# 25 Basic Project Manager Interview Questions - Key Concepts, Situations & Trends

https://www.youtube.com/watch?v=oSEo9b-gViU

[00:00] hello everybody my name is Shipra Singh
[00:02] and I welcome you all to this video on project manager interview questions and answers from career right
[00:05] project manager is an important role in every industry as this is the position that keeps the whole project team and resources together ultimately taking the project to completion successfully so definitely a role that's here to stay
[00:23] in this video let's see some conceptual and situational questions usually asked to the candidates interviewing for this role
[00:30] in addition to this we'll also see some questions based on the evolving work trends in the market that impact this role
[00:37] to ensure that you're able to crack your next interview watch the complete video without skipping any parts of it
[00:44] ready fantastic let's start question number one discuss the process of project management life cycle
[00:52] okay so now as you can see this is a very direct question related to your profile to answer this question you can say the process of project management life cycle
[01:01] is divided into phases the important
[01:03] phases from starting to end include
[01:05] number one
[01:07] initiation this is where the project
[01:09] begins where you try to understand the
[01:11] feasibility of the project its scope
[01:14] deliverables and you also try to
[01:16] identify the key
[01:17] stakeholders then you move on to
[01:19] planning in the planning phase you break
[01:22] down the project into smaller tasks and
[01:25] plan time cost and resources the main
[01:28] steps here include identifying the
[01:30] timeline estimating the budget building
[01:33] the team and identifying the issues ETC
[01:37] in the third phase you start executing
[01:41] the execution phase is about turning the
[01:43] plan into action now and achieving the
[01:45] Project's objectives in this phase the
[01:49] project manager's job is to keep the
[01:50] work on track review the project monitor
[01:53] the quality of work you are going to
[01:54] deliver and keep the project streamlined
[01:57] in terms of assets and resources both
[02:01] Once your team has finished the work, you enter the closure phase.
[02:06] In this phase, the project manager's role is to get the customer accept the final delivery, bring out the project reports, and evaluate how well has the project performed.
[02:17] Moving on to question number two now, what is a project Charter?
[02:22] Okay, so this is a very basic yet important question that may be asked to you, pay attention.
[02:27] A project Charter is an official document that acknowledges the existence of a particular project in an organization.
[02:33] It provides project manager the authority to begin working on the project.
[02:41] This document works as a reference through the complete life cycle of the project.
[02:43] It contains details like projects goal, viability, stakeholders, requirements, constraints, Milestones, cost, deliverables, communication channels, return on investment, risks involved, everything.
[02:57] Now, it is important to understand why is this Charter so.
[03:01] important for you as a project manager.
[03:04] So see signing a charter form authorizes the project manager to use the organization's resources and execute the project.
[03:12] That is why this is a very very important document.
[03:15] Moving on to question number three now.
[03:17] Which factors do you consider when conducting the feasibility study for a new project?
[03:25] Again a very very important question for any project manager.
[03:27] A feasibility study tells project manager clearly if it is worth investing your time efforts and resources on a particular project or not.
[03:37] While carrying out a feasibility study you try to look at the project from various angles such as if there's a demand for that particular product or service in the market or not.
[03:47] Who are the competitors?
[03:49] How can you have an edge over them?
[03:52] Is the project financially viable or not?
[03:54] What are the expectations for initial investment operating expenses return on investment etc?
[04:00] Do you have the required technology and skills?
[04:02] available with you or not if not can you acquire them at what cost.
[04:07] are there any legal implications of this project.
[04:10] can we meet its compliance requirements or not.
[04:12] can you have a continuous flow of the required resources including the law raw materials skills technology everything that you require to complete the project.
[04:22] are there any risk involved at any stage of the Project's life cycle or not.
[04:26] when you have answers to such question questions as a project manager you'll be able to make the right choices.
[04:34] pick up the right kind of projects and have a backup plan also just in case you hit the fall okay.
[04:38] now our question number four is about a very important tool that is often used in project management.
[04:42] the question is what is work breakdown structure.
[04:47] now work breakdown structure is also referred to as WBS many a times.
[04:52] it is a project management tool that decomposes a large project into smaller pieces that can be completed step by step leading to the
[05:02] completion of the whole project WBS can be deliverables based or phase based.
