Top 50 Management Interview Questions

1. How do you handle pressure?

I stay calm under pressure and handle it well. I just focus to the job done.
2. How do you motivate yourself?
I am very self-motivated. I enjoy my work so I am always looking for new ideas to bring to
the table. With my passion being the work that I do, I am always giving my full potential to
all my tasks.
3. Why are you leaving your current position?
There isnt much growth opportunity at my current workplace and Im ready for a new
challenge.
4. What is the most challenging thing about being a manager?
The most challenging thing about being a manager is also the most rewarding. It is easy to
handle your own personal performance, however as a manager you are responsible for
your teams. So you must continually measure their performance, set clear expectations,
goals, motivate them, and keep them focused. It is a great feeling to be able to accomplish
this.
5. How do you manage your workload?
I prioritize my task by what is most important and urgent to least important and urgent. If
there are some tasks that I can assign to others, I will also delegate.
6. What kind of work environment do you prefer?
I am flexible to my work environment. I can adapt to almost any situation.
7. Do you take your work home with you?
I know the importance of getting work done in a timely manner. So when I need to, I will
take work home with me.

8. Why did you apply for this position?

I wanted to join a company like ABC that values their employees and helps them achieve
their potential. This position is a great fit for my current skills so I will be able to contribute to
the company immediately. There is also an opportunity to continue to develop my abilities to
the next level and help in companys continued success.
9. What do you think your employees would say about your
management style?
They would say that Im straight-forward and my actions are aligned with the goals of the
company. They would say that I am an open communicator and give them the tools they
need to succeed.

10. What are qualities of a successful manager?

A successful manager must also be a leader because that is how you can motivate and
influence your employees to perform at their peak ability. A manager must also have a
vision of where to take the team and company.
11. How do you motivate your employees in tough times?
I believe that as a leader, I have to be the one who is constantly driving an atmosphere of
positivity and focus. I make sure that I am acting and saying positive things around my
employees. I remind them daily of the goals and celebrate as we accomplish them.
12. How do you delegate an important assignment to others while
ensuring that it will be completed successfully?
I try to match up the strengths of my employees with the task or if it is something they are
learning. If it is the latter, I will provide support and check in to ensure that its completed
correctly. With an employee that is strong in the task, I will check in periodically. Either way,
I set up milestones for the employee to let me know how they are progressing.

13. Do you have an example of when you motivated your staff using a
reward?
I clearly communicated the reward and the goal to the staff and ensured they understood
how to win the reward. Then on a daily basis, each employee had to keep track of their
progress with the rest of the team. That kept each member personally accountable for the
reward. This gave an additional motivational piece for them to complete the goal.
14. What are some of your weaknesses?
I have started multiple projects at one time. I know that it is more productive to complete
one task at a time. So anytime I catch myself doing this, I take a step back and prioritize my
work.
15. What type of pace do you work at?
I keep a steady pace. This way I am being efficient with my time and going at a pace that I
do not make mistakes.
16. What do you think will be the most challenging part of this
position?
It will be to build the relationship with my employees because that will take time . However, I
also feel it is one of the most rewarding part of this position. I enjoy relationship-building and
helping others achieve success.
17. Why should we hire you?
(Refer to the job description for this question) You need a manager who is confident, goaldriven, and can motivate your team. I have those qualities and will be able to take the team
to the next level that your organization needs.

18. How do you keep updated on your management skills?

I continually read book about the subject matter. I listen to feedback that I receive from my
leaders and implement them. When opportunities arise that will provide a challenge to my
current skills, I will take on the task.
19.What do you think are important aspects of a team?
To have a diverse group of people who have a basis of trust and respect for each other. The
communication level must be high and the ability to work together as a team.
20.Do you have experience with setting budgets?
Yes, I have set budgets in the past. I look at what the typical cost for a certain activity would
be based on history or other managers experience. I set the budget based on these
metrics.
21.What was the least rewarding part of your previous position?
Some of the paperwork that I would handle for another department on an occasional basis.
22. What will you contribute to this company?
I will contribute my experience and knowledge . I have vision. I am experienced in the areas
that this company will need to grow and I have a plan that will facilitate that growth.
23. What is your greatest strength?
(Tie this to the attributes of the position) My greatest strength would be my ability to drive
my team to excellence. I give them all the tools they need to be successful, communicate
on an open level, and constantly evaluate performance.
24. How would you go about delivering bad news or a decision that will
not be popular?
I would state the news, the reasons behind the news/decision, and I would focus on the
positives. I would also take time to ask for any questions or feedback and answer
accordingly.
25. How do you establish rapport with a new employee?

I will have an initial one on one meeting with the new employee to let them know what my
expectations are and also learn about how they like to be managed. That way I will
understand how to be effective when I communicate with them.
26. How do you communicate an expectation to an employee?
I make sure that there are no distractions when I am speaking to the employee. We will
meet on a one-on one basis and I will clearly state what the expectation is. I will ask if they
have any questions and ask them to re-state it so we are on the same page.
27. How do you go about coaching an employee who is not performing
where they need to be?
I will go over what the expectation of their performance is and show them where they are
currently at. I will ask them what they think they can do to help improve their performance.
Depending on what their response is, I will offer additional suggestions and reinforce my
confidence that their performance will improve if they take those actions. At the end of the
conversation, I would set the expectation that their performance must improve.
28. How do you manage the performance of your employees?
Me and the employee, together , will create achievable goals based on the company goals
and their own personal goals. On a regular basis I will give feedback to my employees on
how they are performing.
29.A high-performing employee has recently been under-performing.
How would you deal with the situation?
I would show them their performance history so they can see the drop in their performance.
I would then ask them why it has changed. I would reaffirm my commitment to help the
employee get back on track and offer actionable steps. I would ask for the employees input
as well and draw an action plan for improvement based on this.
30.When you enter a new workplace with new employees, how would
you go about gaining rapport with them?

