Behavioral Interview Questions

Phani C. - "Product manager is someone who drives a product with customer-first approach while doing what is right for the business. They absorb chaos from all directions(customers, internal stakeholders, leadership) and bring clarity and direction to the whole team, marching them towards a common goal."See full answer

Nicola R. - "You shouldn't hire me if you're looking for someone to simply write code in large volumes without considering the bigger picture. I'm someone who thrives on solving root problems, building, cohesive systems, and ensuring stakeholder alignment. If the priority is speed over thoughtful analysis, I might not be the best fit. However, if you're looking for someone who can drive meaningful and scalable solutions, collaborate effectively, and contribute to long-term success, then I believe I'd bring s"See full answer

Anonymous Aardvark - "Recently, I had to make a decision that I could automate a part of a process now and help the operations team reducing 9 hours of manual work to 60 minutes for one client. The second option was to fully automate the end to end process that would take 4 weeks of development, but fully automate the process and that could be rolled out across the board. The process was to change the member's paperless preference to paper when a sent email gets bounced 3 times in a row and inform her with a paper"See full answer

Ilakiya R. - " Design & Architecture Overview: The system was a scalable, cloud-based web application built to manage customer data and automate service requests. Frontend: React.js: Chosen for its component-based architecture, reusable UI, and fast rendering using Virtual DOM. Backend: Node.js with Express.js: Selected for non-blocking I/O, scalability, and rapid API development. Database: MongoDB: Used for its flexible schema, scalability, and ease of handling unstructured data. Authentication: JWT"See full answer

Roob G. - "As an application support analyst, I once encountered a situation where the business problem wasn’t clearly defined. The client had a general idea of what they wanted, but the specifics such as the workflows, system interactions, and expected outcomes were not clear. To move forward, I collaborated with the business analyst and requested both the business and system use cases to better understand the requirements. Once we had those documents, I presented the refined idea to the client for valida"See full answer

Jane D. - "My approach to dealing with difficult stakeholders has always been: Engage - Directly engage with the stakeholder, meet or chat Listen - Listen to what they have to say, patiently. Understand - Understand their POV, even if it is impossible at some times Ask - Ask clarifying questions. Why? When? What? Engage again - Keep them in the loop until there is closure For example, we were in the final stages of a very important, strategic project for our organization. I was leading th"See full answer

Debajyoti B. - "Firstly, it's mentioned "ideas" & not "idea". I would like to get more context. Is it one idea or multiple ideas on a roadmap? Is it tied to the same broader goal? Is this a pattern where team has been disagreeing with ideas for a while? If it's the 1st, then it's fine, we can look into it. If it's the 2nd, then it raises a bit of a concern. Gonna assume it's the 1st. I'd probably get clarity by asking questions To the team: Which idea/s are being disagreed upon? Are all member"See full answer

Sreenisha S. - "Let me tell you about a time where a website I managed suddenly showed slow performance and the mistake on our side was it was unnoticed until a user reported the issue to management. As a PM for that project, I took full responsibility of the situation and worked with the engineering team to quickly resolve it. This mistake taught me the importance of focusing and monitoring non functional requirements as well in addition to new feature development /adoption where I was mostly spending my time"See full answer

Simran S. - "I recently led the development and implementation of a data analytics platform tailored for credit unions and mortgage companies, which was suffering from fragmented systems, inconsistent data fields across LOS platforms, and outdated reporting practices. Here's how I managed the full lifecycle: ✅ Initiation / Discovery Conducted executive interviews across five financial institutions to understand reporting and visibility gaps. Shadowed loan officers and underwriters"See full answer

Aishwarya J. - "Looking into licensing data for users to match with the validity of their plans , to set up reporting okr's and metrics from the ground up and future problem sculpting for future feature additions I developed the metrics from the existing data tables , with uniform interpretation for datasets used across teams, keeping the modifications done in alignment with the requirements of the stakeholders. Hypotheses for licensing metrics was laid out in a defined manner where it was feasible to cherry"See full answer