[05:08] depending upon the project now if you look at a WBS you'll see that it has a leveled structure and would look to you like a tree following the 100% rule at each level.
[05:21] this means that level one represents the 100% of the project.
[05:24] each level below it breaks down the project into smaller tasks but would always sum up to 100% of the project.
[05:36] the main advantages of having a WBS in place are number one it breaks down a large project into smaller achievable and measurable tasks.
[05:48] then it also provides a road map to different teams that are working on the project.
[05:53] it helps you measure how much of the project has been completed and also helps you recognize that you have now achieved a milestone.
[05:57] that is why WBS is
[06:04] a very very crucial thing for any project manager.
[06:08] okay moving on to another very important question for any project manager and the question is tell us something about project scope.
[06:18] so project scope is a way to set boundaries on your project before you begin to work on a project.
[06:22] you want to clearly understand what your project will do and more importantly what it will not.
[06:31] to this clear understanding ensures that you stay focused and are able to deliver your project within the agreed time frame and budget without having to overwork or compromise on the quality.
[06:41] having a project scope that has been agreed upon by all the stakeholders in place ensures that all the parties are on the same page and they have the same expectations and understanding about the project.
[06:54] a well- written project scope clearly outlines things like projects objectives resources which includes Human Resources Capital time.
[07:06] everything any constraints deliverables
[07:09] with clear timelines and things that are out of the scope of this project
[07:16] if anything needs to be changed Midway it should allow for a change Control process also so that the authorized changes can be consciously considered
[07:26] not having a proper project scope in place base makes the project go Haier and the project scope usually creeps
[07:34] moving on to question number six now what are the most common challenges you have experienced during project management
[07:41] so some of the most common challenges project managers face during a project are number one scope creep
[07:49] this happens when the scope of the project goes beyond its original goals
[07:54] in such cases the budget and the timeline of the project go for a toss
[07:59] the solution to this is set up clear goals and Define the project scope before you begin the actual work another
[08:08] major hiccup in any project is poor communication.
[08:11] all of us have observed things like the message didn't reach all the stakeholders on time.
[08:15] it was unclear.
[08:17] team doesn't have a way to approach the boss on Time.
[08:19] Performance feedback is not provided on Time.
[08:21] Project progress is not communicated regularly.
[08:24] all of these are the examples of poor Communication in a project that delay the work.
[08:30] what's the solution to this?
[08:33] the solution is this is the age of Technology incorporate it efficiently wherever you can.
[08:38] in fact depending on the project you may even have to adapt your communication style also.
[08:45] as a project manager be open to it.
[08:50] other than these poor budgeting unrealistic deadlines skill and technological Gap insufficient risk analysis stakeholder disengagement and lack of accountability in the team members uncertainty are some of the most common other problems that any project faces.
[09:04] so you can talk about these also.
[09:10] to make your answer complete okay now
[09:12] our question number seven is a followup
[09:14] to the previous one and the question
[09:16] could be can you name some common
[09:17] methods that are used for risk
[09:19] assessment so some of the common methods
[09:22] that are used for risk assessment are
[09:24] decision tree method the B ey method the
[09:27] failure boards and effect analysis the
[09:29] risk Matrix Swift analysis which stands
[09:32] for structured vtif analysis Etc I would
[09:36] highly recommend quickly brushing up
[09:38] upon all of these Concepts also before
[09:41] the interview now when you discuss about
[09:44] risk assessment there's a possibility of
[09:47] getting a question on Crawford slip
[09:49] method also the question could be have
[09:52] you ever heard of the Crawford slip
[09:54] method of identifying risks now Crawford
[09:57] slip method used for risk identif
[09:59] ication needs very limited time
[10:01] resources and training we all use this
[10:04] method many a times but we just don't
[10:06] know its name how it works is when you
[10:09] face a concern or issue with a project
[10:12] and have very limited time you try to take inputs from the people who already know something about it.
[10:19] so you try to gather the team members who have some information of what's the concern then you phrase your concern in the form of an easy to understand question to be put in front of the participants for their inputs.
[10:31] you schedule a meeting and request the participants to write down their thoughts and solutions about the question at hand on the paper slips that are provided to them.
[10:39] more the number of slips larger will be the volume of the insights you receive.
