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100 answers to 100 common interview questions

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  • Puget Sound Communications
      client request to answer 100 common interview questions

    By Michael Kevin Gross – MKG Resume Consulting
    Phone: 1-414-419-2800
    1-30 General (31-100 IT/Project Management Focus)
    1. How do you handle non-productive team members? The Best way to handle a non-productive team member is to envision how they can be productive.  Usually there is a reason for their non-productivity and often they will reveal it to you personally or sometimes you may have to probe for the reason simply by asking them a question “What do you like most or least about working here?”  Once you have isolated the negative problem suggest solutions that are the easiest to obtain in the shortest period of time.  Research suggests positive reinforcement is the best way to motivate a person.  Share a story about “seeing the light at the end of the tunnel” that you experienced personally.  This will help develop more rapport and enable trust from the “non-productive team member.”  Positive reinforcement includes primary reinforcers such as smiles, touch (hand shakes), verbal thanks and exchangeable reinforcement such as talk about payday, bonuses or potential promotions for achieving or exceeding goals.  Share the positive vision.
    2. How do you motivate team members who are burned out, or bored?  A bored team member is simply not challenged enough.  They are being satiated (doing a task for too long of a period of time).  In this case, switch tasks for a short period of time or pair them up with another team member to shorten the boring task.  See if it’s possible to give them more challenging work if they complete the boring task first.
    3. How do you handle team members who come to you with their personal problems?  Contrary to public opinion, a person that comes to you with a personal problem trusts you to help them.  Trust allows you to get people to do things you want them to do.  Share a simple and quick answer (similar situation that you may have personally experienced) then suggest doing a productive task at work that will distract them and provide personal achievement that they are not getting in their home life.
    4. What are your career goals? How do you see this job affecting your goals?  My goal is to acquire an IT position that utilizes my talents more effectively while increasing my flexibility in scheduling tasks.  IT positions are moving towards home office utilization to save company costs and travel time.  This IT position will allow me to save on transportation time (to and from work, lunch and dress preparation) therefore I can work on new programs and creative ideas without the typical corporate distractions.
    5. Explain how you operate inter departmentally.  Two words that best describe me are “Chameleon liaison”. I am able to change and adapt to my environment in seconds, since I have worked in various departments over the years.  My understanding of each departments needs allows me to precisely convey information.  The shorten communications via phone, email and in person minimizes frustrations and allows me more time flexibility to delegate or to take on more complex tasks. 
    6. Tell me how you would react to a situation where there was more than one way to accomplish the same task, and there were very strong feelings by others on each position.  First of all, I acknowledge the positions regarding the task.  I break down the tasks in a Ben Franklin fashion with Pros on one side and Cons on the other.  After reviewing both sides, I recommend taking a consensus vote to confirm the pros outweighing the cons.
    7. Consider that you are in a diverse environment, out of your comfort zone. How would you rate your situational leadership style? My leadership style is democratic or consultative.  I believe in gathering differing views to gain a consensus.  In particular I discuss group think principles where groups tend to take the view of the person of authority even to the detriment of the group.  By letting the group know that their opinions have no sanctions and that every opinion benefits the group through discussion.
    8. Give me an example of your leadership involvement where teamwork played an important role.  Interestingly a leader isn’t always leading when it comes to teamwork.  When I worked in a sales capacity trying to close a sale, I allowed other members to discuss various other topics unrelated to the sale at hand.  The customer wasn’t ready to close the sale because trust wasn’t established yet.  Members of my team were better suited to discuss personal topics allowing me to do calculations and revisions to the quote.
    9. Tell me about a situation where your loyalty was challenged. What did you do? Why? Loyalty is achieved through trust.  A lack of loyalty means that you trusted someone with too much information or a task to achieve.  When it’s not obvious to the other person, I mention the hardship that it caused and remove a positive reinforcer such as money or status with the option for the person to regain the loss after proving their worth.  The reason for removing a reward is not to accidently continue rewarding the wrong behavior.
    10. In what types of situations is it best to abandon loyalty to your manager? As James’s Group think theory suggests a group may go along with a manager’s decision even though they all know it’s to the detriment of the group.  Another reason to abandon loyalty is if your manager is engaged in illegal or misconduct that you may eventually become a party to the action.
    11. In today’s business environment, when is loyalty to your manager particularly important? All the time except in cases of misconduct.   Loyalty is of particular importance to gaining position or to make future changes to your business climate.  If you don’t show your trust in someone else, why should they trust you?
