project management assignment questions pdf

Free PMP ® Exam Practice Questions

Project Management Academy’s free PMP exam practice questions are based on relevant A Guide to the Project Management Body of Knowledge (PMBOK ® Guide) topics. Below you will find 50 PMP exam questions to help prepare you for the PMP exam. Upon completion please enter your information in the fields below to access the results and complete explanations.

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1. Which of the following techniques could you apply, to any project in any industry, as a way of objectively measuring project progress?

2. Your project has a vendor that is under a firm fixed price contract and the seller has filed a claim. Which of the following is the preferred method of settling this dispute?

3. You just completed your weekly project status meeting. In this meeting, you received information from the team regarding actual engagement levels of stakeholders. One of your key stakeholders has ceased supporting the project and is calling for its termination. Which of the following is a true statement about this information?

4. Which of the following becomes increasingly important when working with virtual teams?

5. Your team has developed a strategy to set aside $1000 in a contingency budget and an extra week in the schedule, in the event a particular risk occurs on the project. What is the best description of this strategy?

6. As the project manager you have decided to separate the sources of risk by phase and by the WBS. Using this technique you will find the riskiest areas of the project. Which of the following best describes the technique employed?

7. As a new Project Manager in a large Healthcare IT company, you are asked to identify risks for your newly assigned project. This should result in the creation of which project document?

8. You are the project manager for a project with 200 stakeholders. The team identified five individuals as key stakeholders. You are developing the stakeholder engagement plan, which is an actionable blueprint of how to interact with the stakeholders to support the project objectives. You will base the actions taken on an analysis of key stakeholder needs, their level of interest, and their potential impact on project success. Where will you find this information to analyze?

9. Which of the following is included in the total project budget but is not included in the cost performance baseline?

10. When considering influences that could have an impact on cost management which of the following would you be the least concerned about?

11. You are the project manager for a major construction project. You have just completed a walk through with the construction superintendent, when they tell you that one of the critical path activities will be two weeks late. Upon further discussion you find out the underlying reason for this. What project management tool are you using?

12. Once the network diagram is complete, how many activities or milestones will not have both a predecessor and a successor?

13. Which of the following is a true statement regarding the schedule management plan?

14. In your project for the design and development of a new, ultra high speed hard drive, the team has defined certain information for the quality control department to use as a quality control check. The quality control department will check the data access time of each hard drive. In order to pass the quality test each drive must transfer 1 GB of data in 500 ms (plus or minus 100 ms). Which of the following terms best describes this information?

15. Your project team has been executing based on the project plan and is gathering the verified deliverables before planning to meet with the customer. What is the primary purpose of this meeting?

16. Which of the following items organizes and defines the total scope of the project and depicts the work specified in the currently approved version of the project scope statement?

17. All of the following are elements of the requirements management plan except which one?

18. The project management plan may be changed without a change request only under which of the following circumstances?

19. The chief financial officer, who happens to be your project sponsor, has just called you into their office to discuss a requested change in your project. After asking you several questions, the project sponsor tells you to implement the change. What is the next thing you should do?

20. The project manager wants all of the prospective contractors, who are expected to submit proposals on a new project, to have a clear understanding of the requirements of the procurement. The project manager decides to hold a meeting to describe the upcoming procurement event. What is the best description of this meeting?

21. Using of which of the following contract types will cause the seller to have the most risk?

22. The project manager may call on which of the following individuals to assist in managing difficult stakeholders as needed?

23. You're the project manager for a construction project. The project team identified a rainstorm as a possible risk. When the prediction of an approaching storm was announced the response plan was implemented, which included having sandbags on hand to reduce the impact of flooding on the site. Halfway through preparations to respond to this risk the project manager is informed that not enough sandbags were ordered. Who is the person informing the project manager of this?

24. From an organizational perspective, managing project knowledge entails which of the following?

25. Your project was recently terminated early. As the project manager you must review which of the following?

26. You have just been named the project manager for a new information technology project. Your sponsor has heard of an innovative approach to project management called agile and wants you to investigate. You are familiar with agile and explained that you would conduct a suitability assessment and report back on your findings. What three areas are you looking at?

