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 a one-time set of
activities undertaken.

2. Provide some examples for Project Management

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 the
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 is required to plan
the activities to be undertaken to achieve the defined goals. An
executing group of activities helps to get the project done. A related set
of activities is required to monitor and correct the course of actions to
keep the project on the planned course charted for it. A final set of
activities is related to the systematic closure of the project. Most
important of which is, of course, to formally record what has been
learned during the execution of the project. When documented, this set
of documents, related forms to be used, the way estimates are to be
made, the 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 for 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. The 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 the scope and controlling the scope. The project
scope statement, WBS and WBS dictionary defines the scope baseline.
Controlling the scoping process must minimize scope creep.

18. How should changes control?

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 is 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 brainstorming, 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.

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24. How do you estimate in the three point estimating method?

One optimistic estimate, a pessimistic estimate and one “most likely”

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?

An 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 is 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 over time,
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 the
budget at completion. In case there is a slip, the cost consequences will
be known.

30. What do 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. What’s 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 an 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 is 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 the 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.

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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.
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