1 WhaL ls LoLal floaL?

1he amounL of Llme LhaL an acLlvlLy can sllp wlLhouL delaylng Lhe end of Lhe pro[ecL usually
compuLed as 1l Ll Ll


2 WhaL are Lhe dlfference beLween free floaL and LoLal floaL?
ll ls a speclal Lype of 1l Whereas 1l ls Lhe amounL of Llme LhaL an acLlvlLy can sllp wlLhouL
delaylng Lhe end of Lhe pro[ecL ll ls Lhe amounL of Llme LhaL an acLlvlLy can sllp wlLhouL
delaylng Lhe early daLes of a successor


3 WhaL ls a consLralnL?
A llmlLaLlon LhaL reduces Lhe efflclency wlLh whlch a pro[ecL can be accompllshed Schedullng
consLralnLs come ln Lhree maln falvours nL1 nL1 and Cn sLandlng for no Larller 1han no
LaLer 1han and (surprlslngly!) Cn 1hese are lnpuL Lo a schedule are usually calendarbased
and overrlde Lhe predecessor/successor loglc Lhus ofLen causlng poslLlve or negaLlve floaL on
Lhe longesL paLh negaLlve floaL needs Lo be resolved and ofLen ls by compromlslng on oLher
parLs of Lhe plan

8esource avallablllLy ls anoLher Lype of consLralnL LhaL can delay a pro[ecL's schedule and
efflclency

ln general consLralnLs should noL be lnpuL Lo Lhe schedule unLll afLer Lhe schedule ahs been
opLlmlzed Lhrough crlLlcal paLh analysls as lL ls lmporLanL Lo be able Lo gauge Lhe lmpacL of a
consLralnL from Lhe newLonlan" consLralnLs of Lhe work


4 WhaL are Lhe dlfference beLween MS ro[ecL and rlmavera?
1he same as beLween a vespa and a Pummer (SomeLlmes a vespa can be more useful!)


3 Pow Lo load cosL resource ln a program? 1hrough Lhe W8S ln a process called acLlvlLy
based resource asslgnmenLs or A88A Asslgned resources should be overheadburdened Lo geL
an accuraLe plcLure of cosLs

lL ls lmporLanL Lo noLe LhaL cosL can be asslgned Lracked and managed aL a hlgher level Lhan
schedule or resources a euro ls a euro ls a euro buL boLh resources and schedule daLes are
speclflc and need Lo be managed wlLh greaLer speclflclLy


6 WhaL ls W8S?
Work breakdown sLrucLure a hlerarchlcal formaL for ldenLlfylng dlsplaylng reporLlng and
changlng pro[ecL work Slnce Lhe W8S ls Lhe skeleLon" of work on whlch Lhe resource cosL
schedule lnformaLlon ls draped lL ls Lhe prlnclple Lool for lmplemenLlng
scope/cosL/schedule lnLegraLlon


7 WhaL ls a mllesLone? WhaL are Lhe Lypes of mllesLone?
A mllesLone ls an evenL AcLlvlLydrlven mllesLones are usually enLered lnLo M sofLware as
acLlvlLles wlLh duraLlons of zero Slnce mllesLones have no duraLlon once Lhey are reached Lhey
are lmmedlaLely ln Lhe pasL lL ls Lherefore good pracLlce Lo name acLlvlLles uslng Lhe pasL
parLlclple of Lhe verb (le 1esL componenL" acLlvlLy ComponenL LesLed" mllesLone


8 WhaL are Lhe dlfference beLween flag and mllesLone acLlvlLy?
no ldea l've never heard Lhe Lerm flag acLlvlLy


9 WhaL ls a crlLlcal acLlvlLy?
AlLhough Lhe Lerm may be mlsused (le wlLh oLher meanlngs) a crlLlcal acLlvlLy ls one LhaL ls on
Lhe longesL paLh


10 WhaL ls resource allocaLlon and levellng?
8esource allocaLlon ls asslgnlng resources Lo acLlvlLles (A88A) Levellng ls changlng acLlvlLy
schedules Lo geL rld of uLlllzaLlon splkes" and use resources more efflclenLly" 1here are Lwo
dlfferenL flavours" of levellng LlmeconsLralned and resourceconsLralned

