We're going to discuss five behavioral project manager interview questions from our website. We'll go over each question and some advice on how to answer them. Along with the answer example. Let's get started. Question number one, describe a time when a project deliverable were responsible for failed, how did you handle the situation? All project managers experience failures at some point in their career. Interviewers ask this question to determine how a candid reacts to the conflict and pressure that usually accompany these difficult situations. In your response, remember, to include a description of how you address the emotions of you and your team during failure scenarios. But it is imperative to assess the facts of the situation and develop an appropriate plan of action. Interviewers, value candidates that are able to demonstrate poise and leadership during times of failure. I was a project manager for a solution that sent batch purchase transaction data to people's offer building. We deployed the solution overnight and excuse the team after the initial tests were successful.

我们将讨论我们网站上的五个行为项目经理面试问题。我们将讨论每个问题以及如何回答这些问题的一些建议。以及答案示例。我们开始吧。第一个问题，描述当项目交付失败时，你是如何处理这种情况的？所有项目经理在其职业生涯的某个阶段都会经历失败。面试官问这个问题是为了确定一个坦率的人如何应对通常伴随着这些困难情况的冲突和压力。在你的回答中，记住，要包括你如何处理你和你的团队在失败场景中的情绪的描述。但必须评估局势的实际情况并制定适当的行动计划。面试官看重那些在失败时能够表现出镇定和领导能力的候选人。我是一个解决方案的项目经理，该解决方案将批量购买交易数据发送到People s Offer Building.我们连夜部署了解决方案，并在最初的测试成功后为团队开脱。

My technique called me an hour later in a panic after he noticed that the process was running continuously, instead of making a one time monthly update as designed. This meant that our process was essentially flooding people stop a bunch of erroneous transactions. That would cause huge problems. If they remained. My initial reaction was a sick feeling in my stomach. When I realized the impact of the situation, if we did not resolve it quickly, people soft had a monthly building process that was set to run the next day. We only had a few hours to fix whatever was broken. I took a few breaths and then began working on a plan of action. We made a list of you to call and wake up and gathered 18 to help us figure out the cause of the problem. We quickly identified the cause as exciting issue with the job we were running. We made the adjustment, and then worked on a series of data scripts to fix the incorrect data we sent over. I called her customer alert them in the situation and let them know we were working hard to resolve the issue.

一小时后，我的技术人员惊慌失措地打电话给我，因为他注意到该进程正在持续运行，而不是按照设计每月更新一次。这意味着我们的流程本质上是让人们停止一系列错误的交易。那会造成巨大的问题。如果他们留下来。我最初的反应是胃里有一种不舒服的感觉。当我意识到这种情况的影响时，如果我们不迅速解决它，People Soft就会有一个每月一次的构建过程，该过程将在第二天运行。我们只有几个小时来修理坏掉的东西。我吸了几口气，然后开始制定行动计划。我们列出了一份名单，让你打电话和起床，并召集了18个人来帮助我们找出问题的原因。我们很快确定原因是我们正在运行的作业出现了令人兴奋的问题。我们进行了调整，然后编写了一系列数据脚本来修复我们发送的错误数据。我打电话给她的客户，提醒他们在这种情况下，让他们知道我们正在努力解决这个问题。

We were able to get the last minute changes out in the morning just prior to the people's office service running. I think everyone for their quick action and willingness to jump in and do whatever was necessary to address the issue.

我们能够在早上人民办公室服务运行之前得到最后一分钟的更改。我认为每个人都行动迅速，愿意投入并做任何必要的事情来解决这个问题。

Question number two, what are some of the ways you keep project reflection meetings? Productive? End of project reflection meetings can turn dark quickly. Team members sometimes use these sessions as an hour to discuss personal issues and their negative judgments of the work of their teammates. Interviewers ask this question to learn more about the methods a project manager candidate uses to tactfully discuss difficult subjects to develop value and plans for change.

第二个问题，你保持项目反思会议的方式有哪些？富有成效？项目反思会议的结束可能很快就会变得黑暗。团队成员有时会将这些会议作为一个小时来讨论个人问题以及他们对队友工作的负面评价。面试官问这个问题是为了更多地了解项目经理候选人用来巧妙地讨论困难主题的方法，以发展价值和制定变革计划。

There are a number of ways I ensure that project reflect your meetings, stay productive. First, I use basic facilitation tools, including a well defined agenda and set of ground rules. These items help keep us on track and set the stage for a positive exchange, like to begin with a discussion of achievements of what worked well during the project. It helps to set the tone and reminds everyone how important their contributions were.

我有很多方法来确保项目反映您的会议，保持高效。首先，我使用基本的促进工具，包括一个明确的议程和一套基本规则。这些项目帮助我们保持在正确的轨道上，并为积极的交流奠定了基础，比如从讨论项目期间取得的成就开始。它有助于定下基调，并提醒每个人他们的贡献是多么重要。

Then I typically let team members brainstorm areas for improvement individually, and we share them anonymously. We make sure everyone understands each item, or we are going spending a lot of time drawing on the issues from there as a team to vote and prioritize the Top issues to improve upon. This helps keep us focus on the most impact, full opportunities for change. We brainstorm strategies to improve upon the issues and assign specific action items to ensure we take the necessary steps to move forward. This model has served me well in ensuring that project reflection meetings remain productive.

