Top 10 agile project manager interview questions and answers I project manager Interview questions

[Music] Hello friends and welcome to Career talk I'm San Sharma a senior consultant B in Netherlands and today we are going to discuss agile project manager interview questions shared by our WhatsApp group member these questions were asked in actual companies and to help us we have a karabi bharadwaj with over two decades of experience in project management and friends this is part two of the project management series with carabi the link to part one can be found in the description which you can watch later and part three is coming soon so to ensure you don't

miss any upcoming discussions make sure to subscribe to our Channel and if you find Value in our content which I'm sure you will kindly I'm definitely kindly encourage you to show your support by liking this video and sharing your feedback in the comment section below so let's welcome our guest kabi so thank you for giving your time today kabi good to see you again thank you so much for inviting me once again in your channel Sunan and before we begin I must say that the last few uh YouTube videos which you have published they were

immensely helpful because I had some of my peers and I myself too uh had been watching them till the end and it is a very very good initiative from your end so thank you once again thank you thank you K okay so if you allow shall we start today yes please to okay good so uh the very first question is uh share a situation where you had to build a high performing agile team quickly and what steps uh did you take to ensure that team was effective from the start harby right so since you asked

me to share a situation so the situation was you know it was a large project for one of the US Fortune 500 customers and the customer was into development of ingredients for food and beverage industry right and they are one of the number one numer you know in in the world in doing so they have presence in in uh across the world including India and Netherland as well and uh when I joined that particular project it was already in a very very I would say a boiling situation the customer had complained of immense delivery issues

uh especially leading to the quality and the delays in delivery so so quality and schedule were impacted and the team on the other hand they never had one voice a unified voice to kind of negotiate with the customer and voice out what the challenges were and there were internal conflicts in the team uh the team size I need to call out it was a large team size of almost 20 to 22 ftes alongside the contractors and uh the contract period was for about 2 2 and a half years and it was uh a $1.8 million

contract so this was the landcap right and uh when I joined uh we had two PMS already working in the account I was um kind of mandated to provide an oversight to the entire project and uh when I understood that uh that you know there has been disconnect between the customer and our team the disconnect also existed Within our team members what I did immediately was to sync up with the stakeholders at the customer ENT although I had no previous relationship uh you know established well ahead uh before this TI meeting but still I went

ahead and uh requested sometime from the steering committee members I have never uh gone uh with any resolution or solution in my head to the problems that were cited many times with the PMS but rather I was there to understand and jot down the pain points that the customer is experiencing right I never offered any Solution on that particular call I just joted down the uh pain points uh because at that point in time I thought that they needed someone to listen to them not to provide a technical or a process oriented solution but someone

who's going to listen to them to understand their challenges and then when I had uh kind of a meeting with the two PMS who were leading this entire project I understood the challenges that they were facing uh specifically if I would like to call out that the ba team said that the uh customer has been always changing the requirements even after the Sprint goal has been achieved and we have demonstrated the outcome in this at the end of this Sprint and the development team says that they were not always very clear around the acceptance criteria

and the test criteria hence the development thought of tweaking certain workflows which was not up to the mark as the customer expected what I did immediately was to uh I mean take a consensus from the 2 pm and basically bifurcated or probably you know divided the teams into small scrum teams so that this each scrum team can compose of uh the multi-disciplinary team members including the ba the dev the QA and I wanted them to talk in one common language right so for example if I'm saying something like data people should not misunderstand thinking it

as a database right so uh providing them with a common platform where the team talks in a common language was a great help because while doing so the team members then they understood each other their thought process their lingo it is very important to understand someone's lingo as well right and uh you see uh in your question you have highlighted High performing team right uh we all notice that any High performing team has a lot of energy has a lot of vigor has a lot of happiness and a laughter right so those few things they