Shashank S. - "Prioritizing competing features involves evaluating and comparing different features to determine which ones to implement first, based on their relative importance, value, and impact on the product and users. Here are some steps to help prioritize competing features: Define the goals and objectives: Identify the product's overall goals, target audience, and key performance indicators (KPIs). This will help you understand what features are most important to achieve these goals. **Gather"See full answer

Ross B. - "I most want to communicate a few principals of conflict resolution that I believe were integral in this situation, which are mutual respect, a results orientation, an unwavering focus on the user. To that end, here’s how I’d like to structure this answer: First, I’ll tell you about the project we were working on, to provide some background for you. Second, I’ll describe the disagreement. Third, I’ll describe how we arrived at a solution, and finally, I’ll discuss how those 3 conflict resolut"See full answer

Aabid S. - "We had a huge launch on September 1st of this year where we completely redesigned our application from the grounds up and also migrated to a new platform (React.JS). This project took us 8 months and the launch was a huge deal for the team. Unfortunately the launch wasn't as smooth as we expected and despite doing multiple rounds of QA, some major issues cropped up in the core part of the app right after launch and our client was quite upset since it was disrupting their day-to-day workflow. "See full answer

Kapil P. - "Sounds like both the features requests address different problems, although it should be clarified in my opinion. I'd try to dig deep into why the customers are raising the requests to uncover the pain points. Questions like the following would help: "How are you currently solving it?" "What does it mean for you in terms of Cost or productivity?" (based on the context of the product) "Have you searched for an alternative?" Descriptive answers for the above questions should tell us if the"See full answer

Ushita S. - "A clarifying question: Is this question asking about when I met a tight deadline in a project or how did I manage a project that had a tight deadline? The answer uploaded to this question is good, I would also add 'creating a critical path from overall project schedule and then making sure that none of the deliverables in the critical path are sacrificed in order to meet the tight deadline' as an action taken."See full answer

Umang S. - "Just a bit of context on what could be a risk in Product or Software Development. We talk about the Scope, Quality, and Time Triangle. IMHO the only variables that can matter and can pose risk are these. Try to form an answer where you used the Effort, Value, Risk framework to quantify the risk. The answer can be similar to short term sacrifices for long term gains, as you do take in mind the risk the short term sacrifices pose. Situation - I was leading the team to complete an overhaul of the"See full answer

WaterBuffalo - "One of the most challenging situations was joining a new startup to realize that they did not figure out their core product and that customers were dissatisfied and leaving in droves. I worked together with the leaders to understand the core issue and the reasons that the customers were leaving. Then together with the team, we set out to map out those core issues and the gaps that we had in our product. We then worked towards designing a new solution to address those gaps and build an MVP. W"See full answer

Vivek S. - "Let me tell you about the time where I pivoted strategies and we launched a paid loyalty program Instead of a free one. This was a time at Reddoorz when we were gearing up to launch a loyalty program to drive sustainable business by creating a loyal user base. Initially , we had decided to launch a program where users can Opt-In for free. The idea was to get On-Board at least 40% of repeat user base into the loyalty program to drive retention. Competitive bench marking also led to our inclinat"See full answer

Aabid S. - "I work at a startup that makes software for Law Enforcement and the FBI. Our product analyzes calls being made by prison inmates and "listens" for predictors of violence and criminal behavior. Our clients are some of the top state prisons in the country. Recently one of the largest states in the country decided to evaluate our product for their prison system. I demo'd the product to the officers and they seemed to like everything. During the presentation they asked us if the product was ADA com"See full answer

Pratik M. - "Few clarifying questions here Is the competitor a service and does it have other offerings as well? Is it charging $5 for a service or only email? Is it for a specific platform here? Or does it include all platforms? Does the competitor have a huge market share/or is it a small company? Let's assume it's only for email's The structure I would want to layout for knowing what to do next for Gmail would be the following - Mission, Goals, Google's revenue model, Customer Profiles using Gm"See full answer