Interview Prep –

Milind Sridhar Ritesh and Deepak

EUSimplifation

SA stake holders

CIO lead and Program manager also appreciated

Tell me about your self –

3 -4 min for Summary

Crete this –

Q - Describe the time you delat with difficult stake holders / tough customer
Repo building
1. Active Listening: I scheduled a meeting with the client to fully understand
their concerns and requirements. I listened carefully without interrupting,
acknowledging their frustrations and validating their perspective.

2. Clarifying Priorities: I asked questions to clarify their most critical needs

and explained the impact of their requested changes on the timeline and
resources.

3. Offering Solutions: Instead of outright rejecting their requests, I proposed

a phased approach. We would deliver the core functionality by the original
deadline and implement the additional features in a subsequent update.

4. Setting Boundaries: I clearly communicated the trade-offs and ensured

they understood the implications of their requests. I also emphasized our
commitment to delivering a high-quality product.

5. Follow-Up: After the meeting, I sent a detailed summary of the agreed-

upon plan and maintained regular communication to keep them updated on
progress.

Given an example of time when you took the decision and you had to defend it ?

We used the simulators for a testing instead of triggering the trasections from the the Non core Banking
Took the snr manager into

Which was suffice the system functional end to end from test perspective

Business presentation the scenarios and take their buy in

Tell me the time you missed the dead line and how you managed it.

Ofcrs there were times when I missed the dead line into a critical project but according to me I have managed it
pretty well is only because of the clear communications and by better stakeholder management.

Plan start and end date with collaboration team

SWOT

What are you streanth and weakness ?

Weakness –

Too much detailed oriented

Conservative in giving feedback
Hesitate to ask for help when needed

How do you manager conflict or team conflict

You had once accodiciated – who is snr accosicte and does not blv in agile way of working , he was a road bloack
in the wentier agile process and developing the agile milestones

Snr person is moral down and he is not performing

Moral was down –What happened at your end ?

Try to understand if the personal or professional ? empatchic and consol

Conflict between the team , Tyr to understand between 2 parties and com

Give some time and space – to heal that person, and also socialisted that tiwith team members

Define Risk and issue –

Weekly status reports –

Contains –

RACI – RAID |

Have you prepared the stakeholder list ?

Complex project management –

Results of the failure –

Agiles ceremony ans which ceremony will have the our side pod

Sprint review and sprint planning –

Sprint planning – The stories I am picking the stories they also pick

Aligning with the stake holders .

Sprint review-

Giving demo to bsuinsss / PO / Prod manager

Sprint planning – you need ITID / SME release management they are not part of Pod and they can come as
consultance in sprints

What are story point / storiy poits estimatation –

What is relative estimation –

How you u identify a risk in sprint ?

How would you resolve a issue in sprint ?

What where in there in PMP from agiles side ?

Q- How do you do cost management ?

Firstly I will gather L0 estimates from all the team involved in the project and try to match
estimates with the budget of the project and check of any variance or room for a buffer.
I will load given estimates to GPDM so that the relevant team remains tagged and
committed to delivery project throughout the duration of the project.
Once we progress on the project plan, I will extract discover and Hibs reports to track the
actual booking of the team and will make sure the project effort booking is genuine and
also in line with given forecast. In case of deviation from the given forecast, it should be
called out proactively and seek explanation for the potential under or over spend.

Do you know what is GPDM / ODS / clarity / pioneers / hibs /

Demised expertise

Q -How do you plan your day?

Example Daily Plan for a PM at HSBC:

Time Activity Details

8:00 - 8:30 Check emails, project dashboards, and prioritize tasks for
Morning Review
AM the day.

8:30 - 9:00 Meet with the team to review progress, address blockers,
Daily Standup
AM and align on goals.

9:00 - 10:00 Focus on high-priority tasks (e.g., risk analysis, project

Deep Work
AM planning).

10:00 - Stakeholder Discuss project updates with senior stakeholders or

11:00 AM Meeting sponsors.

11:00 - One-on-one with team members to provide guidance and

Team Check-In
12:00 PM resolve issues.

12:00 - 1:00
Lunch Break Take a break to recharge.
PM

1:00 - 2:00 Coordinate with external vendors or partners on

Vendor Meeting
PM deliverables.

2:00 - 3:00
Deep Work Work on project documentation or reports.
PM

3:00 - 4:00
Risk Review Update the risk register and develop mitigation plans.
PM

4:00 - 5:00
Buffer Time Address ad-hoc requests or unexpected issues.
PM

5:00 - 5:30 Review accomplishments, update task lists, and plan for
Wrap-Up
PM tomorrow.