[10:44] the slips are then put up on the board if one slip is similar to another they are stuck on top of each other.
[10:52] by the time the exercise finishes you generate a lot of segregated Insight on the issue.
[10:59] the method is popular because it is not at all costly and needs of very little time.
[11:05] moving on to question number nine now what is fishbone diagram.
[11:08] now the fishbone diagram is also called as
[11:13] Ishikawa diagram or cause and effect diagram.
[11:15] It is a visualization tool that covers all potential causes of the problems.
[11:18] Depending upon their nature the root causes are grouped into categories like man, machine, method, material, environment, etc.
[11:26] This allows the team members to look into every category and focus on the causes of the problem.
[11:36] Okay, now our question number 10 is a very simple but an important one.
[11:39] The question is, what do you know about Paro principle?
[11:43] So this Paro principle is also called as 80/20 rule.
[11:46] It states that 80% of the output can be attributed to 20% of the inputs.
[11:54] This observation applies to project management also.
[11:57] While solving the issues, you'll realize that 80% of the errors or problems in your project arise only from a few issues.
[12:04] It could be an erratic line of code, a problematic stakeholder, an uncooperative team leader.
[12:13] or anything else but they would be too few.
[12:16] Our question number 11 is what do you know about decision Matrix?
[12:19] So decision Matrix which is also called as decision Grid or Pew Matrix is a decision making tool or method that assesses and PRI as a list of options.
[12:28] Look at the example Matrix that I've got for you here a list of weighted criteria is formulated and each option is assessed against that criteria.
[12:42] The options are listed as rows on a table and the criteria or the factors as columns.
[12:48] Each of the criteria is assigned a weight and a total score is calculated for each of these options.
[12:54] Okay let's move on to question number 12 now.
[12:57] What is Trend analysis?
[12:59] Now Trend analysis in project management as a name suggests is a mathematical technique that is used to predict the future happenings based on the historical data that you have.
[13:08] It helps the project managers and other concerned parties understand how various
[13:16] Project metrics are evolving over time.
[13:18] Which of them could represent potential issues needing attention and which of them presents an opportunity?
[13:24] The data that is analyzed depends on the project and can be related to project schedule adherence, budget variances, resource utilization, task completion rates, etc.
[13:36] This helps the project managers in making informed decisions and presenting this analysis in the form of visual reports makes them easy to understand for the stakeholders.
[13:46] Also question number 13, explain earned value management.
[13:51] Now earned value management or EVM is a very powerful methodology that is used in project management to measure the performance of a project.
[13:59] It integrates schedule, cost, and scope to do all this and works on the basis of plan and actual values.
[14:07] It helps you compare and benchmark the current status against the project baseline, identifying critical paths based on the data.
[14:17] intervene ahead of time some other terms that are closely associated with evm are planned value actual value schedule variance cost variance schedule performance index IND and cost performance index you can expect questions on all of these terms also and the questions can be something like tell us something about planned value actual value and earned value here planned value or PV is the budgeted cost of scheduled work which you abbreviate as bcws this value depends upon the scope of the work in consideration and the point where you are currently at in the overall schedule so PV or plan value is equal to Total project cost multiplied by percentage of planned work suppose your scheduled cost for a 12 month project is $60,000 at the end of 3 months your PV will be 60,000 multiplied by 25% that is equal to
[15:17] $115,000 because at the moment you are at 3 months right.
[15:20] If you look at actual cost, it is also referred to as actual value of the work performed.
[15:27] This accounts for all the activities done from the beginning of the project to date or over a specific period of time.
[15:33] This is the actual cost.
[15:36] Now let's talk about earned value and this is where the actual fund begins.
[15:39] Suppose you plan to complete 45% of the work by the end of a given time, but in reality, you could actually complete only 35% of the work.
[15:44] The reasons could be any.
[15:50] So what is the budgeted cost of this work that you have performed or BCWP?
[15:53] This cost is earned value and it's computed with the formula EV is equal to Total project cost multiplied by percentage of actual work that you have performed.
[16:01] With all of these calculations, what comes into picture is the analysis.
[16:19] of the variance here and your next question could be about those variances.
[16:25] and the question could be what do you know about schedule variance and cost variance so let's deal with schedule variance first.