1lme consLralned levellng aLLempLs Lo remove Lhe resource uLlllzaLlon splkes/boLLlenecks
wlLhouL delaylng acLlvlLles beyond an lnpuL daLe (ofLen Lhe CM compleLlon daLe whlch means
LhaL no acLlvlLy ls delayed beyond lLs floaL)

8esourceconsLralned levellng delays acLlvlLles lf necessary beyond Lhelr floaL(s) ln order Lo
reduce uLlllzaLlon levels perlod by perlod Lo avallablllLy levels

1he 1oLal ro[ecL ConLrol (1C) meLhodology lncorporaLes a resourcelevellng meLrlc called Lhe
CLu8 or CosL of levellng wlLh unresolved 8oLLlenecks 1hls ls Lhe amounL by whlch pro[ecL
expecLed value ls reduced LuS Lhe cosL by whlch Lhe pro[ecLs Marchlng Army" cosLs
(Cverhead and LCLs) lncrease due Lo Lhe delay caused by resource consLralnLs 1he CLu8s can
be used Lo [usLlfy Lhe addlLlonal resources LhaL would make Lhe boLLlenecks go away


11 WhaL ls a 8asellne rogram?
l don'L know LhaL preclse Lerm 1he basellne plan ls Lhe commlLmenLs ln Lerms of producL cosL
and schedule boLh aL pro[ecL compleLlon and aL key lnLerlm polnLs Cn a flxed prlce flxed
deadllne conLracL Lhe delLa beLween Lhe basellne plan and Lhe worklng plan ls managemenL
reserve and proflL

Changes Lo Lhe basellne plan (rebasellnlng") ls usually only permlLLed lf boLh cusLomer and
conLracLor agree and usually occur ln Lhe evenL of a muLuallyagreed scope lncrease

Larned value Lracklng and analysls ls usually performed based on Lhe basellne plan


12 WhaL are 8SWS 8SW and ACW? llrsL lL's 8CWS and 8CW
1hese Lhree acronyms are earned value Lerms LhaL sLand for 8udgeLed CosL for Work Scheduled
(planned value or v ln Lhe M8Ck Culde's ln my oplnlon llladvlsed neologlsms) 8udgeLed
CosL for Work erformed (earned value or Lv) and AcLual CosL for Work erformed (acLual
cosL or AC)

uesplLe Lhe Lermlnology lL ls cruclal Lo undersLand LhaL earned value has nC1PlnC Lo do wlLh
value lL's abouL CCS1 as Lhe leLLer C" ln Lhe Lhree orlglnal acronyms shows

8CWS ls whaL was budgeLed for each work package as scheduled
8CW ls Lhe sum of Lhe budgeLs of all compleLed acLlvlLles/mllesLones
ACW ls Lhe sum of whaL lL acLually cosL Lo compleLe each of Lhe work packages/mllesLones


13 WhaL are Sv and Cv?
Sv ls schedule varlance compuLed as 8CW 8CWS or Lhe budgeLs for all acLlvlLles/mllesLones
accompllshed as of a glven daLe mlnus Lhe budgeLs for whaL was scheduled Lo have been
accompllshed by LhaL daLe lL should be noLed LhaL Sv (and lL's corollary Sl or 8CW dlvlded by
8CWS) can be a very dlsLorLlng meLrlc prlmarlly because Lhe 8CWS welghLs are usually loaded
onLo Lhe early daLes where noncrlLlcal acLlvlLles have floaL 1hls means LhaL sLarLlng or
compleLlng a blgbudgeL acLlvlLy LhaL has a large amounL of floaL wlll welgh much more heavlly
on Lhe Sv (and Sl) Lhan a smallbudgeL acLlvlLy LhaL ls on Lhe crlLlcal paLh desplLe LhaL facL LhaL
Lhe laLLer ls much more lmporLanL Lo meeLlng schedule

Cv ls cosL varlance compuLed as 8CW ACW or Lhe budgeLs for all acLlvlLles/mllesLones
accompllshed as of a glven daLe mlnus whaL was acLually spenL Lo accompllsh Lhem Cv also has
a corollary lndex Cl or 8CW dlvlded by ACW 1hls shows how much of Lhe budgeLed work
you have been accompllshlng for every dollar acLually spenL and ls an excellenL meLrlc for
forecasLlng fuLure cosL proflles on a glven pro[ecL


14 WhaL ls a 8udgeL and how do you compare budgeL agalnsL AcLual cosL?
8udgeL ls Lhe moneLary amounL asslgned for resources Lo accompllsh Lhe work packages AcLual
cosL ls Lhe moneLary amounL ln resource usage LhaL lL acLually Look


