产品经理PM情景面试问题及答案 Situational Product Manager Interview

Common Situational Product Manager Interview Questions

Leadership and communication
are crucial intangible skills for Product Managers to get different teams working together in an organized, purposeful goal toward a common purpose.

Question:
1. Do you recall working on a project that required you to influence people that did not report to you? 问题：你还记得在一个项目中工作时需要你影响那些没有向你报告的人吗？

Answer: It’s pretty commonplace for PMs to work with more senior employees, from Program Manager categories right up to CEOs and top company leadership.
It’s a priority for any PM to know how to achieve stakeholder alignment and not only get engineers and development teams on the same page, but also gather buy-in from senior business leadership.
答：PM 与更高级的员工一起工作是很常见的，从项目经理到 CEO 和公司高层领导。
任何 PM 都需要知道如何实现利益相关者的一致，不仅让工程师和开发团队在同一页面上，而且还获得高级业务领导的支持。
在回答这样的问题时，具体的例子总是一个好主意。随意夸耀一下您与顶级决策者一起工作的经验！
尝试为你如何影响他们提供具体的策略，无论是创建有吸引力的数据可视化来说明你的观点，深入研究用户研究，还是其他策略。
Specific examples will always be a good idea when answering a question like this. Feel free to boast a little about your experience working alongside top-level decision-makers!
Try to provide concrete strategies for how you influence them, whether it’s creating attractive data visualizations to illustrate your point, delving into user research, or other tactics.

2. Please recall a situation when a project went wrong. How did you regain control?
请回忆一个项目出错的情况。你是如何重新控制的？
如果是找intern 可以回答一个自己领导团队做事情/写论文/做项目/比赛等，出错并弥补的例子
本题标答可能是：
在我最近的工作经历中，我受雇为一个重要且备受瞩目的客户完成一个项目。我有机会为我的团队增加其他员工来完成这项工作，但我选择自己承担大部分工作，w错误地认为如果我想把它做好，我就必须自己做。事实证明，工作量对我来说太大了。该项目第一次失败了，我最终不得不在我应该已经完成​​原始项目的时候雇佣其他团队成员。
In my recent employment history, I was hired to complete a project for an important and high-profile client. I was offered the opportunity to add other employees to my team for the job, but instead, I chose to take the majority of the work on by myself, believing mistakenly that if I wanted it done right, I would have to do it myself. The workload proved to be too much for me. The project failed the first time around, and I ended up having to hire other team members at the time when I should have had the original project already completed.
最终，我们最终共同完成了该项目。从那个错误中恢复过来对我的自尊心是一个巨大的打击，但我已经学会了，因为团队合作、授权和与他人无缝合作有时是完成大型任务（比如我被分配的任务）的最好也是唯一的方法。Together, we did end up bringing the project to completion eventually. Bouncing back from that mistake was a huge blow to my ego, but I have learned since that teamwork, delegation and working seamlessly with others is sometimes the best and only way to accomplish large tasks such as the one I was assigned.




3. Please recall a situation in which you disagreed with a teammate. How did you resolve the conflict?请回想一下您与队友意见相左的情况。你是如何解决冲突的？
类似的问题可以是：
描述一个你不同意你的经理的情况。
Describe a situation where you disagreed with your manager.
在团队中工作时，您如何平衡不同的意见？
How do you balance different opinions when working on a team?
您将如何处理与客户的冲突？
How would you handle a conflict with a client?
举一个你处理与同事冲突的例子。
Give me an example of a time you handled a conflict with a colleague.
告诉我你在工作中遇到的一次冲突。
Tell me about a time you experienced a conflict at work.
当你与同事发生问题时，你会怎么做？
What do you do when you have an issue with a coworker?
你处理冲突的方法是什么？
What's your approach to handling conflict?

所以以上问题可以围绕一个故事用不同的表达方式传达
标准答案1
In my most recent position as a client support specialist, my coworker and I were responsible for contacting all of our clients to request updated website login information from them to ensure we had accurate information on record.
在我最近担任客户支持专家的职位上，我和我的同事负责联系我们所有的客户，要求他们提供更新的网站登录信息，以确保我们有准确的记录信息。
However, we miscommunicated about how to divide up the client list. I thought I would contact clients with names A through M and she would contact clients with names N through Z, and she thought the opposite. As a result, we contacted the same clients, which caused some confusion and clients for our clients.
但是，我们在如何划分问题上沟通不畅客户名单。我以为我会联系姓名为 A 到 M 的客户，她会联系姓名为 N 到 Z 的客户，她的想法正好相反。结果我们联系了相同的客户，这给我们的客户造成了一些混乱和客户客户。
My coworker and I expressed our frustrations with each other, and we both acknowledged that we misheard each other. I suggested implementing a color-coding system to use on a shared spreadsheet for future projects like this one. This new system works well for us, and we haven't had any similar issues since this incident.
我和我的同事互相表达了我们的挫败感，我们都承认我们听错了对方。我建议实施一个颜色编码系统，以在共享电子表格上使用，以用于像这样的未来项目。这个新系统对我们来说效果很好，自这次事件以来我们没有遇到任何类似的问题。

