What's the most significant presentation you've given? … how did you prepare?

Formatted: Font: 12 pt

What motivates you to go the extra mile on a project or job?

Do you consider yourself to be a leader? … What are the attributes of a good

leader?

Are you good at delegating tasks? … Tell us about your process.

Tell us about a project when you were responsible for the budget … How did you
stay within budget?

Formatted: Border: Left: (Single solid line, Custom

Color(RGB(239,93,96)), 1.5 pt Line width)
What does it mean to be successful? Formatted: Font: 11 pt

Sell me this pen.

Tell me about a problem you solved that wasn't assigned to you. Why did you solve that
problem?
Why didn't anyone else solve it?

Give me an example of a time when you took a risk and failed. How did you feel? … What
happened next?

You may be overqualified or too experienced for the position.

What things have you done to help yourself in your career?

What will it take for you to accept this job?

What would you hope to accomplish in your first 90 days here?

Describe the worst boss you have ever had. Where is that person now?

How much $$$ money do you expect if we offer this position to you?

Formatted: Border: Left: (Single solid line, Custom

Color(RGB(239,93,96)), 1.5 pt Line width)

Tell me about a time you had to build new relationships in order to get something done
…
How did you go about that?

What are your long-range career objectives & what steps have you taken toward
obtaining them?
Describe a situation when working with a team produced more successful results than if
you had completed the project on your own.

What happens when you have to deal with an angry customer or client?

What do you do when people disagree with your ideas? … Describe some times when
you had to resolve a conflict with an individual, or guide others to compromise.

Tell me about an important written document you were required to complete. Formatted: Font: 12 pt

You'll know exactly how to respond to the following example questions.

Scroll Bar ➡

Scroll Down ⬇

HOW WOULD YOU RESPOND? …

Why have you had so many jobs in such a short period of time?

Can you explain this gap in your employment history? … And then what
happened?

Have you ever been fired or forced to resign?

What was your role in your department's most recent success?

Tell me about a time you had to learn a new technical skill … How did you go
about it?

Share some examples of how you've been able to motivate other people.

Describe a recent split-second decision you made at work. What was your
process for making the decision?
A year from now, how will you evaluate if you have been successful in this
position?

Walk me through the steps you took to reach an important long-term goal.

What's your biggest weakness? … Give some examples of areas where you need
to improve.

Describe a change you needed to make that was unpopular. How did you
implement it?

How do you go about influencing people to go along with your plan or opinion?

So … Tell me about yourself.

What have you learned from your mistakes?

What have you done when you had more than one project with the same
deadline?

What would your last manager say about you?

Describe a problem you faced on the job, and tell me how you solved it.

STRATEGY:

The problem you select to use as an example should be as similar as possible to a problem you
are likely to face at your new job. 1) Identify their "pain points" or current challenges you think they
might be facing, 2) Explain the POSITIVE OUTCOME and MEASURABLE RESULTS you
achieved by solving a similar problem at your last job, then 3) Get them to agree with you that your
experience in that area is exactly what they're looking for.

Here's the basic answer formula:

"Sure, at my last job we had a problem where the situation was "X" ... the action I took
was "Y" ... and the positive outcome was "Z" ... In an email to the entire team I was
praised by Susan, the Project Manager, for solving the problem and cutting costs
about 15% for that project. We were also able to deliver in about ⅔ the time it would
have taken us otherwise. What I learned from the situation was "ABC." I think that's
the type of experience you are looking to bring to your team … isn't it?"

Learn how to cite "personal success metrics" from your job history:

My training materials reveal several ways of coming up with measurable proof numbers that are
based on your own past work experience & achievements. You'll discover it's as easy as fill-in-the-
blanks to create your proof — and it's SO effective in getting your interviewers to buy in to your
potential & your value as an employee.

You'll have powerful statements like this you can deliver with confidence:

"I think my experience with [Company XYZ] in cutting costs 30% / saving 20 man- Formatted: Font: 12 pt
hours of work per week / increasing revenue by 14% / getting the job done about
50% faster / decreasing turn-around time by ⅓ / helping customers 20% more of
the time is the type of experience that will help me succeed in this role ..."

"... Plus my strengths in industry knowledge / time management / goal-

setting / teamwork / empowering others / persuasive presentations / partnering &
negotiating / innovation & creativity / strategic leadership / special skill really make
me a strong candidate."

