Interview (A day in the life of a PM (Ensure resource needs are met,…
A day in the life of a PM
Monitor status of team tasks; performance of team members
Attend and facilitate meetings
Monitor risks and issues
Report project status to executive leadership
Approve time sheets/vacations
Ensure resource needs are met
Ensure scope, time, cost are on track
Create/review/update project management plans
Address quality and admin audit findings
Gain acceptance of interim deliverables
Look for ways to improve delivery, processes
Experience in Agile/Scrum
Managed several teams in HP/DXC for a web app development
Worked with scrum masters, scrum teams, product owners very closely to deliver projects
I monitored the over-all progress of these Agile teams and worked closely with the Scrum Master in removing critical impediments and communicating with our clients to validate requirements and resolve issues.
Coordinated the scrum team’s work with third-party vendors and IT operations staff to complete deliverables that are beyond the scrum team’s scope.
Daily standups, co-location of team members (utilizing war rooms)
Team members are willing to share knowledge with each other
Clarify important metrics and success criteria
Sprint planning, sprint backlog, sprint review/retrospective
The typical Agile team size for these projects is between 10-15 members; usually a mix of developers and testers.
I joined a highly-visible and complex software development project for a client at a time when it was behind schedule and red on multiple fronts.
A month away from the target completion date, many performance issues remained unresolved and the product was not meeting client expectations, resulting in their refusal to provide payment.
Facilitated sessions to identify and prioritize issues and establish a path towards resolution
Daily reports outlining our progress were provided to the client to assure them we were on track.
Negotiated a timeline extension with the client.
Regular check-in sessions to track progress and remove roadblocks
Making sure that the project team is recognized as they met our agreed deadlines.
In the end, all project requirements were met, and the highly satisfied client was able to use the product to maximize their business efficiency
Experience in project management
I like the dynamism, working with diverse people who have different skillsets and personalities. All projects are unique.
Started as PMO (Project Excellence) staff for P&G
Moved to doing project coordination, managing small projects. Project scope, cost, team size (essentially complexity) grew over time
Project Excellence: process improvements, monitoring and reporting or project and account performance metrics, lessons learned facilitation, PM assignment (match skillset and experience to project scope and complexity),
Delivery management: Program management of similar software development projects
Traditional (waterfall), Agile, and hybrid
I would describe myself as a direct and approachable manager with an open door policy. I encourage my team members to discuss issues or problems as they develop.
ensure the work environment stays productive and respectful
Exploring an area
News/online articles on politics, economy, business
Video games: Blizzard, RPG, Nintendo games
Discovering new coffee places and breweries
Total years of experience (almost 12) as project manager (around 10)
Accounts I have worked with - P&G (Fast-moving consumer goods, retail), RACC (automobile), Coty (Beauty, retail), CalWIN (Healthcare, Human Services, Public sector), ADP (human resources, BPO)
Why explore this opportunity?
Diversify my experience in the US
Desire to move to a more consulting role as a career progression
Opportunity to work in the Bay Area
What does the role entail? Job expectations?
How long is the project contract?
Who are the team members? Work culture?
Experience in change management
Transition to Service Consultant
A single point of accountability in project team for ensuring readiness of all service management organizations for providing new or changed service introduced by project.
End-to-end technical ownership of changes. Successful production migration of formal changes for the project, ensuring compliance to change management standards and release management processes