27. Your project team is using an iteration based approach to a software development project. You are attending a meeting where the development team is asking questions about the requirements, getting clarification on the Definition of Done and estimating how much work they can finish in the upcoming iteration. What meeting are you attending?

28. You are using an iteration based agile approach to a software development project. You decided to use this approach because the sponsor knew the high level capabilities but were unable to provide a detailed list of requirements. At a recent status meeting the sponsor asks if you can provide an estimate of what capabilities will be delivered and when that will occur. What is the best document to provide?

29. Your colleague is new to agile and wants to learn more about it. You explain that agile is really a mindset that is established by following four paired values and 12 principles. What is the document that you are describing?

30. You are the project manager for the XYZ project. This a complex project involving the installation of hardware in a data center and the development of a new software application. The hardware installation requires a very specific process be followed and has fixed requirements. The software portion has known features, but the specific requirements are not documented. What is the most likely project approach given these facts?

31. You are new to agile methodologies, so you reach out to an experienced project manager for guidance. She explains that one of the primary differences between agile and a predictive project is the leadership approach of the project manager. In a predictive project, the project manager directs work at the start of the project while the agile project manager encourages and coaches the team to be self-directed. The leadership style of removing barriers, creating an environment of collaboration and encouragement of a self-directed team is called?

32. You have just completed your Sprint Review meeting and the Product Owner is not satisfied with the results. They state that they will not accept the software and will re-adjust the Product Backlog. The team facilitator suggests that the Product Owner attend a meeting to discuss what could be improved to stop this from occurring in the next sprint. They are most likely inviting the Product Owner to what meeting?

33. Your sponsor is curious about the progress of your project team. They ask if you have any charts that could help them understand your progress in reaching the sprint goal, and you assure them you do. You will most likely provide them with what agile tool?

34. Your project team has been working for several months on a new software application designed to increase productivity for the call center representatives. The Product Owner has accepted the results of your sprints, and you are now ready to do final testing. During user testing, you are surprised to hear that both the end users and the sponsor are disappointed in your software as delivered. How could you have potentially avoided this?

35. Your company has just decided they could gain a competitive advantage by adopting agile methodologies, so they sent you to Scrum Master training. You have just returned from the training, and the PMO calls you for a discussion. They have a new project they believe would be a great opportunity to try agile and want your thoughts on what the next step should be. What are you most likely to recommend?

36. Your team is working on a project to provide research capabilities to a wide variety of users. You have successfully completed several sprints, but at the last daily stand up meeting several team members identified a problem with stakeholders interrupting their work with requests for status reports. Specifically, they wanted to know what they were working on and inquiring about the progress of the sprint. What could have avoided this problem?

37. The project you were assigned to has recently delivered a highly successful product, and you are preparing for your next project. A colleague who is unfamiliar with agile has heard about story points but does not understand how they are used. What should you tell him?

38. You have just been assigned a software project and are considering adopting the Scrum methodology, but you are concerned that the project will require many developers working on a highly integrated product. You decide to conduct an Agile Suitability Assessment to ensure that Scrum is the correct approach. What is not a factor you will consider?

39. You have just been assigned a software project and are considering adopting the Scrum methodology for delivery. You know the maximum size for a Scrum team is 9 developers, but this project will require at least 3 times that to meet the externally imposed deadline. You discuss this with the Scrum Master, and he suggests that there is a technique to coordinate deliverables across several Agile teams. What did he likely suggest?

40. One of your project managers is confused about Agile. They understand Agile is a mindset based on the Agile Manifesto 4 Paired Values and 12 Principles. They are confused because they keep hearing about different agile approaches like Scrum, XP, and Lean. You explain that within this framework, every agile team needs to identify their unique __________.

41. You are new to agile and are confused about the Kanban board. The Kanban board contains all the work committed to for the current sprint, as well as the status of the work. You ask the Agile Coach to help you understand how the Kanban board is used, and they explain it to you. Which of the following is not a use of the Kanban board?