    12. Why are you interested in this position?  I am interested in this position because my skills allow me to do the work required with minimal or no training required.  In addition, I enjoy this work because of the freedom and creativity I can add to the end result. 
    13. Describe what you think it would be like to do this job every day.  I realize that some days will be challenging because of the short deadlines.  However, I do my best work under pressure - always have.  Based on my experience working for the competition I expect my days to be very similar with the exception of my skills being put to better use.
    14. What do you believe qualifies you for this position? In addition to my exacting experience, I differ from other candidates because I have start up experience.  I have the drive to start and complete an assignment with minimal outsourcing.
    15. What have you learned from your failures? In a nutshell, I learned a multitude from my failures.  I have learned that you should hire outside of your friendships and family because they both parties often can’t distinguish business from their personal life.  I’ve also learned to outsource the tasks that I’m not adept at solving. More than anything, I’ve learn that many successful people have failed more than once but what makes them a failure is quitting.  Failure’s without quitting is just a part of a platform of character building.
    16. Of your previous jobs, which one did you enjoy the most? What did you like the most/least? Why? What was your major accomplishment? What was your biggest frustration?  I enjoyed my own business the most.  The main reason is that I had total flexibility in providing the level of customer service my clients requested.  Most companies have several people doing several tasks for clients, I was able to handle all of those tasks with a single point of contact for the customer.  What I liked least was handling the financial responsibilities.  Simply, I’m not cut out to handle mundane tasks of record keeping, as a creative specialist my talents are best suited dealing with creative tasks and outsourcing what I’m not good at.
    17. Tell me about special projects or training you have had that would be relevant to this job.  I have worked with hundreds of clients across the spectrum of social economic status.  My ability to relate to the shipping clerk is just as effective as discussing growth options with the CEO.  Moreover, I can relate information as a liaison between departments.
    18. What are some things that you would not like your job to include? I would not like my job to put me into morally compromising positions that not only jeopardize my Karma, but would infect the entire company’s reputation as a world leader.  I also would not want to take unsubstantiated financial risks that may have devastating consequences to our labor force.
    19. What are your current work plans? Why are you thinking about leaving your present job? I don’t ever think of myself as leaving a position.  I work with hundreds of clients; they are all my bosses from time to time.  As I assume this position, I am doing so because of what I can do for my client(s).  I did fine work for my past clients and I’m moving onto more challenging tasks where my new clients can benefit from my experience.  My current work plan is to get up to speed with this organizations policies and procedures of excellence.
    20. Describe an ideal job for you.  An ideal job is where I can ask all the questions needed to accurately assess a problem, task and solution.  Also, positions where I can listen and have people listen in the most efficient manner possible are highly desirable.
    21. What would you do if you found out that a contractor was in a conflict of interest situation? I am usually the person that finds out this kind of information.   First you have to evaluate how much of a conflict there is.  Many times situations have mutual benefits and you need to know exactly what’s involved, but as soon as I have enough information I bring it to a supervisor or superior in confidence.
    22. If I were to contact your former employee, what would he say about your decision-making abilities? Here is his phone number, email, address and website.  He has written my recommendation letter specifically outlining my decision-making abilities.  Those include price control, purchasing, hiring, time management and prospecting.  He usually tells people that if he is not available for the job, then I’m the next person to call.
    23. Give me an example of a win-win situation you have negotiated. I took on a project where the client wanted a repair but said the repair would not be adequate but would pass inspection.  I suggested utilizing an old product for an area and then using a new product that would cost the same amount of money as the initial repair cost.  The client got more than he asked for and my job was completed quicker saving me time and money – a win-win.
    24. Tell me about your verbal and written communication ability. How well do you represent yourself to others? What makes you think so? My oral and written communication style is to engage the client with enthusiasm.  I know my style is effective simply as a result of recommendations and referrals I receive.  I set goals to receive one referral for every three clients on average. 
    25. Give me an example of a stressful situation you have been in. How well did you handle it? If you had to do it over again, would you do it differently? How do you deal with stress, pressure, and unreasonable demands?  I was given a task to complete a proposal within hours without any knowledge of the software and particulars of the client’s requests.  I completed the assignment on time using a combination of three software packages.  I would have done it differently with one software package, but I had to try three until I found the proper fit.  I perform well under stress so that wasn’t a problem, however I did suggest to my supervisor that a particular software package worked better than the others and that it should be used as our standard.  I also asked if that in the future I could be given more time to complete an assignment by staying later the night before or being able to come in sooner.