were completely missing when I actually took over that entire project so it was my duty to uh provide a platform where there is complete trust accountability collaboration openness and most importantly they needed to understand each others how they were doing work each one of them and that provided the needed energy they needed laugh the Viger which translated into better quality uh because the QA team has been working closely with the ba team similar the te team they were also working closely with the QA team the the third thing probably which which uh which I had

done is to basically ensure that the customer is not supposed to sign off on any user stories unless the user stories are accompanied with a proper UI bdd and a proper acceptance criteria if these three things were missing that were met mandatory from my end no one is supposed to sign up the user story so once these three things were done uh we saw a lot of improvement in terms of cohesiveness of the team in bringing our team with in front of the customer so much so probably at the end of third or fourth Sprints

the PMS or the scrum Master they were not driving the customer call or the Sprint demo it was the team lead the ba lead they were driving the demo and the product owners from the customer site they were also kind of engaged and they understood what a user story should be what are the different attributes of an user story and a lot of uh you know uh inconsistencies a lot of communication gap misunderstanding they were kind of erased out so this is how I dealt with that situation soon wonderful karami for that detail update answer

okay thank you okay uh let's move on yeah okay so the next question is let's say you have been assigned to lead a new team for a devops transformation project so how do you set a Clear Vision and Mission to align the teams towards the goal of this continuous integration and continuous deployment cicd right right so uh you know devops is not a trend it has become a part and parcel of our culture instead of a trend it has become our convention uh devops to me it is not limited with the realm of it it

goes beyond it I have managed quite a few critical devops program for companies including IBM Microsoft and now Aviva including my earlier product company blue cocon right and the customers uh they were from various industry vertical but a few things which I have found common is that in order to undergo any devops transition project or a transformation project we needed to understand what are the underlying conditions of this transformation exercise right is it because of merger acquisition divers teacher is it because that the company is thinking of launching or repering its product and services to

acquire new customers new geographies new ways to do business or it is as simple as to they are looking to reduce cost and you know do away with the inefficiencies it could be so that they are likely to fix certain system or the process gaps so once the leader understand what are the underlying reasons for taking a transformation exercise the next thing we need to do is is to identify the teams or the business units who are going to be impacted uh because of this transformation exercise so once we understand who are the business units

who are going to be impacted with this transformation exercise we needed to identify a group of team members a group of team members who would likely to Rally around this entire transformation initiative third point which the leader needs to do and this is very important is to identify the lwh hanging fruit uh because a devop transformation it is a huge initiative it's a huge program right so there might be multiple work streams under this program so we needed to identify what is the lowest hanging fruit that is that can be taken up by the teams

which will give the team immense confidence and it is going to help establish the transformation office in front of the entire organization as a turnaround office right in devops as we understand there are three or four core words uh on which we need to focus on one is the repeatability the other is consistency the other is confidence right so once we provide some kind of a common platform giving the team some kind of a goal that these are the underlying conditions for which the devop transformation exercises are taken up we also need to give the

team the confidence that this is the lowest hanging fruit which the team can do in this uh schedule and the budget constraint we need to celebrate the success of the team in front of the entire organization so that the senior leadership they have confidence on the team and they know that the team is now kind of ready and all the team members they are jogging in a particular rhythm right that rhythm is very important so that covers the functional aspects or the business aspects of a business transformation exercise the next aspect is definitely in providing

a necessary it infrastructure to the team so that they can uh you know leverage on the infrastructure go on with their continuous Improvement continuous deployment and of course establishing the okrs the various kpis and the okrs say for example the meantime time to repair and the code quality um if you will allow Sunan then I would like to highlight one of the profile which we usually use as in the program level to kind of show the devops exercise and its please go ahead yeah yeah please yeah I thought this this may come in handy for

some of our peers or viewers in your Channel so these are the devops profile I'm not able to see anything you're you're sharing your screen uh I am but uh let me see just just give me one second please yeah that's okay yeah do let me know if my screen is visible yes I can see devop profile right so this is nothing uh and this is definitely with not the real data or the real information what I'm sharing may help the program managers and the project managers to set up the devops profile for their own