✔︎ Don't be bashful — You've gotta say stuff like this! … I give you all the vocabulary for
describing your strengths.

… then get them to agree with you:

"You'd agree that having this type of experience would probably help me succeed in this
position … wouldn't you?" (say it with a smile) Formatted: Font: 12 pt
Formatted: Font: 12 pt
"Would that type of problem-solving experience be relevant to this job?"

Here's a more fully formed example answer to the above question:

"When facing problems I try to take a systematic approach. I think it's important
to clarify the problem first and get as much information as I can by collaborating with
important stakeholders — BEFORE I start proposing possible solutions. I also try to
think about what the best possible outcome might look like. FOR EXAMPLE, when I
was at Company XYZ … (use one of your S.O.A.R.L. Stories here) … and the result
was about a 15% increase in cost-savings for that project. What I learned was [XYZ]
…

… What types of challenges are you currently facing in your department? … What
might I do to help you solve those problems in my first couple months on the job
here?"
“... Gives You The Answer To Any Question They Could Possibly Throw At You
...”

Interview Question

What did you like best and least about your previous job?

STRATEGY:

This is potentially a trick question. You want to indicate that what you liked best about your last
job are things that will appeal to the Hiring Manager. Show that your last job allowed you to
demonstrate many of the positive and desirable Behavioral Competencies that are discussed in-
depth at the beginning of the Guide. Give specific examples of how your last job allowed you to
flex your skills and show your maturity.

"What I liked about my last was I was able to really develop my "XYZ" skills which I
know will help me succeed here if I am fortunate enough to be able to join your team.
What are the qualities of the people who have been most successful in your
department?"

(Notice the "data-mining" question ↑↑ about the skills and characteristics of other
people. You're sniffing for clues about what they want to hear!)

"One thing I liked about my last job was it allowed me to develop my project
management skills ... FOR EXAMPLE, I was put in charge of a project where I had to
earn the "buy-in" of people from several different departments — and I had all the
responsibility for getting the project completed but no real authority over my
teammates. I was successful because I involved key stakeholders from the beginning.
My team knew that other people were on board, so I was able to negotiate them to an
agreement on deadlines. Then day-to-day I made sure everyone was completing their
work on time by setting up a progress tracking system … Can I tell you about it?"

Interview Question

What's the worst mistake you ever made on the job, and what did you learn from
it?

STRATEGY:

Think about what they want to hear. Show that you are able to learn from your mistakes, but don't
offer up any negative examples concerning your past performance. Show that you have been
successful, but that you have the maturity it takes to examine your own behavior so you can learn
and grow and be a better employee. Be brief.
"Good question. Well, I have been successful at every job I've had, but I have had the
normal ups and downs. I'd say that I do actively try to monitor the quality of my work so I
can constantly be improving myself. FOR EXAMPLE, I have had one or two hiccups
with clients (or customers) where their satisfaction was not exactly where I thought it
was. I learned that I have to really monitor certain difficult clients closely and "take their
temperature" so I can keep their satisfaction level as high as possible. Have YOU had
any customers like that here?"

“... Will Fill You With Motivation And Confidence ...”

Interview Question

Describe a situation when working with a team produced more successful results
than if you had completed the project on your own.

STRATEGY:

This is another Behavioral Interview style of question. The Hiring Manager wants to learn more
about your thought process, and your behavioral competencies related to teamwork. You will want
to show your ability to solicit ideas from others, listen carefully, and persuade people to your point
of view.

Formatted: Font: 12 pt

"Well, throughout my career I've worked both independently and as a member of many
teams. I have to say, though, that collaborating with other people across
departments is always a good idea — specifically when it comes to brainstorming
and knowledge sharing. When it's appropriate, I try to get outside perspectives on
possible solutions. I did that a lot at Job 'ABC'. FOR EXAMPLE … and the OUTCOME
was a roughly 30% increase in cost-savings for the company, and a significant
decrease in the time it took to complete the project."

"Would that type of experience be relevant to this job? ... Great! ... So when do I
start? ..." (don't be afraid so throw some humor in if it's going well!) Formatted: Font: 12 pt
Formatted: Font: 12 pt

Job interview checklist

I. Before your interview, make certain you have:

1. Updated haircut or a modern hairstyle.

2. Fingernails are clean and manicured.
3. Shirt or blouse that's been starched.
4. Outfit that is appropriate for the situation, a pressed suit for example.