    26. Tell me about a tough decision you had to make? I had to separate my personal life from my business life by not working with family members.  Even though there are many advantages to working with family the disadvantages outweighed the pros.
    27. Describe what you did at your work place yesterday.  I prepare my daily list of tasks to be done for the day.  Using outlook, I set reminders for priority tasks and ad to them as they come in via requests.  That way I don’t miss tasks and I keep proper time management.  I went to two clients and gave proposals and immediately sent thank- you letters via email for the opportunities.  I continued to work on proposals according to my task list.
    28. How would you solve the following technical problem? (Describe a typical scenario that could occur in the new position.)  A client called about their computer being locked up.  I usually follow a format to do a full reboot (not a restart).  I follow the client over the phone to log in as usual to make sure the computer is no longer locked up.  I also follow up with some questions on what programs were open so that they don’t cause usage problems.
    29. What strengths did you bring to your last position? I brought tenacity, perseverance, listening skills and a sense of humility for others.
    30. Describe how those contributions impacted results? By being tenacious, I continued to ask questions and clarify the objectives so our team didn’t waste time putting together a proposal that didn’t hit the mark.  With perseverance, I continued throughout the night making sure we had met the morning deadline. Most people spend their time talking and never learning anything.  I make a special effort to listen to the requests which made the presenter feel more comfortable with choosing us as a provider.  I often ask how a person is feeling about an issue so that they feel my empathy.  This builds rapport and confidence that I/we can handle bigger and more challenging tasks.
    31. What are the necessary steps to successful project management? 1) Ask questions to clarify objectives. 2) Verify that you are on target. 3) Complete task on time. 4) Ask for follow up work or have signed punch list. 5) Bill or Invoice project
    32. How do you plan for a project? First I research any items I’m not certain about.  I verify who all the players are and what their schedules consist of.  I check with my schedule to see if there are any conflicts.  I make sure I have all the materials and necessary expenses to accomplish the task(s) on time.
    33. What is important to consider when planning a (your type of project)?  It is important to consider funding, time management and potential accolades or future business opportunities.
    34. What are things that you have found to be low priority when planning for (your type of project)? Typically transportation and lunch considerations are of low priority.  They can help and are necessary but they tend to be things that can be put off as the work completion takes priority, then the time it takes and how to get somewhere for lunch or dinner can wait. 
    35. What distinguishes a project from routine operations?  Operations are daily events that don’t differ significantly from day to day.  A project on the other hand has specific goals and differing methods of accomplishing them.
    36. What are the three constraints on a project?  Three typical constraints on a project are time, funding, & technology.
    37. What are the five control components of a project? There are five control components to every project:

    The control environment,
    Risk assessment,
    Control activities,
    Information and communication, and
    38. What qualifications are required to be an effective project manager?  The qualifications of a project manager are that they be good communicators. They need to communicate regularly with the project team, as well as with any subcontractor. Effective and frequent communications are critical for keeping the project moving, identifying potential problems, and soliciting suggestions to improve project performance. This will keep customer satisfaction and avoid surprises.
    A high level of communication is especially important early in the project to build a good working relationship with the project team and to establish clear expectations with the customer. The project manager needs to establish clear expectations of the members of the project team so everyone knows the importance their roles are regarding the project objective. The essential qualities of the project manager are strong leadership ability, ability to develop people, excellent communication skills, good interpersonal skills, problem solving skills, and time management skills.
    39. What experience have you had in project management? I have handled hundreds of projects from quoting/estimating, designing, installation and service.
    40. Name five signs that indicate your project may fail. 1) Poorly defined scope. 2) Loss of executive sponsorship. 3) A change in business needs. 4) Funding. 5) Labor choice.
    41. Tell us about a project in which you participated and your role in that project. We had a new software release.  My job was to make sure that batch jobs were submitted on time and that they were generating the proper reports.  In addition, I had to make sure that the data was being back up and mirrored properly for onsite and offsite storage.
    42. When you are assigned a project, what steps do you take to complete the project?  I create a specific check off list for each milestone.  Once I complete each task I send off an email to the corresponding parties and any action they have to take as a result.  After checking their responses I add new tasks or modify the task to stay on target.  Once the project is complete I send the corresponding reports through the proper channels.
    43. As you begin your assignment as a project manager, you quickly realise that the corporate sponsor for the project no longer supports the project. What will you do? I will research to see if I can get another sponsor for the project and speak with my supervisor to discuss our alternatives.
