Now let's get started. Question Number one. What is the most important skill that a project manager needs to be successful? Given that project managers use and rely on many different skills, there are, several ways you can answer this question. But the interviewer know what skill you believe is most important to your job, whether be related to, organization, communication, negotiation, leadership or time management.

现在让我们开始吧。第一个问题。项目经理成功所需的最重要的技能是什么？考虑到项目经理使用和依赖许多不同的技能，有几种方法可以回答这个问题。但是面试官知道你认为什么技能对你的工作最重要，无论是与组织、沟通、谈判、领导能力还是时间管理有关。

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

在你的观点后面，尽可能举一个相关的例子，我在工作中使用了许多不同的技能。例如，我需要能够与不同群体和不同类型的人进行清晰的沟通。我还必须成为一名强有力的领导者，能够激励和鼓舞他人。我还需要能够监督预算，与供应商谈判，并管理我的时间和资源。但我个人认为，就这个职位而言，我拥有的最重要的技能是我的组织能力。我最近在做一个有很多活动部件的大项目。我在整个过程中始终保持有序，管理时间表、客户和赞助商的期望、预算和团队责任，并最终成功完成。

Question number two, what is the most successful project you managed today? Remember that the interviewer is considered and you to oversee complex projects for the company. And as they say, the proof is in the pudding. The interview wants assurance that you are capable of managing projects.

第二个问题，你今天管理的最成功的项目是什么？记住，面试官被认为和你一起为公司监督复杂的项目。正如他们所说，证据就在布丁里。面试需要确保你有能力管理项目。

So give an example or two of past projects you LED that ended successfully clearly explain the details of the project, your role and actions, and the, final result. I previously worked for a bank that needed to establish consistent and reliable data to be used for decision making purposes. As a leader of this project, I determined that we needed to decommission multiple legacy systems, hundreds of spreadsheets and several other tolls and platforms in order to standardize the data.

因此，给出一两个你过去领导的成功项目的例子，清楚地解释项目的细节，你的角色和行动，以及最终的结果。我之前在一家银行工作，该银行需要建立一致可靠的数据以用于决策目的。作为该项目的领导者，我决定我们需要停用多个遗留系统、数百个电子表格和其他几个工具和平台，以便对数据进行标准化。

Once the scoop of the project had been laid out and I had run a raid analysis, I put all the details of the project into an online project mandarin program, assemble teens, set expectations and established time lines. I communicate clearly to the various parties that participate in the project from upper management to the it team and other employees. Ultimately, the project was completed within budget and on time. It allowed the bank to standardize its data, improve its transparency and reduce costs.

一旦这个项目的独家新闻被公布出来，我就进行了一次突袭分析，我把这个项目的所有细节都放到了一个在线项目普通话程序中，召集青少年，设定期望并建立时间线。我清楚地与参与项目的各方沟通，从高层管理人员到IT团队和其他员工。最终，该项目在预算范围内按时完成。它允许银行标准化其数据，提高其透明度并降低成本。

Question number three, what do you do to prevent scope creep? Scope creek can be real problem for project managers. It occurs when the projects objectives shift as it progresses, which can lead to the project going over its budget and or timeline. The interviewer wants to be assured that how to recognize and handle scope creek, talk to them about how you would prevent it from occurring in what you would do. If it did happen, scope creek can be a real problem that results in unhappy customers or stakeholders and able budget and or timeline.

第三个问题，你做了什么来防止范围蔓延？对于项目经理来说，Scope Creek可能是一个真正的问题。当项目的目标随着项目的进展而发生变化时，就会发生这种情况，这可能会导致项目超出其预算和/或时间表。面试官希望确保如何识别和处理Scope Creek，并与他们讨论如何在你的工作中防止它发生。如果真的发生了，Scope Creek可能会成为一个真正的问题，导致客户或利益相关者不满意，以及预算和/或时间表。

In my experience, it tends to occur when there is a lot of client and or stakeholder feedback that the project manager doesn't correctly manage. Feedback is good, but many times it comes along with additional request. I've learned that the best way to handle these kinds of requests is clearly explained to the customer or stakeholder, how fulfilling a specific request will change the cost and timeline of the project.

根据我的经验，当项目经理没有正确处理大量客户和/或利益相关者的反馈时，往往会发生这种情况。反馈是好的，但很多时候它伴随着额外的要求。我了解到，处理这类请求的最佳方式是向客户或利益相关者清楚地解释满足特定请求将如何改变项目的成本和时间表。

Then I only add this to the project scope of the client stakeholder, except these costs and timeline changes. I also make sure that the scope of the project is spelled out at the beginning of the project, and then I keep track of the smaller tasks and goals as they are achieved. We don't bear off-course. When scope creep does occur, I move quickly to establish and communicate new expectations.

