面試大型外企的項目經(jīng)理――我對一些經(jīng)典問題總結的英文回答模板


我從大學畢業(yè)后一直在美企工作，電子及無線通訊業(yè)的。待過的部門包括技術支持，研發(fā)，測試及生產(chǎn)，后來又做技術轉移和產(chǎn)品線管理工作---差不多輪了整個產(chǎn)品周期　：）。應工作需要和自身的提高，拿了個碩士學位，又于2005年在Leage 上了三個月的培訓課并拿到了PMP.

由于所在公司的變動和個人職業(yè)發(fā)展，我最近一直在尋找項目總監(jiān)/經(jīng)理的職位，也有幸得到了幾個大型外企的面試機會。幾番下來，總結了如下幾個外企必問問題，也斗膽把我的回答貼出來，一來與各位項目管理同仁分享我的面試心得；二來經(jīng)過這幾番英文面試，我整理出比較系統(tǒng)的回答，也為英文面試發(fā)愁的同仁提供了個模板吧，當然一定還要接合到你的實際工作，千萬別硬套。三來拋磚引玉，希望能有更多同仁談談自己如何走上項目管理的職位，及你們的工作經(jīng)歷—Leage上這樣的原創(chuàng)不多啊。


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

我對這個問題的理解是盡量用數(shù)字來回答，清晰的表述出你做了多久，什么職位，管理多少人，經(jīng)手了多少項目，為公司作出了多大的貢獻，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, 分別從項目時間，項目貢獻，團隊建設來闡述
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

問題二，你做為項目經(jīng)理，為你的項目團隊成員爭取了哪些利益？
As a project manager, what benefits did you provide to your team members?

這個問題通常是人事經(jīng)理問的，是考察你team-building的能力，事實上確也如此，為保障有一個一心一意為項目工作的團隊，項目本身或項目經(jīng)理, 需要為團隊成員提供一些職業(yè)上的發(fā)展上或待遇上的提高，再不濟，也得有精神鼓舞和獎勵。以下是我的回答，僅供參考，結合你的實際工作最重要。

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

問題三，在項目執(zhí)行階段，當你(或你的團隊)與你的上司就某一具體實施有沖突時，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?

這是在面試項目經(jīng)理最常被問到的問題，人事經(jīng)理問過，管理層又問一遍，可見沖突管理的重要性。溝通和在不影響項目完成的情況下達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目利益而服從上司/公司管理層的做法（有時候就得這樣），也要盡早通知會收到影響的項目干系人。

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two-way street，若再有面試機會，我會接著發(fā)一篇＜如何在面試中辨別項目經(jīng)理最佳的工作環(huán)境＞。 另外，請先不要轉載，我畢竟還在求職途中　：）

【?發(fā)表評論?0條?】