    44. Your three month project is about to exceed the projected budget after the first month. What steps will you take to address the potential cost overrun? First, I will find ways to shave time and therefore the cost of the overrun.  I will also consider outsourcing some of the work to lower costs via a bid process.  I will put together the necessary additional funding request to my supervisor. 
    45. Tell us about a successful project in which you participated and how you contributed to the success of that project.  I worked on a new rollout where each team was responsible for separate sections of the development.  My task was to act as a liaison between the teams to make sure the project was completed on time.  If a team was falling behind, I would find additional work members or ask the team if I could help reduce their time expenditure. 
    46. You are given the assignment of project manager and the team members have already been identified. To increase the effectiveness of your project team, what steps will you take? I will by democratic vote ask each team to identify a leader.  I will stay in contact with the leader of each team to make sure he/she has the resources to complete the task on time.
    47. You have been assigned as the project manager for a team comprised of new employees just out of college and “entry-level” consulting staff. What steps can you take to insure that the project is completed against a very tight time deadline? I will ask each staff member what their strengths and weaknesses are so that I can pair the most knowledgeable members with a less knowledgeable member to evenly balance the group.  
    48. What is a “project milestone”? a milestone is the end of a stage that marks the completion of a work package or phase, typically marked by a high level event such as completion, endorsement or signing of a deliverable, document or a high level review meeting.
    49. What is “project float”? Project Float:  the cushion you provide yourself b4 committing a date to customer.  Suppose your planned schedule completion is: 15 June and you promise the customer 15 July for completion of deliverables, you are giving yourself a month more time.
    50. Your project is beginning to exceed budget and to fall behind schedule due to almost daily user change orders and increasing conflicts in user requirements. How will you address the user issues?  I would discuss the reasons for the daily change orders and see why those are happening.  Probably the objectives have not been clearly stated so changes are being made to the project as they are being clarified by each team member. 
    51. You’ve encountered a delay on an early phase of your project. What actions can you take to counter the delay? Which actions will have the most effect on the result? Take a look into the delay and see why it’s happening.  Isolate the reason for the delay such as technical problems, team problems or an individual.  The best bet is to work with each individual and help them solve their efficiency problem.  Set in place a monitoring schedule perhaps a tracking program with screen shots or regular emails showing a chronology of progress.
    52. Describe what you did in a difficult project environment to get the job done on time and on budget.  On one particular project I had to stay in steady contact with the vendor to make sure product was being completed on time.  This included checking estimated delivery schedules or to check and sign off on design reports moving through the engineering dept.  I usually tried to keep a fixed price schedule so I didn’t go off budget.  If the vendor was late, they have to pay associated fees for being late.
    53. What actions are required for successful executive sponsorship of a project?  Know and communicate the business goals, put accountability in the right places and get people excited.
    54. How did you get your last project? Through a BNI (Business Network International) B2B group.
    55. What were your specific responsibilities? I was the education coordinator.  My job was to present our company and do presentations on our service.  We also shared networking strategies with new and existing members.
    56. What did you like about the project and dislike about the project? I liked the flexibility of doing most of the project from home.  The budget for the project was thin so I didn’t profit as much as I would have liked, but sometimes you have to take a few low budget projects with new clients to get the better paying projects.
    57. What did you learn from the project? I learned how to research particular products and present them mixing and matching marketing materials from different vendors.
    58. Tell me about a time when you ran into any difficult situations. How did you handle them? Delivery time lines were changed by the client after the job was accepted.  I had to change the parameters of the project so that the client could use 75% of the project and get the other 25% of the project as regularly scheduled.
    59. Tell me about the types of interaction you had with other employees.  Different employees have different impacts on a project.  If they were involved in the presentation to the client then we brainstormed the best method to communicate with the client.  Other employees involved in delivery were notified of potential changes and updated on completed product.
    60. Tell me of an accomplishment you are particularly proud of and what it entailed.  I worked on a project that I never worked on before.  I went to a trade show and found a couple of vendors that produced similar product.  Using their marketing materials and cost sheets I had another vendor reproduce their product at a lower cost and thereby increasing profit significantly.
    61. Do you have people from your past consulting services who would provide a professional reference?  Absolutely!  ABC contracting – Rick Berzowski.  Mike Hintz from Classic Cargo International.  George Tzortsos from G.E. Medical/Kohl’s Department Stores.
    62. What other similar consulting or independent contractor services have you rendered? I provide specialty technical writing on
    63. Discuss how you would envision working as an independent contractor or consultant for us. Feel free to see my website  I have a working history, portfolio and reviews.