[16:31] it is denoted by SV.
[16:35] it indicates how much does the project currently diverg from the initially planned schedule.
[16:39] a negative SV indicates that the project is running behind the schedule.
[16:45] a positive SV indicates ahead of the schedule and zero SV it indicates as per the schedule.
[16:52] if you see it mathematically SV is equal to EV minus PV that is earned value minus planned value.
[17:03] now if you go to talk about cost variance it is denoted by CV.
[17:09] it indicates a Divergence from the initially planned budget.
[17:14] negative CV indicates we are running over the budget.
[17:17] positive CV indicates we are under the.
[17:19] budget and zero CV indicates that is you are in tandem with the budget.
[17:23] so CV if you see the formula is equal to EV minus AC that is earned value minus actual cost.
[17:32] okay now as a project manager ensuring the performance and efficiency of a project is one of your primary responsibilities.
[17:39] and your next question could be about that.
[17:41] the question could be name two key performance indicators you would use to measure the efficiency and performance of a project.
[17:48] so if I were to talk about two performance indicators I would choose SPI and CPI.
[17:57] okay now SPI here stands for for schedule performance index.
[17:59] it is a metric that is used to understand how efficiently is the time being utilized in the project.
[18:05] mathematically SPI is equal to EV divided by PV.
[18:08] if the value of spi is greater than 1 the project is moving ahead of the schedule.
[18:15] if this value is less than one the project is
[18:22] behind the schedule and if SPI is equal
[18:25] to one the project is moving as per the
[18:28] schedule so these are three important
[18:30] values that you have to keep in mind the
[18:33] second matric that I would choose is CPI
[18:36] that is cost performance Index this
[18:38] matric is used to measure the cost
[18:41] efficiency of a project mathematically
[18:43] CPI is equal to EV divided by AC that is
[18:48] actual cost if the value of CPI is
[18:51] greater than 1 it means my AC is smaller
[18:55] my actual cost is smaller it means the
[18:57] project is spending
[18:59] less than the
[19:00] planned if my CPI is less than one it
[19:04] means AC is larger the denominator is
[19:07] larger here the project in this case is
[19:10] going over budget for the work that is
[19:13] done monitoring these indices lets the
[19:16] project managers take proactive
[19:18] decisions and corrective actions also
[19:21] right that is why these two indices are
[19:23] very very important for me okay now let us see some questions related to management and management of situations that project managers usually face during the interviews and your first question in this context could be if a conflict arises in your team due to the ego clashes between two senior team members how would you handle the situation
[19:43] now see this is a very common situation for a project manager to face you must be already realizing that the sample answer to this question that I would provide would look something like this
[19:55] well I have been in a situation where the two team leaders with strong personalities couldn't agree to each other's approach both wanted the work to be done in their way
[20:04] I noticed this problem during a weekly team meeting and realize that if this issue is left on the back burner the situation might explode in some days delaying the project ultimately
[20:16] I have experienced that in such situations rather than giving the solution it is better to work as a mediator and give the two parties an
[20:25] opportunity to listen to and understand
[20:27] each other's point of view and approach
[20:29] which they usually avoid doing on their
[20:31] own somehow in a personal meeting with
[20:35] both the parties separately I realized
[20:37] that this is a problem of ego Clash
[20:39] because both of them meant well for the
[20:42] project so I decided to call a joint
[20:45] meeting where both the parties could
[20:47] present their approach and ask for
[20:49] clarifications the simple exercise made
[20:52] them come to the conclusion themselves
[20:55] sometimes just an open communication in
[20:57] the presence of a senior is sufficient
[20:59] to sort the things out and once the two
[21:01] parties agree to a common approach they
[21:03] cooperate more with each other once an
[21:06] agreement was reached I asked them to
[21:08] formalize it decide their roles and
[21:11] complete the task in a time frame that
[21:13] we agreed to so this is a simple answer
[21:16] from my S side you must have been in
[21:19] such situations yourself also so just
[21:21] try to recollect them and explain what
[21:24] did you do to come out of them and
[21:27] rather than focusing on the the problem
[21:29] let the focus of your answer be on the
[21:32] solution discuss the role of