13 WhaL ls an S Curve?
An Scurve ls Lhe cumulaLlve cosL funcLlon ploLLed on a hlsLogram whlch can vaguely resemble
Lhe leLLer S 8CWS 8CW and ACW are frequenLly ploLLed and compared on a hlsLogram as
separaLe and shadowlng" Scurves


16 WhaL ls Lhe dlfference beLween 31 3L and 3 eLc
1hey are dlfferenL verslons of rlmavera buL you'll need Lo geL a a descrlpLlon of Lhe deLalled
dlfferences from someone else


17 WhaL ls an open end acLlvlLy?
l'm noL sure exacLly how you are uslng Lhe Lerm l've heard lL used for boLh acLlvlLles wlLh
uncerLaln expecLed scope and no speclflc budgeL l've also heard lL used ln schedullng for an
acLlvlLy LhaL has no lS or ll successors (le successors of lLs flnlsh)


18 Pow ofLen you updaLe your program?
uo you mean your basellne? lL varles from pro[ecL Lo pro[ecL dependlng on
reporLlng/progresslng perlods Powever Lhe worklng schedule should be updaLed on a
conLlnuous basls as each acLlvlLy ls sLarLed or flnlshed


19 WhaL ls Lhe dlfference beLween 8eLalned Loglc Cverrlde Loglc?
l don'L know Anyone? Anyone? 8uehler?


20 WhaL ls Lhe dlfference beLween ConLlnuous lnLerrupLlble schedullng?
ulLLo


21 WhaL ls Lhe no of acLlvlLles LhaL u monlLor how do u make Lhe updaLe?
l sure hope lL's all or aL leasL all LhaL have a varlance!


(#22 #24 l wlll leave Lo someone else)

22 Pow do u measure compare Lhe progress?

23 8rlefly ouLllne Lhe process you follow Lo bulld agree a basellne consLrucLlon plan

24 When updaLlng a plan whaL key people and/or sysLems would you expecL Lo need
lnformaLlon from? WhaL lf any analysls of Lhe updaLed programme would you perform? Who
would you dlsLrlbuLe your work Lo?


23 8rlefly ouLllne Lhe beneflLs Lo a pro[ecL of a well deslgned and malnLalned plan
A wellmalnLalned plan provldes a CS sysLem LhaL (1) guldes Lhe pro[ecL Leam (2) ldenLlfles
varlances as soon as Lhey occur (3) provldes Lhe pro[ecL wlLh an efflclenL way Lo recalculaLe Lhe
besL rouLe Lo recovery whenever a varlance occurs


26 Clve an example of a mlsLake you have made when plannlng WhaL were Lhe consequences?
WhaL dld you learn from Lhe eplsode?
l wlll only reply LhaL Lhe greaLesL mlsLake ln plannlng ls noL Lo plan or noL Lo plan ln sufflclenL
deLall
4 WhaL are Lhe dlfference beLween MS ro[ecL and rlmavera?
l wlll reply LhaL Lhe cosL resource managemenL ls much beLLer ln 3 raLher Lhen MS pro[ecL where as
MS pro[ecL can produced more makeup(good fonLs/color/Labblng and eLc) reporLs Lhen 3 for
presenLaLlon

8 WhaL are Lhe dlfference beLween flag and mllesLone acLlvlLy?
Mlle sLone flags boLh are evenLs raLher Lhen acLlvlLles Some cllenL llkes Lo use flags raLher Lhan mlle
sLone due Lhe followlng dlfferences
1 WlLh Lhe use of flags Lhe loglc of maln evenL can be easlly Lracked as Lhese can noL be creaLed wlLhouL
predecessor as sLand alone allocaLlng Lhe consLralnL Where as mlle sLone can
2 llags can noL updaLe manually as 3 auLomaLlcally updaLe Lhe sLaLus where as mllesLone can be
updaLe manually
3 llags can noL be consLralnL only drlven by predecessor where as mllesLone can

17 WhaL ls an open end acLlvlLy?
1he open end acLlvlLy ls Lhe acLlvlLy LhaL does noL have any successor normally open end acLlvlLy ls noL
accepLed wllllngly ln schedule because Lhe LoLal floaL wlll be calculaLe from Lhe end of Lhe pro[ecL and
Lhese enLlre acLlvlLles laLe daLes gaLher aL Lhe end of Lhe pro[ecL and can noL be prepare a loglcal laLe
sLarL plan