42. You are the team facilitator and are listening to the Daily Scrum. The team is facing several challenges, including technical challenges and an unresponsive stakeholder. Those challenges are now threatening the ability of the team to achieve the sprint goal. How should you proceed?

43. Based on the continuum of project methodologies, an adaptive approach is both:

44. You have just completed your Agile training and are confident you know all there is to know about the topic. You are discussing it with a senior Scrum Master and mention that all Agile approaches are based on Scrum and use a backlog. He explains that there is another approach that does not use a backlog, but it does normally use a tool that is common to backlog based Agile. He is most likely describing what?

45. Your team is developing an application to increase the productivity of the employees in your regional call center. Your team has been working closely with the Product Owner to ensure all the features planned for the next release were completed. Suddenly your lead developer informs you that there is a group of requirements that were missed, and the deployment must be delayed several months as they work through them. The system cannot go live without them. What type of requirement did you likely miss?

46. Story points are often used by agile teams to determine the level of effort for a user story or task. After several sprints, the Scrum Master would like to forecast when the next release in the Product Roadmap will be ready, and does this by averaging the number of story points in all of the prior team sprints and comparing that to the work remaining in the product backlog. The average number of story points an Agile team is completing in their sprints is referred to as what?

47. Your Agile team is working on a new order fulfilment system for their client. Their customer does not know exactly how they want the system to function, but they do know the features that will deliver the highest business value. You use those features to develop a high-level schedule of what functionality will be delivered and roughly when it will be delivered. You have just completed the _________ ___________.

48. You conducted an analysis of the progress of your team. You realize that at the current pace of development, the estimated date of the next release will be delayed substantially. You approach the Agile Coach about the possibility of approving overtime so the team can get back on track. To your surprise, they disagree with that approach. They state that approving overtime or applying additional resources violates one of the principles of the Agile Manifesto. Which principle did it violate?

49. You have just completed discussing your project with a colleague who is using a waterfall approach on his project. You are curious about their use of Earned Value to use current project performance as a basis for forecasting future performance. You wonder if Earned Value can be used for an Agile project, so you ask your Scrum Master. They state:

50. You have assembled your Agile team and are beginning to determine your Way of Working. You hold a meeting to discuss what method you will use to estimate, establish team norms and coordinate with the product owner. What is this initial meeting called?

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20 project manager interview questions and answers

Landing a project management interview is a big accomplishment. But you’ll only get a chance at the job if you prepare for the interview properly. In this article, we cover some of the most common project manager interview questions and answers so you can ace this interview and get hired.

Take a deep breath—we’re here to help. If you have an interview for a project manager position coming up, this post is for you.

What does a project manager do?

Before we dive into common project manager interview questions, let’s take a look at what a project manager actually does. 

The title project manager has changed significantly over the years. Initially, project manager roles were highly specialized technical positions, and project managers themselves were certified in complicated, complex project management tools. Luckily, modern project management tools have made project management accessible to a broader variety of roles—and now, more often than not, a project manager is less focused on the technical element and more focused on aligning stakeholders, driving clarity, and hitting project goals. 

The definition of project management varies between companies, departments, and positions. For example, at Asana, we believe that if you’re managing projects, you’re a project manager, regardless of your job title. 

To get a sense of what your interviewer expects from you as a project manager, study the job description closely to understand the main responsibility of the position you applied for. Is it people management, cost management, risk management, program management , or something entirely different?

If you know what exactly this project manager job will entail, you can use this information to better prepare for the interview. This will also help you figure out which of the questions and answers below are going to be the most helpful for your interview prep.

1. Tell me about yourself.

While it’s technically not a question, more often than not, this is going to be the first thing an interviewer wants you to talk about. Think of your answer as your elevator pitch—this is your chance to briefly summarize who you are, why you’re here, and what makes you the best candidate.

What the question means: For the interviewer, it’s a great way to ease into a conversation, give the candidate a chance to settle in, and give a first impression. The interviewer wants to find out who you are as a person and why you’ve applied. 

