面試大型外企的項(xiàng)目經(jīng)理――我對(duì)一些經(jīng)典問(wèn)題總結(jié)的英文回答模板


我從大學(xué)畢業(yè)后一直在美企工作，電子及無(wú)線通訊業(yè)的。待過(guò)的部門(mén)包括技術(shù)支持，研發(fā)，測(cè)試及生產(chǎn)，后來(lái)又做技術(shù)轉(zhuǎn)移和產(chǎn)品線管理工作---差不多輪了整個(gè)產(chǎn)品周期　：）。應(yīng)工作需要和自身的提高，拿了個(gè)碩士學(xué)位，又于2005年在Leage 上了三個(gè)月的培訓(xùn)課并拿到了PMP.

由于所在公司的變動(dòng)和個(gè)人職業(yè)發(fā)展，我最近一直在尋找項(xiàng)目總監(jiān)/經(jīng)理的職位，也有幸得到了幾個(gè)大型外企的面試機(jī)會(huì)。幾番下來(lái)，總結(jié)了如下幾個(gè)外企必問(wèn)問(wèn)題，也斗膽把我的回答貼出來(lái)，一來(lái)與各位項(xiàng)目管理同仁分享我的面試心得；二來(lái)經(jīng)過(guò)這幾番英文面試，我整理出比較系統(tǒng)的回答，也為英文面試發(fā)愁的同仁提供了個(gè)模板吧，當(dāng)然一定還要接合到你的實(shí)際工作，千萬(wàn)別硬套。三來(lái)拋磚引玉，希望能有更多同仁談?wù)勛约喝绾巫呱享?xiàng)目管理的職位，及你們的工作經(jīng)歷—Leage上這樣的原創(chuàng)不多啊。


問(wèn)題一，在你上一份項(xiàng)目管理的工作中，你做出了哪些成就？
What were your achievements in your last project management job?

我對(duì)這個(gè)問(wèn)題的理解是盡量用數(shù)字來(lái)回答，清晰的表述出你做了多久，什么職位，管理多少人，經(jīng)手了多少項(xiàng)目，為公司作出了多大的貢獻(xiàn)，以下是英文回答：

During my last (or current) job at XYZ Company as the XXX (job title) , I coordinated XXX product-oversea-transfer projects from the R&D center in XXX to the manufacture facility in XXX, leaded a team of XXX people from across-departments including Sales, Purchasing, R&D, Manufacturing and Quality Assurance, as well as across-countries including X and Y. I am proud to list the teamwork achievement through projects as below:

下面是為公司做的貢獻(xiàn), 分別從項(xiàng)目時(shí)間，項(xiàng)目貢獻(xiàn)，團(tuán)隊(duì)建設(shè)來(lái)闡述
X weeks (compared to previous Y weeks) from Design verification testing to full manufacturing, which satisfied and aims to over-beat the marketing demand

Synchronized supply chain localization during product-transfer, with over 50% decrease in product raw material cost

A fully developed process in vendor and outsourcing contract management, and improved product life cycle management

A qualified team for future oversea transfer projects, and the project-bonus benefits and training opportunities for team members

問(wèn)題二，你做為項(xiàng)目經(jīng)理，為你的項(xiàng)目團(tuán)隊(duì)成員爭(zhēng)取了哪些利益？
As a project manager, what benefits did you provide to your team members?

這個(gè)問(wèn)題通常是人事經(jīng)理問(wèn)的，是考察你team-building的能力，事實(shí)上確也如此，為保障有一個(gè)一心一意為項(xiàng)目工作的團(tuán)隊(duì)，項(xiàng)目本身或項(xiàng)目經(jīng)理, 需要為團(tuán)隊(duì)成員提供一些職業(yè)上的發(fā)展上或待遇上的提高，再不濟(jì)，也得有精神鼓舞和獎(jiǎng)勵(lì)。以下是我的回答，僅供參考，結(jié)合你的實(shí)際工作最重要。

First, Education and Training: As a certified PMP(project management professional), I had being given tutoring lessons to my team on project management; I also applied for several oversea training opportunities for my team members

Second, Benefits upon good performance:
For some team members who did not directly report to me, in addition to balance their work load, I had been working on a process with HR dept. to assures the team member would not only enjoy bonus or recognized with honor upon project completion, and also his/her contribution would be recorded and feedback to his direct manager

And also, Career development
Promoted one technician to work as a full-time project Engineer through formal discussion with HR dept and product management team; Promoted one team member as project leader whose career path would be along project management

問(wèn)題三，在項(xiàng)目執(zhí)行階段，當(dāng)你(或你的團(tuán)隊(duì))與你的上司就某一具體實(shí)施有沖突時(shí)，你如何處理？
How you excel in the situation when your team conflict with your upper management in one specific approach during the project execution?

這是在面試項(xiàng)目經(jīng)理最常被問(wèn)到的問(wèn)題，人事經(jīng)理問(wèn)過(guò)，管理層又問(wèn)一遍，可見(jiàn)沖突管理的重要性。溝通和在不影響項(xiàng)目完成的情況下達(dá)成一致是處理這類沖突的基本理念。假如最后必須采取損害項(xiàng)目利益而服從上司/公司管理層的做法（有時(shí)候就得這樣），也要盡早通知會(huì)收到影響的項(xiàng)目干系人。

Good communication across levels and results-oriented attitude are a must in this situation, as well as in the whole process of project planning and execution. As a project manager, I usually took acts as below if my upper management disagrees with the project team on one specific approach.

First Listen, upper management observes things with a broader and higher vision or has successful previous experience, so it is meaning to listen to his/her input and then sit down with my team to re-evaluate the approach

If it turns out another approach which would satisfy both the upper-management and would not impact or even benefit our project, I would communicate with the team members to execute the new approach, and archive it as a good example for the future, and appreciate the input from upper management

If it turns out or that we only have one approach or the upper management’s opinion could not suit the project, I will seek one appropriate time to communicate with the upper management, clearly inform him/her about why we need insist our approach, and reason with him/her with examples and numbers from aspects of project cost, time and quality etc. Usually, the both parties would be happy to reach the agreement without impact the project execution.

There is time when business decision from the upper management might over-beat the project, thus it is hard to satisfy both the project team and the upper management. In that case, if the project team need to take a approach which impacts the project while benefits the overall company, I, as the project manager, need communicate with my team members on acting according to the management decision, as well as inform the project stakeholders who might be impacted by the approach change.

先就這么多了，朋友。面試是雙向選擇，英文說(shuō)two-way street，若再有面試機(jī)會(huì)，我會(huì)接著發(fā)一篇＜如何在面試中辨別項(xiàng)目經(jīng)理最佳的工作環(huán)境＞。 另外，請(qǐng)先不要轉(zhuǎn)載，我畢竟還在求職途中　：）

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