II. Questions to think about carefully beforehand: Formatted: Font: 12 pt

1. Do you understand the position clearly?

2. What sets you apart from the other candidates?
3. What are 5 qualities that make you good for the position?
4. What strengths and weaknesses do you have, how do you improve your
weaknesses?
5. What reason do you have for wanting to work at this company?
6. Why should you be hired by the company?
7. What type of skills and experiences do you have which qualifies you for the position?
8. What type of training or education do you have which qualifies you for the position?
9. What type of hobbies, or other non-work related activities do you have that makes
you a better candidate?
10. What are some of your main accomplishments during school and previous jobs?
11. Are you able to go over each thing on your application or resume with details?
12. Are you able to fully fill your employment history out, including addresses, names,
and dates for each position?

III. Things to do shortly before the interview: Formatted: Font: 12 pt

1. Practice with a friend by setting up a fake interview.

2. Make a list of at least 3 names and numbers for references.
3. Do your research on the company in order to have a better understanding of who
they are and what they do.
4. Ask around in your network to see if you may know anyone within the company that
can provide beneficial resource for the interviewing.
5. Create a list of questions for the interviewer.
6. Write down detailed directions, make arrangements for transportation and be sure to
arrive on time if not early.
7. Do your research on the salary range for the position you are applying for, this way
you know what to expect with an offer.
8. Prepare and practice a “close” to the interview, including thanking the interviewer and
showing interest in the next step.

IV. What to bring to the interview: Formatted: Font: 12 pt

1. Additional resume copies.

2. List of business references including colleagues, clients, and supervisors. These can
be letters of reference or names and numbers.
3. Written appraisals for work performances.
4. A briefcase or folder to hold your notes and pens.
5. An appointment book.
6. Pens and a notepad.
7. Letters for previous achievements.
8. Personal compensation history.
9. A portfolio of work samples like technical drawings, writing samples, or products
you've sold or created.
10. If a recent graduate, bring college transcripts.
11. A prepared list of questions for the employer.
12. Any additional papers that may be required, such as social security card, passport
or drivers license.

VI. The day of the interview: Formatted: Font: 12 pt

1. Be early, by 10 to 15 minutes. Be sure to freshen up if needed.

2. Let the receptionist know you've arrived for your interview appointment and be polite
as the receptionists first impression can be important.
3. During the interview be friendly, but professional. You should listen 80% of the time,
while talking 20%.

VII. Follow up: Formatted: Font: 12 pt

1. Write a letter by hand and mail it out to the interviewer that reminds them you are
interested in the position, and thanking them for their time.
2. If you haven't heard anything a week after the first interview, contact the employer to
get updated on the status of your interview.
Top 14 common mistakes in job interviews
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Interview mistakes

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Formatted: Right: -0.94"

1. Lack of preparation

One of the most common questions asked by an interviewer is “What do you know about the
company?” Although, when asked many interviewees are not able to provide much of an
answer because they were not properly prepared for the interview. This is why it's important to
learn about the company's history, how they operate, and what their mission statement and
beliefs are.

Navigating to the company's website and reading the “about us” page is simple, read it over a
few times to memorize the key points. For additional information you can check out their social
feeds, or dig deeper with search engines.

2. Coming Late

This tends to be a common mistake and tends to happen more than it should. Being late to the
interview not only delays the day, but shows poor skills with time management. It can also
create an uncomfortable atmosphere for the entire interview process. Recovering from this
mistake is hard as it makes up for the first impression, where you were late.

You are told of your interview time, and that you are expected to arrive on time, if not early. It's
your responsibility to arrange your day's scheduled around your interview, including any
preparations required. By showing up early to the interview, you are showing respect from the
start, and that you have good time management skills.

If something happened that is preventing you from being on time while on your way to the
interview, such as an accident, you should still call and let the interviewer know why you are
running late.

3. Inappropriate dress

It's important to pay attention to how you dress for the interview so you appear professional and
polite. Choose your appearance base on the position, an it's better to be overdressed than
under-dressed. If the position is for a non-professional job, then a casual appearance would be
fine. If you're looking to enter a company that would appreciate the appearance of a
professional in a suit and tie, dress appropriately.