How to answer: Briefly explain your last project or current position. Then name a few project planning skills you’ve learned in your previous job and how they’ve prepared you for this position. Stay positive, be truthful, and let your passion shine through. 

What not to say: Don’t just restate your resume. The interviewer has that right in front of them. Tell them something they don’t know and can’t find out from your resume alone. Also, keep it professional and read the room—not every interviewer cares about your new puppy (unfortunately).

2. Do you have experience working from home and managing a remote team?

Since working from home has become the norm for many companies, it’s possible that you’ll have to manage a fully remote team either now or in the future. Project manager positions are often team leads or project leads, so your interviewer may want to learn more about your experience in this area.

What the question means: Virtual managers face more challenges than managers who share the same office space as their teammates. The interviewer wants to find out if you have previous experience managing virtual teams .  

How to answer: If you have experience managing a remote team, that’s great! Talk about some of the challenges you’ve faced not being in person and how you overcame them. If you don’t have a ton of relevant experience, talk about how you can use project management tools and team bonding exercises to connect, communicate, and collaborate with remote teams.

What not to say: Don’t downplay the challenge of keeping virtual team members motivated and engaged. Your interviewer needs to know that you take team morale seriously and understand what it takes to connect with your team in a remote world.

3. How do you keep your team motivated?

If your project team doesn’t feel motivated, they’ll struggle to complete their high impact work. This can cause project delays and lack of quality in your deliverables. As a project manager, one of your responsibilities is knowing how to keep your team motivated and moving towards the project objective .

What the question means: The interviewer wants to find out what your tactics are for keeping a team engaged and motivated. 

How to answer: You can start by describing the work environment you hope to build for your team. Besides a place where teammates feel valued, seen, and understood, it’s also important to set transparent goals and expectations for your team. Explain how setting realistic project milestones doesn’t just keep the project on track but also fosters effective teamwork.

What not to say: Don’t talk about monetary rewards like raises or promotions. Teams that complete their work for extrinsic motivation only aren’t going to feel as fulfilled as teams that feel intrinsic motivation to perform well.

4. What is your leadership style of choice?

There are several different leadership styles out there and while some may be more popular than others, there is no right or wrong leadership style. In fact, your team members may benefit from different leadership styles depending on their unique personalities, the projects they’re currently working on, and the challenges they’re facing. 

What the question means: While the terms leadership and management are often used interchangeably, not every manager is a leader and not every leader is a manager. If the interviewer asks this question, they’re probably looking for someone who can be both—so it’s important that you know what your leadership style is. 

How to answer: Be sure that you know what different leadership styles entail. Know the risks and benefits of your leadership style so you can confidently answer follow-up questions about your specific leadership skills, like:

As a democratic leader , how do you ensure that your team still trusts you when you make a decision without their input?

How do you approach conflict resolution as an affiliative leader?

As a transformational leader, how do you combat pressure your team may feel because of your constant involvement?

What is your communication style as a transactional leader ?

As a laissez-faire or delegative leader, how do you keep your team on track?

What not to say: Don’t wiggle your way out of the question by simply saying your leadership style depends on the situation. If that’s true and your leadership style is in fact situational , talk more about how you adapt your style and give examples of when you’d apply a supporting, coaching, delegating, or directing style.

5. How do you communicate bad news with your team?

Part of your job description as a project manager will be to deliver news to your team—good and bad. Whether you’re managing people or projects, at some point, you’ll likely have to relay bad news to your team.

The way you handle sticky situations, like communicating that you’re not hitting a project’s goals or are losing funding for an exciting initiative, will be a reflection of how qualified you are to be a manager.

What the question means: The interviewer likely wants to find out if you have both the integrity and communication skills to deliver bad news to your team without causing misunderstandings or issues.

How to answer: Acknowledge that the challenge of communicating bad news is that you have to balance representing and understanding both the emotional response of your team and the decision of higher-level executives. Explain that the best way to effectively communicate bad news is to prepare yourself. 