I would meet them all on a one on one basis as soon as possible. I would use that time to
get to know each employee individually. I would ask them what their strengths and what
they want out of manager. That way I can adjust my style to each employee accordingly.
31. How do you handle conflict with two employees.
I would diffuse the situation by speaking to each employee individually about the situation.
After understanding each side, I would come up with some mutual solutions for the conflict.
I would then bring the employees together and mediate a resolution.
32. How do you handle failure?
I take failure as a learning experience. I go back and understand why I failed. That way I
can ensure that I dont make the same mistakes again.
33. How do you solve problems?
I find out as much as possible about the problem. Then I look at all possible solutions. If
there are others who may have some valuable input, I will also find out what their thoughts
are. Based on this information, I will choose the course of action that will be the most
effective.
34. Describe how you would manage your work week.
I would use Monday to come in early and prioritize my work for the week. I will set up
deadlines and goals for each day of the week. I would make sure that I leave time each day
for tasks that may come up. That way, I have a plan of attack for each day of the week and
also time to handle unexpected activities.

35. How would you explain your management style?

I am a relationship builder. I get to know my employees and gain their trust and confidence.
I am very direct and to the point in my communication style so there is no ambiguity in my
messages.

36. How would you go about disciplining an employee who is

continually under-performing?
I would have given them the opportunity to improve their performance first and set those
expectations. In this conversation, I would also ensure they understand what will happen if
they do not improve their performance. However if they are still under-performing, I would
refer to the guidelines of the organization first to take the necessary action steps. Then I
would meet with the employee and show them how they have not been performing. I would
tie that to the action steps that are necessary from this point. We would then set
expectations and a plan to improve performance. If the performance issues continue, then
we will continue the disciplinary steps.
37. How do you handle different personalities of your employees?
I get to know each person on an individual level so I can adjust my style to suit each person
effectively. Its a positive thing to have people with different personalities because you can
get a lot of different viewpoints that are valuable for ideas and decision-making.
38. How do you adapt to change?
When a change occurs, I ensure that I have all the information about it first. I understand all
the implications and the possible reactions to the change. As a manager you must be the
first to adapt to the change so I adjust accordingly. Then after communicating the change to
my employees, I help them adjust and show my buy-in to the change.
39. What do you find most rewarding about your previous position?
I found it very rewarding to help my employees achieve success and move on to different
roles. There is nothing more satisfying than watching someone grow and achieve their
potential.
40. Have you ever challenged the status quo?
Yes, I looked at processes that have not been successful, to find ways to improve that
process. Once I have my plan, I have taken it to my leader. I keep to the facts and show
how the current way of doing it is not effective and how a new approach would be
beneficial.

41. How would you handle a decision that you made that did not have
the affect that you were expecting to achieve?
I would trace the root-cause and try to minimize the damage. I would then take this as a
learning opportunity and try a different solution for the current problem.. If it was not
possible to do this, I would ensure that I do not take the same decision in a future situation.
42. How do you evaluate what success is?
At work I evaluate success by meeting the goals that have been set forth by my leaders and
team.
43. What are your goals for the future if you are hired in this company?
To continue learn and take on additional responsibilities. I see myself contributing as much
value as I can.
44. How will you achieve these goals?
This company has training for their employees that I would be interested in attending. I also
plan to continue my professional development by attending seminars, continuing my
education, and other activities.
45. How would you go about disagreeing with your supervisor about a
decision that you know is not the right one?
I always build a strong working relationship with my supervisor so in situations like these
where I have a different opinion, I can openly speak to them. I would stick to the facts. I
would show my supervisor the implications of that decision. Then I would help come up with
alternatives
46. How do you show confidence in your employees ability when you
assign them a task?
When I delegate the task, I talk about, how I thought that they were the best person to
handle this task. I give them all the resources they need to achieve success. I follow-up and
set deadlines as well. During these follow-ups and deadlines, I make sure to show my
confidence in the person on their progress.

47. An employee reports a problem to you, how do you go about

solving it?
I will review all the relevant facts to consider alternatives. I will then decide on the most
appropriate action.
48. How do you motivate an employee who is reluctant to take on an
additional task?
I take a look at their needs and perspectives to understand why they are reluctant. I would
ensure that they have all the tools necessary to complete the task I would communicate the
goal, gain commitment, and establish a reward or incentive that will motivate the employee.
49. You are at a point with an employee that it is best to have them
leave the organization. How would you go about the conversation?
I would clearly state what the expectations from this person has been and the track record
so far. I would tie that in with the decision that it is time to let them go from the organization
due to performance goals not being met. In these situations, its important to stick to the
facts.
50. An employee of yours is interested in a promotion. However, they
are not qualified for the new position. How would you have the
conversation with the employee?
I would sit them down and let them know what the qualifications are for the position and
explain the reasons why they are not ready for the position. Then we would work with the
employee to put together an action plan that will help them work on the skills they would
need for the position. I would regularly check on how they are progressing to ensure they
are on the right track.