19 WhaL ls Lhe dlfference beLween 8eLalned Loglc Cverrlde Loglc?
l wlll really appreclaLe please some one answer Lhese for Lhe sake of oLhers knowledge


20 WhaL ls Lhe dlfference beLween ConLlnuous lnLerrupLlble schedullng?
Same as above

22 Pow do u measure compare Lhe progress?
l measured Lhe rogress ln Lerm of Lv (Larned values) such as LMP (Larned manhours) whlch ls
equlvalenL Lo Lhe progress achleved by Lhe deflne progress sLeps for each acLlvlLy mulLlply wlLh SMP
(SLandard manhours)
LMP can be calculaLed as
LMP SMP * age of acLlvlLy as descrlbe above
Comparlson can be done ln varlous dlfferenL ways Labular and graphlcally afLer geLLlng Lhe planned
values from Lhe base llne program

24 When updaLlng a plan whaL key people and/or sysLems would you expecL Lo need lnformaLlon
from? WhaL lf any analysls of Lhe updaLed programme would you perform? Who would you dlsLrlbuLe
your work Lo?

normally all good companles have Lhe monlLorlng sysLem lncludlng Lhe progress break down sLeps
agreed beLween all sLack holders of Lhe pro[ecL Lo updaLe Lhe plan 8uL lf you don'L have any klnd of
Lhese program Lhen l wlll always conLacL wlLh Lhe concern acLlvlLy / package supervlsor and collecL Lhe
lnformaLlon on a well deflne formaL

ln shorL Lhe mlnlmum people requlre for Lhe updaLlng of progress
1 !ob supervlsor
2 CuallLy conLrol ( for Lhe accepLance of [ob unLll Lhls you are unable Lo flnlsh 100 a slngle)
AfLer performlng any klnd of analysls Lhe dlsLrlbuLlon should be as follow mlnlmum
ro[ecL Manager
ConsLrucLlon Managers (Concern dlsclpllne for acLlon and oLher for lnformaLlon)
!ob supervlsor
ueparLmenL heads ln cooperaLe offlce
CA/CC and safeLy for lnfo






