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

ByMichael Kevin Gross – MKG Resume Consulting
1-30General (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 canbe productive.  Usually there is a reasonfor their non-productivity and often they will reveal it to you personally orsometimes 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 problemsuggest solutions that are the easiest to obtain in the shortest period oftime.  Research suggests positivereinforcement is the best way to motivate a person.  Share a story about “seeing the light at theend of the tunnel” that you experienced personally.  This will help develop more rapport andenable trust from the “non-productive team member.”  Positive reinforcement includes primaryreinforcers such as smiles, touch (hand shakes), verbal thanks and exchangeablereinforcement such as talk about payday, bonuses or potential promotions forachieving or exceeding goals.  Share thepositive vision.
2. How do you motivate team members who are burnedout, or bored?  A bored team member issimply not challenged enough.  They arebeing satiated (doing a task for too long of a period of time).  In this case, switch tasks for a short periodof time or pair them up with another team member to shorten the boringtask.  See if it’s possible to give themmore challenging work if they complete the boring task first.
3. How do you handle team members who come to youwith their personal problems?  Contraryto public opinion, a person that comes to you with a personal problem trustsyou to help them.  Trust allows you toget people to do things you want them to do. Share a simple and quick answer (similar situation that you may havepersonally experienced) then suggest doing a productive task at work that willdistract them and provide personal achievement that they are not getting intheir home life.
4. What are your career goals? How do you see thisjob affecting your goals?  My goal is toacquire an IT position that utilizes my talents more effectively whileincreasing my flexibility in scheduling tasks. IT positions are moving towards home office utilization to save companycosts and travel time.  This IT positionwill allow me to save on transportation time (to and from work, lunch and dresspreparation) therefore I can work on new programs and creative ideas withoutthe typical corporate distractions.
5. Explain how you operate inter departmentally.  Two words that best describe me are “Chameleonliaison”. I am able to change and adapt to my environment in seconds, since Ihave worked in various departments over the years.  My understanding of each departments needsallows me to precisely convey information. The shorten communications via phone, email and in person minimizesfrustrations and allows me more time flexibility to delegate or to take on morecomplex tasks. 
6. Tell me how you would react to a situation wherethere was more than one way to accomplish the same task, and there were verystrong feelings by others on each position.  First of all, I acknowledge the positionsregarding the task.  I break down thetasks in a Ben Franklin fashion with Pros on one side and Cons on theother.  After reviewing both sides, Irecommend 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 togain a consensus.  In particular Idiscuss group think principles where groups tend to take the view of the personof authority even to the detriment of the group.  By letting the group know that their opinionshave no sanctions and that every opinion benefits the group through discussion.
8. Give me an example of your leadership involvementwhere teamwork played an important role. Interestingly a leader isn’t always leading when it comes toteamwork.  When I worked in a salescapacity trying to close a sale, I allowed other members to discuss variousother topics unrelated to the sale at hand. The customer wasn’t ready to close the sale because trust wasn’testablished yet.  Members of my team werebetter suited to discuss personal topics allowing me to do calculations andrevisions to the quote.
9. Tell me about a situation where your loyalty waschallenged. What did you do? Why? Loyalty is achieved through trust.  A lack of loyalty means that you trustedsomeone with too much information or a task to achieve.  When it’s not obvious to the other person, Imention the hardship that it caused and remove a positive reinforcer such asmoney or status with the option for the person to regain the loss after provingtheir worth.  The reason for removing areward is not to accidently continue rewarding the wrong behavior.
10. In what types of situations is it best toabandon loyalty to your manager? As James’s Group think theory suggests a groupmay go along with a manager’s decision even though they all know it’s to thedetriment of the group.  Another reasonto abandon loyalty is if your manager is engaged in illegal or misconduct thatyou may eventually become a party to the action.
11. In today’s business environment, when is loyaltyto your manager particularly important? All the time except in cases ofmisconduct.   Loyalty is of particular importance to gainingposition 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 myskills allow me to do the work required with minimal or no trainingrequired.  In addition, I enjoy this workbecause of the freedom and creativity I can add to the end result. 