transformation exercise so what is the cycle time in terms of when the definition of done or the definition of ready is is kind of ready in the pipeline and when the developers are picking up those user stories that will help establish the minimum cycle time and will identify any cause of delay what is the meantime to repair any piece of code and this specifically goes for the projects that are into the service delivery that are code Service delivery projects right the deployment frequency and the code Health there could be other kpis as well but these

are some of the basics which we may use this covers the technical aspect so in my response I cover both the business and the functional aspect and the technical aspect now coming to the core uh response uh against your question as to how I would like to uh set up the mission and vision I think first of all understanding the reasons of taking a transformation exercise is very important once we understand the reason it is very important for me to provide that that reason so that all the multi-disciplinary team members they are brought on a

common shared platform they understand why we are taking up such an exercise identification of the business units and the teams who are going to get impacted cause of this uh exercise identifying the lowest hanging fruit that could be taken up in a minimum time so that we can establish the value of the transformation office as well as particular that initiative providing an open environment to collaborate to communicate and of course setting a clear expectation from the team as to what is expected and by which time so these are the few steps which I think one

could take to set up a clear mission and vision in front of the team members okay thank you karabi and you have to unshare yeah like this you have to unshare your screen because I can see a black screen I'm sorry okay thank you for that uh wonderful you have explained it quite U yeah in in a nice way a small thing I just want to add to our viewers that we have created one session long time back uh with with Dora mattresses so nowadays these D metries are also picking up whenever people are talking

about daop so if you have a time just look into that as well apart from what carab have shared so yeah okay thank you garabi let's move on uh yeah yeah sure okay so the next question is about the stakeholder so let's let's say that there is a key stakeholder and uh that holder the stakeholder will have a signant influence you know and frequently changing the requirement in in the mid Sprint so how you going to work with how are you going to manage these kind of influence to ensure that your project is stable and

you know leads towards a success right right um I think you know the response to this question is actually hidden in the in the question itself because you have asked me that the stakeholder who is having a significant influence on this entire project is doing this thing repeatedly right so any seasoned PM or a program manager or a lead who is who is uh providing an oversight to this initiative if they are understanding that this is kind of getting repeated I think they can perform a few steps to bring some of the data point in

front of the stakeholder and if the stakeholder is not understanding they can easily escalate it to the steering committee these steps will definitely include if the stakeholder is present during the product backlog grooming session if they are present while the Sprint backlog grooming is kind of underway and the Sprint goal is established right if they are present then what are the kind of feedback which the team is getting from that particular stakeholder and during signing off of the user stories if the stakeholder is present and if the stakeholder is also reviewing this user stories before

signing of right so these are the three things which the PM or the scrum Master also needs to observe so the availability of the stolder in all the product backlog grooming sessions the Sprint uh goals establishment process and the user story sign up process needs to be understood and when we see that there is a common pattern that the stakeholder although they are present they are not saying much but whenever they are seeing the outcome at the end of the screen then they are actually changing ing the uh scope or they are coming up with

new requirements it means that the stakeholder doesn't have much Clarity uh it it can also mean that without seeing something very tangible in front right the stakeholder is unable to visualize what is going on as a part of the system so even before uh hitting uh as an an in an escalation mode and going going to the steering committee I would advise talk to the stakeholder 101 provide the data point that hey you have been present in this sessions but we have not received any significant responses around the user stories and around the scope from

you but whenever we are publishing this print uh in the production or in the uat deployment uh environment then only a lot of feedback is coming is it because you want to see a proper UI workflow in front of you right that is the is that going to help you uh to determine if the user stories are correct or not so basically take the stakeholders provide a walkth through through the entire figma or the canva or whatever tools which the project team has been using and take him into the confidence but if this is continuing