Top 50 Leadership Interview Questions

1. What are the most important values you demonstrate as a leader?

The most important value that I have is my integrity. I demonstrate honesty and trust in all
my actions to establish credibility as a leader. By having this conviction behind my words
and actions, those who I lead are gain buy in to the direction I take them.
2.How have you gained commitment from your team?
I gain commitment from my teams by influencing and persuading them to set specific
objectives and also buy into the process. Once they have established cooperation and
cohesion, they are on board to attain the goal.
3.How can a leader fail? Tell me about a time when you failed as a
leader.
A leader can fail when they cant get their team on board with the goals of the organization.
Factors outside of a leaders control may also lead to failure such as available resources,
time constraints, and the economy.
In the example you give, make sure that you talk about how dealt with a difficult challenge
and how you analyzed the setback. Make sure you explain how to seek honest feedback to
ensure that you learned from the failure.
4. What is the difference between a leader and a manager?
A manger is able to handle tasks and responsibilities and ensure that others get their work
done. A leader will inspire and motivate their team to achieve their goals.
5. What is your greatest strength?
Being able to lead and inspire a team to perform their best and strive to achieve goals. I do
this through relationship building, being passionate about the goals, and influencing those
around me.
6. What would be your greatest weakness?
When I delegate duties to others that I know I can do better myself. However if I dont
delegate, then I could end up with more work than I can handle myself. Ive taken courses in

time management and learned how to effectively delegate tasks to overcome this
weakness.
7. How do you get others to accept your ideas?
I talk about the benefits of the idea and how to apply it. I would stay open to other thoughts
and change my ideas in a way that we can all agree. When you gain buy in from others, you
are much more successful in attaining the goals than when you make it mandatory to follow
procedure.
8. How would you go about praising a team member in public?
I would use a time when we would be gathered in a group, such as a meeting to bring up
the praise to the team member. I would recognize their success in front of the group so
others could also learn best practices.
9. Are you more effective in a group or one on one basis?
I feel that I am more effective in a group because everyone has some special quality that
they bring to a group. We can develop our interpersonal skills by helping those in the group
who need it as well as learning from those who are successful.
10. How often do you feel its necessary to meet with your team?
I feel that I should meet with my team at least once a week on a set time and day of the
week. Communication among teams is critical and this will give the team an opportunity to
get together on a regular basis and talk about their challenges and best practices. Also,
when our team reaches a milestone, new project begins, an award or promotion is given, or
when there is a challenging situation, I would want to bring the team together. Everyone will
get the same message that way and we can celebrate successes or come together in
challenging times.
11. Describe a time you took a leadership position when you did not
have the title of a leader.
In this question, take an example from a situation where you were in a group and took
responsibility to delegate to achieve goals. Show how you gained buy in from the other
members to follow your lead and the result of your leadership.

For instance, in college we were put into groups of four to complete a marketing project. We
had to prepare a 15 page paper and 10 minute presentation on a new product that we
would introduce to country outside the U.S. I took initiative among the group to lead a
discussion on how we should split up the work, when we will meet throughout the semester,
and deadlines for each persons part of the work. Because I was the one to take lead the
discussion and had a plan in mind, I gained the buy in of the other members quickly. I took
everyones e-mail address and created a group email to help us all keep track of our
progress and so we could help each other outside of class and our meetings. By the end of
the semester, my group achieved a 95% on our project.
12. How would you go about getting cohesion among a team who
disagree?
I would find common ground between the members who disagree. I would talk about the
importance of the overall goal and the implications if we cant come together to achieve it.
We would then work together to come to an agreement that is a win/win for both sides.
13. What sort of leader would your team say that you are?
The type that will support them in their goals and success. They would describe me as
someone who will clear the way when there are obstacles and always has their back.
14. How do you motivate your team?
I find out what motivates them individually so I can speak to how a goal or change is going
to benefit them. I ensure that I have the right amount of positive and constructive feedback
to help them perform effectively. My actions always match my words so when I speak to my
team with conviction, they are on-board with performing their best.
15. How do you set an example to those on your team?
I perform my best at everything and ensure that my actions match my words. My team sees
that my expectations that are set for them are the same expectations I put on myself.
16. Have you ever been in a mentor to another aspiring leader? How
did you go about establishing that relationship?

Yes, I treated it much like the relationship that I have with my team. I built a strong working
relationship with the person, listened to their goals, gave advice, and my personal
experience. I shared my best practices and constantly monitored their progress to celebrate
their success and move them in the right direction.
17. What is the most difficult part of being a leader?
In some ways, although you are part of group, you are alone. Its a leaders responsibility to
see the end goal and vision of an organization to lead others towards it. When others do not
see it the same way, you have to be the lone voice to bring them back on track.
18. How do you lead through change?
As a leader, you have to be the first one to embrace change because if you dont those
around you will quickly see that. After that, I ensure that I can communicate the change with
conviction that its the right path to adopt .I prepare by ensuring that I can answer any
questions that may be asked ,or have the resources to find the answers. I listen to others
concerns about the change and help them through the transition.
19. How do you measure success for you as a leader?
By the goals that the team achieves. When someone on the team is successful, then it
reflects on my leadership.

20. What motivates you to be a leader?

I am motivated by my teams growth and achievement of their professional and personal
goals.
21. What is a leaders best asset?
Their ability to motivate and inspire a team of professionals who can work together to
achieve the goals of the organization.

22. What do you do when you are unsure about how to achieve the
goals of the team?
You have to be open to feedback and be willing to ask for help when you are not clear on
how to achieve a goal. I would ask my leader first for their feedback on how they believe I
should go about achieving the goals. In addition, I would use all the resources available to
me to find the best course of action.
23. Are you more comfortable with verbal or written communication?
I am comfortable with both, however I feel that verbal communication is more effective.
When you speak to someone directly, you will be able to see their body language toward
the communication. You are also able to address questions/concerns faster than in written
communication.
24. How would you deliver bad news to your team?
I would bring them together and state the news. I would explain as much as possible as to
why it occurred and what steps we will need to take in the future. I would also open it up to
the team to speak about their concerns, answer questions, and share their viewpoints as to
how we can avoid a similar situation.
25. Is competition among a team healthy? Why or why not?
I believe competition among a team is good as long as it is in good spirit. A team has to
have a high level of cohesion among its members to prevent misunderstandings. As a
leader, its my responsibility to ensure that when there is competition that it is being
monitored to ensure its positivity.
26. What are the most difficult decisions to make?
Its difficult to make the decision to let an employee go. However, if they are not performing
the way that they should be, it is the right decision. It is never easy to make a decision that
will impact a persons life.
27. What do you get the most criticism about you on?