13. Describe what you think it would be like to dothis job every day.  I realize that somedays will be challenging because of the short deadlines.  However, I do my best work under pressure -always have.  Based on my experienceworking for the competition I expect my days to be very similar with theexception of my skills being put to better use.
14. What do you believe qualifies you for thisposition? In addition to my exacting experience, I differ from other candidatesbecause I have start up experience.  Ihave the drive to start and complete an assignment with minimal outsourcing.
15. What have you learned from your failures? In anutshell, I learned a multitude from my failures.  I have learned that you should hire outsideof your friendships and family because they both parties often can’tdistinguish 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 morethan once but what makes them a failure is quitting.  Failure’s without quitting is just a part ofa platform of character building.
16. Of your previous jobs, which one did you enjoythe most? What did you like the most/least? Why? What was your majoraccomplishment? What was your biggest frustration?  I enjoyed my own business the most.  The main reason is that I had totalflexibility in providing the level of customer service my clientsrequested.  Most companies have severalpeople doing several tasks for clients, I was able to handle all of those taskswith a single point of contact for the customer.  What I liked least was handling the financialresponsibilities.  Simply, I’m not cutout to handle mundane tasks of record keeping, as a creative specialist mytalents are best suited dealing with creative tasks and outsourcing what I’mnot good at.
17. Tell me about special projects or training youhave had that would be relevant to this job. I have worked with hundreds of clients across the spectrum of socialeconomic status.  My ability to relate tothe shipping clerk is just as effective as discussing growth options with theCEO.  Moreover, I can relate informationas a liaison between departments.
18. What are some things that you would not likeyour job to include? I would not like my job to put me into morallycompromising positions that not only jeopardize my Karma, but would infect theentire company’s reputation as a world leader. I also would not want to take unsubstantiated financial risks that mayhave devastating consequences to our labor force.
19. What are your current work plans? Why are youthinking about leaving your present job? I don’t ever think of myself asleaving a position.  I work with hundredsof clients; they are all my bosses from time to time.  As I assume this position, I am doing sobecause of what I can do for my client(s). I did fine work for my past clients and I’m moving onto more challengingtasks where my new clients can benefit from my experience.  My current work plan is to get up to speedwith this organizations policies and procedures of excellence.
20. Describe an ideal job for you.  An ideal job is where I can ask all thequestions needed to accurately assess a problem, task and solution.  Also, positions where I can listen and havepeople listen in the most efficient manner possible are highly desirable.
21. What would you do if you found out that acontractor was in a conflict of interest situation? I am usually the personthat finds out this kind of information.  First you have to evaluate how much of a conflict there is.  Many times situations have mutual benefitsand you need to know exactly what’s involved, but as soon as I have enoughinformation I bring it to a supervisor or superior in confidence.
22. If I were to contact your former employee, whatwould he say about your decision-making abilities? Here is his phone number,email, address and website.  He haswritten my recommendation letter specifically outlining my decision-makingabilities.  Those include price control, purchasing,hiring, time management and prospecting. He usually tells people that if he is not available for the job, thenI’m the next person to call.
23. Give me an example of a win-win situation youhave negotiated. I took on a project where the client wanted a repair but saidthe repair would not be adequate but would pass inspection.  I suggested utilizing an old product for anarea and then using a new product that would cost the same amount of money asthe initial repair cost.  The client gotmore than he asked for and my job was completed quicker saving me time andmoney – a win-win.
24. Tell me about your verbal and writtencommunication ability. How well do you represent yourself to others? What makesyou think so? My oral and written communication style is to engage the clientwith enthusiasm.  I know my style iseffective simply as a result of recommendations and referrals I receive.  I set goals to receive one referral for everythree clients on average. 