for say three or four Sprints of course do not mind to kind of change the scope but uh analyze the impact in terms of effort in terms of cost and take it up with the steering committee yeah uh thank you for that K okay let's move on yeah so uh it's a kind of Behavioral question but I think this a kind of practical question which I'm sure like all the project managers and SC Master face that how you're going to provide a constructive feedback to your team member so we can you know come up with

some example that how you have done that and the more over like how it going to help the performance of that individual and how it's going to contribute to the success of your project uh that will be really great kab right right so we all receive feedback and we also give feedback right I think one of the particular thing about the feedback is the person who is providing the feedback he or she needs to set a clear expectation what is this feedback all about and what is the change that he or she is expecting from

that particular team member so once that is clear to the feedback provider it is very easy right uh sync up on a 101 and understand uh if that particular change could be incorporated right so for example in in one of the recent project I was uh I was noticing that the ba team has been doing a wonderful job in capturing the requirement right and they have tered that entire exercise as a requirement capturing and Analysis initiative from the ba I will highlight one of such use case where in the ba team they were kind of

trying to gather the requirement that said uh lot of data related inconsistencies uh a lot of manual update of the data in disparate systems leading to uh delay in generating a critical Finance report right so this is all great this is an example of how the the team member has come up with the requirement but this is not good enough why it is not good enough because it doesn't provide or or specify example of what data is getting entered by the users manually who are the users in which system they are using and why is

the delay in generating the financial report at the end of the year or at the end of the quarter right so for example if the if the B member would have used that yes um as trival as a customer ID right customer ID across different systems can follow different nomenclature but they are all aligned to the same Enterprise account hence at the end of the quarter when the finance team is generating say for example uh a total uh value for that entire contract the total contract value which we usually say they're unable to uh find

a consistency and they're unable to correlate which customer ID is aligned to which Enterprise accounts right because one Enterprise accounts will have only one customer ID but the number of customer on that Enterprise account under that Enterprise account May differ right there can be a master service contract for the for the entire Enterprise and say the customer ID is c001 but the customers could be from say Belgium one could be say from Sri Lanka one could be say from India and so on so forth so at the end of the quarter the finance team they

were having issues in correlating that these customers are indeed to be tagged with c001 because they are all uh you know available in disparate systems right so this kind of specific examples which systems are this who is entering the manual uh data and what is the issue if it is not called out specifically the requirement becomes a very subjective requirement as opposed to an objective requirement right so once I understood that this is what I expect it was very it was very easy to have a syn of with 101 and help understand the B member

if this could be achieved now your question also has a part wherein how this feedback can be given right so first of all understanding of of what we want the expectation and then a 101 definitely not in front of all the entire team members the intonation of the person who is providing the feedback needs to be very warm it it cannot be challenging or confrontational right because we have to understand if this can be provided if such an specific example or a use case can be designed or not the ba might have thought about it

but there might be some challenges so we do not know right so I think in a very psychologically safe environment and in a very nonformal way if we take up the feedback with the team members all good and and the and the expectations and the quality from that team member will definitely defitely improve definitely definitely agree with you kabi thank you thank you okay uh let's move on so uh this is again uh kind of uh more over on a budgeting part so if you can you know describe a time when you anticipated a future

budget challenges you know in any of your project development project so what kind of proactive measures you have taken to address those kind of challenges and what was your approach so that's the question K yeah I think it's a very good question because your question apply highlights future budget challenges which mean the PM is already analyzing the forecast understanding the consumption of the effort across various Sprints at the Sprints as progressing right and they are understanding that there could be a potential cost overrun right so highlighting the risk in advance is one of the best