The 25 most difficult questions you'll be
asked on a job interview
Being prepared is half the battle.
If you are one of those executive types unhappy at your present post and embarking on a New
Years resolution to find a new one, heres a helping hand. The fob interview is considered to be
the most critical aspect of every expedition that brings you face-to- face with the future boss.
One must prepare for it with the same tenacity and quickness as one does for a fencing
tournament or a chess match.
This article has been excerpted from "PARTING COMPANY. How to Survive the Loss of a Job
and Find Another Successfully" by William J. Morin and James C. Cabrera. Copyright by Drake
Beam Morin, inc. Publised by Harcourt Brace Jovanovich.
orin is chairman and Cabrera is president of New York-based Drake Beam orin,
nation's major outplacement firm, which has opened offices in Philadelphia.
1. Tell me about yourself.
Since this is oIten the opening question in an interview, be extracareIul that you don't run oII at
the mouth. Keep your answer to a minute or two at most. Cover Iour topics: early years,
education, work history, and recent career experience. Emphasize this last subject. Remember
that this is likely to be a warm-up question. Don't waste your best points on it.
2. What do you know about our organization?
You should be able to discuss products or services, revenues, reputation, image, goals, problems,
management style, people, history and philosophy. But don't act as iI you know everything about
the place. Let your answer show that you have taken the time to do some research, but don't
overwhelm the interviewer, and make it clear that you wish to learn more.
You might start your answer in this manner: "In my job search, I've investigated a number oI
companies.
Yours is one oI the Iew that interests me, Ior these reasons..."
Give your answer a positive tone. Don't say, "Well, everyone tells me that you're in all sorts oI
trouble, and that's why I'm here", even iI that is why you're there.
3. Why do you want to work for us?
The deadliest answer you can give is "Because I like people." What else would you like-animals?
ere, and throughout the interview, a good answer comes Irom having done your homework so
that you can speak in terms oI the company's needs. You might say that your research has shown
that the company is doing things you would like to be involved with, and that it's doing them in
ways that greatly interest you. For example, iI the organization is known Ior strong management,
your answer should mention that Iact and show that you would like to be a part oI that team. II
the company places a great deal oI emphasis on research and development, emphasize the Iact
that you want to create new things and that you know this is a place in which such activity is
encouraged. II the organization stresses Iinancial controls, your answer should mention a
reverence Ior numbers.
II you Ieel that you have to concoct an answer to this question - iI, Ior example, the company
stresses research, and you Ieel that you should mention it even though it really doesn't interest
you- then you probably should not be taking that interview, because you probably shouldn't be
considering a job with that organization.
Your homework should include learning enough about the company to avoid approaching places
where you wouldn't be able -or wouldn't want- to Iunction. Since most oI us are poor liars, it's
diIIicult to con anyone in an interview. But even iI you should succeed at it, your prize is a job
you don't really want.
. What can you do for us that someone else can't?
ere you have every right, and perhaps an obligation, to toot your own horn and be a bit
egotistical. Talk about your record oI getting things done, and mention speciIics Irom your
resume or list oI career accomplishments. Say that your skills and interests, combined with this
history oI getting results, make you valuable. Mention your ability to set priorities, identiIy
problems, and use your experience and energy to solve them.
5. What do you find most attractive about this position? What seems least
attractive about it?
List three or Iour attractive Iactors oI the job, and mention a single, minor, unattractive item.
6. Why should we hire you?
Create your answer by thinking in terms oI your ability, your experience, and your energy. (See
question 4.)
7. What do you look for in a job?
Keep your answer oriented to opportunities at this organization. Talk about your desire to
perIorm and be recognized Ior your contributions. Make your answer oriented toward
opportunity rather than personal security.
. Please give me your defintion of the position for which you are being
interviewed].
Keep your answer brieI and taskoriented. Think in in terms oI responsibilities and accountability.
Make sure that you really do understand what the position involves beIore you attempt an
answer. II you are not certain. ask the interviewer; he or she may answer the question Ior you.
9. How long would it take you to make a meaningful contribution to our firm?
Be realistic. Say that, while you would expect to meet pressing demands and pull your own
weight Irom the Iirst day, it might take six months to a year beIore you could expect to know the
organization and its needs well enough to make a major contribution.
10. How long would you stay with us?
Say that you are interested in a career with the organization, but admit that you would have to
continue to Ieel challenged to remain with any organization. Think in terms oI, "As long as we
both Ieel achievement-oriented."
11. Your resume suggests that you may be over-qualified or too experienced for
this position. What's Your opinion?
Emphasize your interest in establishing a long-term association with the organization, and say
that you assume that iI you perIorm well in his job, new opportunities will open up Ior you.
Mention that a strong company needs a strong staII. Observe that experienced executives are
always at a premium. Suggest that since you are so wellqualiIied, the employer will get a Iast
return on his investment. Say that a growing, energetic company can never have too much talent.
12. What is your management style?
You should know enough about the company's style to know that your management style will
complement it. Possible styles include: task oriented (I'll enjoy problem-solving identiIying
what's wrong, choosing a solution and implementing it"), results-oriented ("Every management
decision I make is determined by how it will aIIect the bottom line"), or even paternalistic ("I'm
committed to taking care oI my subordinates and pointing them in the right direction").
A participative style is currently quite popular: an open-door method oI managing in which you
get things done by motivating people and delegating responsibility.