4. Poor in communication or too much communication.

When it comes to the interviewee, the skills of communication is critical. This is an area which
the interviewer will pay attention to, looking for your communication abilities, quality and
capacity. These features include making eye contact, behaviors, your confidence level, how you
shake and even when you speak.

If you are in a phone interview, then it's also important to be confident and show your skills
without hesitation. Your focus needs to be on the questions and answering them, keeping them
brief. Wait to get off the phone once the interviewer hangs up, this shows respect and you
should also avoid eating or drinking during a phone interview.

5. Fail to ask questions.

As stated earlier, it's important to ask questions. This allows you to learn more about the
company than you were able to find during your research, it also shows that you are interested
in the company. By not asking any questions, you may be viewed as less desirable. Asking
questions leaves a bigger impression on the interviewer as well.

In many cases, the interviewer will pay more attention to the questions you ask him/her than
your answers to their questions. Because of this, it's suggested to prepare a minimum of 3
questions, but don't make a long list.

Example's include asking the interviewer about their career, or what has helped the company
become a leader in their industry? Remember, people like to talk about themselves.

6. Fail to give answers.

Be sure to listen to any questions the interviewer asked, take a short moment to consider the
question and provide a response. You don't want to pause to long, but long enough to consider
the possible answers, by giving the wrong answer you could reduce your chances of moving to
the next step.

In an example situation, the interviewer stated to the candidate the position deals in marketing
and sales calls, and requires relevant skills and the experience with these types of calls. Then
asked the candidate “What do you think about this?”. The response: “I don't care for cold calling,
and I am not very experienced in sales or marketing.”.

This response is wrong, and would obviously show no signs of why you are a good fit for the
position.

7. Badmouth past employers

Even if you didn't have the best experiences with your previous or current employer or co-
workers, you should avoid mentioning any negative experiences at the interview. The mistake of
calling a previous boss bad names, or the company it's self will cause the interviewer to
consider you a hassle to work with, and a possible hazard.

If you speak bad about your current or past employers during the interview, they will also expect
you to do the same with their company if you were to ever move on from the position if you part
ways on bad terms.

8. Failing to explain what you will bring to the party.

Recruiting experts have stated that this is becoming a more common issue, more so from recent
graduates. They provide a cover letter or resume, and proceed to explain how the position will
benefit them, rather than explaining what they can provide the company.

9. Not showing why you're the best choice.

Research the position you are applying for, this way you will understand how to approach
questions to best showcase your abilities, skills and experiences so it shows how you are the
best choice for the position. This provides a reason why the interviewer should consider you
specifically for the spot.

10. Money talk

Understanding your compensation for the job is important, however it's not something that you
should talk about during your first interview, wait until they offer you a spot.

By bringing up the topic of salary or benefits in the first interview gives the impression that
you're only after the paycheck, and not interested in the company's well being. In the past there
has been candidates ask about the salary, when the interviewer provided an answer, likely just
to see the reaction, the candidate simply said the pay was to low, stood up, and walked out.
This is not a good method to getting the job, or to start a negotiation for salary, and you don't
know what type of benefits or other commissions are offered down the road.

11. Talk too much

It's important to answer questions, and get your skills and talents known, but answers should be
short and to the point. If you talk to much during the interview, the interviewer may view you as
too talkative for the position. They do not need to know your life story, only what is relevant to
the position.

12. Do not talk enough

On the other hand, if need to avoid being to silent. When responding with short answers, they
should remain open and not closed. Be positive and confident with your replies and the
interviewer will be more comfortable as well. Provide your answers, but find a good balance
between talking to much, and not enough.

13. Make a so-called weakness seem positive.

Interviewers often ask “What are your weaknesses?”. When this occurs, you should be
prepared with some situations where you have been able to turn weaknesses into a positive
situation by improving upon the weaknesses. Have examples to back up your answers if
possible.

14. Forget to follow up

Once the interview is over, you should be sure to thank the interviewer for their time and
considering your interest in the company. This gives an interviewer more sense of respect from
you, and they will appreciate it more. However, this does not ensure you get the position, but it's
still polite and shows respect.

If you do get the news that you were not selected for the position, don't be discouraged. Simply
take it as practice and move forward to improve yourself for future chances.