然后，我只将其添加到客户利益相关者的项目范围中，除了这些成本和时间表更改。我还确保在项目开始时详细说明项目的范围，然后在实现较小的任务和目标时对其进行跟踪。这样我们不会偏离方向。当范围蔓延确实发生时，我会迅速行动，建立并传达新的期望。

Question number four, how do you facilitate the success of your teams as a person in charge of the project and all the teams who are making it happen, you need to be someone who can motivate and manage others. The interviewer wants to know how you do this, mention the stages that all teams moved through, forming, storming, norming, performing, and a journey, discuss how you supported and LED teams before. I'm a natural leader who loves to inspire and support others. I always start a project by assembling strong teams that are filled with hard workers who are passionate and smart. From there, I can easily recognize various stages. 18 moves through, as I witnessed many times. Now. First, they experience forming when they start to learn about each other. Then there tends to be storming when conflict arises between team members, as they realize they have differing opinions about things. My role at this point is to encourage them to hear each other out and be respectful. Then comes the norming stage as they begin to accept each other and truly work as a team.

第四个问题，你如何促进你的团队的成功？作为项目的负责人和所有实现项目的团队，你需要成为一个能够激励和管理他人的人。面试官想知道你是如何做到这一点的，提到所有团队经历的阶段，形成，风暴，规范，执行和旅程，讨论你以前是如何支持和领导团队的。我是一个天生的领导者，喜欢激励和支持他人。我总是通过组建强大的团队来开始一个项目，这些团队都是充满激情和聪明的勤奋员工。从那里，我可以很容易地识别不同的阶段。正如我多次目睹的那样，18个动作通过。现在。首先，当他们开始了解彼此时，他们经历了形成。然后，当团队成员之间发生冲突时，当他们意识到他们对事情有不同的看法时，往往会发生风暴。在这一点上，我的角色是鼓励他们相互倾听，相互尊重。然后是规范阶段，他们开始接受彼此，并真正作为一个团队工作。

My favorite is the performing stage, which is when my team begins to function like a well oiled piece of machinery, many parts are working toward one goal. It's always kind of sad when we get to the end of the project of adjoining stage and they move on to other projects and responsibilities. But throughout the entirety of the project, I listen, remind, offer encouragement, Guide and help resolve conflicts. So we all together reach our final project. Goal question number five, how do you manage customers and stakeholders? Project managers interact with and oversee different groups during projects, ranging from vendors and teams to customers, executives and stakeholders. The interviewer wants to know how you change your communication style and approach, depending on who your audience is, particularly when the person or group your dressing has authority over the project, discuss how you convey the projects, objectives, cost, and timeline, see customers and stakeholders.

我最喜欢的是表演阶段，当我的团队开始运作时，就像一台运转良好的机器，许多部分都朝着一个目标努力。当我们到了相邻阶段的项目结束时，他们转移到其他项目和责任上，这总是有点令人难过。但在整个项目中，我倾听、提醒、鼓励、引导并帮助解决冲突。所以我们一起完成了我们的最终项目。第五个问题，你如何管理客户和利益相关者？项目经理在项目期间与不同的团队（从供应商和团队到客户、高管和利益相关者）进行互动并监督他们。面试官想知道你如何改变你的沟通风格和方法，这取决于你的听众是谁，特别是当你着装的人或团体对项目有权威时，讨论你如何传达项目、目标、成本和时间表，会见客户和利益相关者。

Communication is one of the most important parts of my job. I have to convey expectations, established boundaries, maintain control, soothe, disgruntled workers, and or stakeholders. And so much more, when it comes to customers and stakeholders, I aim to please them and keep them a 100 % satisfied. I do this by initiating communication early on, and then keeping and updated on the progress of the project, some stakeholders and clients on frequent communication, while others don't. I gauge this and then react appropriately. In general, my conversations with stakeholders and customers are concise and just over abuse, unless they've requested additional detail. If something changes during the project, I keep them a prize, so they are fully aware of any potential changes to the projects, budget or timeline. Thank you for watching.

沟通是我工作中最重要的部分之一。我必须传达期望，建立界限，保持控制，安抚不满的员工和/或利益相关者。更重要的是，当涉及到客户和利益相关者时，我的目标是取悦他们，让他们100%满意。我通过早期启动沟通来做到这一点，然后保持和更新的进展在项目中，一些利益相关者与客户进行频繁的沟通，而另一些则没有。我衡量这一点，然后做出适当的反应。一般来说，我与利益相关者和客户的对话都是简明扼要的，除非他们要求更多的细节。如果在项目过程中发生了变化，我会给他们一个奖励，这样他们就能充分了解项目的任何潜在变化。预算或时间表。感谢您的收看。