面试大型外企的项目经理――我对一些经典问题总结的英文回答模板
我从大学毕业后一直在美企工作,电子及无线通讯业的。待过的部门包括技术支持,研发,测试及生产,后来又做技术转移和产品线管理工作---差不多轮了整个产品周期 :)。应工作需要和自身的提高,拿了个硕士学位,又于2005年在Leage 上了三个月的培训课并拿到了PMP.
由于所在公司的变动和个人职业发展,我最近一直在寻找项目总监/经理的职位,也有幸得到了几个大型外企的面试机会。几番下来,总结了如下几个外企必问问题,也斗胆把我的回答贴出来,一来与各位项目管理同仁分享我的面试心得;二来经过这几番英文面试,我整理出比较系统的回答,也为英文面试发愁的同仁提供了个模板吧,当然一定还要接合到你的实际工作,千万别硬套。三来抛砖引玉,希望能有更多同仁谈谈自己如何走上项目管理的职位,及你们的工作经历—Leage上这样的原创不多啊。
问题一,在你上一份项目管理的工作中,你做出了哪些成就?
What were your achievements in your last project management job?
我对这个问题的理解是尽量用数字来回答,清晰的表述出你做了多久,什么职位,管理多少人,经手了多少项目,为公司作出了多大的贡献,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:
下面是为公司做的贡献, 分别从项目时间,项目贡献,团队建设来阐述
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
问题二,你做为项目经理,为你的项目团队成员争取了哪些利益?
As a project manager, what benefits did you provide to your team members?
这个问题通常是人事经理问的,是考察你team-building的能力,事实上确也如此,为保障有一个一心一意为项目工作的团队,项目本身或项目经理, 需要为团队成员提供一些职业上的发展上或待遇上的提高,再不济,也得有精神鼓舞和奖励。以下是我的回答,仅供参考,结合你的实际工作最重要。
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
问题三,在项目执行阶段,当你(或你的团队)与你的上司就某一具体实施有冲突时,你如何处理?
How you excel in the situation when your team conflict with your upper management in one specific approach during the project execution?
这是在面试项目经理最常被问到的问题,人事经理问过,管理层又问一遍,可见冲突管理的重要性。沟通和在不影响项目完成的情况下达成一致是处理这类冲突的基本理念。假如最后必须采取损害项目利益而服从上司/公司管理层的做法(有时候就得这样),也要尽早通知会收到影响的项目干系人。
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.
先就这么多了,朋友。面试是双向选择,英文说two-way street,若再有面试机会,我会接着发一篇<如何在面试中辨别项目经理最佳的工作环境>。 另外,请先不要转载,我毕竟还在求职途中 :)[@more@]
我从大学毕业后一直在美企工作,电子及无线通讯业的。待过的部门包括技术支持,研发,测试及生产,后来又做技术转移和产品线管理工作---差不多轮了整个产品周期 :)。应工作需要和自身的提高,拿了个硕士学位,又于2005年在Leage 上了三个月的培训课并拿到了PMP.
由于所在公司的变动和个人职业发展,我最近一直在寻找项目总监/经理的职位,也有幸得到了几个大型外企的面试机会。几番下来,总结了如下几个外企必问问题,也斗胆把我的回答贴出来,一来与各位项目管理同仁分享我的面试心得;二来经过这几番英文面试,我整理出比较系统的回答,也为英文面试发愁的同仁提供了个模板吧,当然一定还要接合到你的实际工作,千万别硬套。三来抛砖引玉,希望能有更多同仁谈谈自己如何走上项目管理的职位,及你们的工作经历—Leage上这样的原创不多啊。
问题一,在你上一份项目管理的工作中,你做出了哪些成就?
What were your achievements in your last project management job?
我对这个问题的理解是尽量用数字来回答,清晰的表述出你做了多久,什么职位,管理多少人,经手了多少项目,为公司作出了多大的贡献,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:
下面是为公司做的贡献, 分别从项目时间,项目贡献,团队建设来阐述
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
问题二,你做为项目经理,为你的项目团队成员争取了哪些利益?
As a project manager, what benefits did you provide to your team members?
这个问题通常是人事经理问的,是考察你team-building的能力,事实上确也如此,为保障有一个一心一意为项目工作的团队,项目本身或项目经理, 需要为团队成员提供一些职业上的发展上或待遇上的提高,再不济,也得有精神鼓舞和奖励。以下是我的回答,仅供参考,结合你的实际工作最重要。
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
问题三,在项目执行阶段,当你(或你的团队)与你的上司就某一具体实施有冲突时,你如何处理?
How you excel in the situation when your team conflict with your upper management in one specific approach during the project execution?
这是在面试项目经理最常被问到的问题,人事经理问过,管理层又问一遍,可见冲突管理的重要性。沟通和在不影响项目完成的情况下达成一致是处理这类冲突的基本理念。假如最后必须采取损害项目利益而服从上司/公司管理层的做法(有时候就得这样),也要尽早通知会收到影响的项目干系人。
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.
先就这么多了,朋友。面试是双向选择,英文说two-way street,若再有面试机会,我会接着发一篇<如何在面试中辨别项目经理最佳的工作环境>。 另外,请先不要转载,我毕竟还在求职途中 :)[@more@]
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