Top 3 tips to answer question: What has been your greatest achievement?
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Interview question with answers

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There is nothing out there that screams “hire me” more than having a record of achievements
for previous jobs where you went above and beyond. Don't hold back, let your achievements
shine!

Tips to answer:

Tip 1: Going to college, or gaining a degree will not put you apart from the other interviewees.
Tip 2: Your achievements should show evidence of skills related to the job you're applying for.

Tip 3: The S-T-A-R method is a great approach

1. Start by building up the task that was required to finish, this gives context.

2. Talk about what you did, this is the action.

3. Give the result of what you achieved.

Example:

In just a month, I was able to improve the overall process, saving our group more than 10 hours
a month spent on invoices, and reduced the overall error margin by 25%

5 tips to answer question: Why do you want this job?

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Interview question with answers

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This is basically the same thing as “Why do you want to work here?”, “Why did you apply for this
job?”, and “Why do you want to work for our company?” Companies want to hire those who are
passionate about the job, so you need to have a great answer about why you want this job.

Part I: Tips to answer

Tip 1: Try to find a specific feature that the company prices themselves on: training, client base,
public image, individuality, etc.
Tip 2: Talk about their needs and explain what you can do for them. It's not about what you want
here.

Tip 3: Show them you want to be a part of their success story, by helping them to achieve their
goals and meet their challenges.

Tip 4: Tie in your knowledge of them into the interests and skills that lead you to apply.

Tip 5: Demonstrate that you have researched the company.

Part II: Steps to answer

Step 1: Identify a few key factors that make the role perfect for you, such as “I love customer
support because of the consistent human interaction and the satisfaction from helping people
solve issues.

Step 2: Then talk about why you love the company such as “I have always been really
passionate about education and I believe you guys are doing great things, and I want to be a
part of it.”

8 tips to answer question: Why should we hire you?

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Interview question with answers

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This is one of the most important questions that you have to answer carefully. This is your
chance to really stand out and bring attention to your skills, especially the ones that haven't
been addressed.
I. Tips to answer

Tip 1: You should cover these 3 things: you can not only do the work, but you are able to deliver
amazing results, you can fit in with the culture and team, and that you're a better hire than any
other person.

Tip 2: Stating that you need a job or are just really good, won't make the break.

Tip 3: Explain why you would make a great employee, why you would fit perfectly for the job and
company, and what you have to offer.

Tip 4: Don't speculate about the other candidates and their flaws or strengths. Ensure that you
are focused on you.

Tip 5: Keep it short and sweet, but be sure to highlight your achievements.

Tip 6: Do not answer: I need the money.

Tip 7: Do not answer: This location is very close to where I live (or go to school or want to move
or whatever).

Part b: Sample answers

My skills in sales seem to fit this job perfectly. My success at XYZ in achieving an annual growth
rate of 35% support this. I have worked with similar product lines and have a full in-depth
understanding of all of the technical aspects. My experience as a member of a large team will
help to contribute to your department and I am very enthusiastic about new challenges that will
be involved in this position.”

5 tips to answer question: What do you know about this organization?

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Interview question with answers

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Your interviewer wants to know if you did your research about all the job requirements and the
company that you applied to. Remember, if you don't have knowledge about the company, it will
be noticeable within the first few words of your answer.

I. Tips to answer:

Tip 1: Doing the background work will make you stand out. Find out who the main people are;
were they in the news lately?

Tip 2: Demonstrate that you have researched the company. Know the products, the firm size,
the reputation in the industry, values, and history.

Tip 3: You don't have to know every date and person, but you need a good understanding of the
company.

Tip 4: Allow your interviewer to tell you more about the company. Be sure to pay attention.

Tip 5: Begin with one line that shows you understand the goals of the company, using key
phrases and words from the company site, but then make it personal, such as “I really believe in
this approach because...” or “I'm personally drawn to this mission because...” and then take time
to share a personal example or two.

Part b: Sample answers

Sample 1: This company has a great reputation for amazing customer service.

Sample 2: Your company's products are the highest rated in the industry.
Sample 3: Your company was awarded a commendation for the help that you gave to hurricane
victims.