Once you’ve prepared and practiced how you’ll deliver your message, you’ll do your best to use direct language when communicating the news to avoid misunderstandings. It’s also important that you set aside time for questions from your team and establish next steps so they feel prepared for what’s to come.

What not to say: Don’t try to answer this question with a positive spin. Bad news is bad news and there’s no reason to sell it as something it’s not. Instead, be realistic and ensure that you show the interviewer that you understand the potential risks and severity of a scenario like this.

6. How do you prioritize tasks?

As a project manager, your workday can change in an instant. New tasks, change requests, or a confused stakeholder who needs clarification right away can throw off your entire schedule. It’s important that you know how to prioritize work if you want to excel in this position.

What the question means: The interviewer is looking for a very direct and detailed answer on how you prioritize tasks. 

How to answer: Explain your go-to time management method . Perhaps you use the Eisenhower Matrix to find out which tasks need to be done right away or can be scheduled for later, delegated to someone else, or deleted altogether. 

Maybe you prefer to eat the frog and get your biggest and most complex task done first thing in the morning. Whatever your preferred method of task prioritization is, quickly explain what it is and give a specific example of how you’d apply it—or better yet, how you’ve applied it in the past.

What not to say: Don’t just say you go with the flow. A skilled manager will use tools and techniques to prioritize tasks by importance and urgency, so make sure to share your go-to approach with your interviewer.

7. How do you define an ideal project?

The answer to this is not “one that goes according to plan.” This question intends to find out more about what type of projects you prefer to work on.

What the question means: The interviewer wants to know what type of projects you feel most comfortable and confident working on. This is not going to be a guarantee that you’ll get the kind of project you describe but it’s going to give the interviewer a better sense of your skill set.

How to answer: The best way to answer this question is to be honest. Tell the interviewer what kinds of projects excite you the most. Perhaps you prefer projects that are super collaborative and innovative. Maybe you do your best work when a project is streamlined and there aren’t too many moving parts at the same time. Or you may do really well managing multiple small projects that run simultaneously. Whatever it is that you feel the most passionate about—tell the interviewer. And, if you can, give an example of a specific project you’ve done in the past that was really rewarding for you.

What not to say: Don’t lie and say you can handle any type of project. Even if that’s true, really dig into the type that excites you the most so your answer is more genuine.

8. How do you handle changes to a project?

Projects rarely go according to plan, which is why your position is so important. As the project manager, you’ll be in charge of adjusting the schedule, communicating changes, and adopting them accordingly. 

What the question means: The interviewer wants to know what kind of problem-solving strategies you’re familiar with. Depending on the level of your position, they may also want to know how familiar you are with change management processes .

How to answer: Showcase your ability to adapt to unexpected or uncomfortable situations when answering this question. Convince the interviewer that you’re quick on your feet and have successfully handled project changes before.

What not to say: Don’t be vague. If you’re struggling to explain how you handle changes to a project, give a real-life example instead. This will also show the interviewer that you’ve successfully managed a situation like this before.

9. What project management methods have you used in the past?

There are many different project management methodologies and chances are you’ve used or experienced more than one before. Whether you’re familiar with Agile work environments, the waterfall model, or running teams on Scrum —this is the time to showcase your knowledge.

What the question means: The interviewer wants to find out whether the project management methods you use fit the organization's style.

How to answer: Talk about the project management methodology you’re most familiar with and give an example of how you’ve used it. For example, you could talk about your experience with Scrum teams or talk about projects that you managed using Kanban boards . Explain why you used the given methodology and how it worked for your team and project.

What not to say: Don’t just toss around buzzwords. Make sure that you know what Agile means if you’re going to talk about applying this methodology. Interviewers notice whether or not you understand a methodology so it’s best to be prepared for follow-up questions.

10. What project management tools do you have experience with?

There is an array of project management software available and chances are, you’ve used your fair share of them. There really is no right or wrong answer to this question but you can get a few extra points if you personalize your answer.

What the question means: The interviewer wants to gain a sense of how many and what types of project management tools you’re familiar with.