Acumen that one can get from a cant PM right now once we understand why is this cost overrun the situation is going to happen is it because that we have not been able to provide our effort estimations properly or because of because the complexity of the project is such we were unable to have a complete visibility around the scope and the complexity in the initial stages which is very common nothing wrong about it or it could be a problem around the capacity allocation in the statement of work itself right when we when we uh were

allocating the capacity when we were assigning uh the resources across various products or it service lines we were unable to uh you know design a complete model how the capacity allocation and the number of head counts that is required to to deliver this kind of product or it could be that because the customers they are changing the requirements too often or it could be because of certain external but mandatory dependency which has suddenly cropped up any legal or any uh country specific compliance issue a regulatory issue right so first of all we need to understand

why is this happening once we understand that the best thing is to uh flag it out to this year committee so that their expectations are kind of set up they should not be caught blindsided and Analysis of the rate of consumption is very very important that's an kpi which every PM or the scrum Master should be publishing at the end of this print right it is not about how much effort has been consumed against a fixed particular capacity it is about the rate of consumption if we are observing that there is certain Spike whether it's

a downward Spike or an upward Spike we have to understand the underlying reason now because of very trivial reasons as I said the customer has been changing the scope or because of certain external mandatory regulatory uh reasons that we needed additional capacity it is easier for us to negotiate with the customer right so that we can have a buy but for more difficult reasons say for example in the statement of work itself the capacity was not designed properly because we were unable to Fathom the complexity of the project or maybe the consumption of effort had

suddenly spiked up because of certain complexities which we did not see those were are a bit difficult conversation uh it will depend from organization to organization how such situations can be managed but I would like to say that in Microsoft we used to be provided with u you know an Enterprise fund and uh the PM or the or the uh senior architect we used to go to that uh committee meeting and we have to provide them with full justification saying that boss this is something which is at our end during the statement work designing phase

we were unable to understand the exact capacity required or we were unable to understand the complexity of the project right that's where the senior leader leadership used to provide us with an Enterprise fund and then that Enterprise fund has has to be monitored and controlled very very closely because it is coming out from the portfolio Kitty of the senior leadership right uh it can be that the project needed to undergo a change request as of course because there is going to be a cost overrun and sometimes the customer used to kind of fund us as

well so it depends on on the organization's process its assets and the customers that that's all from my end son wonderful karavi thank you for that uh if you allow shall I also share one of my uh past experience oh yes that would be wonderful okay I'll just try to complete it in short because you already elaborated it so I was managing a software development project for a bank and uh we are aiming to develop a new mobile banking app with lot of advanced features such as you know realtime fraud detection personalized Financial advice and

know seamless integation with the existing system so what I believe that if you are a experienced project manager you will anticipate all these kind of budget challenges initially so for example in our case we know that there are a lot of Regulatory Compliance as you also mentioned right so this banking sector is heavily regulated so we have to ensure that there are a lot of compliance with all relevant laws and regulations that is going to be a cost costly for us then we have something called security requirements so we Implement uh all these robot security

measures right to to protect all the sensitive Financial again it's going to be cost us or it's an expense for us and then the third party integration so these kind of project require integration with multiple third party services so for example credit scorings payment gateways and which again have some potential hidden cost so if we anticipate these kind of challenges uh in the that we can do something about it so for example if we U you know initially we come up with our planning and risk risk assessment so we conducted comprehensive uh initial planning sessions

with the development team stakeholders compliance expert to identifi all the regulatory requirements and all these potential security challenges so we we created a detailed project plan which clearly Define the milestones and all these regulatory checkpoints and these security Audits and again we also engage all these compliance and security expert early in our project and that were definitely going to help in a long run people believe that kind of overhead but it will uh prevented all these cost last minute you know changes and that's going to create more expensive and more cost rather than bringing all

these you know experts early early in the project cly and we can you know do kind of negotiations uh all with our vendors it would defin definitely see Safeguard you know all all these contexual obligations at at the last minut so negotiating with third party service providers will secure lot of favorable terms and we can Define our clear contractual obligations to avoid all these unexpected cost at the the last hour so I think these are the few things which uh we have done Ive done a lot of things but just to uh tell you and

