Leading Projects, People & Teams

Question 1

What is the difference between leadership and management?

Question 2

Can you give me two examples of leadership styles?

Question 3

What motivational theories are you aware of?

Question 4

Which do you believe are key organisational skills required to be a successful project manager?

Question 5

What do you understand about Maslow’s hierarchy of needs?

Question 6

How might you create a high-performance team?

Question 7

How might you measure a project team’s performance?

Question 8

How would you assess the performance of a project team?

Question 9

What types of communication are key when managing a project?

Question 10

What might a good communication strategy look like?

Question 11

Do you know what the McKinsey 7-S model is?

Question 12

Can you name any benefits to this model?

Question 13

Give me two steps from Kotter’s 8 Step Change Model

Question 14

What advantages are there to Kotter’s Model?

Question 15

Explain Maslow’s hierarchy?

Question 16

What project management tools are you aware of?

Question 17

What human resources legislation is applicable in the UK?

Question 18

What different types of governance structure are you aware of?

Question 19

What current challenges is Covid and/or Brexit bringing to Leading Projects, People and Teams?

Question 20

Why were subcontractors’ employees not logging hours properly at Holland Park?

Question 21

Did you consider using any biometric scans at Holland Park?

Question 22

Why did you decide that the most effective means of resolving the issue of signing in, would be through a toolbox talk?
- Did it work?
- Did you consider any other measure?
- If it hadn’t worked, what was you plan B?
- Were there any contractual mechanisms you could have used?

Question 23

What did you tell the subcontractors would happen if they continued logging hour incorrectly at Holland Park?

Question 24

Why not change the payment from hourly to piecework at Holland Park?

Question 25

Did you make logging hours correctly into a KPI?

Question 26

Have you used other methods of shaming subcontractors in performing better? (e.g. naming and shaming or ranking subcontractors on a site notice board?)

Question 27

Did you apply a particular leadership style or management theory? Why / Why not? · What is your natural leadership style? ▪ Do you ever adapt it?

Question 28

What is your preferred management theory? ▪ Give an example of applying a theory?

Question 29

Were there ways that you could have escalated the issue with the subcontractors’ management and/or HR?

Question 30

What was in the contracts with the agencies supplying labour to Liphook?

Question 31

Had you not stipulated any standards, metrics or level of experience to the agencies? If not, why not? · Why couldn’t you insist on a greater level of competence without paying more? · Were the agencies in breach of contract? · What other options did you consider?

Question 32

Could you have gone around the agencies? · If you were going to pay more, why not get skilled local carpenters/joiners? · Why did you use agency work in the first place?

Question 33

What did you have to do to get agency staff to site? · Was it on their own? · Did you arrange private transport? · Did you need to provide accommodation? Food and drink?

Question 34

How did you determine which first-fix elements they were suitable for?

Question 35

What work was unsuitable?

Question 36

Can you provide examples of where you have advised on: · The make-up of the project team?

Question 37

Can you provide examples of where you have advised on: - Performance measures for an under-performing consultants or subcontractor?

Question 38

Can you provide examples of where you have advised on: - Any skills gaps / upskilling that was needed?

Question 39

Can you provide examples of where you have advised on: · Instructing a specialist subcontractor or consultant?

Question 40

Can you provide examples of where you have advised on: · Adopting a leadership style?