Q - Your manager has given you a task and you were already having your plate full
during the whole day, How do you manage to accommodate the task given by
your Manager.

Who to Delegate To:

 Choose the Right Person: Delegate tasks to team members who have the
skills, capacity, and knowledge to complete them effectively.
 Consider Development Opportunities: Delegate tasks that can help
team members grow or learn new skills.

When to Delegate:

 When You’re Overloaded: If your workload is unsustainable, delegate

tasks to maintain quality and meet deadlines.
  When Others Are Better Suited: If someone else has more expertise or
bandwidth, delegate to them.

How to Delegate:

1. Communicate Clearly: Explain the task, its importance, and the expected
outcome.
2. Provide Context: Share any relevant background information or resources.
3. Set Expectations: Define deadlines, quality standards, and reporting
requirements.
4. Empower and Trust: Give the person autonomy to complete the task but
remain available for support.
5. Follow Up: Check in periodically to monitor progress and provide guidance
if needed.

Water fall –

What is risk and issue –

In project management, risks and issues are two critical concepts that help
ensure a project stays on track and achieves its objectives. While they are related,
they represent different aspects of project management. Here's a breakdown of
each:

1. Risk

A risk is a potential event or condition that, if it occurs, could have a positive or

negative impact on the project's objectives (e.g., scope, schedule, cost, or quality).
Risks are uncertain—they may or may not happen.

Key Characteristics of Risks:

 Uncertainty: Risks are future events that have not yet occurred.
 Impact: Risks can be threats (negative impacts) or opportunities (positive
impacts).
 Proactive Management: Risks are identified and managed proactively to
minimize threats and maximize opportunities.

Examples of Risks:

 Threat: A key team member may leave the project, causing delays.
 Opportunity: A new technology could reduce development time if adopted.

Risk Management Process:

1. Identify Risks: Brainstorm potential risks with the team and stakeholders.
2. Analyze Risks: Assess the likelihood and impact of each risk.
3. Prioritize Risks: Focus on high-impact, high-likelihood risks.
 4. Plan Responses: Develop strategies to mitigate threats (e.g., contingency
plans) or exploit opportunities.
5. Monitor Risks: Continuously track risks throughout the project lifecycle.

2. Issue

An issue is a current problem or challenge that is actively affecting the project.

Unlike risks, issues are certain—they have already occurred and require
immediate attention to resolve.

Key Characteristics of Issues:

 Certainty: Issues are present and real, not hypothetical.

 Impact: Issues typically have a negative impact on the project (e.g., delays,
cost overruns, or quality issues).
 Reactive Management: Issues are addressed reactively as they arise.

Examples of Issues:

 A critical vendor has failed to deliver a key component on time.

 The project budget has been exceeded due to unforeseen expenses.
 A software bug has been discovered during testing, delaying the release.

Issue Management Process:

1. Identify Issues: Log and document issues as they arise.

2. Assess Impact: Determine the severity and urgency of the issue.
3. Assign Ownership: Designate a team member or stakeholder to resolve
the issue.
4. Develop a Resolution Plan: Create a plan to address the issue and
minimize its impact.
5. Monitor Progress: Track the resolution process and ensure the issue is
resolved effectively.

Key Differences Between Risks and Issues:

Aspect Risk Issue

Future event (may or may not Present problem (already
Timing
occur). occurring).
Certainty Uncertain. Certain.
Can be positive (opportunity)
Impact Typically negative.
or negative.
Management Proactive (planning and Reactive (resolution and
Approach mitigation). damage control).

Why Managing Risks and Issues is Important:

 Risks: Proactively managing risks helps prevent potential problems and

capitalize on opportunities, ensuring the project stays on track.
 Issues: Effectively resolving issues minimizes disruptions and keeps the
project moving forward.
Best Practices for Managing Risks and Issues:

1. Maintain a Risk Register and Issue Log: Document all risks and issues in
a centralized location for transparency and tracking.
2. Communicate Regularly: Keep stakeholders informed about risks and
issues, including mitigation plans and resolution progress.
3. Prioritize: Focus on high-impact risks and critical issues first.
4. Involve the Team: Encourage team members to identify and report risks
and issues early.
5. Review and Update: Continuously review and update the risk register and
issue log throughout the project lifecycle.

By effectively managing risks and issues, project managers can ensure smoother
project execution, minimize surprises, and deliver successful outcomes.