In this article, we'll discuss five program manager interview questions from our website, go over each question and someone buy some how to answer them along with an answer example. Afterwards, if you found this video helpful, please like and share that would mean a lot to us. Okay, let's get started. Question. Number one, please describe your experience managing projects and programs. You may be asked this question as the interviewer is trying to assess the level of responsibility a program manager has had in previous roles. Some organizations use the terms project management and program management interchangeably while others utilize program managers as senior leaders. That bridge multiple projects together, interviewers use a candidates answer to determine if they are fit for the scale of programs, they will be required to leave.

在本文中，我们将讨论我们网站上的五个项目经理面试问题，回顾每个问题，并购买一些如何回答这些问题的答案示例。之后，如果你觉得这个视频有帮助，请点赞并分享，这对我们来说意义重大。好了，我们开始吧。问题。第一，请描述您管理项目和计划的经验。你可能会被问到这个问题，因为面试官试图评估项目经理在以前的角色中所承担的责任。一些组织交替使用项目管理和计划管理这两个术语，而另一些组织则使用计划经理作为高级领导者。将多个项目联系在一起，面试官使用候选人的答案来确定他们是否适合项目的规模，他们将被要求离开。

I began working as a project manager within the properties division of a large Enterprise. I managed projects for initiatives such as large office moves, new system, roll outs and major renovations. The budget for these types of projects varied from several hundred thousand dollars to multi million. I coordinate the various tasks between the various stakeholder groups and other project managers in my area and the groups we relied on to handle construction and our technology needs.

我开始在一家大型企业的物业部门担任项目经理。我管理的项目包括大型办公室搬迁、新系统、推广和重大翻修等。这类项目的预算从几十万美元到几百万美元不等。我负责协调各个利益相关者团体和我所在地区的其他项目经理以及我们处理施工和技术需求所依赖的团体之间的各种任务。

In my current role at Amazon. I'm a program manager within the work space operation group. My main focus is to coordinate projects that enhance the workplace experience of Amazon employees. These are four project managers that report directly to me, and we collectively represent a portfolio of anywhere between 10 and 20 projects inflate at any given time. I report directly to a senior manager within the work space, pmo and I am responsible for developing road maps, tracking progress, establishing budgets, delivering executive presentations, and ensuring project management standards are upheld.

以我目前在亚马逊的角色。我是工作空间运营集团的项目经理。我主要关注的是协调增强亚马逊员工工作体验的项目。这是四个直接向我汇报的项目经理，我们共同代表了10到20个项目的投资组合，在任何给定的时间都会膨胀。我直接向工作空间内的高级经理汇报，我负责制定路线图、跟踪进度、制定预算、提供执行演示文稿，并确保项目管理标准得到遵守。

Question number two, what skills do you feel at the most value to work as a program manager? Interviewers ask this question to learn more about the skills, a program manager believes they can use to directly add value to the role they are seeking. Remember to describe skills or talents you possess that will potentially leave a lasting impression on your interviewer and set you apart from your competition. The answer you provide to this question has a potential for high impact and is a perfect opportunity to brand yourself. During an interview. I am formally trained and have years of experience in project management, that knowledge framework and wealth of experience are very helpful to me in my work as a program manager. However, my facilitation skills have added the most value to my work over the course of my career. I am trained in a number of facilitation techniques, including strategic planning and the development of high performance teams. I leverage each of these bodies of knowledge regularly as a program manager. I know how to systematically identify the most valuable bodies of work with my stakeholders to develop vision and mission statements, break those down into goals and then develop tactical plans to achieve them.

第二个问题，作为项目经理，你觉得最有价值的技能是什么？面试官问这个问题是为了了解更多的技能，项目经理认为他们可以用来直接增加他们正在寻找的职位的价值。记住要描述你所拥有的技能或才能，这些技能或才能可能会给面试官留下持久的印象，并让你在竞争中脱颖而出。你对这个问题的回答可能会产生很大的影响，是打造自己品牌的绝佳机会。在面试的时候。我受过正规培训，有多年的项目管理经验，这些知识框架和丰富的经验对我作为项目经理的工作非常有帮助。然而，在我的职业生涯中，我的辅导技巧为我的工作增添了最大的价值。我接受过许多辅导技巧的培训，包括战略规划和高绩效团队的发展。作为项目经理，我经常利用这些知识体系。我知道如何与我的利益相关者一起系统地确定最有价值的工作主体，以制定愿景和使命陈述，将其分解为目标，然后制定实现这些目标的战术计划。

I'm adept at generating cohesion between senior stakeholders, with conflicting needs, driving out plans that follow a well defined value strain.

我擅长在高级利益相关者之间建立凝聚力，满足相互冲突的需求，推动遵循明确的价值压力的计划。

On the team front, I have a lot of experience identifying dysfunction within teams and collaboratively developing plans to address and transcend it. I'm able to teach others that attributes that great teams continually strive for, and I intuitively and empathetically assist teams during times of transformation. These two skills combined to ensure that the programs I manage are well defined and tackled in the right way. I received a lot of positive feedback over the years in this area, and I am confident I would be able to buy the same skill set on a regular basis as a program manager within your company.