I have not received criticism on the same area over and over. Im always open to personal
and professional growth and welcome any opportunity to improve. When I receive criticism,
I work on improving that aspect and furthering my growth.

28. How would you proceed to reorganize your team?

I would look at the overall goals of the organization and match my teams strengths up with
the reorganization.
29. Have you ever been a member of a successful team? What was your
role in the success of the team?
Use an example of when you were part of a team and demonstrate the leadership skills that
you used to pertain to your role.
30. How do you build support for ideas/goals with people who do not
report to you and you have no authority over?
In situations where I must build support for my ideas with cross-functional teams, I ensure
that I communicate my idea clearly and effectively. I listen to their feedback to the idea and I
will make amends if they are necessary to build support or improve on the idea. I foster an
environment where input is sought and validate my idea by explaining why its the best
route.
31. How do you go about resolving conflict?
I take a mediated approach to conflict. I believe its important to listen to both sides and
understand where each is coming from. There is usually some common ground among
conflict and I start there and build.
32. Name a time when an employee disagreed with your directive and
how you handled it?

I heard them out to understand why they disagree. I may have to go back and re-explain the
directive and reasons for it. I would listen to their feedback and if it is the right thing to do,
take it to change the directive. However, if that is not the case I would stick to the facts as to
why their commitment is necessary.
33. Who are the most important members of your team?
Everyone is equally important. Each person contributes something different to the team and
that makes us as a whole stronger.
34. How do you delegate responsibilities to your team?
I match up responsibilities with each members strengths. If I have a team member who is
working on improving an aspect, I will give them the opportunity to take on the task and
ensure they have the tools necessary to be successful. I would monitor their progress as
well.
35. Name a time when you had to change a decision due to new facts.
Pick a situation where you showed that you were open to change and show how you were
effectively at changing your decision based on the new facts.
For example, I had created new spreadsheet for managers to use at the end of the night to
keep track of sales for the day. This spreadsheet was due in an e-mail every morning and
helped us see how we were doing on a daily basis. A few months later, our point of sales
system allowed us to input this information in a program that would allow managers to input
sales for the day. With this new technology, I decided to do away with the spreadsheet and
had the managers use the program to capture the information and send it to me.
36. How do you achieve objectives in a fast-paced environment?
I ensure that the team knows the objectives and the timeliness that have been set. I place
milestones so each member can check in on their progress.
37. Explain a time when you had to make a decision without all the
relevant facts.

Pick a decision that you would not have all the facts for at the time of the decision. Make
sure that you speak about all the different options you had and how you picked the best one
out of what you had available. Talk about the results/takeaways.
For instance, I had to decide whether our organization was going to be involved in a new
marketing campaign that used social media to advertise our products. At this point in time,
our company did not have relevant information on how successful our previous social media
marketing campaigns were. If we were to proceed, I was going to have dedicate at least
one member on my team to its success. It would be time-consuming and if not successful,
would take up a lot of productivity time. I decided to take part in the campaign because it
was relatively inexpensive and the potential to gather information about best practices when
launching them in the future. We ended up with a very successful marketing campaign with
measurable results.
38. How do you formulate and present arguments to others?
I look at all sides of an argument first so I know what may come up when I present my
position. I base my arguments strictly on facts that are objective.
39. How did you a handle a time when you had to make an unpopular
decision?
Talk about a decision that you made that was necessary, but not popular with your team.
Explain how you communicated the decision, listened to their concern, and stood your
ground on the decision.
One possible answer
Last year I decided to change our commission structure to our sales reps. I felt it was a
necessary change because there were too many sales reps who were doing the bare
minimum to collect a paycheck. Needless to say, many of the sales reps were upset with
the decision. I reiterated the reasons for the change and ensured they had the tools they
needed to be successful in the new commission structure. The organization saw an
increase in their revenue and sales reps were making 5% more with the new commission
structure.

40. What do you do to remain engaged in a conversation?

I actively listen by para-phrasing what others say to me. That ensures that I am on the same
page as the other person and keeps me attentive to the conversation.
41. How do you organize projects and tasks?
I organize them by what is the most important and time sensitive to complete.
42. Explain a time when you were not able to meet a deadline?
Use an example were you were not able to meet a deadline due to outside factors.
For instance , there was a big project that my team was working on and I had split up the
work among some members and myself. During that time, one member of the team had to
leave due to their spouse getting a position in another city. He left at a critical time and I had
to re-assign his duties to someone else. I had to get this new person up to speed with the
progression of the project and due to this, was not able to complete it on time. We were still
able to complete the project a few days after the deadline even with the change in team
member.
43. How have you rallied your team in the past in difficult
projects/tasks?
I communicate my confidence in their ability to complete the project. I ensure that I remove
as many obstacles as possible and they have all the tools/answers they need to complete
the task. I ensure theres clear expectations and open communication.
44. How do you encourage the development of your employees?
I develop my employees by being a mentor, giving effective performance feedback on a
regular basis, and coaching. I take a personal interest in the development of my employees
and when they see that I am committed to their growth, they are more motivated.
45. What is the most significant change that you brought to an
organization?