然后，我通常会让团队成员单独对需要改进的领域进行头脑风暴，并匿名分享。我们确保每个人都理解每个项目，否则我们将花费大量时间从那里汲取问题，作为一个团队进行投票，并优先考虑需要改进的首要问题。这有助于我们专注于最具影响力、最充分的变革机会。我们集思广益，制定改进问题的策略，并分配具体的行动项目，以确保我们采取必要的步骤向前推进。这种模式在确保项目反思会议富有成效方面发挥了很好的作用。

Question number three, describing leadership skill that you use regularly that adds value to your teams. Most project managers demonstrate valuable leadership skills regularly. Interviewers ask this question to learn more about a candidates, leadership strengths, so they can determine how well they will align with their needs of their company. My best leadership skill in a team setting is my ability to help teams resolve conflicts. I am great at creating a comfortable environment where team members feel Free to share their concerns. I view the situation from a neutral standpoint and help everyone stay focused on our goals at the light hearted spirit. And it helps everyone approach difficult conversations with more ease than they would. Otherwise.

第三个问题，描述你经常使用的为团队增加价值的领导技能。大多数项目经理经常表现出宝贵的领导技能。面试官问这个问题是为了更多地了解候选人的领导能力，这样他们就可以确定他们将如何与公司的需求保持一致。我在团队环境中最好的领导技能是帮助团队解决冲突的能力。我擅长创造一个舒适的环境，让团队成员可以自由地分享他们的担忧。我从中立的角度看待形势，并以轻松的精神帮助每个人专注于我们的目标。它帮助每个人更轻松地处理困难的对话。否则。

Question number four, what steps you take when a project you are leading is behind schedule? Project managers are regularly required to lead their teams through a variety of project risk scenarios. If you were asked this question to learn more about how it can it plans to handle this common project risk scenario, the first thing I would do in this area is developing method gets the bottom of why in the mind as a team have used various root cause analysis methods. And I frequently do on the guidelines method in cases such as these.

第四个问题，当你领导的项目落后于计划时，你会采取什么措施？项目经理经常需要带领他们的团队经历各种项目风险场景。如果你被问到这个问题，以了解更多关于IT如何计划处理这种常见的项目风险场景的信息，我在这方面要做的第一件事是开发一种方法，了解为什么团队使用各种根本原因分析方法。在这种情况下，我经常使用指导方法。

Once the concept of the delay was identified, I would have to develop a strategy to address it. If there were performance issues, I would assign mentors and ask that they spend extra time leading those who need help. If a stakeholder or client was behind on their responsibilities that would have a discussion with them about the impact of their actions involving way forward. These types of actions usually correct the issue in my teams get back on track quickly. If the delay was something that was outside of my control, I would be transparent with my client or stakeholder. I would ensure them that the team would work to Complete the most valuable pieces of the project on time and determine if there was an opportunity to remove anything unnecessary from school, but also offer any relevant updates to the delivery date as needed.

一旦确定了延迟的概念，我就必须制定一项战略来解决这个问题。如果存在绩效问题，我会指定导师，并要求他们花加时赛时间来指导那些需要帮助的人。如果利益相关者或客户落后于他们的责任，将与他们讨论他们的行动对未来的影响。这些类型的行动通常会纠正我的团队中的问题，并迅速回到正轨。如果延迟超出了我的控制范围，我会对我的客户或利益相关者保持透明。我会向他们保证，团队将按时完成项目中最有价值的部分，并确定是否有机会从学校删除任何不必要的内容，但也会根据需要提供交付日期的任何相关更新。

Question number five, walk me through your process for ensuring the members of your team have the skills and knowledge necessary to be successful. Many project managers are responsible for ensuring the numbers of their project teams have the knowledge necessary to perform the duties they are signed. Interviewers ask this question to determine that the candidate has experience necessary to assess knowledge and skill set gaps within their teams. I use several strategies to ensure the members of my teams have the knowledge and skills necessary for success. First, I like to observe and work with each member individually to find out where they would like to grow professionally. If their growth needs require training a partner with their management to plan accordingly. Otherwise, I brainstorm a strategy to gather the Information they need while making sure their current project commitments are met.

第五个问题，请向我介绍一下您的流程，以确保您的团队成员具备成功所需的技能和知识。许多项目经理负责确保其项目团队的成员具备履行其签署的职责所需的知识。面试官问这个问题是为了确定候选人是否有必要的经验来评估其团队中的知识和技能差距。我使用几种策略来确保我的团队成员拥有成功所需的知识和技能。首先，我喜欢观察并与每个成员单独合作，以找出他们想要在专业上成长的地方。如果他们的成长需求需要培训一个合作伙伴和他们的管理层来制定相应的计划。否则，我会头脑风暴出一个策略来收集他们需要的信息，同时确保他们当前的项目承诺得到满足。

Secondly, I work with the leaders on my teams that represent the other domains, such as analysis or engineering to see if we have any knowledge gaps. When we are planning for a specific project, if there is a gap, we develop a strategy to gather and discern the necessary knowledge.

其次，我与我的团队中代表其他领域（如分析或工程）的领导者合作，以了解我们是否存在任何知识差距。当我们计划一个特定的项目时，如果有差距，我们会制定一个策略来收集和辨别必要的知识。

Thirdly, I like to look ahead and work with program managers or senior leaders to understand the road maps and long term needs of our clients, and then work with my team members to take advantage of any opportunities we have to practically gain the knowledge and skills. We know we will need prior to the start of the project. This helps us to reduce delays and it gives my teammates time to get comfortable with new skills before they have to actively use them on a project.

第三，我喜欢向前看，与项目经理或高层领导合作，了解客户的路线图和长期需求，然后与我的团队成员合作，利用任何机会实际获取知识和技能。我们知道我们将需要在项目开始之前。这有助于我们减少延迟，并让我的队友在必须在项目中积极使用新技能之前，有时间适应新技能。