    64. What conflicting responsibilities will you have? I will not have any conflicting responsibilities. I can set my freelance schedule as I see fit.  This position will take full priority over any other project.  Much like any home life by freelance schedule is akin to a personal hobby.
    65. What would be your specific goals for this new role as a consultant or independent contractor? My specific goals are to accomplish each and every request on time and in budget.  I look forward to building my portfolio and my success with this company is paramount.
    66. What experience do you have that you think will be helpful? My particular experience as Owner/ operator of a commercial dealership and a co-owner ship of a service company makes me uniquely qualified.
    67. This assignment will require a lot of [describe]. Will that be a problem for you? Discipline is required for these types of projects.  My past has given me the fortitude to complete assignments on time.  Not only will this not be a problem for me, it will be a pleasure.
    68. This assignment will require interacting with [describe the types of people]. What experience do you have working with such people? I have experience working with various consultants and IT professionals.  Working as a Computer Operator and Help Desk Analyst, I have worked with Networking Analysts, Programmers and IS Directors. 
    69. What would you like to gain from this new assignment?  More than anything, I’d like to gain the satisfaction of having others depend on me for the profitability of the company.
    70. What are two common but major obstacles for a project like this? What would you do in the face of these obstacles to keep your team on schedule? Time and communications are the major obstacles for this project.  Constant communications with clear cut goals signed by each member is a start.  Also, I recommend using positive reinforcement for achieving milestones.
    71. What is project charter? The Project Charter details the project purpose, overview, goals, and high-level deliverables.  What are the elements in a project charter? 
    The project overview - A project overview contains a description of the business need, purpose, and product or service that is to be provided.
  • Preliminary roles and responsibilities - This section describes the duties of the project team. This includes people who should be involved and why and how they might be involved. This might include customers, stakeholders, and the project team.
  • Identification of the project manager - The project manager identification designates the project manager who has primary project oversight responsibility.
  • A description of the project manager's authority - The description of the project manager's authority outlines the level of authority given to the project manager. This would include financial oversight and level of decision making.
  • Sign-off - This is the approval required from the project's sponsor to give the go-ahead to the project.
  • 72. Which document will you refer to for future decisions? I would use the Contract.
    73. How will you define scope? When the project was proposed for funding, there should have been an initial set of objectives and deliverables defined. There may even be some type of high-level scope statement. Any information that was created earlier should be used as the starting point for defining the more detailed scope statements. If you find that you do not have enough information to create a clear and comprehensive scope statement, you must work with the sponsor to gather additional information. That is the purpose of the definition and planning process.
    One place to look when defining scope is the project objectives. By definition, there needs to be one or more deliverables created to accomplish each objective. Looking at the deliverables then becomes the basis for the scope definition. After you determine what major deliverables the project will produce, start asking other questions to determine other aspects of scope. The deliverables describe 'what' the project will deliver. You can also identify 'what' organizations are impacted, 'what' types of data are needed, 'what' features and functions are needed, etc.
    74. What is the output of the scope definition process? As a point of clarity and contrast, you can also identify out-of-scope conditions by describing what deliverables will not be created, what organizations will not be impacted, what features and functions are not included, etc. Of course, there are an infinite number of out-of-scope statements. For the purposes of scope definition, you want to include only those statements that help define the project boundary, and touch upon related areas that the reader may have questions about. For instance, if you were installing financial software, you might state that a new Accounts Payable package is in scope, but the related Purchasing System is out of scope.
    It is a good practice to document those organizations that are in scope and those related organizations that are out of scope. The readers can then determine more easily if they are impacted or expected to assist in the project. Also, it may make sense to identify what organizations are in scope so that you can have people from those organizations represented on the project team - perhaps on a Steering Committee.
    75. What is quality management? An ongoing effort to provide services that meet or exceed customer expectations through a structured, systematic process for creating organizational participation in planning and implementing quality improvements.
    76. Do you inspect or plan for quality ?  Every project should have a quality plan. In reality, very few doYou can see that if you were checking project quality you would have an inspector who would typically be external to the Project Team
    77. What is EVM? how will you use it in managing projects? Earned Value Management is a management methodology for integrating scope, schedule, and resources, and for objectively measuring project performance and progress.
    78. What is a project? and what is a program? A project is a temporary endeavor undertaken to create a unique product, service or result. The temporary nature of projects indicates a definite beginning and end. The end is reached when the project’s objectives have been achieved or when the project is terminated because its objectives will not or cannot be met, or when the need for the project no longer exists. A program is a planned sequence and combination of activities designed to achieve specified goals.