Provide an example that shows how you demonstrated your vision to make a positive
change in the organization. Also, talk about the results of the change.
For instance, at my previous organization, the management team came up the ranks and
never had formal management training. They did not know how to lead their former peers
and were uncomfortable having productivity discussions with their teams. I felt there was a
need to train these managers on the skills they would need to be successful. So I made my
case to the leadership team on why it is important and provided examples I was seeing.
Due to this, all managers go through a rigorous management training program that prepares
them for their new role.
46. Have you were developed an innovative solution to a nontraditional problem?
In your example, show how you promote change and innovation. Solutions to unique
problems occur when there is a constant information flow in all directions to ensure
responsiveness to change.
For instance, I was responsible for a sales team in my previous position. A separate
production staff handled the orders that my sales team would prepare. This production team
had difficulty making the deadlines that my sales team promised their clients. In addition,
the product was sometimes not customized to the level the client was looking for. So I
decided to change the process that our sales reps put in sales order by having the sales rep
communicate with the production team who was responsible for each clients product. This
helped my sales rep create achievable timeliness and a product that was the way the client
expects.
47. What is the role that leadership plays to a manager?
A leaders role is to communicate with clarity to the strategic vision to the management
team. This vision must be able to be in the form of a clear direction and plans. There should
be clear priories, objectives timeliness, accountability, and performance measures.
48. What leadership style do you use?
This answer should be based on the type of organization you are joining. You should show
that you are able to change your style in different circumstances.

49. How would you go about developing your team?

I encourage training courses, soft skills workshops, on the job mentoring, and coaching.
50. Have you ever taken on a job that you were unqualified for?
In your example, show how you are not afraid of taking risks to achieve goals at work.
Demonstrate your focus on the job at hand and how it inspired others.
For instance, I took on management responsibilities in my previous position to take the
place of my manager who had left. I did not have any management experience but I knew
that the team was not going to be able to be effective without a leader in place. I may have
made a few mistakes, but ultimately was successful in taking on that additional
responsibility. The upper level management were impressed by my growth and efforts so
they ended up promoting me into that position.

Top 50 Business Analyst Interview Question

1) What is a flowchart and why it is important?

Flowchart shows complete flow of system through symbols and diagrams. It is important,
because it makes the system easy to understand for developers and all concerned people.
2) Define Use Case Model?

Use case model shows sequence of events and stream of actions regarding any process
performed by an actor.
3) What does UML stand for?
It stands for Unified Modeling Language.
4) Do you think Activity Diagram is important and how?
As the name implies, activity diagram is all about system activities. Main purpose of activity
diagram is to show various activities taking place in an organization in different
departments.
5) Can you name the two types of diagrams heavily used in your field?
The two diagrams are Use Case Diagram and Collaboration Diagram
6) Do you know what is meant by an alternate flow in a use case?
It is the alternative solution or activity in a use case that should be followed in case of any
failure in the system.
7) What are exceptions?
These are the unexpected situations or results in an application.
8) What are extends?
Extends are actions that must take place in a use case.
9) Name the two documents related to a use case?
The two documents are FRD (Functional Requirement Document) and SDD (System
Design Document).
10) What is the difference between Business Analyst and Business
Analysis?
Business Analysis is the process performed by the Business Analyst.

11) As a business analyst, what tools, you think are more helpful?
There are many but I mostly use, Rational Tools, MS Visio, MS Word, MS Excel, Power
Point, MS Project.
12) In your previous experience, what kind of documents you have
created?
I have worked on, Functional Specification Documents, Technical Specification Documents,
Business Requirements Documents, Use Case Diagram etc.

13) What INVEST stands for?

INVEST means Independent, Negotiable, Valuable, Estimable, Sized Appropriately,
Testable. It can assist project managers and technical team to deliver quality
products/services.
14) Define SaaS?
SaaS means Software as a Service. It is related to cloud computing. It is different from other
software as you dont need this type of software to be installed on your machine. All you
need is an Internet connection and a Web Browser to use it.
15) What steps are required to develop a product from an idea?
You have to perform, Market Analysis, Competitor Analysis, SWOT Analysis, Personas,
Strategic Vision and Feature Set, Prioritize Features, Use Cases, SDLC, Storyboards, Test
Cases, Monitoring, Scalability.
16) What do you think is better, the Waterfall Model or Spiral Model?
It all depends on the type and scope of the project. Also a life cycle model is selected on the
basis of organizational culture and various other scenarios to develop the system.
17) How can you explain the user centered design methodology?

It all depends on the end users. In such scenario, we develop the system with a users point
of view. Who are the end users, what they require etc. Personas are basically social roles,
performed by any actor or character. It is derived from a Latin word meaning character. In
marketing terminology, it represents group of customers/end users.
18) How do you define Personas?
Personas are used instead of real users that assist developers and technical team to judge
the user behavior in different scenarios, more clearly. Personas are basically social roles,
performed by any actor or character. It is derived from a Latin word meaning character. In
marketing terminology, it represents group of customers/end users.
19) Define Application Usability?
Application usability is actually the quality of the system that makes the system useful for its
end users. Systems usability is good if it is capable of achieving users goals. Personas are
basically social roles, performed by any actor or character. It is derived from a Latin word
meaning character. In marketing terminology, it represents group of customers/end users.
20) Explain in your words, what is database transaction?
When we perform any activity in a database, such as addition, deletion, modification,
searching etc. is said to be a database transaction.

21) Define OLTP Systems?

OLPT stands for On-Line Transaction Processing; such systems are capable to perform
database transactions and are meant to provide good speed for database transactions.
These systems are mainly used for data entry and retrieving data from the database.
22) Do you have any idea about Pugh Matrix?

