Project Management Professional (PMP) Interview Questions And Answers

► Identification of Scope
► Risk Identification
► Project status team meeting
► Scope Identification

► By written and oral communication
► Through daily status report
► Via formal chain of command
► By updating daily status reports

► Investment on capital
► Cash-out flow
► Commitment
► Expenses

► Development of a Project plan, initiating a project, and control of overall change
► Development of a Project plan, execution of the project plan, and control of scope change
► Development of a Project plan, execution of the project plan, and control of overall change
► Development of a Project plan, control of overall change, and control of scope change

► Timely status information
► Definition of clear requirements
► Frequent cost report
► Scope change control

► A Traditional Manager
► An effective functional organization
► Leading Project Managers
► A strong functional organization

► Analysis for make or buy, selection of the type of contract and system for weighting
► Analysis for make or buy, expert judgment and selection of the type of contract
► selection of the type of contract, conferences by bidders and expert judgment
► Expert judgment, audits and conferences by bidders

► Execution phase
► Development phase
► Close-down phase
► Concept phase

► Risk mitigation plans
► Risk mitigation plans
► Forecasting final costs and scheduling estimates
► Technical performance metrics

► Work breakdown structure
► Critical Path Method Diagram
► Precedence network
► Variance analysis

As a project Manager you can provide feedback to your team in following way


Provide positive Feedback First
Make sure that you first focus on achievements – just the good news. One of the factors that make working together so difficult is our habit of focusing on issues and problems to the exclusion of achievements and successes. In such an environment people feel undervalued and unmotivated and a feeling of Why bother? Shapes the culture.


Review Failures
Next take time to review failures, asking the team to make a full list of disappointments. Let them know that this exercise has nothing to do with pointing fingers and everything to do with creating a realistic picture of the current status of the team and the business.


Take the Lessons
Finally ask each team member to consider what can be learned from what happened. Discuss the potential lessons and align on the top three guidelines that would make the most difference to your success. Keep these alive throughout the year by regular review and public display with news of the difference the lessons are making to performance.

Following are some functions of Project Management tool

► Task management
► File storage
► Reporting functions
► Commenting and message boards
► Client access
► Subcontractor task assignment
► Time tracking

By telling your team what to do, you at some level are telling them that what they’ve done has not been successful. That’s probably not what you mean. However, tell them why you want something, and ask for their help, and the underlying message is “you’ve done well in the past, so here’s something new.” Even when you put rules in place (governance rules, if you will), you can still educate as to the “why” and get more acceptance than you would otherwise. And, if you have the opportunity to get input, and adjust your rules with feedback, even better. Much better.

To judge a technical ability of programmer ask about his past technical work, ask some general tech questions and If you can, try to give him/her a little challenge where he/she can prove some of the skills he/she have enumerated on his/her CV and that he/she will need for the job. In a further interview you may ask him/her how he/she solved some problems. If it is the case, ask him/her how he/she did certain aspects of items listed in his/her portfolio.

I am telling you few ideas in my mind that as a project manager how you can add value to project & real customer.

Feel the real need of customers. Don’t act as a sales person. Work as consultant. Which can add much more value to them and hence people will trust you and that trust will help you to grow your business.

Prepare a presentation of their relevance in simple way and with few words. Provide the satisfied references.


Another concern: As a project manager How to justify the time & human resource cost to other persons with different skills like Sales Manager? So Idea is divide all tasks in micro tasks and try to explain all these in detail. Try that he becomes a part of the team and able to realize the facts.

Dropping price doesn’t make any sense. Because if you do it, you have to do it again & again to sell your product. Instead of that increase your product quality.

To get the customer feedback early. Iterations allow you to manage risk sooner—you do not have to build the whole product to find out if you can meet a particular specification.

Another benefit of continuous feature delivery is that for some products, software being a good example, incremental releases can provide early benefits. Rather than wait 12 or 18 months for new software features, incremental delivery can provide quarterly or even more frequent ones. Incremental releases can favorably alter ROI calculations because they allow product managers to address opportunities that would be lost in 18 months. However, even though some products can be developed iteratively using simulations or prototypes, they are very difficult to release incrementally. As the battle over Web browsers showed in the late 1990s, customers often can't assimilate new product releases every three to four months.

simple solution is Keep away your team from non-value adding tasks

Customers need working product not documentation. Project managers need to relieve the project team from as much compliance work as possible, even if that means taking on the tasks themselves. So that the development team can concentrate on the real work.


Agile frameworks do need minimal documentation and a mechanism to convey knowledge about project success and failure to others in the organization. The answer isn't eliminating either documentation or process, but approaching both from a simplified, lean, barely sufficient, just-enough perspective.

You have to accept that the customer comes first. The customer is always right. You ca not take care of the customer if you first are not taking care of your project team. It is a challenge. While there are some things you can do for the whole team, it comes down to taking care of each team member as the individual that he or she is. And to make it more difficult, then you must bring their various interests into coherence.