How to answer: Truthfully answer what project management tools and software you’ve used in the past. If possible, find out what tools the company you’re interviewing for uses. You may find information on their website, on a review site, or get this kind of insight from an employee via LinkedIn. With this information on hand, you can tailor your answer to the tool the company uses and let the interviewer know that you’ve used it or something similar in the past.

What not to say: Don’t judge any project management tools. You may have a favorite (Asana, right?) or even a tool that gives you a headache just thinking about it, but now is not the time to pass judgment. Simply list the tools you have experience with and explain your skill level, if applicable.

11. Do you have experience with cost or budget management?

While not every project management position requires cost management knowledge, it’s a very common interview question for human resources, accounting, or finance management positions. So let’s take a look at the best way to answer it. 

What the question means: The interviewer is curious whether you’ve had to manage costs before and is likely looking for an example.

How to answer: If you don’t have experience managing budgets, be honest about it and let the interviewer know how you’re planning to build this skill. If you have budget or cost management experience, talk about the budget you’ve managed, what you were in charge of, and how you allocated additional resources when necessary.

What not to say: Don’t make up budgets you’ve never managed or talk about how you manage your personal budget if you don’t have professional experience. Being fiscally responsible is not the same as knowing how to manage a project budget. So be honest about your experience and skill level.

12. What motivates you to give your best to a project?

This is an excellent opportunity to talk about a project that went really well and explain why it was one of your best projects to date. Chances are, you were passionate, inspired your team, and led the project to success because you felt so motivated. 

What the question means: Motivation looks different to everyone. The interviewer wants to find out what keeps you motivated to get a better understanding of your personality.

How to answer: Think about what motivates you when you’re working. Is it a great team that loves to collaborate? Do you love showing up for work to solve problems? Do you get excited about learning new things and widening your skillset? Whatever satisfies and excites you to do your best in a project, share it with your interviewer and give an example if you can.

What not to say: Don’t say “money.” It’s obvious that money is a factor in why you’re motivated to show up for work every day but the interviewer is asking this question to find out what other factors drive you.

13. Tell me about a challenge you’ve faced and how you handled it.

As a project manager, you’ll encounter plenty of challenging projects. Share a challenge that turned into a successful project or a great learning experience with your interviewer to prove that you can handle roadblocks or setbacks.

What the question means: The interviewer wants to learn more about your problem-solving skills and how you approach challenges. They’re looking for a specific example.

How to answer: The best way to answer this question is to apply the STAR method. This method allows you to break down a situation into four categories: 

Situation : Start with the situation you were in. For example, explain that your project team suddenly got smaller because two people were out sick for an extended period of time.

Task : Explain how you wanted to resolve the situation. For example, your goal was to ensure that you could still deliver the project on time.

Action : Describe the actions you took to reach your goal. For example, you first tried to get help from another team. When that didn’t work out, you had to outsource some of the simpler tasks to a freelancer to give your team the bandwidth for their work.

Result : Finish with the outcome of the situation. For example, hiring a freelancer allowed your team to focus on the important tasks and complete the project without delays. Plus, you ended up hiring that freelancer for your next project because they did such an amazing job supporting your team.

What not to say: Don’t talk about a personal challenge. The interviewer wants to know how you handle challenges like lack of resources, negative feedback, or project delays. Whether you have prior experience as a project manager or not, we’ve all faced difficult times at work before, so talk about a situation where you showed how well you can handle a challenge.

14. Why are you looking to leave your current job?

Obviously, there’s a reason you’re doing this job interview. And the interviewer is curious what you’re hoping to find here that you’re lacking at your current job.

What the question means: The interviewer wants to find out one of two things (or both): How do you speak of your former/current employer and what motivated you to apply for this position?

How to answer: Instead of looking back at your old or current employer, talk about what excites you most about this new opportunity. Are you excited about the possibility of relocating? Are you looking forward to gaining new skills or taking on more responsibilities? Perhaps you’re looking to improve your work-life balance and feel like this new company is the perfect place to do so. Let your excitement for the new role shine through—that will set you apart from other candidates.