As you consider this question, think about whether your style will let you work hatppily and
eIIectively within the organization.
13. Are you a good manager? Can you give me some examples? Do you feel that
you have top managerial potential?
Keep your answer achievementand ask-oriented. Rely on examples Irom your career to buttress
your argument. Stress your experience and your energy.
1. What do you look for when You hire people?
Think in terms oI skills. initiative, and the adaptability to be able to work comIortably and
eIIectively with others. Mention that you like to hire people who appear capable oI moving up in
the organization.
15. Have you ever had to fire people? What were the reasons, and how did you
handle the situation?
Admit that the situation was not easy, but say that it worked out well, both Ior the company and,
you think, Ior the individual. Show that, like anyone else, you don't enjoy unpleasant tasks but
that you can resolve them eIIiciently and -in the case oI Iiring someone- humanely.
16. What do you think is the most difficult thing about being a manager or
executive?
Mention planning, execution, and cost-control. The most diIIicult task is to motivate and manage
employess to get something planned and completed on time and within the budget.
17. What important trends do you see in our industry?
Be prepared with two or three trends that illustrate how well you understand your industry. You
might consider technological challenges or opportunities, economic conditions, or even
regulatory demands as you collect your thoughts about the direction in which your business is
heading.
1. Why are you leaving (did you leave) your present (last) job?
Be brieI, to the point, and as honest as you can without hurting yourselI. ReIer back to the
planning phase oI your job search. where you considered this topic as you set your reIerence
statements. II you were laid oII in an across-the-board cutback, say so; otherwise, indicate that
the move was your decision, the result oI your action. Do not mention personality conIlicts.
The interviewer may spend some time probing you on this issue, particularly iI it is clear that you
were terminated. The "We agreed to disagree" approach may be useIul. Remember hat your
reIerences are likely to be checked, so don't concoct a story Ior an interview.
19. How do you feel about leaving all your benefits to find a new job?
Mention that you are concerned, naturally, but not panicked. You are willing to accept some risk
to Iind the right job Ior yourselI. Don't suggest that security might interest you more than getting
the job done successIully.
20. In your current (last) position, what features do (did) you like the most? The
least?
Be careIul and be positive. Describe more Ieatures that you liked than disliked. Don't cite
personality problems. II you make your last job sound terrible, an interviewer may wonder why
you remained there until now.
21. What do you think of your boss?
Be as positive as you can. A potential boss is likely to wonder iI you might talk about him in
similar terms at some point in the Iuture.
22. Why aren't you earning more at your age?
Say that this is one reason that you are conducting this job search. Don't be deIensive.
23. What do you feel this position should pay?
Salary is a delicate topic. We suggest that you deIer tying yourselI to a precise Iigure Ior as long
as you can do so politely. You might say, "I understand that the range Ior this job is between
$ and $. That seems appropriate Ior the job as I understand it." You might answer
the question with a question: "Perhaps you can help me on this one. Can you tell me iI there is a
range Ior similar jobs in the organization?"
II you are asked the question during an initial screening interview, you might say that you Ieel
you need to know more about the position's responsibilities beIore you could give a meaningIul
answer to that question. ere, too, either by asking the interviewer or search executive (iI one is
involved), or in research done as part oI your homework, you can try to Iind out whether there is
a salary grade attached to the job. II there is, and iI you can live with it, say that the range seems
right to you.
II the interviewer continues to probe, you might say, "You know that I'm making $ now.
Like everyone else, I'd like to improve on that Iigure, but my major interest is with the job itselI."
Remember that the act oI taking a new job does not, in and oI itselI, make you worth more
money.
II a search Iirm is involved, your contact there may be able to help with the salary question. e
or she may even be able to run interIerence Ior you. II, Ior instance, he tells you what the
position pays, and you tell him that you are earning that amount now and would Like to do a bit
better, he might go back to the employer and propose that you be oIIered an additional 10.
II no price range is attached to the job, and the interviewer continues to press the subject, then
you will have to restpond with a number. You cannot leave the impression that it does not really
matter, that you'll accept whatever is oIIered. II you've been making $80,000 a year, you can't
say that a $35,000 Iigure would be Iine without sounding as iI you've given up on yourselI. (II
you are making a radical career change, however, this kind oI disparity may be more reasonable
and understandable.)
Don't sell yourselI short, but continue to stress the Iact that the job itselI is the most important
thing in your mind. The interviewer may be trying to determine just how much you want the job.
Don't leave the impression that money is the only thing that is important to you. Link questions
oI salary to the work itselI.
But whenever possible, say as little as you can about salary until you reach the "Iinal" stage oI
the interview process. At that point, you know that the company is genuinely interested in you
and that it is likely to be Ilexible in salary negotiations.
2. What are your long-range goals?
ReIer back to the planning phase oI your job search. Don't answer, "I want the job you've
advertised." Relate your goals to the company you are interviewing: 'in a Iirm like yours, I would
like to..."
25. How successful do you you've been so far?
Say that, all-in-all, you're happy with the way your career has progressed so Iar. Given the
normal ups and downs oI liIe, you Ieel that you've done quite well and have no complaints.
Present a positive and conIident picture oI yourselI, but don't overstate your case. An answer
like, "Everything's wonderIul! I can't think oI a time when things were going better! I'm
overjoyed!" is likely to make an interviewer wonder whether you're trying to Iool him . . . or
yourselI. The most convincing conIidence is usually quiet conIidence.