4. We had a new client working with our agency, and my manager asked both me and my coworker to prepare pitches for how to approach their marketing campaign with us. 我们有一个新客户与我们的代理机构合作，我的经理要求我和我的同事准备如何与我们一起开展营销活动的宣传。
We pitched very different concepts, and the client liked certain aspects of both of our campaigns and asked us to work together. 我们提出了非常不同的概念，客户喜欢我们两个活动的某些方面并要求我们一起工作。
My coworker and I felt frustrated with each other because both believed our strategy was the better option to pursue.  我和我的同事都感到很沮丧，因为他们都认为我们的策略是更好的选择。
However, I suggested we work backward through our projects together. 但是，我建议我们一起通过我们的项目向后工作。
We explained our initial ideas to each other, what research we performed and how we chose tactics for the campaign. 我们互相解释了我们最初的想法，我们进行了哪些研究以及我们如何为竞选选择策略。
This helped us find commonalities between our pitches and how to incorporate them to complement one another.这帮助我们找到了我们的球场之间的共同点，以及如何将它们结合起来以相互补充。
As a result, we delivered a campaign that the client loved so much that they set up an auto-renewal contract with us for several more years. 结果，我们推出了一个客户非常喜欢的广告系列，以至于他们与我们签订了为期几年的自动续订合同。”


At my previous company, I started working as a content writer just a few weeks after a different content writer, and we quickly became friends. 在我以前的公司，我在换了一个内容作家几周后就开始担任营销内容作家，我们很快就成为了朋友。
We had similar roles and responsibilities within the company, and we appeared to have similar trajectories with the company. 我们在公司中扮演着相似的角色和职责，而且我们似乎与公司有着相似的轨迹。
However, I earned a promotion to become a lead writer, causing them to be upset and treat me differently. 然而，我获得了晋升成为主要作家的机会，这让他们感到不安并以不同的方式对待我。

I asked them to meet with me one on one to discuss my promotion. 我让他们与我一对一会面，讨论我的晋升问题。
They said they felt frustrated because they started before me and assumed they would be next to move into a lead writing position. 他们说他们感到沮丧，因为他们在我之前开始并认为他们将成为下一个进入主要写作位置的人。
I asked if they wanted my advice about how to earn the promotion in the future, and I shared some tips after they agreed. 我问他们是否需要我对未来如何获得晋升的建议，他们同意后我分享了一些技巧。
They thanked me for my feedback and used my feedback to improve their performance, and I recommended them to our manager for a promotion as soon as possible. 他们感谢我的反馈，并利用我的反馈来提高他们的表现，我将他们推荐给我们的经理尽快升职。


5. What is your leadership style or philosophy?
你的领导风格或理念是什么？
I was asked recently how I viewed the role of Product Managers and the traits that make successful product leaders. In no particular order, these seven core traits came to mind.


1) Forward thinking.
While Project Managers should be task-focused, Product Managers need to take a longer view. They should not only be thinking about customer needs today, but also what customer needs will be 6-12-18 months down the road.

2) Don't Be Afraid to Take Chances.
Sometimes, the learning one gets from something that fails can be just as valuable as the reward one gets when something succeeds.
And that success may not have been found unless a risk was taken.

3) Decisive, but Flexible. （the things should be firm and clear）
Product Managers should get input from many stakeholders, but when it is time to make a decision, make it and communicate firmly and clearly.
However, the product leader must also be flexible to adjust if certain decisions are not producing the desired results.

4) Don't Let Perfection Be The Enemy of Progress.
(complete and keep test and trying is important!)
Perfection is impossible to attain and constantly shifts. Customer needs evolve. Consider shipping good/great product that meets core customer needs and iterating over time to stay relevant vs. the competition.

5) Relentless Focus on Customer Experience.
(how your customer feel accounts - your inflow of cash)
Know definitively what you are asking your customer to do. Is it to engage in your content? Is it to purchase your product (and in doing so, supply a credit card)? Make sure every step in the customer experience has that goal in mind and remove all roadblocks and unnecessary elements that impede that goal.

6) Know Your KPIs Inside-Out.
One of my first managers gave me a great piece of advice when I first started in a technology product role. "If the President of the division stops you in the hallway and asks how our daily signups are today, you better have an answer." It goes without saying that all goals should be measurable and clear. But being keenly aware of micro trends in your product line may point out vulnerabilities that can be addressed before they turn into large-scale problems.

7) Collaboration and Influence. （build and maintain trust and rapport）
The Product Manager will be as successful as their ability to generate trust and rapport with all stakeholders in the process.产品经理将与他们在此过程中与所有利益相关者建立信任和融洽的能力一样成功。This would include !!external customers and internal sales/account teams.!! 这将包括外部客户和内部销售/客户团队。This also extends to build teams, !!!!including designers, developers and any vendors. 这也延伸到构建团队，包括设计师、开发人员和任何供应商。!!!!
And it includes anyone invested!!!!!! in the long-term health of the product including marketing, finance and executive leadership.!!!!!!!它包括任何投资于产品长期健康的人，包括营销、财务和行政领导。

以上观点引参考-Mark Griffith-Senior Director, Marketing at Higher Logic

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