What not to say: Don’t bash your former employer. No matter how dreadful your current or past job is or was, it’s important to look forward and stay positive in your interview.

15. Name three tactics you’ve used to develop and maintain great customer relationships.

Depending on your field, you may have to deal with customers or clients on a regular basis. If you’re skilled at creating and maintaining solid relationships, you’re going to be a great asset to your company.

What the question means: Happy clients or customers are important—the interviewer wants to know if you have more than one card up your sleeve when it comes to fostering meaningful professional relationships.

How to answer: Think about your past customer relationships and what they valued. Did they appreciate your quick and positive communication? Did you make them feel like they were your only client or customer? Did you consistently exceed their expectations? Were you able to understand their goals and speak their language? All of these are tactics proven to build and maintain strong business relationships. 

What not to say: Don’t brag about how great you are with clients or customers. Humility is one of the many tactics that help maintain positive professional relationships so make sure you’re staying humble in your interview to prove you’re capable of this.  

16. How do you inspire underperforming team members?

A successful project manager must be able to motivate their team, and this question probes both your communication and management styles.

What the question means: The interviewer is seeking insight into your leadership skills, specifically how you identify, address, and turn around instances of underperformance within your team. They're interested in your ability to inspire and motivate, rather than just manage.

How to answer: Begin by emphasizing the importance of understanding each team member's strengths, weaknesses, and personal motivators. Share a past experience where you identified the root cause of an underperforming team member, such as a lack of clarity, insufficient training, or personal challenges. Explain the steps you took to address the issue, which might include setting clearer goals, providing additional support or resources, or adjusting project roles to better align with team members' strengths.

Highlight the positive outcome of your actions, such as improved performance, increased team morale, or the successful completion of a project. It's crucial to convey empathy, adaptability, and a commitment to developing your team's potential.

What not to say: Avoid suggesting that underperformance is solely the team member's fault or implying that punitive measures are your go-to strategy.

17. How do you handle changes to a project’s scope, especially in the middle of a project?

This question explores a project manager's adaptability, strategic planning skills, and decision-making process—all of which are critical for managing the inevitable changes that occur during the project life cycle.

What the question means: The interviewer is looking to understand your process for managing scope creep and your ability to maintain project objectives, timelines, and budgets in the face of change. They're interested in your stakeholder management skills, decision-making process, and how you communicate changes.

How to answer: Start by acknowledging that changes to a project's scope are common and can sometimes lead to better project outcomes. Describe your initial step of evaluating the impact of the requested change on the project's timeline, budget, and resources. Emphasize the importance of good communication with stakeholders to understand the reasons behind the change and to set realistic expectations.

Share a past experience where you successfully managed a scope change by conducting a thorough impact analysis, obtaining necessary approvals, and adjusting project plans accordingly. Highlight how you kept the team informed and motivated, managed stakeholder expectations, and ensured the project remained on track. Stress the importance of flexibility, but also of having robust change management processes in place to assess and integrate changes efficiently.

What not to say: Avoid suggesting that you resist all changes to project scope or that you accommodate changes without assessing their impact and obtaining the necessary approvals.

18. Can you describe your experience with Agile project management?

This question targets a project manager's familiarity and proficiency with Agile methodologies, which are vital for managing projects in dynamic and fast-paced environments.

What the question means: The interviewer is gauging your understanding of Agile principles, practices, and frameworks (such as Scrum, Kanban, etc.) and how you've applied them in real-world projects. They're interested in your ability to adapt, collaborate, and deliver value quickly and efficiently.

How to answer: Briefly explain your understanding of Agile project management and its importance in fostering collaboration, flexibility, and customer satisfaction. Then, share past experiences in which you successfully managed projects by applying Agile practices. Discuss how you facilitated sprint planning, guided daily stand-ups, and conducted reviews to ensure continuous improvement and stakeholder engagement. Highlight any challenges you faced, such as resistance to change or team alignment issues, and explain how you overcame them.

It's also beneficial to mention any certifications or training you've completed in Agile project management. This demonstrates your commitment to professional development and your proactive approach to managing projects.