25. Give me an example of a stressful situation youhave been in. How well did you handle it? If you had to do it over again, wouldyou do it differently? How do you deal with stress, pressure, and unreasonabledemands?  I was given a task to completea proposal within hours without any knowledge of the software and particularsof the client’s requests.  I completed theassignment on time using a combination of three software packages.  I would have done it differently with onesoftware package, but I had to try three until I found the proper fit.  I perform well under stress so that wasn’t aproblem, however I did suggest to my supervisor that a particular softwarepackage worked better than the others and that it should be used as ourstandard.  I also asked if that in thefuture I could be given more time to complete an assignment by staying laterthe 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 withfamily members.  Even though there aremany advantages to working with family the disadvantages outweighed the pros.
27. Describe what you did at your work placeyesterday.  I prepare my daily list oftasks to be done for the day.  Usingoutlook, I set reminders for priority tasks and ad to them as they come in viarequests.  That way I don’t miss tasksand I keep proper time management.  Iwent to two clients and gave proposals and immediately sent thank- you lettersvia email for the opportunities.  Icontinued to work on proposals according to my task list.
28. How would you solve the following technicalproblem? (Describe a typical scenario that could occur in the new position.)  A client called about their computer beinglocked up.  I usually follow a format todo a full reboot (not a restart).  Ifollow the client over the phone to log in as usual to make sure the computeris no longer locked up.  I also follow upwith some questions on what programs were open so that they don’t cause usageproblems.
29. What strengths did you bring to your lastposition? I brought tenacity, perseverance, listening skills and a sense ofhumility for others.
30. Describe how those contributions impactedresults? By being tenacious, I continued to ask questions and clarify theobjectives so our team didn’t waste time putting together a proposal thatdidn’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 therequests which made the presenter feel more comfortable with choosing us as aprovider.  I often ask how a person isfeeling about an issue so that they feel my empathy.  This builds rapport and confidence that I/wecan handle bigger and more challenging tasks.
31. What are the necessary steps to successfulproject management? 1) Ask questions to clarify objectives. 2) Verify that youare on target. 3) Complete task on time. 4) Ask for follow up work or havesigned punch list. 5) Bill or Invoice project
32. How do you plan for a project? First I researchany items I’m not certain about.  Iverify who all the players are and what their schedules consist of.  I check with my schedule to see if there areany conflicts.  I make sure I have allthe 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 importantto consider funding, time management and potential accolades or future businessopportunities.
34. What are things that you have found to be lowpriority when planning for (your type of project)? Typically transportation andlunch considerations are of low priority. They can help and are necessary but they tend to be things that can beput off as the work completion takes priority, then the time it takes and howto get somewhere for lunch or dinner can wait. 
35. What distinguishes a project from routineoperations?  Operations are daily eventsthat don’t differ significantly from day to day.  A project on the other hand has specificgoals and differing methods of accomplishing them.
36. What are the three constraints on a project?  Three typical constraints on a project aretime, funding, & technology.
37. What are the five control components of aproject? 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 aneffective project manager?  Thequalifications of a project manager are that they be good communicators. Theyneed to communicate regularly with the project team, as well as with anysubcontractor. Effective and frequent communications are critical for keepingthe project moving, identifying potential problems, and soliciting suggestionsto improve project performance. This will keep customer satisfaction and avoidsurprises.
A high level of communication is especially important early in the project tobuild a good working relationship with the project team and to establish clearexpectations with the customer. The project manager needs to establish clearexpectations of the members of the project team so everyone knows theimportance their roles are regarding the project objective. The essentialqualities of the project manager are strong leadership ability, ability todevelop people, excellent communication skills, good interpersonal skills,problem solving skills, and time management skills.
39. What experience have you had in projectmanagement? I have handled hundreds of projects from quoting/estimating,designing, installation and service.
40. Name five signs that indicate your project mayfail. 1) Poorly defined scope. 2) Loss of executive sponsorship. 3) A change inbusiness needs. 4) Funding. 5) Labor choice.
41. Tell us about a project in which youparticipated and your role in that project. We had a new software release.  My job was to make sure that batch jobs weresubmitted on time and that they were generating the proper reports.  In addition, I had to make sure that the datawas being back up and mirrored properly for onsite and offsite storage.