Pugh Matrix is used to decide about the most optimal and alternate solutions. This
technique is now a standard part of Six Sigma technique. It is also known as problem or
design matrix.
23) What FMEA stands for?
It means Failure Mode and Effects Analysis. It is a failure analysis, that is used mainly in
product development, system engineering and operations management. This analysis is
performed to figure out various failure modes and their severity in any system.
24) What is a 100-point method?
This method is used to assign priority to different steps in a process. Each group member is
supposed to assign points to different steps. In the end all the points for each step are
calculated. The step having the highest points has the highest priority.
25) Do you know what 8-omega is?
It is a business framework that is mainly being adopted by firms and organizations for the
betterment of their business. Its key factors are Strategy, People, Process, Technology.
26) Can you define mis-use case?
It is a term derived from use-case. Unlike use case, a mis-use case is something that shows
-what kind of malicious activities can be performed by an actor that may result in system
failure.
27) What is SQUARE stands for?
SQUARE stands for Security Quality Requirements Engineering. It is one of the software
engineering steps that mainly focus on documenting the security requirements of the
system.
28) What is Pareto Analysis?
It is a decision making technique, also known as 80/20 rule. It is used for quality control
and defect resolution. It explains few factors that can be responsible for big problems. It is

named as 80/20 rule, because as per this rule, 80 % effects in the system, arises from 20 %
causes.
29) Do you have any idea about Agile Manifesto?
Agile Manifesto is a guide for software developers about the development principles to
ensure iterative solutions.

30) What BPMN stands for?

It is Business Process Model and Notation. It is a graphical representation of business
processes.
31) Define BPMN Gateway?
BPMN Gateway is a processing modeling component that is used to control flow of
interaction, sequence of processes.
32) Name the five basic elements categories in BPMN?
They are Flow Objects, Data, Connecting Objects, Swimlanes and Artifacts.
33) Have you ever used Kano Analysis in your previous jobs and how do
you define it?
Yes, I have used Kano Analysis in one of my previous jobs. Kano Analysis is used to
analyze a system in terms of its requirements to identify its impact on customers
satisfaction.
34) How many key areas are there in a Kano Analysis?
They are three in number, namely as Unexpected Delighters, Performance Attributes and
Must Have Attributes.
35) Define Pair-Choice Technique?

The pair-Choice Technique is used to give priority to various items in a process. It is mainly
used when distinctive stakeholders are involved in the project. This technique asks from the
group to compare each item with the other and select the one having highest priority.
36) Do you have suggestions to make an effective use-case model?
Yes, I would suggest making two separate diagrams. One serves as a use-case and the
other serves as an actor diagram. So that we can highlight all the possible activities in a use
case & in actor diagram and then we can merge both the diagrams to get an effective usecase diagram.
37) How many types of actor can be there in a Use-Case?
There are primary and secondary actors. Primary actors start the process and secondary
actors assist them. Moreover, actors can be of four types such as Human, System,
Hardware and Timer.
38) Define BCG Matrix?
The Boston Consulting Group (BCG) matrix is developed to analyze several of business
processes and new product offerings from companies. It is a useful tool that can be used in
portfolio analysis, strategic management, product management, and brand marketing.
39) How can you differentiate between pool and swimlane?
A swimlane is related to group activities on an activity diagram while a pool is dedicated
activity to a single person.

40) Differentiate between Fish Model and V Model?

Fish model is comparatively very costly and time consuming, while, V model requires less
time and cost. Moreover, Fish model is used when there were no ambiguities in the
customers requirements. Otherwise, other model is preferred.
41) How do you manage frequently changing customers requirements
while developing any system?

As a business analyst, I would develop a document stating clearly that no change will be
accepted after a certain period of time and get it signed by the user.
42) Define Use Case points?
Use Case points are used to evaluate the cost of work done to develop the system.
43) What does PEST stand for?
It means Political, Economic, Social, and Technological. It is used to analyze business
environment, in which it has to be operated.
44) Name the four key phases of business development?
They are Forming, Storming, Norming, and Performing.
45) Define Benchmarking?
Benchmarking is about measuring performance of an organization to compete in the
industry. In this process a company may measure its policies, performance, rules and other
measures.
46) What do we mean by SWEBOK?
It means Software Engineering Body of Knowledge.
47) What do you know about GAP Analysis?
It is a process of comparing and determining the difference between two things or
processes.
48) Define Agile?
Agile is basically a technique that uses several light-weight methodologies such as Rapid
Application Development (RAD), Extreme Programming (XP) and SCRUM. All these
methodologies focus on the development of iterative solutions.
49) Define Scrum Method?

It is one of the agile methods, used to develop iterative information systems. In this method
a small team works on the assigned tasks for a time period of 30 days usually.
50) What does JAD stand for?
It means Joint Application Development.

Top 50 Interview Questions for Project Managers

1.How will you define a project?
A project is a set of task/activities undertaken to create a product, services or results. These
are temporary, in the sense that they are not routine work like production activity but most
often one time set of activities undertaken.
2. Provide some examples.A project for a product will result in a complete product or
part of a product. An example would be the creation of the Microsoft Surprise tablet that
used a liquid magnesium deposition process to create the enclosure. The process
developed in the project will be used for subsequent production of the tablet. Examples
could include development of a new product or process (as in the example), constructing a
road or a bridge (infrastructure in general), developing a computer/information system, etc.
3. What is your view of Project Management?
Project management involves applying the knowledge & skills of the project team members
including the project manager, application of tools and techniques available to ensure the
defined tasks are completed properly. Proper completion means implies achievement of end
results within given cost and time constraints. It usually means balancing of the constraints
of scope, budget, schedule, quality, risks and resources.
4. Are there distinct kinds of activities in a project?