Change

Also available in: NederlandsFrançais Español PortuguêsPolski ItalianoOne of the biggest

issues many Project Managers have is the ability to say no, or at least that is what they would
like to say when they are asked to add more requirements to the project. This of course,
depends on the organization. Project Managers that say no are not seen as team players and
can quickly develop a reputation as being uncooperative.In some projects, there may be a rush
to get the project started, and so the required amount of time is not spent on defining the
requirements andProduct Description , and then the budget is set for the project. It can later
become apparent that extra functionality has to be added and the Project Manager needs to
know how to handle this situation.What I like most about the Change Theme is that it shows you
that as a Project Manager, you never have to say no or yes, but when requested to add new
functionality, you can even thank the person for suggesting this, then provide them a Change
Request form to fill in and offer help if required. You then promise to follow up on this change
request, letting the requester know that it will be Change Authority andProject Board that will
decide on this request.The Change Theme also describes the roles & responsibilities of
the Executiveand the Project Board; this is useful, as you may need to remind the Executive of
this. I have seen a few projects where the Executive was actually the person who was putting
the pressure on the Project Manager to allow changes to creep into the project without providing
extra resources. So this theme will show you how to deal with these situations.Most Project
Managers are also aware that they have to look after the products produced by the project; this
is called configuration management, which is defined in the Change Control Approach. This
mainly involves tracking changes, making sure the correct persons have access to the latest
versions of baselined documents, and providing a central, accessible storage location. Some
companies provide an easy-to-use documented IT system that makes it easy for the Project
Manager to manage, control and distribute project information. Other companies provide
systems that are very difficult to use and therefore end up not being used. The good news is
that it is very simple to get an easy-to-use online system that will provide most of the required
functionality, including securing access to the information.The last point before moving on is that
most Project Managers don’t plan any time for configuration management activities and believe
that this is something they can do in the evening or perhaps while on a conference call. It is a
very good idea to plan this work.

Purpose

The purpose of the knowledge in the Change Theme is to help you identify, assess and control
any potential changes to the products that have already been approved and baselined. The
Change Theme is not just about handling change requests but is also about handling issues
that arise during the project. In fact, it is better to say that the Change Theme provides a
common approach to Issues and Change Control.Change is inevitable in any project and all
projects need a good approach to identify, assess and control issues that may result in change.
This theme provides an approach to Issue and Change Control.

Timing

Issue and Change Control happen during the full lifecycle of the project. Remember, the
objective is not to prevent changes but to get changes agreed and approved before they are
executed.Each project requires a configuration management System that tracks products,
records when products are approved and baselined, and helps to ensure that the correct
versions are being used during the project and delivered to the customer.

Definitions

Configuration Management

Configuration management is the technical and administrative activity concerned with the
creation, maintenance and controlled change of the configuration of a product. This is a nice
way of saying that configuration management is about looking after products in the project.A
configuration item is the name given to an entity (or item) that is managed by Configuration
Management. You could also say that a Configuration Item is anything that you want to track
during the project.

Release

A Release is a complete and consistent set of products that are managed, tested and deployed
as a single entity to be handed over to users. An example of a Release could be a new version
of a laptop computer with a certain version build of OS, certain CPU, certain BIOS, and certain
versions of applications.

Issues
PRINCE2 uses the term issue to cover any relevant event that has happened that was not
planned and that requires some management action (for example, a question or a Change
Request). Issues can be raised at any time during the project and by anyone.There are 3 types
of Issues; they are:Request for Change: It is a proposal for a change to a baselined product,
i.e., a product that has already been approved. This could be a Product Description document
for one of the specialist’s products being created by the project.Off-Specification: This is
something that was agreed to be done but is not provided by the supplier and/or not forecast to
be provided, and therefore, is out of specification or off-specification.Problem/Concern: which
could also be a question (positive or negative): Any other issue that the Project Manager needs
to resolve or escalate; this could be positive or negative.

