Google Technical Program Manager Interview Questions

Tanu M. - "I always look at the project from three angles, Scope, Schedule, and Cost. To measure the success of the project we also have to look at the other factors, other than the scope, schedule and cost. Here are some of the factors I look at while measuring the success : Metrics : While defining the Goal of the program, we also define the metrics. To assess whether the goal is getting achieved or not, we need to measure the metrics i.e whether the metrics of the program are getting hit or not. For e"See full answer

Nid P. - "I explained the story of trying to help the engineer to improve the performance and after it is failed, the steps I have taken to move the eng to PIP."See full answer

Anonymous Flamingo - "Handling projects out of my expertise: When faced with a project that falls outside of my expertise, I take the following steps: Identify my skills and knowledge gaps: I assess my own strengths and limitations, and determine which areas of the project may be outside of my comfort zone or expertise. Seek guidance and mentorship: I reach out to colleagues or subject matter experts who have relevant knowledge or experience, and ask for their advice and guidance on the project. Learn and adapt"See full answer

James H. - "I broke the vehicles down by regions in the world. Designed a wireless api interface to sync with a database backend that linked to google maps through another service and api."See full answer

Graig - "Yes to peer manager from stackholder team the problem was every time she wanted say something she used to have three way connect with me and my manager"See full answer

Adib M. - "Clarifying question(s) Is the upcoming deadline an internal milestone or is it an external facing deadline (ie. compliance/ product launch / feature release)? What would be the repercussion/Is there any possibility of moving the deadline (if needed)? Do we know any details on the team member, Jane in terms of how long the sick leave is likely to be? Is it a fever or is it something bigger that could have her out for much longer? Situation: Jane taking sick leave and the project has an upcom"See full answer

Abdurhman M. - "If you effectively listen and understand their point of view, then take action to address the issue quickly. Don't let too much time slip between the conflict and the resolution. If resolving the concern will take more time, communicate the current status and next steps with the stakeholder."See full answer

Mahesh L. - "Preparing for a significant security compliance change can be overwhelming. The most efficient way to achieve GDPR compliance is through interdepartmental collaboration and the use of technology solutions that automate and validate business needs such as policy compliance, data security and required reporting. As the deadline looms, most organizations should already have started assessing the business impact, devising a company-wide implementation plan and addressing additional resource needs. E"See full answer

Y C. - "One way to develop project metrics is around what problem the project is trying to solve within a particular timeframe, at a cost of x dollars and with y quality Scope: Did the project deliver as per the problem statement - over and beyond Resources metrics: Planned resources were utilized to contribute to the success Budget: Did the cost of the project implementation be under the budget or over? Schedule: In-flight milestones were completed on time or not as per the plan Was the proje"See full answer

Anthony F. - "Asked clarifying questions to know if this was a program already in existence, how long the problem had been, causes and how the problem was brought to attention. Using that information, went through a framework (provided generally below): Making sure to review documentation/existing contracts/vendors/plans. Review budget and timeline for the program. Review resources available. Review the data (or gather) and the scope of the project (city center, suburbs, few blocks, whole city, etc). Set mee"See full answer

Adib M. - "Clarifying question: Do I know of this other team? Have i worked with them before? Do i know the TPM of this team B? 1) Schedule 1-1 TPM of this other team (Team B) with the agenda to better understand Team B project 2) State that you came to know that Team B is working on what sounds like a project similar to your team and you want to understand more about it to see what is common /what is different, what are the objectives and who the stakeholders are and so on. Also, important to know how f"See full answer

Alemayehu m G. - "I would try to understand their perspective, focus on the issue, find common ground, brainstorm solutions, and agree on a course of action."See full answer

Vijay P. - "Explained in STAR format one of the project situation where I had to collect data points by deploying a minimum viable product due to unclear business requirements/dynamic nature of business. Emphasized on exact data points and how they strategically used to iteratively deploy improved version of product."See full answer

Pramod V. - "I would like to ask questions to the interviewer as to if the company or I as TPM have any success history handling this magnitude. Also, I will talk on my behalf to justify my experience and caliber to drive this magnitude of project to success. But, I always follow a flow-chart approach when meeting exec management where I do my home work studying the current state of the project/ pain points/ issues/ blockers and steps we have taken or planning to take next to mitigate it. Now w.r.t the flow"See full answer

Anastasiia V. - "First, I would operationalize the term "slip" by asking: What’s slipping — delivery, scope, quality, or decision-making? Second, I would ask the following questions that help me shape the possible causes for the "slip": What is important for us in this project delivery: time/quality/scope? What is the priory of this project? Is it urgent? Do we have a strict customer or other stakeholder commitment? Is it a big project that involves multiple teams or is only one team involved"See full answer

Rahul J. - "Netflix Solves a problem that's mass market High importance and people actively looking for new solutions Value proposition Variety of content reasonable prices for tier 1, 2 and 3 cities Available on mobile, desktops and tablets Business model: subscription based, Revenue = f { # of users, lifetime of subscription, fee charged to user } --> Should Improve engagement to increase lifetime. User journey: Find content: Search for it / take a recommendation Watch it Give"See full answer

S G. - "If it's a product end to end, then there's a lot to say. If it's just a feature on top of a product then I will focus on the complexity and how I break complex tasks into small milestones to partner with XFN teams to nail it. Focus on situation, task, actions and results"See full answer

Pm P. - "Since success metrics is a very broad term, to dive deep into WCS - What constitutes success. What is the objective of the company/product, north star/mission of the organization or product? Dependent on the company, market, the industry they play in. As an example: Facebook's mission is now empowerment, bringing the people together and giving them the power to build communities. Every part of its product aligns in one way or other with this goal. Be it, its Web/Mobile platform, Instagram,"See full answer