[21:33] communication formalizing things right
[21:36] to use of your Authority Etc and you'll
[21:39] be good to go okay let's move on to the
[21:41] next one have you ever worked on a
[21:44] project where resources were a
[21:45] constraint how did you go about it now
[21:48] see what happens in life is most of the
[21:51] inexperienced project managers think of
[21:53] resource constraints as limitations but
[21:56] actually it is these limitations that
[21:58] help you get creative and make the best
[22:00] use of your
[22:02] resources so more than anything else
[22:05] this situation and question is a test of
[22:07] your perspective creative thinking and
[22:11] management ability now going further
[22:14] time and money are two constraints which
[22:16] are almost always there be any project
[22:20] so if you look at it that way all of us
[22:22] have an experience of working with
[22:24] constraints the most important things to
[22:26] discuss while answering this question
[22:28] question are clearly knowing the scope
[22:30] of the project so that you clearly know
[22:32] your
[22:33] requirements then taking a stock of your
[22:35] resources that is time money skills
[22:38] tools everything so that you know your
[22:41] position
[22:42] clearly prioritizing the tasks which are
[22:45] vital to the project is very important
[22:47] so that you manage your resources
[22:49] judiciously this has to be descided in
[22:51] conjunction with the client get creative
[22:55] with how to reach the end goal most
[22:57] effectively it is in these types of
[23:00] constraints that you try to figure out
[23:02] the most effective ways and many of
[23:04] times they become your style forever
[23:07] communicating the scarcity of the
[23:09] resources to all the stakeholders is
[23:11] very important including the team client
[23:14] management everybody so that everyone
[23:17] thinks creatively and uses the resources
[23:21] judiciously then discuss and plan with
[23:25] your team members the various ways to
[23:27] reach the end goal and choose the most
[23:29] effective and efficient way once you
[23:31] have a plan in place formalize it
[23:34] communicate it to everybody and track
[23:36] your actual work based on this plan make
[23:40] adjustments If You observe any
[23:42] fluctuations from the plan okay let's
[23:44] move on to question number 19 now how
[23:46] would you handle a situation where the
[23:48] client is continuously increasing or
[23:50] changing the requirements now see this
[23:52] is one of the trickiest situations for a
[23:54] project manager because changing and
[23:56] increasing requirements don't just
[23:58] impact the timeline and budget but also
[24:01] burn the team out and such questions are
[24:04] a test of your experience with the
[24:06] process to deal with this situation
[24:09] organizations in every industry carry
[24:11] out a proper business analysis and sign
[24:14] an agreement which states the addition
[24:16] and change management process very
[24:18] clearly despite this new requirements do
[24:21] keep emerging so to answer this question
[24:25] emphasize on the importance of following
[24:27] things in your answer discuss the
[24:29] importance of establishing a proper
[24:30] channel for the new requirements to be
[24:33] communicated because you want to ensure
[24:35] that the new requirements don't just
[24:37] come randomly to anyone in your team
[24:40] through anybody from client's team they
[24:42] need to come to the authorized person
[24:44] through another authorized person in the
[24:47] client's team one thing that has really
[24:49] worked for me always is requesting
[24:52] detailed
[24:53] documentation what this does is it makes
[24:56] them think at length whether this is
[24:59] just a good to have type of a
[25:00] requirement or a real necessity you
[25:03] would notice that many of times they
[25:05] would not send in the requirement only
[25:08] and if the requirement is vital and the
[25:11] product can't get operational without it
[25:13] or the client press that this
[25:15] requirement has to be worked upon in the
[25:17] current cycle itself carry out an impact
[25:20] analysis and find out how this will
[25:23] impact the current state of the product
[25:25] the budget and the timeline also also
[25:28] talk about the importance of
[25:30] prioritization and tradeoffs which means
[25:32] if the project can't be completed on
[25:34] time with the request for new editions
[25:37] having a clear discussion about any
[25:38] features that can be traded off to be
[25:41] worked up on the in the next phase
[25:43] really
[25:44] helps now also remember to talk about
[25:47] the importance of communication where
[25:49] you clearly tell the client how these
[25:51] new expectations are going to impact the
[25:54] timeline and budget at the same time it
[25:56] is important to keep the team also
[25:58] informed when you agree to include any