    79. What are project selection methods? Project selection methods are defined to show the project is ‘worth’ taking it. Strategic goals of organization, Market Need, Technological Advancement, Competitive Advantage, Profitability, Project/Portfolio Management Office (PMO), Sponsor’s are key in project selection.
    80. Which tool would you use to define, manage and control projects? I would use the Project/Portfolio Management Office (PMO).
    81. What is risk management and how will you plan risk response? The process of determining the maximum acceptable level of overall risk to and from a proposed activity, then using risk assessment techniques to determine the initial level of risk and, if this is excessive, developing a strategy to ameliorate appropriate individual risks until the overall level of risk is reduced to an acceptable level. The plan is frequently applied in the project management software as a series of tasks in addition to those that were on the original activity list. The risk mitigation plan may also identify specific triggers, which are events that spur action based on the escalating proximity of a given risk. As risks become imminent, the risk mitigation plan identifies what actions should occur and who is responsible for implementing those actions.
    82. What are outputs of project closure? Project closure is the last phase in the project life cycle, and must be conducted formally so that the business benefits delivered by the project are fully realized by the customer. Did it result in the benefits defined in the business case? Did it achieve the objectives outlined in the terms of reference? Did it operate within the scope of the terms of reference? Did the deliverables meet the criteria defined in the quality plan? Was it delivered within the schedule outlined in the project plan? Was it delivered within the budget outlined in the financial plan?
    83. What are the methods used for project estimation? The three methods for project estimation include equations, comparison, and analogy.
    84. What methods have you used for estimation? I have used the estimation methods using equations.
    85. How would you start a project? I would put together a project plan.
    86. If you were to deliver a project to a customer, and timely delivery depended upon a sub-supplier, how would you manage the supplier? What contractual agreements would you put in place? I would handle the supplier by making sure they sign the contractual agreement. A standard buyer and seller agreement would be a start.  Other agreements can be obtained through a lawyer.
    87. In this field (the field you are interviewing for), what are three critically important things you must do well as a project manager in order for the project to succeed? The three critically important things to do is create the features list, goals list and work items list.
    88. What metrics would you expect to use to determine the on-going success of your project? I would utilize cost, effort, & duration as my primary metrics.
    89. How are your soft skills? Can you “sell” the project to a team? As a sales professional you must find the customers buying motives.  Once you have identified their reason for buying you can isolate their objections and provide solutions.
    90. You have a team member who is not meeting his commitments, what do you do? I would try and motivate the team member by setting a more achievable goal.  If they cannot make that goal then I would consider replacing the team member.
    91. Companies have historically looked at technical skills, but more and more business managers are realizing that not having “people” skills tends to cripple projects. I agree.
    92. How many projects have you handled in the past? Deadlines met? On time/ within budget? Obstacles you had to overcome? I have handled approximately 25 projects.  Most of the deadlines were met and most customers were willing to extend the deadline.
    93. Do you understand milestones, interdependencies? Resource allocation?  Yes.
    94. Do you know what Project Software the new company uses and is there training for it? The software was indicated on the company website.  Other social media websites have indicated the company has training and professional development.
    95. Tell me about yourself. (To avoid rambling or becoming flustered, plan your answere.)  What differentiates me from other project managers is my entrepreneurial enterprise. With extensive knowledge of pricing and product value on a multitude of manufacturers, I can competitively position products against or within a client’s inventory to effectively assess their needs. If there is a phrase that best describes my talents it would be “creating something out of nothing.” Whether I’m working with the A & D community on new space or creating an ergonomic, product, or design standard for companies with a variety of existing products, I create customized functional solutions below budget expectations developing long-lasting quality relationships.
    96. What are your strengths? (Make an exhaustive list and review it exhaustively before the interview.) My strengths include Fortitude, Humility, Creative, and Perseverance/Industrious.
    97. What are your weaknesses? (What you say here can and will be used against you!) My weakness is a tendency to be a perfectionist. 
    98. How would your current (or last) boss describe you? My current boss has told me that I am invaluable and indispensible.
    99. What were your boss’s responsibilities? (Interviewers sometimes ask this question to prevent you from having the chance to claim that you did your boss’s job. Be ready for it!)  My boss’s position is to run and operate the company’s finances.
    100. What’s your opinion of them? (Never criticize your past or present boss in an interview. It just makes you look bad!) I would like to replicate his drive and tenacity.