42. When you are assigned a project, what steps doyou take to complete the project?  Icreate a specific check off list for each milestone.  Once I complete each task I send off an emailto the corresponding parties and any action they have to take as a result.  After checking their responses I add newtasks or modify the task to stay on target. Once the project is complete I send the corresponding reports throughthe proper channels.
43. As you begin your assignment as a projectmanager, you quickly realise that the corporate sponsor for the project nolonger supports the project. What will you do? I will research to see if I canget another sponsor for the project and speak with my supervisor to discuss ouralternatives.
44. Your three month project is about to exceed theprojected budget after the first month. What steps will you take to address thepotential cost overrun? First, I will find ways to shave time and therefore thecost of the overrun.  I will alsoconsider outsourcing some of the work to lower costs via a bid process.  I will put together the necessary additionalfunding request to my supervisor. 
45. Tell us about a successful project in which youparticipated and how you contributed to the success of that project.  I worked on a new rollout where each team wasresponsible for separate sections of the development.  My task was to act as a liaison between theteams to make sure the project was completed on time.  If a team was falling behind, I would findadditional work members or ask the team if I could help reduce their timeexpenditure. 
46. You are given the assignment of project managerand the team members have already been identified. To increase theeffectiveness of your project team, what steps will you take? I will bydemocratic vote ask each team to identify a leader.  I will stay in contact with the leader ofeach team to make sure he/she has the resources to complete the task on time.
47. You have been assigned as the project managerfor 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 iscompleted against a very tight time deadline? I will ask each staff member whattheir strengths and weaknesses are so that I can pair the most knowledgeablemembers with a less knowledgeable member to evenly balance the group.  
48. What is a “project milestone”? a milestoneis 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 orsigning of a deliverable, document or a high level review meeting.
49. What is “project float”? ProjectFloat:  the cushion you provide yourself b4 committing a date tocustomer.  Suppose your planned schedule completion is: 15 June andyou promise the customer 15 July for completion of deliverables, you are givingyourself a month more time.
50. Your project is beginning to exceed budget andto fall behind schedule due to almost daily user change orders and increasingconflicts in user requirements. How will you address the user issues?  I would discuss the reasons for the dailychange orders and see why those are happening. Probably the objectives have not been clearly stated so changes arebeing made to the project as they are being clarified by each team member. 
51. You’ve encountered a delay on an early phase ofyour project. What actions can you take to counter the delay? Which actionswill have the most effect on the result? Take a look into the delay and see whyit’s happening.  Isolate the reason forthe delay such as technical problems, team problems or an individual.  The best bet is to work with each individualand help them solve their efficiency problem. Set in place a monitoring schedule perhaps a tracking program withscreen shots or regular emails showing a chronology of progress.
52. Describe what you did in a difficult projectenvironment to get the job done on time and on budget.  On one particular project I had to stay insteady contact with the vendor to make sure product was being completed ontime.  This included checking estimateddelivery schedules or to check and sign off on design reports moving throughthe engineering dept.  I usually tried tokeep a fixed price schedule so I didn’t go off budget.  If the vendor was late, they have to payassociated fees for being late.
53. What actions are required for successfulexecutive sponsorship of a project?  Knowand communicate the business goals, put accountability in the right places andget 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 wasthe education coordinator.  My job was topresent our company and do presentations on our service.  We also shared networking strategies with newand existing members.
56. What did you like about the project and dislikeabout the project? I liked the flexibility of doing most of the project fromhome.  The budget for the project wasthin so I didn’t profit as much as I would have liked, but sometimes you haveto take a few low budget projects with new clients to get the better payingprojects.
57. What did you learn from the project? I learnedhow to research particular products and present them mixing and matchingmarketing materials from different vendors.
58. Tell me about a time when you ran into anydifficult situations. How did you handle them? Delivery time lines were changedby the client after the job was accepted. I had to change the parameters of the project so that the client coulduse 75% of the project and get the other 25% of the project as regularlyscheduled.
59. Tell me about the types of interaction you hadwith other employees.  Differentemployees have different impacts on a project. If they were involved in the presentation to the client then webrainstormed the best method to communicate with the client.  Other employees involved in delivery werenotified of potential changes and updated on completed product.