[26:00] such request for new features it helps
[26:03] in ensuring that your team doesn't feel
[26:06] burnt out with the request for changes
[26:08] and additions so these are certain
[26:10] things that you must include in your
[26:12] answer to this type of a question okay
[26:15] with this let's move on to our question
[26:16] number 20 now how do you ensure high
[26:19] level of Team engagement and
[26:21] productivity in a remote working
[26:23] environment now see while remote working
[26:26] works for all the parties involved the
[26:28] lack of personal interaction with the
[26:30] colleagues isolation communication
[26:32] barriers and digital fatigue contribute
[26:35] to low motivation level in the employees
[26:39] the low Employee Engagement doesn't just
[26:41] lead to low productivity it also results
[26:44] in high attrition rate making you lose
[26:47] out on your top talent all the project
[26:50] managers have got their own ways to deal
[26:51] with this so to answer this question if
[26:54] you have experienced this situation
[26:56] yourself as a project manager talk about
[26:59] your own strategy but if you're someone
[27:01] who's just taking up this responsibility
[27:03] for the first time try to recollect what
[27:06] did you notice your boss doing in such a
[27:09] situation some of the key things that
[27:11] are commonly practiced by all the
[27:13] project managers and deliver results are
[27:16] number one setting up clear expectations
[27:19] and communicating them clearly at Team
[27:21] level and individual level both because
[27:24] having a sense of purpose gives them a
[27:27] direction and minimizes
[27:29] distractions it is also very important
[27:32] to clearly outline the role and
[27:33] responsibility of each team member set
[27:36] realistic deadlines outline
[27:38] communication protocols availability
[27:40] hours response time on a task escalation
[27:43] protocol collaboration tools
[27:46] everything secondly conduct regular
[27:49] meetings both one-on-one and team
[27:51] meetings these meetings allow the team
[27:53] members to discuss the progress
[27:55] challenges they are facing ask for any
[27:57] clarification ation they may need and
[27:59] overall bond together these meetings can
[28:02] be a combination of virtual and
[28:04] in-person meetings both another thing
[28:07] that really does wonders is recognize
[28:09] achievements and appreciate this is
[28:11] something that often goes missing in a
[28:13] remote work setup it is a very effective
[28:16] way to keep your team motivated and
[28:18] energetic both promote virtual team
[28:21] building exercises and a hybrid work
[28:25] model provide opportunities for
[28:27] professional development
[28:28] help them stay up toate with the latest
[28:30] industry Trends develop new skills Etc
[28:34] provide them an access to some training
[28:36] material webinars that are happening
[28:39] online staying transparent and open to
[28:42] feedback also helps provide regular
[28:44] updates on company goals progress and
[28:46] changes within the
[28:48] organization this helps a team member
[28:50] see a bigger picture and understand the
[28:53] role of their contribution to the
[28:55] company listening to the employee
[28:58] feedback and acting quickly when needed
[29:00] also ensures that they feel heard and
[29:03] valued okay now another development that
[29:06] we hear of every single day is AI and
[29:08] automation it is sure to bring a major
[29:11] change in the word of project management
[29:12] also so do expect a question on this
[29:15] emerging Trend as well and the question
[29:17] could be what role do you think Ai and
[29:20] automation will play in the coming years
[29:22] in the field of project management now
[29:25] see all of us know how AI in automation
[29:28] has begun to change the way the work is
[29:30] done in the market project management is
[29:33] also not Untouched by it in the coming
[29:35] years it will make its impact felt even
[29:38] more strongly certain things we'll
[29:40] notice are better decision making with
[29:43] improved productive
[29:44] analytics improved risk
[29:47] mitigation AI powered virtual assistant
[29:50] helping the project managers with admin
[29:52] task will soon become a
[29:54] reality automated task management will
[29:57] help with with jobs like resource
[29:59] allocation real-time monitoring and
[30:02] Reporting also improved accuracy will
[30:06] improve the efficiency and effectiveness
[30:08] of the project further so these are
[30:11] certain changes that will witness with
[30:13] the use of AI in project
[30:15] management and your question number 22
[30:18] in this regard could be give an example
[30:21] of how project managers can use the
[30:23] power of data analytics to identify
[30:25] potential risk and opportunities during
[30:27] a project
[30:28] okay so all of us are aware of how data