Most often any project goes through some easily identifiable set of activities during its
lifetime. Some typical activities can be identified as related initiating a project. Planning set
of activities are required to plan the activities to be undertaken to achieve the defined goals.
Executing group of activities help getting the project done. A related set of activities are
required to monitor and correct the course of actions to keep the project on the planned
course charted for it. Final set of activities are related to the systematic closure of the
project. Most important of which is, of course, to formally record what has been learnt during
the execution of the project. When documented, this set of documents, related forms to be
used, the way estimates are to be made, database of estimates of similar projects etc. are
often referred to as Organizational process assets.
5. What do you think is the difference between projects, programs and
a portfolio?
Projects are undertaken for a specific or a set of related purposes. A program is a set of
projects managed in a coordinated manner to achieve different parts of an overall goal. For
example the NASA lunar landing program had the development of the command module
and the lunar landing modules as separate projects. A portfolio is a collection of projects,
programs and even other portfolios that help an organization achieve some common high
level business purpose.
6. Who is a stakeholder?
Any person, organization or an entity whose interest is affected, positively or negatively,
because of the project. The influence of stakeholders is an important issue to take into
account in any planning and subsequently during execution of it as well.
7. What are organizational influences?
Every organization has a certain way of doing things, collective wisdom about how things
can best be done, etc. and these influences the planning and execution processes. These
influences need to be taken into account when estimating, planning for activities related to
projects. These are often mentioned as organizational environmental factors.
8. Can you explain project life cycle?

A project has distinct phases when the range of activities required to carry out the project
work differ. There is a distinct start phase, followed by an organizing and preparing phase.
Carrying out is the actual execution part of the project. Closing phase makes sure the
temporary activities related to the project are closed systematically. The points in time when
the phase changes happen are named variously as phase gate, exits, milestones or kill
points. If a project is to be closed, it is decided at these stages based on the performance or
if the need of the project has disappeared.
9.What to you understand by a project charter?
This is a document where it all begins. Project authorization is done on this document and a
project would be initiated with the top level requirements listed in this document. Initial
requirements as seen by stakeholders and the outcomes of the project also are listed in it.
10. What do you understand by plan baselines?
Baselines are the final version of all plans before the project execution starts. Project
baselines are the starting versions of all related plans of a project, be it the time schedule,
the quality plan, the communication plan or whatever. This acts as the reference against
which project performance is measured.
11. What qualifications are required to be an effective project
manager?
Besides being a good professional manager, the PM needs to have additional personal
skills for being effective. It is not only essential for him to have project management skills
but be proficient in them. Attitude, core personality characteristics and leadership qualities
are needed. Team management and leadership skills that help the team reach common
objectives and goals are required.
12. What are processes and process groups?
A process is a defined way of doing things. Not only does the process define the actions to
be taken but also in what sequence they are to be carried out. Process groups are a set of
processes that are applicable to various stages of a project. For example, initiating process
group, planning process group, etc. Each of the processes has a defined set of inputs and
produce defined outputs by applying a set of tools and techniques on the input.

13. What are the knowledge areas relevant to doing a project?

Scope management, time and cost management knowledge areas are quite obvious. Same
goes for quality management too. To complete a project in all its aspects one needs to be
aware of the project integration knowledge area. Communications is an essential issue so is
the communication management knowledge. Procurement and risk management are two
vital support areas. Since people get things done Human resources management is also an
equally important area.
14. What is RAID as it related to project management?
RAID stand for risks, assumptions, issues and dependencies. These are vital items that a
PM should always be aware of. There are always risks about actions and a PM must take
least risk actions. Unless assumptions about any estimates or actions are clear, these can
go wrong. Issues and dependencies also limit the choices of actions often.
15. What are the important processes for project integration
management?
It starts with a project charter development. Project management plan development is
another important activity. Direct and manage project execution and monitor and control are
plans that are to be followed all through the project. Closing of the project (or the current
phase) is the final set of activities for integration management. Since changes are often
unavoidable an integrated change management plan must be developed to guide all
changes systematically.
16. What is a SOW?
SOW or the statement of work is a detailed description of the outcomes of the project in
terms of what products, services or results are expected from the project. Most detailed
SOW are usually given by the customer if he is the one requesting the project.
17. What does Scope management involve?
Typically this process involves collecting requirements, defining scope, creating WBS,
verifying scope and controlling the scope. The project scope statement, WBS and WBS
dictionary defines the scope baseline. Controlling the scope process must minimize scope
creep.

18. How should changes controlled?

Through the integrated change control process. Requested changes will have to be
reviewed by a change control board. Only the approved changes shall be included in the
document changes guiding project execution.

19. What is Work Breakdown Structure (WBD) and how does it affect
the work estimates of tasks/activities?
Work breakdown structure defines the work activities required for the project and the sub
activities of each of the work requirement. The breakdown goes down to levels where all the
work required is clearly understood. Work need not be broken down further than that. Work
breakdown dictionary includes additional details that help define the tasks. Time and effort
estimates can be accurate when everything about the work and dependencies are known.
20. How do you define a milestone?
Milestone is a point in project schedule when some objective, a part of a result or a part of
the planned services planned are achieved.
21. What are some techniques used for defining scope?
Product breakdown, requirements analysis, systems engineering, systems analysis, value
engineering, value analysis and alternatives analysis. Alternatives analysis can be helped
by brain storming, lateral thinking and pair-wise comparisons, etc.
22. How do project scheduling help achieve project execution?
When the activity effort and resource estimates are known getting the work done depends
on how the tasks are sequenced. Dependencies with other activities have to be clearly
known. The basic sequence is determined by what activities should be carried out first and
what should follow. Unconnected tasks/activities can be sequenced in parallel to reduce
project time. Most optimized sequencing would give you the best possible time needed
given the resources allocation is ideal and there are no constraints there. Scheduling is
done from activities list prepared after WBS has been finalized.

