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Project Management Interview Questions

And Answers for experienced
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Project Management Interview questions !or " to #$ %ear e&'erienced s'eciall% !or
'rogrammers w(o are loo)ing !or better 'osition rat(er t(an sim'le 'rogrammer *obs Pro*ect
management is not ever%bod%+s cu' o! ea we (ave seen #$ %ear good decent tec(nical gu%s do not
get t(is 'osition easil% But street smart 'rogrammers wit( average tec(nical gu%s do reall% well
How muc( ever we tr% to cover (is to'ic in t(is boo)it (as so man% variations t(at it+s reall%
di!!icult to 'redict ever% scenario o! 'ro*ect management interview But de!initel% we will tr% to
cover t(e basics b% w(ic( %ou can at least get a !eel o! w(at is as)ed
Download Pro*ect ,anagement 'd! docs and eboo)s !ree
Project Management interview questions and answers are below
Questio
ns : 1
What is project management?
Answer
s : 1
Applying knowledge, skills, tools, techniques in project and deliver project deliverables is a
short definition of project management.Its basically managing project time, cost and scope.

Questi
ons : 2
Is spending in IT projects constant through out the project?
Answe
rs : 2
Normally in initial stage of projects requirement and design phase! the cost is very less as
you need ma"imum business analyst and architecture!, but as the project proceeds cost
factor starts increasing. #he cost is ma"imum in coding phase this is where you require
programmers, project leads and project manager!. $ater when the project is in testing and
acceptance phase cost is less as we will need only one or two programmers for removing
bugs

Questi
ons : 3
Who is a stakeholder ?
Answe
rs : 3
A stakeholder is anyone who has something to gain or lose as a result of the completion or
failure of this project or phase Its not only the end customer the stakeholder. %roject
managers, %roject $ead, even programmers, testing department etc. so be clear about the
terminology.

Questi
ons : 4
an !ou e"plain project li#e c!cle ? or $ow man! phases are there in so#tware
project ?
Answe
rs : 4
#here are five stages of any project initiating, planning, e"ecuting, controlling, and closeout.
#hese are general phases and change according to domain. but &uring 'oftware project
management interview e"pected answer is requirement phase, design phase, coding phase,
testing phase and project closure. .

Questi
ons : %
Are risk constant through out the project ?
Answe
rs : %
(isk is high at the start of projects, but by proper %)* %roof of concept! risk is brought in
control.+ood project managers always have proper risk mitigation plan at the start of
project. As the project continues one by one risk is eliminated thus bringing down the risk. .

Questi
ons : &
an !ou e"plain di##erent so#tware de'elopment li#e c!cles ?
Answe
rs : &
'&$* 'ystem &evelopment $ife *ycle! is overall process of developing information systems
through multi stage process systems from investigation of initial requirements through
analysis, design, implementation and maintenance. #he days are gone when one *),)$
programmer used to analy-e, test and implement software systems. 'ystems have become
comple", huge team members are involved, architects, analyst, programmers, testers, users
etc. #o manage this number of '&$* models have been created.
.ollowing are popular models which are listed/0
1aterfall 2odel.
'piral 2odel.
,uild and .i" model.
(apid prototyping 2odel.
Incremental 2odel.
#his section we will go into depth of different '&$* models.
Water (all )odel
#his is the oldest model. It has sequence of stages3 output of one stage becomes input of
other. .ollowing are stages in 1aterfall model/0
*!stem +e,uirement: -
#his is initial stage of the project where end user requirements are gathered and
documented. 'ystem &esign/ 0 In this stage detail requirements, screen layout, business
rules, process diagram, pseudo code and other documentations are prepared. #his is first
step in technical phase.
Implementation: -
&epending on the design document actual code is written here.
Integration and Testing: -
All pieces are brought together and tested. ,ugs are removed in this phase.
Acceptance. Installation and /eplo!ment: -
#his is final stage where software is put in production and runs actual business.
)aintenance: -
#his is least glamorous phase which runs forever. *ode *hanges, correction, addition etc are
done in this phase. 1aterfall is suited for low risk in areas of 4ser Interface and performance
requirements, but high risk in budget and schedule predictability and control. 1aterfall
assumes that all requirements can be specified in advance. ,ut unfortunately requirement
grows and changes through various stages, so it needs feedback from one stage to other.
*piral )odel
'piral 2odel removes the drawback of waterfall model, by providing emphasis to go back and
reiterate earlier stages a number of times as project progresses. )n broader level its a
series of short waterfall cycles, each producing an early prototype representing a part of
entire project. It also helps demonstrate a %roof of *oncept at early software life cycle.
0uild and (i" )odel
#his is the way free0lancers work 1rite some code and keep modifying it until the customer
is happy. #his approach can be quite dangerous and risky.
+apid 1rotot!ping )odel
#his model is also called as (apid Application &evelopment. #he initial emphasis is on
creating prototype that look and acts like the desired product. %rototype can be created by
using tools which is different from those used for final product. )nce the prototype is
approved, its discarded and real software development is started from scratch. #he problem
with this model is that sometimes the prototype moves ahead to become the final live
product which can be bad from design point of view. Its a effective model but can have
higher costing than other models as you require programmers during the initial phase of the
software cycle.
Incremental )odel
In this model we divide products into builds, where section of product are created and tested
separately. 5ere errors are found in requirement phase itself, user feedback is taken for each
stage and code is tested after it is written.