then of course there is something as you also mentioned we have a contingency fund so we allocate a contingency fund Within the project budget to cover all these unforeseen expenses related to compliance security all these integration issues so that will provide a financial buffer to address all these unexpected challenges know without gearing the overall project budget cor yeah I mean these are the few proactive measures which thing we have taken and you know yeah I mean it is definitely going to help us in that particular project yeah yes yes thank you so much for bringing

out the issues in the banking and the finance industry sorry okay okay so let's move on to our next question which is that if you can uh give some sort of examples how you plan and manage resources within your IT project and you know what are what kind of different challenges which you have faced and how you overcome all these challenges so I think this is one of the most asked question and take your time elaborate it I think you have couple of slides also with us please go ahead kabi yes right so so uh

this question when you when the interviewer is asking to the interview uh you have already you know explicitly called out that you are trying to understand if the interview has experience in managing any I mean managing the resources uh in the project now the resources could be people it could be it could be you know infrastructure it could be inventory of any other systems or applications but here it seems it is mostly related to the people part of it right now resource management is a is a broad term as as we see it it has

resource planning resource acquisition sorry kab actually uh we hate this word resource like we we never use these words resource for our actually for our employees but but it's still like there are a few people who use these words that's the reason we are otherwise I never call my team members or resources you know I mean so sorry just to just to clarify no you are very other otherwise you will get lot of comments on this only like how come you're telling us as resource yeah I mean I doo agree like we are not resour

we are human being with feelings right so yes sorry pleas go ahead right uh but again you know to your uh viewers of your channel they are they are very experienced sorry again sorry again it's not my channel it's our channel it's our channel right including please go ahead now they are very matured and they are very seasoned as well as I have seen some of the comments some of their questions right uh till the people they are doing any work in the project till the time they are doing any work they will obviously be

called out as resources once they have started doing the work in the project they are a team now right and resources again doesn't mean only the people it also means a lot of the infrastructure lot of equipments lot of vendors lot of systems and applications here for the sake of Simplicity in trying to provide a response to such questions we are assuming the resources means teams and people right so for the uh to to keep everyone happy maybe I'll just use the term capacity right so the capacity management will depend on a lot of factors

including the scope of that particular project the schedule the budget what the objective the non-negotiables if any uh now these are some of the things which probably I as a as a PM would like to understand from the stakeholders who are assigning me the project while trying to allocate the capacity and manage the capacity right uh mind you know from the time I have actually started working at the program level and at the product level this is something which I have been doing uh this is my day job this is this is what I'm doing

more as opposed to doing anything else right the capacity management and yes you have allowed me to share a couple of slides so that the viewers of our channel can understand what we usually do in companies like IBM Microsoft Ava and and they can help themselves ramp up accordingly so if you will allow I will like to share my screen once again yeah please please go ahead yeah do let me know if my screen is visible yeah I can see DeVos profile I think you have to Jo right right simple overview steps capacity BL yeah

for some reason it is blank because okay yeah so let it populate completely correct so I will not read alloud all the important points but these these are some of the steps which we usually do in such organizations when we are assigned to a large and a complex Enterprise level program say for example a transformation program we need to understand what are the work streams under the program we need to identify various projects under these workst streams we need to understand the various text stack which we' be using obviously it is not something which the

program manager will do alone he or she needs to sit with the architect the sales team members and the pre-sales team members and then we need to raise the resource requirement with the resource management team we need to understand and analyze the budget which has been put forward in the statement of work against various roles we need to identify what is the key product capabilities which we need to produce at the end of the projects we need to at a high level plan the Sprints I mean just schedule the Sprint and do a high level