在团队方面，我有很多经验，可以识别团队内部的功能障碍，并合作制定计划来解决和超越它。我能够教给别人那些伟大的团队不断努力追求的品质，在转型时期，我会凭直觉和同情心帮助团队。这两项技能相结合，确保我管理的项目得到很好的定义，并以正确的方式处理。多年来，我在这一领域收到了很多积极的反馈，我相信我能够定期购买与贵公司项目经理相同的技能。

Question number three, what strategic planning methods do you have experience facilitating? Strategic analysis is a key skill set for any program manager? Many program level management roles specifically mentioned the skill set within the job descriptions for these positions. Interviewers ask this question to determine the depth of a candidates experience in this area. I have experience working with business stakeholders to facilitate swot analysis sessions. In these sessions. We develop lists of strengths, weaknesses, opportunities, and threats, and then determine their impact on the business.

第三个问题，你在促进战略规划方法方面有哪些经验？战略分析对于任何项目经理来说都是一项关键技能。许多项目群级别的管理角色在这些职位的工作描述中特别提到了技能组合。面试官问这个问题是为了确定候选人在该领域的经验深度。我有与业务利益相关者合作以促进SWOT分析会议的经验。在这些会议上。我们列出优势、劣势、机会和威胁，然后确定它们对业务的影响。

I've also worked with the okr model to develop objectives and key results. This model is useful for helping me develop the key performance indicators for the products I am responsible for. My background as an analyst, helps me to understand how to analyze large data sets and look for trends or data points that indicate various operational problems exist.

我还使用OKR模型来制定目标和关键结果。该模型有助于我为我负责的产品制定关键绩效指标。作为一名分析师，我的背景帮助我了解如何分析大型数据集，并寻找表明存在各种操作问题的趋势或数据点。

Within an organization from there of extensive experience, partnering with various subject matter experts to drive out strategic plans for a resolution that specifically aims to resolve issues and contributes business schools that are in alignment with the strategic improvements for the initiative. From an agile methodology perspective, I have experience facilitating user story mapping sessions, driving out product development, ethics and coordinating release plans across the teams within my program.

在一个拥有丰富经验的组织中，与各种主题专家合作，为解决问题制定战略计划，并为商学院提供与该计划的战略改进相一致的解决方案。从敏捷方法的角度来看，我有促进用户故事映射会议、推动产品开发、道德规范和协调项目内团队的发布计划的经验。

Question number four. Please describe your experience delivering executive level presentations. Program managers typically interact directly with senior stakeholders. Interviewers ask this question to ensure that candidates can present the right level of detail in a way that is easily understood by this important audience.

第四个问题。请描述您在执行级别演示方面的经验。项目经理通常直接与高级利益相关者互动。面试官问这个问题是为了确保候选人能够以一种容易被这一重要受众理解的方式呈现正确的细节水平。
In my last role, I was responsible for developing and maintaining implementation road maps. I regularly presented these two senior executives within client organizations who were responsible for budget approval. During these meetings, I communicate the vision for the entire solution, the investment needs, and the projected roi Information.

在我的上一个职位上，我负责制定和维护实施路线图。我经常在客户组织中介绍这两位负责预算审批的高级管理人员。在这些会议期间，我会传达整个解决方案的愿景、投资需求和预计的ROI信息。
I appreciate the direct communication style of the executives I work with. I've learned to customize my presentation style to match the style of their company. I found that these presentations were a perfect time to set the expectations around the support our team would need, and partnering with them to on board their company successfully.

我欣赏与我共事的高管的直接沟通方式。我学会了定制我的演示风格，以符合他们公司的风格。我发现这些演示是一个完美的时机，可以围绕我们团队所需的支持设定期望，并与他们合作，以成功地加入他们的公司。

Question number five, what experience you have working with Lean or agile methodologies? Many projects are managed using various agile methodologies that deliver value incrementally. Additionally, some companies have adopted Lean practices to increase efficiency. It is common for companies to blend best practices for several methodologies into hybrid models that are customized to support the needs of specific teams and their stakeholders.

第五个问题，你在使用精益或敏捷方法方面有什么经验？许多项目都是使用各种敏捷方法来管理的，这些方法以增量方式交付价值。此外，一些公司已采用精益实践来提高效率。对于公司来说，将几种方法的最佳实践混合到混合模型中是很常见的，这些混合模型是定制的，以支持特定团队及其利益相关者的需求。

Candidates are asked this question to determine the relative level of experience, managing projects using a variety of methods. I worked with several agile methodologies, including scrum and campaign. As a regular program manager, I regularly coordinate with the scrum masters and product owners of the agile teams I work with. I manage budgets, ensure resource availability and report progress to our pmo I regularly facilitate scrum of scrum meetings with our scrum masters and product owners. In those meetings, we coordinate aspects of our projects that overlap, and we share best practices. We review each team's burn down charts and adjust strategies as necessary. These meetings help to ensure we were working in the right way and that we are focused on the right work at the right time.

候选人被问到这个问题，以确定使用各种方法管理项目的相对经验水平。我使用了几种敏捷方法，包括Scrum和Campaign。作为一名常规项目经理，我定期与Scrum Master和敏捷团队的产品负责人进行协调。我管理预算，确保资源的可用性，并向我们的项目管理办公室报告进度。我定期与我们的Scrum管理员和产品负责人召开Scrum会议。在这些会议中，我们协调项目中相互重叠的方面，并分享最佳实践。我们审查每个团队的燃尽图，并根据需要调整策略。这些会议有助于确保我们以正确的方式工作，并在正确的时间专注于正确的工作。