Questi
ons : 2
What is triple constraint triangle in project management ?
Answe
rs : 2
%roject 2anagement triangle is depicted as *ost, 'chedule and scope.#hese three aspects
form the sides of triangle and the customer is the center point.As customer is always
concerned about *ost,'cope and 'chedule, so in order to get customer satisfaction project
manager should deliver all scope in propose schedule and cost. If we want to disturb any one
of the legs then the other two legs get affected. 6"ample if customer increases the scope
then other two sides of the triangle also get affected a lot.

Questi
ons : 3
What is a project 4aselines ?
Answe
rs : 3
It defines a logical closure of any deliverable or cycle. 6"ample you have completed the
requirement phase with sign off from the client on the requirement document.'o you put a
baseline and say that further any changes to this document are change request. 7ersioning
of source code is one type of baseline.

Questi
ons : 5
What is e##ort 'ariance?
Answe
rs : 5
6ffort 7ariance 8 Actual effort 9 6stimated 6ffort! : 6stimated 6ffort.

Questi
ons :
16
$ow is normall! a project management plan document organi7ed ?
Answe
rs : 16
project management plan %2%! document forms the bible of a project. It has normally these
sections /0
8;%roject summary
8; %roject organi-ation hierarchy
8; 1,' : Activity list to be performed with schedule.
8; 1ork product identification In short who will do what!
8;%roject schedule +ANN# chart or %6(# chart!.
8;6stimated *ost and completion.
8;%roject requirements.
8;(isk identification.
8;*onfiguration management section.
8;<uality section.
8;Action Item status.

Questi
ons :
11
$ow do !ou estimate a project?
Answe
rs : 11
#here are many techniques available for estimating a project/0
8;.unction points
8; 4se *ase points
8; 1,'

Questi
ons :
12
What is A+ 8ausal Anal!sis and +esolution9?
Answe
rs : 12
#he basic purpose of *A( is to analy-e all defects, problems and good practices:positive
triggers in projects, perform a root cause analysis of the same, identify respective corrective
and preventive actions and track these to closure. #he advantage of *A( is that root causes
are scientifically identified and their corrective and preventive actions are carried out. *A(
needs to be performed at project initiation, all phase and project ends and on a monthly
basis. .ishbone diagram is one of the ways you can do *A(.

Questi
ons :
13
What is /A+ 8/ecision Anal!sis and +esolution9 ?
Answe
rs : 13
&ecision Analysis and (esolution is to analy-e possible decisions using a formal evaluation
process that identifies alternatives against established criteria. 6"ample in a project you are
said to use third party tools so you will not depend on only one tool but evaluate three to
four more tools so that in case of problems you have alternatives. #his is called as &A(

Questi
ons :
14
What is a #ish 4one diagram ? What is Ishikawa diagram ?
Answe
rs : 14
&r. =aoru Ishikawa, invented the fishbone diagram. #herefore, it can be also referred as
Ishikawa diagram. .ishbone diagram is an analysis diagram which provides a systematic way
of looking at effects and the causes that create or contribute to those effects. ,ecause of the
function of the fishbone diagram, it may be referred to as a cause0and0effect diagram. #he
design of the diagram looks much like the skeleton of a fish. #herefore, it is often referred to
as the fishbone diagram.
.ishbone diagram helps in categori-ing potential causes of problems or issues in an orderly
way and in identifying root causes.

Questi
ons :
1%
What is pareto principle ? What is 36:26 principle ?
Answe
rs : 1%
%areto principle also paraphrased as >?:@? principle is simple effective problem tackling way
in management. It says that @?A of your problems lead to other >? A of problems. 'o
rather than concentrating on the >?A of problem if you concentrate on @?A of problems you
can save lot of trouble. 'o in pareto you analy-e the problems and only concentrate on @?A
of your vital problems. In projects the first B?A and the last B?A of project form the vital
part of project.