Sprint release planning exercise internally even before we are engaging the entire team for this project and then we will do a detailed forecast to align with the Sprint capacity and the goal now everything cannot be done all at a once but these are some of the steps uh or maybe thoughts which the which the interviewing needs to say to the interviewer because these are these are something which I have been doing and I'm sure you are also doing this is something which we all of us are doing in our real life now as an example

when we say Define the work streams what do we mean by that and then when we say Define the projects what do we mean by that so sunant here uh say for example uh in case there are three companies say company a company B and Company C and company a has acquired Company B and C now such Acquisitions when it happens then the transformation initiative kicks in right it means that there are certain systems which needs to be Consolidated or condensed it can so happen that there are certain say Financial systems Manufacturing Systems HR systems

collaboration systems all the systems need to be condensed so that the levers and the joiners process it can can be identified as a workstream then we have uh say the collaboration it can be identified as a workstream then we have the finances it can be identified as a workstream right now when we say Finance process I'm just giving you an hypothetical example and it is been called as a workstream under that Finance process we can take up different Endeavors or different project so that different Financial systems are integrated at least least tactically in the short

run and then probably we'll be converging in the long run to one single system it means that a transformation exercise needs to have two steps one that is going to provide an immediate benefit and the other that is going to provide a long-term benefit so once we do everything the next thing which we need to understand the difference between the delivery hours forecast hours and budgeted hours and uh here I would like to first of all you know take the viewers on this left hand side uh thing wherein we have highlighted as a hypothetical figure

say this entire project is going to cost about $300,000 with a 700 hours capped it means that whatever we do we cannot go beyond 300,000 unless there is a change request and a change approval process which has been initiated and then what do we mean by budget hours budgeted hours we all know that it is actually 700 hours and it is coming from the statement of work and the equivalent uh dollar value of this budgeted as is 300,000 and it's again it's a hypothetical example then we have the delivery hours what do we mean by

the delivery see when we are loading team members into a particular uh project we are loading it based on the country where the team members are the rates against the roles which the organization the commercial uh unit of the organization has provided to us and we also have already defined at a very high level what is the capability or the product which we need to produce and how many Sprint usually it will take to produce that particular capability seeing all those three or four things we can Define the delivery RS now the delivery hours may

be same or less than the budgeted hours and then we have the forecast hours it means that against each of the team member how many hours of work we are forecasting each month or each week these forecast hours may be less than or equal to delivery hours right forecasting is a living thing it means that on a weekly basis we will forecast based on the consumption pattern based on the uh you know Progressive visibility of the dependencies and the scope which is emerging in front of us and this is what we do or at least

I do as as my day job which is allocating the capacity see for example the project is is a migration project the roles uh will be like the architect role will have a couple of engineering role the skill set probably we are migrating into Azure platform the delivery hours you will see the architect has been loaded with 200 hours whereas the uh lead engineering team members they are loaded with 300 hours and then the other team member again from the engineering team they are loaded with 80 hours so the total delivery hour stands at 580

but you see the budgeted hours was 700 hours right so it means that the PM is kind of very confident that we will be able to finish uh bit I mean within the budgeted hours and in fact we can save some cost and time for the company and for the customer and then we are forecasting forecast is essentially done on the visibility of the scope and the dependency and the user Stories the effort which has been estimated by the team member and then you will see that we will align the rate against the particular role

and on an actual basis this is what the team member is clocking in our labor clocking tool right so from the right hand side onwards where we see under the actual we see the different dates like 2D to 6 July 9 to 13 July and so on so forth this data point like 2 3 5 7 and 10 these are actually the RS which is coming from the labor clocking tool which all the organization usually have the rate is provided by the commercial entity of the organization the total actual RS is of course the sumission

of all the actual RS which is been provided here forecast is something which we are doing depending and and after talking with the team members and the delivery as is is what is we are incorporating as a from our own uh experience the other thing in this particular uh format I would like to call out you see the M the architect uh the delivery hours is 200 the forecast hours is 180 so one may ask what happens to the 20 hours we can say that we are saving cost for 20 hours or if needed at

