhencompilingprojectplans?
Answer2:
dependingonthepackageused,dependenciescanberepresentedbylinkingtheidentifiersofthetasksandtheirsubsequenttasks.Dependenciesillustraterequirementsforassociation/juxtapositionbetweentasks.Dependencycanmeanthatataskmustbecompletedbeforeanothertaskcanbegin.Forexample,alogicalmodelmustbecompletedbeforethephysicalmodel.Butthetestdoesnotstartafteralltheprogramminghasbeencompleted,andiftheprogramisnotcompleted,ithasnoeffectonthelineartest.
Byaddingdependenciestotheprojectplan,youcanfindthekeypathoftheprojectanddetermineitsimpactontheprojectduration.
Question3:
howdoyoucombinethepaceofworkwithyourplans?
Answer3:
accordingtothespecifictoolsusedbyorganizations,youcansplitresourcesintosmallerresources/units,oryoucansplittasksintosmallertasks.
Question4:
howdoyoucombinetraining,holidays,andpersonaleducationalschedules?
Answer4:
eachproducthasacompany/globalcalendarindicatingthenumberofdayswithoutwork.Eachproductalsohasapersonalresourcecalendarthatindicatesthetimethatindividualdoesnotwork.Ifprojectsneededucationandtraining,theyshouldbewrittenonprojectplansliketasks.
Question5:
howdoyouarrangesimilarstatusmeetingsthroughouttheproject,butonlywithminimaltimeandeffort?
Answer5:
itwillbeaslongasthewholeproject,andthepercentageoftheworkisverysmall.Eachpersonassignedtothetaskspendsaverylowpercentageofhistimeonthetask.
Question6:
whatisthevalueofthelivereportontheplanandtheactualcomparisonwiththeoriginalestimate?
Answer6:
accordingtothespecifictoolsusedbytheorganization,eachtoolinputsindependentelement/domaininformationforthelivereport.Youcanalsocategorizereportstoillustrateteammembersandotherrelatedgroupsaboutchangesincriticalpathsortimelines.Thesereportsarevaluabletotheachievedworkevaluationsandasinputstothenextprojectorphaseoftheproject.Anothervaluableuseforcomparingestimatesandlivereportsistorecordtheimpactofscopechangesontheproject.
Skillsinprojectplanning
Question7:
whydoyoumakeaprojectplan?
Answer7:
projectplanisaroadmaptoachieveasuccessfulsystem.Itprovidesameanstoinformeveryonewhattheywantthemtodoandwhentheywillfinish.Ithelpsprojectmanagerstoenablemanagement,businessusersandsupportgroupstounderstandprojectstatusandtoadjustspecialresources.Alistofitemsitemizedtoassistinaquickassessmentoftheimpactofanychange.Whenthelivereportislinkedtotheplan,theprojectplanprovidesusefulinformationfortaskdelineationandestimationoffutureprojects.
Question8:
howwillyouproceedwiththeprojectplan?
Answer8:
processplanningisanart.Basedontheknownfactsaboutthebusinessobjectives,thecompany'sgeneralstandards,andthepastexperiencethatcanbeused.Youcanstartwithacleardefinitionofscopeandgoals.Documenttherisksandconstraintsoftheproject.Poorestimatesstemfromalackofunderstandingofbusinessknowledgeandscopeoftheproject.Youcanstartwiththeprojecttaskdecomposition,forexample,dividethephasesfirst,
Thendefinetheactivitiesofeachphaseanddefinethetasksineachactivity.Identifyanddocumentmilestonesanddeliverables.Theprojectplanisalifefilethatisconstantlyrefinedwheninformationbecomesavailable.Agoodtrackrecordofprogressisbeneficialtoprojectmanagers,developmentteams,supportteams,andmanagement,businessusers.
Question9:
howareyougoingtoworkouttheprojectplan?
Answer9:
enterthedefinedtaskundertheappropriateactivitiesandphasesorothergeneralizationsofthestandarddescription.Linkappropriatedeliverablesandmilestoneswithspecifictasks.Connectalltasksthatdependontheassociation.Addaresource,role,orresourcenametoeachtask.Applicationofmetricsresultsindeterminingthepriortaskworkload,placingmoretimeonrequirementscollection,design,andtesting.Considerallknownholidays,training,vacations,orotherresources,downtime.Thedraftplanwillbereviewedtogetherwithsupportgroups,managementandbusinessusersascomplementaryinputsandfinalapproval.
Question10:
howtodeterminepersonnelneeds?
Answer10:
planningdevelopmentwithoutconsideringresourceconstraints.Nexttothetask,addrolessuchasdatamodelmakers,businessanalysts,andusers.Pluscomplementaryresourcesthatoverlaptasks.Intheplan,considerthedevelopmentteam,includingthesupportteamandtheuserrepresentatives,losingoneormoreresources,adding15%margintoeachtask.Tomaketheprojectteameasiertounderstand,itisnecessarytoexplainthetechnicalleveloftherole.