The PRINCE2 Approach to Change

The Issue and Change Management approach will be decided in the first stage, during
the Initiating a Projectprocess. This approach can be reviewed at the end of each stage in
theManaging a Stage Boundary process.PRINCE2 has six management products that are used
to control issues, changes and Configuration Management:Change Control Approach : This
document contains the strategy on how issues and changes will be handled in the project (e.g.,
how to identify products, how to control products and how to do status accounting and
verification).Configuration Item Record : They provide a set of data for each product used in the
project (like metadata). (For example: The central desk of library would have a card for each
book with specific information, including location, classification, ISBN number,
etc.)Product Status Account : This is a report on the status of products (e.g., list status of all
products produced by Supplier X in stage 3).Daily Log : This log is used by the Project Manager
as a diary for all informal information. Formal information is placed in a register (Issue or Risk
register).Issue Register : Imagine a spreadsheet to capture and maintain issues
(formal).Issue Report : This report describes an issue in detail. According to PRINCE2, an issue
can be 1) Request for Change, 2) an Off-Specification, or 3) problem/concern. An Issue Report
could also describe related issues, so they would not always be a risk.Example: Issue Register
taken from the Sample PRINCE2 Project

Change Control Approach

The Change Control Approach document contains the strategy of how issues and changes will
be handled in the project. One of the first questions the Project Manager should ask is: What
are the existing standards for Issue and Change Control in the company?If there is a
Programme environment in place, there will usually be a Change Control Approach template
available. The Change Control Approach should answer the following questions:How should
products be identified and controlled? (Configuration Management).How are Issues and
Changes handled? (CEPDI).What tools will be used to help track Issues and Product
Information (e.g., SharePoint, Niku Clarity, Shared Drive, a spreadsheet)?What data should be
kept for each product (e.g., Configuration Item Record)?How often will the Project Manager
consider Issue & Change Control (e.g., once a week, twice a month, etc.)?Who will be
responsible for what? In other words, what will be the Roles & Responsibilities? (For example,
who has the role of Change Authority?)How are issues and changes prioritized? What scale will
be used to prioritize issues?What scale will be used for severity of issues (e.g., 1 to 4, low-med-
high…)?Which management levels will deal with different severity issues? (For instance,
Severity 1 issue could go the Project Manager, but Severity 3 and 4 have to go to
theChange Authority .).Like the other 3 strategy documents, the Change Control Approach
document is created in the Initiating a Projectprocess by the Project Manager and will be
approved by Project Board.

Prioritizing issues

There are many ways to prioritize a change request and PRINCE2 introduces the MoSCoW
technique to help with this. MoSCoW stands for Must have, Should have, Could have and Won’t
have for now.Must have: The change is essential for the viability of the project and its absence
would affect the project objectives. (For example, the end product may not work as
required).Should have: The change is important and its absence would weaken the Business
Case; the project would still meet its objectives, however.Could have (nice to have): The change
is useful but its absence does not weaken the Business Case.Won’t have for now: The change
is not essential or important, so it can wait.However, it may be difficult to explain these four
prioritize levels to a requester, and most of the time they want to say that their request for
change is very important. So here are some simple questions to ask that should help you get
the correct information from the requester.Must have: Will the end product work if not resolved?
(Yes).Should have: Does it affect the Business Case (Yes), then ask how.Could have: Does it
affect the Business Case (No).Won’t have for now Is change essential or important (Yes).

Severity

So MoSCoW is good for prioritizing, but what about rating the severity of an issue?Example:
You can use a scale of 1-5 or words such as minor, significant, major and critical.You can link a
severity level of an issue by linking a severity with a role.Severity Minor > Project
Support.Severity Normal > Project Manager.Severity Significant > Change Authority.Severity
Major > Project Board.Severity Critical > Program Management (e.g. project out of tolerance).
Change Authority and Change Budget

The Change Authority is a person or group who consider requests for change and off-
specifications. It is the responsibility of the Project Board, so they can do it themselves, which is
more common where few changes are expected, or they can assign this to other persons. If a
lot of changes are expected, then this will take up too much time from the Project Board and it is
better to give the authority to another person or group of persons.What kind of persons can take
on this role?This all depends on the size and value of the project, the change budget, the
amount that the Change Authority can spend on each change and other such factors. So this
could be the secretary of the Executive, one of the Project Board, a financial person or any
other competent person.The Change Authority will have a change budget, which is a sum of
money that the customer and supplier agree to use to fund the cost of Requests for Change. It
is advisable to have a change budget for each project. The Project Board can limit the cost of a
single change or the amount to be spent in any one stage.The Change Control process is a very
important tool for the Project Manager. Let me give you an example. You have senior members
of the organization asking for changes and you don’t want to appear as negative or be forced to
add something new that will put the project in jeopardy. So when asked to add something new
to the project, you can start by saying “Sure. This is our change request process and here is our
Change Request form. I can explain this to you or help you to fill this in.” You can then pass the
Change Request to the Change Authority and you never have to say no and can appear as
helpful at all times.