60. Tell me of an accomplishment you areparticularly 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 ofvendors that produced similar product. Using their marketing materials and cost sheets I had another vendorreproduce their product at a lower cost and thereby increasing profitsignificantly.
61. Do you have people from your past consultingservices who would provide a professional reference?  Absolutely! ABC contracting – Rick Berzowski. Mike Hintz from Classic Cargo International.  George Tzortsos from G.E. Medical/Kohl’sDepartment Stores.
62. What other similar consulting or independentcontractor services have you rendered? I provide specialty technical writing onelance.com.
63. Discuss how you would envision working as anindependent contractor or consultant for us. Feel free to see my website http://mkgconsultant.elance.com.  I have a working history, portfolio andreviews.
64. What conflicting responsibilities will you have?I will not have any conflicting responsibilities. I can set my freelanceschedule as I see fit.  This positionwill take full priority over any other project. Much like any home life by freelance schedule is akin to a personalhobby.
65. What would be your specific goals for this newrole as a consultant or independent contractor? My specific goals are to accomplisheach and every request on time and in budget. I look forward to building my portfolio and my success with this companyis paramount.
66. What experience do you have that you think willbe helpful? My particular experience as Owner/ operator of a commercialdealership and a co-owner ship of a service company makes me uniquelyqualified.
67. This assignment will require a lot of[describe]. Will that be a problem for you? Discipline is required for thesetypes of projects.  My past has given methe 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 suchpeople? I have experience working with various consultants and ITprofessionals.  Working as a ComputerOperator and Help Desk Analyst, I have worked with Networking Analysts,Programmers and IS Directors. 
69. What would you like to gain from this newassignment?  More than anything, I’d liketo gain the satisfaction of having others depend on me for the profitability ofthe company.
70. What are two common but major obstacles for aproject like this? What would you do in the face of these obstacles to keepyour team on schedule? Time and communications are the major obstacles for thisproject.  Constant communications withclear cut goals signed by each member is a start.  Also, I recommend using positivereinforcement for achieving milestones.
71. What is project charter? The Project Charterdetails the project purpose, overview, goals, and high-level deliverables.  What are the elements in a project charter? 
Theproject overview- A project overview contains a description of the business need, purpose, andproduct or service that is to be provided.
72. Which document will you refer to for futuredecisions? 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 thatwas created earlier should be used as the starting point for defining the moredetailed scope statements. If you find that you do not have enough informationto create a clear and comprehensive scope statement, you must work with thesponsor to gather additional information. That is the purpose of the definitionand planning process.
One place to look when defining scope is the project objectives. Bydefinition, there needs to be one or more deliverables created to accomplisheach objective. Looking at the deliverables then becomes the basis for thescope definition. After you determine what major deliverables the project willproduce, start asking other questions to determine other aspects of scope. Thedeliverables 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 ofclarity and contrast, you can also identify out-of-scope conditions bydescribing what deliverables will not be created, what organizations will notbe impacted, what features and functions are not included, etc. Of course,there are an infinite number of out-of-scope statements. For the purposes ofscope definition, you want to include only those statements that help definethe project boundary, and touch upon related areas that the reader may havequestions about. For instance, if you were installing financial software, youmight state that a new Accounts Payable package is in scope, but the relatedPurchasing System is out of scope.
It is a good practice to document those organizations that are in scope andthose related organizations that are out of scope. The readers can thendetermine more easily if they are impacted or expected to assist in theproject. Also, it may make sense to identify what organizations are in scope sothat you can have people from those organizations represented on the projectteam - perhaps on a Steering Committee.
75. What is quality management? An ongoing effort toprovide services that meet or exceed customer expectations through astructured, systematic process for creating organizational participation inplanning and implementing quality improvements.
76. Do you inspect or plan for quality ?  Every project should have a quality plan.In reality, very few doYoucan see that if you were checking project quality you wouldhave an inspector who would typically be external to the Project Team
77. What is EVM? how will you use it in managingprojects? Earned Value Management is a management methodology for integratingscope, schedule, and resources, and for objectively measuring projectperformance and progress.