Question11:
whatisthevalueofmeasuringstandardsforprojects?
Answer11:
ifusedproperly,measurementstandardsareavaluabletool.Theyprovidemethodsformeasuringthecomplexityandworkloadofdevelopingsystems.Themeasurementresultsprovidetheinformationinputresourcesfortheprojectplanandthevaluablehistoricalinformationtodeterminethedirectionofdevelopment.Softwaremeasurementstandardswillhelpdevelopbettersoftware.However,itisbettertohave3yearsofhistoricalinformation.
Question12:
howdoyouapplynewtechniquestoyourplan?
Answer12:
inadditiontoincreasingtrainingtasks,toexpandtheworkload,reduceeachunitofwork.Inadditiontoevaluatingtheimpactofnewtechnologyondevelopment,additionalprototypesandcheckpoints(LiChengbei)areadded.
Peoplemanagementskills
Question13:
whatisthefirstthingyoushoulddoasaprojectmanager?
Answer13:
inadditiontotheattentionofthedevelopmentdirectionofthecompanyandfindtheirownpathofdevelopmentfromtheoutside,inthemindtoestablishaprojectmanagerisconcernedaboutthethings(business,company,projectteam,individual,technicalandmethodologicalchangesintheorderofpriority).Asaresult,meetingswithdepartmentmanagersdeterminepriorities,arrangemeetingsofusersandstaff,andreceivestatusreportsandevaluationsofallmembers.Theimportantthingistodealwithbusiness,projectandpersonalmattersassoonaspossible.
Question14:
howwillyoustartyourcompanyprojectwhenyourstaffisreducedby30%?
Answer14:
first,determineandprioritizetheproject,whichprojectsmustbecompletedinthenext18months.Associatetheabsoluteminimumtotalnumberwitheachitem.Explaintheimpactonthescheduletomanagersandusers.Sincebothmaybereluctanttoacceptchangesinschedules,youmaybeabletogivesomeexceptions.
Losingconsultantsisbetterthangettingridofanemployee.Consultantsforeachprojectmaybereplacedbyemployees.Adheretothelearningcurvetheoryandgraduallyreducethenumberofconsultants.Someconsultantscanbecutfromoneweekto2or3daysaweekinordertocopewithcutbacks.
Ifthecompanyhasalistofearlyretirementbills,lookforqualifiedandapplicableemployees.Remember,youmaylosevaluableknowledgeifyouloseanoldman.Trytocombineaquickretiringpersonwithabeginner.
Tomeetthebusinessobjectives,determinetheimportanceoftheremainingstaffandtheirimportanceineachproject.
Theproportionofnovicesandexperiencedpersonnelisappropriate.Botharetheassetsthatensurethecontinuedsuccessoftheprojectandthecompany.
Question15:
yourteamismostlymadeupofnovicesandit'sbehindschedule.Whatareyougoingtodo?
Answer15:
rememberthataprojectisrarelycancelledbecauseithasnotbeencompletedwithinthedeadline.Theprojectwascanceled,mainlyforbusinessobjectivessuchaslackoffunds,usersupport,orfailuretomeet.
Sothefirstthingtodoistotrain,whetherindoorsoroutdoors,inclassorbyvideotape.Anotheraddedmethodistoallowsenioremployeesorseniorconsultantstoactasteachers.
Conductmeetingsforpersonalassessmentandguidance.Helpeachemployeeaccuratelyevaluatetheirrespectivestrengthsandweaknesses.Atthesametime,makesurethatallthestandardsorguidelinesthatmustbeobservedareclearlydefined.Provideeachemployeewithtemplatesfromsuccessfulprojectsasaguide,andallowthemtousetheirtalents.Workwiththemifyouneedthem.Provideimmediatefeedbackonanyproblemortaskaccomplished.
Forlargertasks,lookingattheirplanshelpsdeterminewhethertheyunderstandthescopeandgoalsofthetaskinordertoseeiftheycanaccomplishthetask.Listentoemployees'opinions,andperhapstheywillhavetherightwaysandmeanstoaccomplishtheirtasks.However,employeesmustalsobepreventedfromfallingintothetrapofsetbacksandlowmorale.
Question16:
howwillyougetalongwith
- 配套讲稿:
如PPT文件的首页显示word图标,表示该PPT已包含配套word讲稿。双击word图标可打开word文档。
- 特殊限制:
部分文档作品中含有的国旗、国徽等图片,仅作为作品整体效果示例展示,禁止商用。设计者仅对作品中独创性部分享有著作权。
- 关 键 词:
- 项目管理面试常见 问题及答案 项目 管理 面试 常见 问题 答案