The Configuration Management Procedure

Configuration Management is a collection of all the activities that maintain and control changes
for each product throughout the lifecycle of the project and after the project is completed. It is
about looking after the Project Products. PRINCE2 suggests the following 5 activities to
follow:Planning: To what level will we do CM – how low, what products?Identification: Decide
how to identify each product uniquely in the project (decide on a coding system).Control:
Activities such as baselining, archiving, distribution copies etc.Status Accounting: Check up and
report on a group of products.Verification & Audit: Are products in line with CIR documents?

Planning
Decide which documents and products you want to control, so what do you think is
important?E.g. a CRM Project: You may wish to look after the following documents: Main
product, all major components, design, processes, user documentationE.g. 100-person
customer event project, you may want to look after: Invites lists, speaker notes, handouts,
catering information, venue contracts, etc. IdentificationDecide how to identify each product
uniquely in the project (decide on a coding system).Product Code - Initials of Owner - version
number - Latest Modified numberE.g., 045-FT-v04-20112304.pdf

Control

Control is about controlling changes that are made to products during the project, as once a
product is approved “nothing moves and nothing changes without authorization”. Baselined
products are also used to compare the current situation with the previous objectives.Control
also deals with the storing and distribution of copies, access control, archiving and other such
activities for both management and specialist products.Tip: Think about a recent project that you
have worked on and how you controlled access to documents and prevented other users from
making changes to agreed documents.

Status Accounting

This is something that you may never have done or seen in a project, but it is good to know that
this activity exists and can be used if required. This is very much related to the data that is
stored in the CIR documents which have the following fields:Identifier, Version, Last update,
Current status, Owner, List of users.Date of next baseline, related items, etc.…

Verification and Audit

This is to verify that products are in line with the data in the Configuration Item Records. For
example: Do certain users have access to the correct product versions? Are products where
they are supposed to be? Have they the correct identification numbers? Are the products
secured?

Issue and Change Control Procedure

Issue and Change Control is about dealing with issues, which could be requests for change, off-
specification and concerns/problems (other). There are 5 steps to Issue and Change
Management: Capture, Examine, Propose, Decide and Implement. Tip: CEPDICapture:
Determine type of issue, formal, informal, type? (3 types).Examine: Assess the impact of the
issue on the project objectives.Propose: Propose actions to take - so identify the options,
evaluate and recommend.Decide: Someone decides whether to approve, reject… the
recommended solution.Implement: Put the recommended solution in action (taking corrective
action).

Dealing with Project Issues

Request for Change - A Change Request form (Issue Report with status Change Request) will
be filled in (description, priority, costs, options, recommended options, etc.). The Change
Authority will decide on the change.Off-Specification - Issue Report will be filled in detailing the
off-specification. The Change Authority will decide on how to deal with this off-
specification.Problem/Concern (Other) - These are other issues, which can of course be positive
or negative. The Project Manager can handle these issues if within their tolerance, or ask for
guidance if they bring the stage out of tolerance.

Roles and Responsibilities

Corp/ProgramProvide the corporate or Program strategy for change control, issue resolution
and Configuration Management.ExecutiveDetermine the Change Authority and change
budget.Set scale for severity rating, issues, priority ratings (e.g., 1-5 or low, high).Respond to
requests for advice from the PM during the project.Make decisions on issues that are escalated
by the Project Manager.Senior SupplierRespond to requests for advice from the Project
Manager.Make decisions on escalated issues from the Project Manager.Project
ManagerManage the Configuration Management procedure.Manage the issues and change
control procedure.Create and maintain the Issue Register and Implement corrective
actions.Team ManagerImplement corrective actions that were assigned by the Project
Manager.Project AssuranceProvide advice on examining and resolving issues, and check that
the procedures in the Change Control Approach are being followed.Project SupportAdminister
Configuration Management (look after the Project Products).Do the administrative tasks for the
Issue and Change Control procedures.Maintain the Configuration Items Records for the
products. PRINCE2 wiki is open-source and published for free under a Creative Commons
license.