a future point in time we can react allocate this 20 hours to the architect or maybe reallocate this 20 hours to any of this engineering team members who may need additional RS one thing very critical for us to note that the rate of the architect the role of the uh of the architect and its rate may not be equal to the engineering rate so whenever we are reshuffling the ARs From Any Road to the other role you know we need to be mindful so that the rate is not impacted because once the rate is impacted

it means the there is going to be a potential of cost overrun then these are some of the explanations which the uh viewers and my colleagues who are watching this channel they can uh you know leverage uh like the budgeted hours was 700 the total budgeted budget in dollars was 300,000 in the left hand side and uh and then we have the delivery hours it means the sum of total hours for all resources loaded in the project which will be less than or equal equal to the budgeted hours and then the weekly or the monthly

forecast which is leading to not more than delivery hours we usually do this forecast weekly this is coming from the internal tool and then again you know uh what what is meant by the budgeted cost budgeted hours delivery cost and forecast hours and these are some of the on the right hand side you will see what is the freedom given to the PMS which is we are allowed to load more or less number of people team member I have just called it out here as resources keeping the total budget unchanged raise a CR so that

it is agreed baselined and documented if we need if we are seeing that there's a potential of budget overrun we can split the hours between multiple roles as I have explained that we can take that 20 hours from the uh from the architect and assign it to the engineer keeping the total budgeted hours for that particular role Unchained it should not shoot 200 hours cave that if the rate for the architect role is $70 then advise to allocate remaining 20 hours such that the rate remains unchanged so the engineer who is allocated this additional 20

hours that role has to have $70 as a budget not more than that it can have less but not more than that and depending on effort Sprint goal and actual consumptions weekly forecast is advised to control the schedule and the cost and Revision in forecast is a common exercise despite effort estimation at the start of the Sprint due to changing complexity elaboration of the scope dependency and reusable codes anything else so this is what I I thought of you know uh presenting to the to my colleagues and to the viewers of our Channel this is

what is meant I think one part of the answer of how we manage resources or how we manage the capacity right and then of course the PMS who are working on individual project they are going to control and monitor 30 consumption they are going to understand if there is any spike in the actual consumptions the rate of consumption and so on so forth then the financial metric will be Consolidated against that particular program budget Sunan over to you okay so this answer is absolutely great for the interview but I mean you and me always know

that that there is no budget which is always uh sufficient for us so friends uh in actual working climate we have to do lot of dirty work which we don't have to do but believe me the job of a project manager is not easy there is uh different kind of pressures which we have uh pressure from above management and pressure from a lot of places even I can't tell you and we have to do lot of things which we are not supposed to do uh in order to do all this Budget Check and balance so

believe me when we have this we we spend a lot of day and night on this to to make these numbers to make our project portfolio program profitable there is immense pressure nowadays even on Project man so if you're just thinking it's just about coming and just you know talking to few people here and there and do something on Excel sheet it's more than that believe me okay okay let's not reveal some Insider information karabi so thank you emotions so so that's what sometimes you know yeah yeah I'm also I'm I'm always kind of counting

my fingers like 2 plus three 4 4 plus 5 six and then I'm always chasing the team members if you are taking leave if you are then who's going to do the job how many how many hours we are are lot lot of things there are lot of things lot of things it's fun yeah okay so thank you kabi for being with us sharing all your knowledge and friends if you enjoy today's session don't forget to like And subscribe and stay tuned for more because we will definitely have more sessions with karabi she's pretty busy

nowadays but I have to keep on chasing her so yeah I mean that's okay that's between you and me so until next time take care everyone bye and we love to see your comments some awesome comments you guys are sending us we both are reading your comments and then discuss discussing on all these comments what we can do better what what we can incorporate in our next sessions so please please put your comments we definitely love to know what you think about these sessions you know things which you don't like about these sessions also so

we you know we not going to repeat all we improve yeah we'll definitely improve right so with this uh thank you karabi and uh thanks everyone bye-bye thank you so much thank you