Questi
ons :
1&
$ow do !ou handle change re,uest ?
Answe
rs : 1&
Normally change request are handled by preparing an Impact analysis document and then
doing re0estimation. 6"ample you have an on going project, which has a customer table.
Now customer want to also have addresses assigned to it. 'o you normally raise a change
request and then do an impact analysis of the same. &epending on the impact you estimate
and let know the client about the financial aspect of the project. )nce client sign off or the
upper management agrees to the change request you move ahead with implementation.

Questi
ons :
12
What is internal change re,uest?
Answe
rs : 12
Internal change request are not normally billable change request, it has no financial gains
from the client. 6"ample your architecture division of your company has said in mid of the
project that the architecture has to be modified. &efinitely this has nothing to do with the
client, but you make changes to it this is called as Internal change request.

Questi
ons :
13
What is di##erence 4etween *IT1 and ;T1 in testing ?
Answe
rs : 13
4#% 4nit #est %lan! are done at smallest unit level or stand alone mode. 6"ample you have
*ustomer and invoicing module. 'o you will do test on *ustomer and Invoice module
independently. ,ut later when we want test both customer and invoice in one set we
integrate them and test it. 'o thats is 'I#% 'ystem Integration #est %lan! 4#% can be done
using N4NI#. 4nit testing is done normally by developers and 'ystem testing is done
normally by testing department in integration mode.

Questi
ons :
15
What is the so#tware !ou ha'e used #or project management?
Answe
rs : 15
2any companies have there own software defined. #here are many project management
software available at this moment in market but this can vary from company to company ,
worst it can very from project to project. ,ut 2icrosoft project is the most used software at
this moment.'o just brush your skills on 2icrosoft project , its used heavily across industry.

Questi
ons :
26
What are the metrics #ollowed in project management? What metrics will !ou look
at in order to see the project is mo'ing success#ull!?
Answe
rs : 26
2ost metric sets deal with a variation of these attributes and are chosen to help project
managers gain insight into their product si-e, software quality, rework!, process rework,
software quality! and project effort, schedule!.
,ut below is a broader classification /0
1roject )anagement )etrics
milestone metrics
number of milestones number of proved requirements per milestone controlling level metrics
risk metrics
probability of resources availability probability of the requirements validity risk indicators
long schedules, inadequate cost estimating, e"cessive paperwork, error0prone modules,
canceled projects, e"cessive schedule pressure, low quality, cost overruns, creeping user
requirements, e"cessive time to market, unused or unusable software, unanticipated
acceptance criteria, hidden errors! application risk metrics
work#low metrics
walkthrough metrics traceability metrics variance metrics
controlling metrics
si-e of control elements structure of control elements documentation level tool application
level
management data4ase metrics
data quality metrics management data comple"ity data handling level performance metrics!
visuali-ation level safety and security metrics

Questi
ons :
21
<ou ha'e people in !our team who do not meet there deadlines or do not per#orm
what are the actions !ou will take ? Two o# !our resources ha'e con#licts 4etween
them how would !ou sort it out ?
Answe
rs : 21
In such kind of question they want to see your delegation skills. #he best answer to this
question is a job of a project manager is managing projects and not problems of people, so I
will delegate this work to 5( or upper authority....

Questi
ons :
22
What is ))I?
Answe
rs : 22
It is a collection of instructions an organi-ation can follow with the purpose to gain better
control over its software development process.