23. How is the activity time estimates done?

Parametric estimates, three point estimates and analogous estimates are the techniques
used for estimating activity time estimates.
24. How do you estimate in the three point estimating method?
One optimistic estimate, a pessimistic estimate and one most likey estimate is considered
for an activity. (Op estimate+6 X most likely+ pess. Estimate) is calculated and divided by 6.
This result then may be further iterated. This is the estimate to be used.
25. How in the project time schedule represented most often?
Activity scheduling network diagram is the most common form of representation for the
project time schedule. This is often accompanied by milestone chart, and bar charts.
26. What is a critical path in schedule network diagram?
When activity scheduling is done there will be activities whose start time and/or end times
are not critical. It may be possible, due to dependencies, to start a task later than the date
on the schedule, similarly an activity could be completed later as there are no other activity
waiting for its completion. These time pads are called floats. There is always a path from
start to finish, which does not have any floats. Not only all the activities in the path must be
carried out in planned time, but also there cannot be any delays. Any delays will directly
reflect on project completion time. This chain of activities or the path from start to finish is
known as the critical path.
27. What are the ways a project time schedule can be compressed?
Crashing and fast tracking are two methods of accelerating a project time schedule.
Crashing method tries to optimize the schedule making use of the time floats available while
keeping costs under control. Fast tracking is to make selected activities faster by applying
additional resources if necessary. It may mean paying team members overtime, paying for
the time of a consultant, etc.
28. What is effort variance?

It is the difference in estimated effort and the effort actually needed. Work performance is
monitored periodically to find if there is any variance in efforts so that corrective actions
could be taken.
29. What is EVM, earned value management?
At every monitoring point the planned value (PV), earned value (EV) and actual cost (AC)
are monitored. PMB, performance measurement baseline is the aggregation of all planned
values. Variances from baselines are determined and Schedule variance (SV) and cost
variance (CV) are calculated. If earned value is equal to the planned value then the project
is achieving what it is supposed to. If there is schedule or cost variance is significant,
appropriate action needs to be taken to correct the slips. Estimate at completion (EAC) is
estimated and compared with budget at completion. In case there is a slip, the cost
consequences will be known.
30. What does A processes ensure?
According to a dictionary, A is a way of systematic monitoring and evaluation of aspects of
a project, service or facility to ensure that standards of quality are met. Thus, whatever
ensures products meet customer expectations are part of A efforts. Ensuring quality of
everything that goes into making a product and that no mistakes are made while making it
ensures quality.
31. What is quality control?
QC procedures include inspections to ensure quality requirements are being met
32. Whats the need for process improvement plans?
A cornerstone of A is that processes are continuously improved. Process improvements
help mistakes in processes and thus help improve quality.

33. What is the tool used for arriving at improvements in processes?

GM, or the goals, questions and metrics is the method used. Goals are set, questions are
asked about what improvements can be made and metrics (measurements that tell us
something about the process) are carried out
34. What are the important aspects of a HR plan for the project team?
Acquiring the team, forming the team, assigning roles & responsibilities, appraisal policies,
rewards & recognition are the areas where clear cut policies should exist and be well known
to team members.
35. Why is the performance management process in the HR
management plan important?
People like to be recognized for their contributions. The project management team needs to
recognize talent and reward and recognize the performers. The assessment should not only
be fair but seen to be fair.
36.How do you determine the communication needs of stakeholders?
The communication needs of stakeholders depend on their position in the power/influence
grid, power/interest grid as also impact/influence grid. Salience modeling is another
technique to determine who is the most effective for the interest of the project. This is a
qualitative assessment and will determine the kind and details of communications they need
on the project.
37. What are the types of risks you may encounter in a project?
These could be categorized as technical, external, internal/organizational, etc. Depending
on the type of projects other categories may have to be considered.
38 What is a risk register?
This is a register/document that contains all the identified risks of a project. List of actions of
potential actions are also included.
39. Are there any positive aspects of the risk identification process?
The risk identification process may be able to come up with some opportunities too.

40. What is risk impact and probability?

When assessing risks the project team also tries to determine the probability of the risk
actually happening and the impact it will have on the project when it does.
41. What is the role of Isikawa/ Fishbone diagrams in determining root
causes of risks?
This is a graphical method of determining cause and effect relationships leading to a
specific risk. One could then determine mitigation actions for that risk.
42.What do you understand of Pareto (80/20) principle/analysis?
This is a statistical analysis method that helps decide priorities between several actions to
be taken. The basis is that there are about 20% action which when executed gets you 80%
of the results. In QA this is used to identify the 20% of causes that create 80% of the
problems.
43. What are fixed type contracts in procurement processes?
The seller must supply the contracted items at a fixed price determined at the time of
contract.
44. What are time & material contracts?
In this type of contracts the contractor gets paid for time used on the project and expenses
for material used and other agreed upon expenses.
45 What is the primary purpose of procurement management plan?
To determine what exactly is to be procured, ensure they are procured at the best price and
is made available to the project team at the right time.
46.What does procurement administrator involve?
To keep monitoring and ensure that all open procurement contracts are progressing as
expected.
47. Why does a PM need to be very proactive?

A PM needs to be able to see any signs of a deviation in time and/or cost to project
progress as early as possible. This gives the team as much reaction time as possible to
correct the situation or to minimize the impact.
48.Forming a team, developing the team and improving knowledge are
direct responsibilities of the project manager, do you agree?
It is the team that executes the project. Thus ensuring you has right people is essential.
Developing the team is important as whatever gaps are there need to be bridged. Improving
self and the team knowledge is equivalent to the continuous improvement of A process and
should impact the quality of the project outcome.
49. Do you think professionalism and integrity are essential qualities of
a PM?
PM is charged with managing all aspects of the project. Unless he is a professional and has
integrity there are many things that can go wrong. Not so truthful progress reporting will
easily boomerang on the PM but the organization will have a delayed or a failed project.
50. Explain the team forming process?
After the members are collected as a project team there is a turmoil before everything
settles down. This is known as the forming-storming-norming-performing process. The team
people go through a storming of relationships when before settling to the role assignment.
Over time they then get used to the structure of the relationship, that is the norming phase.
It is only after everybody has settled into their new roles that the team starts performing.