78. What is a project? and what is a program? A project is a temporaryendeavor undertaken to create a unique product, service or result. Thetemporary nature of projects indicates a definite beginning and end. The end isreached when the project’s objectives have been achieved or when the project isterminated because its objectives will not or cannot be met, or when the needfor the project no longer exists. A program is a planned sequence andcombination of activities designed to achieve specified goals.
79. What are project selection methods? Projectselection 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 andcontrol projects? I would use the Project/Portfolio Management Office (PMO).
81. What is risk management and how will you planrisk response? The process of determining the maximum acceptablelevel of overall risk toand from a proposed activity, then using riskassessment techniques to determinethe initiallevel of risk and, if this is excessive, developing a strategy to ameliorateappropriateindividualrisks until the overall level of risk is reduced to an acceptable level. Theplan is frequently applied in the project management softwareas a series of tasks in addition to those that were on the original activitylist. The risk mitigation plan may also identify specific triggers, which areevents that spur action based on the escalating proximity of a given risk. Asrisks become imminent, the risk mitigation plan identifies what actions shouldoccur and who is responsible for implementing those actions.
82. What are outputs of project closure? Project closure is the last phasein the project life cycle, and must be conducted formally so that the business benefits delivered by theproject are fully realized by the customer. Did it result in the benefitsdefined in the business case? Did it achieve the objectives outlined in theterms of reference? Did it operate within the scope of the terms of reference? Didthe deliverables meet the criteria defined in the quality plan? Was itdelivered within the schedule outlined in the project plan? Was it deliveredwithin the budget outlined in the financial plan?
83. What are the methods used for project estimation? The three methods forproject estimation include equations, comparison, and analogy.
84. What methods have you used for estimation? Ihave used the estimation methods using equations.
85. How would you start a project? I would puttogether 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 thesupplier? What contractual agreements would you put in place? I would handlethe supplier by making sure they sign the contractual agreement. A standardbuyer and seller agreement would be a start. Other agreements can be obtained through a lawyer.
87. In this field (the field you are interviewingfor), what are three critically important things you must do well as a projectmanager in order for the project to succeed? The three critically importantthings to do is create the features list, goals list and work items list.
88. What metrics would you expect to use todetermine 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” theproject to a team? As a sales professional you must find the customers buyingmotives.  Once you have identified theirreason for buying you can isolate their objections and provide solutions.
90. You have a team member who is not meeting hiscommitments, what do you do? I would try and motivate the team member bysetting a more achievable goal.  If theycannot make that goal then I would consider replacing the team member.
91. Companies have historically looked at technicalskills, 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 havehandled approximately 25 projects.  Mostof the deadlines were met and most customers were willing to extend thedeadline.
93. Do you understand milestones, interdependencies?Resource allocation?  Yes.
94. Do you know what Project Software the newcompany uses and is there training for it? The software was indicated on thecompany website.  Other social mediawebsites have indicated the company has training and professional development.
95.Tell me about yourself. (To avoid rambling or becoming flustered, plan youranswere.)  Whatdifferentiates me from other project managers is my entrepreneurial enterprise.With extensive knowledge of pricing and product value on a multitude ofmanufacturers, I can competitively position products against or within aclient’s inventory to effectively assess their needs. If there is a phrase thatbest 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 anergonomic, product, or design standard for companies with a variety of existingproducts, I create customized functional solutions below budget expectationsdeveloping long-lasting quality relationships.
96. What are your strengths? (Make an exhaustivelist and review it exhaustively before the interview.) My strengths includeFortitude, Humility, Creative, and Perseverance/Industrious.
97. What are your weaknesses? (What you say here canand will be used against you!) My weakness is a tendency to be aperfectionist. 
98. How would your current (or last) boss describeyou? 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 chanceto claim that you did your boss’s job. Be ready for it!)  My boss’s position is to run and operate thecompany’s finances.
100. What’s your opinion of them? (Never criticizeyour past or present boss in an interview. It just makes you look bad!) I wouldlike to replicate his drive and tenacity.