Questi
ons :
23
What are the #i'e le'els in ))I?
Answe
rs : 23
#here are five levels of the *22. According to the '6I,
=e'el 1 > Initial
At maturity level B, processes are usually ad hoc and the organi-ation usually does not
provide a stable environment. 'uccess in these organi-ations depends on the competence
and heroics of people in the organi-ation and not on the use of proven processes. In spite of
this ad hoc, chaotic environment, maturity level B organi-ations often produce products and
services that work3 however, they frequently e"ceed the budget and schedule of their
projects. 2aturity level B organi-ations are characteri-ed by a tendency to over commit,
abandon processes in the time of crisis, and not be able to repeat their past successes again.
=e'el 2 > +epeata4le
At maturity level @, software development successes are repeatable. #he organi-ation may
use some basic project management to track cost and schedule. %rocess discipline helps to
ensure that e"isting practices are retained during times of stress. 1hen these practices are
in place, projects are performed and managed according to their documented plans. %roject
status and the delivery of services are visible to management at defined points for e"ample,
at major milestones and at the completion of major tasks!. ,asic project management
processes are established to track cost, schedule, and functionality. #he necessary process
discipline is in place to repeat earlier successes on projects with similar applications.
=e'el 3 > /e#ined
At maturity level C, processes are well characteri-ed and understood, and are described in
standards, procedures, tools, and methods. #he organi-ations set of standard processes,
which is the basis for level C, is established and improved over time. #hese standard
processes are used to establish consistency across the organi-ation. %rojects establish their
defined processes by the organi-ations set of standard processes according to tailoring
guidelines. #he organi-ations management establishes process objectives based on the
organi-ations set of standard processes and ensures that these objectives are appropriately
addressed. A critical distinction between level @ and level C is the scope of standards,
process descriptions, and procedures. At level @, the standards, process descriptions, and
procedures may be quite different in each specific instance of the process for e"ample, on a
particular project!. At level C, the standards, process descriptions, and procedures for a
project are tailored from the organi-ations set of standard processes to suit a particular
project or organi-ational unit.
=e'el 4 > )anaged
4sing precise measurements, management can effectively control the software development
effort. In particular, management can identify ways to adjust and adapt the process to
particular projects without measurable losses of quality or deviations from specifications. 'ub
processes are selected that significantly contribute to overall process performance. #hese
selected sub processes are controlled using statistical and other quantitative techniques. A
critical distinction between maturity level C and maturity level D is the predictability of
process performance. At maturity level D, the performance of processes is controlled using
statistical and other quantitative techniques, and is quantitatively predictable. At maturity
level C, processes are only qualitatively predictable.
=e'el % > ?ptimi7ing
2aturity level E focuses on persistently improving process performance through both
incremental and innovative technological improvements. <uantitative process0 improvement
objectives for the organi-ation are established, continually revised to reflect changing
business objectives, and used as criteria in managing process improvement. #he effects of
deployed process improvements are measured and evaluated against the quantitative
process0improvement objectives. ,oth the defined processes and the organi-ation set of
standard processes are targets of measurable improvement activities. %rocess improvements
to address common causes of process variation and measurably improve the organi-ations
processes are identified, evaluated, and deployed. )ptimi-ing processes that are nimble,
adaptable and innovative depends on the participation of an empowered workforce aligned
with the business values and objectives of the organi-ation. #he organi-ations ability to
rapidly respond to changes and opportunities is enhanced by finding ways to accelerate and
share learning. A critical distinction between maturity level D and maturity level E is the type
of process variation addressed. At maturity level D, processes are concerned with addressing
special causes of process variation and providing statistical predictability of the results.
#hough processes may produce predictable results, the results may be insufficient to achieve
the established objectives. At maturity level E, processes are concerned with addressing
common causes of process variation and changing the process that is, shifting the mean of
the

Questi
ons :
24
What is *I@ sigma ?
Answe
rs : 24
'igma means deviation in +reek language. &eviation means how much variations e"ist in a
set of data. .or instance lets say in a software maintenance project out of B?? defects F>
defects are rectified to the mark and remaining bounce back that means your bug fi"ing
process is on G@ 'igmaH level. I had described only from bug fi"ing perspective. ,ut this can
be applicable to any process organi-ation. 'o I should only have C.D defects in a million
defects then I can say I am si" sigma.

Questi
ons :
2%
What is /)AI and /)A/A ?
Answe
rs : 2%
'i" 'igma has two key methodologies &2AI* and &2A&7. &2AI* is used to improve an
e"isting business process. &2A&7 is used to create new product designs or process designs
in such a way that it results in a more predictable, mature and defect free performance.

Questi
ons :
2&
What are #unction points? /e#ine Blementar! process in (1A?
Answe
rs : 2&
.%A is breaking huge systems in to smaller pieces and analy-ing them. 'oftware application
is combination of set of elementary processes. 6% is smallest unit of activity that is
meaningful to the user. 6% must be self contained and leave the application in a consistent
state. 6lementary process is not necessarily completely independent or can e"ist by itself.
,ut it should leave the application in a consistent state.

Questi
ons :
22
What are the di##erent t!pes o# elementar! process in (1A?
Answe
rs : 22
#here are two types of elementary process
&ynamic 6lementary process
'tatic 6lementary process

Questi
ons :
23
What are the di##erent elements in (unctions points?
Answe
rs : 23
#he different elements in function points are as follows/0
Internal $ogical .iles I$.!
6"ternal Interface .ile 6I.!
(ecord 6lement #ype (6#!
&6# &ata element types!
.ile #ype (eference .#(!
6"ternal Input 6I!
6"ternal Inquiry 6<!
6"ternal )utput 6)!

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