[30:31] analytics helps in running the projects
[30:32] in it domain let me try to show you how
[30:36] powerful can it be in the non it domain
[30:39] so purposely I'm sharing with you an
[30:41] example from the construction domain now
[30:44] let's suppose that a construction
[30:46] project has to begin and the historical
[30:49] data shows the project managers that in
[30:51] a particular type of topography the
[30:54] excavation machine breaks down after
[30:57] working for next number of hours this
[30:59] information can immediately alert the
[31:02] project manager and let him think
[31:04] proactively that okay our next project
[31:07] is in this particular topography we must
[31:09] prioritize the maintenance of excavation
[31:12] machine after these many hours if you
[31:14] want to avoid the breakdown and delay
[31:16] and this single alert can save a lot of
[31:20] time from the machine breaking down now
[31:23] if you belong to a domain other than
[31:25] construction I encourage you to look for
[31:27] for such examples of how data analytics
[31:30] influences project management in your
[31:33] domain these kind of things don't occur
[31:36] to anybody on the spot they need
[31:38] preparation and now that you know the
[31:41] question in advance take efforts to
[31:43] prepare a good answer to give to the
[31:45] interviewers okay now sustainability is
[31:48] another term that you must be hearing
[31:49] every now and then since last some years
[31:52] in fact it is making its presence felt
[31:54] in every business be it fashion
[31:56] construction hospitality or any other
[31:58] sector for that matter so this is
[32:00] another Trend which you must expect to
[32:02] be discussed during the interview as a
[32:04] project manager and the question for you
[32:06] can be what do you understand by
[32:08] sustainable practices in project
[32:10] management so first of all to begin with
[32:13] sustainable practices in project
[32:15] management refer to integrating such
[32:18] practices in Project Life Cycle that are
[32:20] environmentally and socially
[32:23] responsible integrating practices based
[32:25] on such principles is not just a moral
[32:28] responsibility anymore in most of the
[32:30] cases it has become a legal binding so
[32:34] that your project can get approved and
[32:37] accepted for example when you construct
[32:40] green buildings in the construction
[32:41] industry that are energy efficient
[32:44] consume less water use raw material that
[32:46] is environment friendly or when your
[32:48] building produces its own energy with
[32:50] solar panels your project agrees with
[32:52] sustainable practices okay now with so
[32:56] much of digitization and Auto automation
[32:58] happening all around cyber security is a
[33:01] major concern irrespective of the sector
[33:04] and your final question could be about
[33:06] that the question could be what
[33:08] proactive measures should the project
[33:10] managers take to integrate cyber
[33:13] security into their
[33:14] project now this is a very very
[33:16] important question pay attention some of
[33:19] the important cyber security components
[33:22] that a project manager must incorporate
[33:24] in his plan are number one conducting a
[33:27] thorough ass assessment of cyber
[33:28] security risk at the beginning of the
[33:30] project itself engage some cyber
[33:32] Security Experts and have a clear set of
[33:35] guidelines that takes into account the
[33:37] industry standards and Regulatory
[33:40] compliances have a cyber security
[33:42] governance framework in place that
[33:44] clearly establishes the role
[33:45] responsibility and authority of various
[33:48] people in the cyber security team and
[33:50] otherwise conduct regular training and
[33:53] awareness programs train your team
[33:55] regularly to identify potential attacks
[33:58] and inform them to the relevant people
[34:01] here it is very important to have a
[34:02] clear protocol in place and fix the
[34:05] responsibilities because a Cyber attack
[34:08] can be really costly and a project
[34:10] manager is directly responsible here
[34:13] conduct regular security audits to
[34:15] identify any loopholes in the system and
[34:18] fix them right there so these are
[34:21] certain things related to cyber security
[34:23] that you must be aware of as a project
[34:26] manager you may work in any domain but
[34:28] these are really important so friends
[34:31] this is all from my side in this video
[34:33] and I sincerely hope that whatever we
[34:35] have learned in today's video is going
[34:36] to be helpful to you in your career if
[34:38] you found the video useful do give it a
[34:40] thumbs up and share it with your friends
[34:42] also and if you want to keep receiving
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[34:49] I'll see you very soon with a new one
[34:50] till then bye-bye and take care