What not to say: Avoid giving the impression that you are unfamiliar with Agile methodologies or that you prefer not to use them, especially if the organization you're interviewing with follows Agile practices.

19. Can you briefly tell us about the last project you worked on?

This question offers a window into your recent project management experiences, showcasing your project planning skills, challenges you've overcome, and ability to deliver results.

What the question means: The interviewer is seeking a snapshot of your project management style, including how you handle project schedules, dependencies, and metrics to ensure success. They're interested in your ability to lead, adapt, and apply lessons learned to future projects.

How to answer: Begin with a brief overview of the project, including its objectives, scope, and team dynamics. Highlight your specific responsibilities, such as planning, execution, stakeholder management, and any particular methodologies or tools you used (e.g., Agile, Waterfall, Gantt charts, etc.). Discuss a key challenge you faced and how you addressed it, demonstrating your problem-solving skills and resilience.

Conclude with the project's outcome, emphasizing any successes or achievements, and reflect on a valuable lesson learned or how the experience has prepared you for future projects. This approach shows your competence, leadership, and ability to reflect on and grow from your experiences.

What not to say: Avoid giving a vague or overly general response that doesn't provide insight into your capabilities or the specifics of the project. Also, steer clear of placing blame on others for any difficulties encountered during the project.

20. What is your experience with stakeholder management, and how do you balance conflicting priorities and demands?

A successful project manager must be able to communicate with stakeholders while balancing conflicting priorities. This project management interview question gauges your capacity to resolve conflicts and prioritize effectively.

What the question means: The interviewer is seeking insight into your ability to engage with various stakeholders, each with their own interests and expectations, and how you navigate the complexities of competing demands and priorities that are a reality in most projects. They want to know if you can maintain a strategic perspective while ensuring stakeholder satisfaction and project alignment with business goals.

How to answer: Begin by summarizing your approach to stakeholder management, emphasizing good communication, transparency, and relationship building. Provide specific examples of how you've identified and engaged stakeholders in past projects. Then, transition into discussing your methods for prioritizing demands, such as using a decision-making framework, leveraging project management tools, or applying negotiation and conflict resolution skills.

Highlight a past experience where you successfully balanced conflicting priorities, detailing the outcome and what you learned from the experience. It's essential to convey that your approach is systematic, adaptable, and tailored to the unique needs of each project. 

What not to say: Avoid suggesting that you prioritize tasks solely based on intuition or without a clear, consistent methodology.

Tips for acing project management interview questions

Knowing what to say is important, but a job interview is about much more than just saying the right things. You’ll want to leave a great impression and make sure that your personality stands out from the rest of the candidate pool (especially in person or via Zoom). Here are our favorite tips to leave hiring managers and recruiters with a great impression.

Understand PM terminology. You should familiarize yourself with common project management terms . That way, when they come up during the interview, you don’t have to ask what they mean first and potentially risk your chances of getting the job.

Practice clarity and confidence. Besides rehearsing answers to common interview questions, work on delivering your answers with confidence and clarity. This includes practicing your body language to make sure it conveys confidence.

Ask for clarification when needed . If a question is unclear or you're unsure of what's being asked, don't hesitate to ask for clarification. It's better to get more information than to answer incorrectly due to a misunderstanding. This also demonstrates your communication skills and attention to detail.

Prepare with real-world examples . Equip yourself with past experiences that demonstrate your project management skills and accomplishments. Tailor these stories to the job description and the skills it requires, showing how your background makes you the perfect fit for the role.

Go get that project manager job!

Now that you know what to say (and what not to say) during your job interview, we’re sure you’re going to nail it. 

And if you land the job, make sure you utilize tools that make your life easier, like Asana’s project management software that’s designed to minimize app switching. That way, you and your new team can keep everything from messages to timelines in one place and focus on what’s really important.

Related resources

Provider onboarding software: Simplify your hiring process

8 steps to write an effective project status report

Inventory management software: How to control your stock

Timesheet templates: How to track team progress

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CPE520 Project Management - Assignment 1 (My Answer)

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