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Program SenseProgram Management
9 months ago
What is a critical path? Explain with the help of a situation.
Program ManagerTechnical Program Manager

CrossLend

Checkout

Visa

I will use as an example the Google Home Infrastructure program. The goal of the program was to identify issues earlier in the process and simplify releases.

A critical path is the minimum number of tasks to complete a project which for Google Home Infrastructure required to identify the task dependencies as well as which tasks were required and which ones were nice to have. The tasks identified as part of the critical path were infrastructure capacity, reliability and scalability to build/test every change and generate more accurate signals. Those were identified as minimum number of tasks to identify issues earlier in the process and also simplify releases by continuously validate changes end to end.

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9 months ago
Behavioral
10 months ago
Let me know about a time when you disagreed with someone on your team.
Program ManagerData Engineering ManagerEngineering ManagerUX Designer

CrossLend

Dunzo

Adyen

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10 months ago
Program SenseProgram Management
a year ago
What steps do you take to manage scope creep in your projects?
Program Manager

CrossLend

Twilio Logo

Twilio

Pinterest Logo

Pinterest

In my previous role leading a digital transformation program for an insurance client, we initially defined a clear scope focused on automating core customer service processes. Midway through the program, several business units began requesting additional features-such as integrating new third-party tools and expanding automation to non-core processes. While these requests had merit, they threatened to stretch our timeline and budget.

To manage this scope creep, I took the following steps:

  1. Documented Requests: I logged every new feature request in our change control system, capturing the business rationale and potential impact.
  2. Impact Assessment: My team and I assessed each request for its effect on resources, timeline, and overall program objectives.
  3. Stakeholder Review: I organized a dedicated session with key stakeholders-including business leads, IT, and finance-to review the proposed changes and present our analysis.
  4. Prioritization and Decision: Together, we prioritized the most critical enhancements that aligned with strategic goals and agreed to defer or phase out lower-priority requests for future releases.
  5. Transparent Communication: I communicated the decisions and rationale to all stakeholders, ensuring alignment and managing expectations.
  6. Updated Documentation: The scope document and project plan were updated to reflect the approved changes, and the change log was maintained for ongoing transparency.

Result:
By applying a structured change control process, we delivered the core program on schedule and within budget, while also creating a roadmap for future enhancements. Stakeholders appreciated the transparency and felt engaged in the decision-making process, which minimized resistance and maintained trust.

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a year ago
Behavioral
a year ago
Tell me about an instance when you took initiative.
Program ManagerData Science ManagerML Engineering ManagerData Engineering Manager

CrossLend

Two Sigma Logo

Two Sigma

Citrix Systems Logo

Citrix Systems

Earning the trust of a team is essential for effective collaboration and success. I approach this by:

  1. Being Transparent: I prioritize open communication and honesty. For instance, during a project update meeting, I openly shared the challenges we were facing, which helped build trust among team members as they felt informed and included in the process.
  2. Listening Actively: I make a conscious effort to listen to my team members’ ideas and concerns. When a colleague proposed a new strategy, I encouraged discussion and incorporated their feedback into our plans, demonstrating that I value their input.
  3. Following Through on Commitments: I ensure that I meet deadlines and deliver on my promises. For example, when I noticed our team was at risk of missing a deadline on a key project, I took the initiative to reorganize our workflow, delegate tasks more effectively, and set up short check-in meetings. This allowed us to complete the project on time, reinforcing my reliability to the team.
  4. Showing Empathy: I take the time to understand the individual needs and motivations of my team members. By being supportive during high-pressure times and recognizing their personal challenges, I create a safe space for open communication.
  5. Encouraging Collaboration: I foster a team-oriented culture by celebrating collective achievements. After we completed a project successfully, I organized a small team celebration to recognize everyone’s contributions and strengthen our bond.
  6. Being Approachable: I maintain an open-door policy, inviting team members to share their thoughts or concerns. This accessibility helps establish a friendly atmosphere where everyone feels comfortable engaging with me.

By implementing these strategies and sharing specific examples, I build a foundation of trust that strengthens team dynamics and enhances overall performance."

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a year ago
BehavioralTechnical
a year ago
Have you attended any craft conferences? Tell us some of your key takeaways from one you've attended recently
Program ManagerData Engineering ManagerUX DesignerEngineering Manager

CrossLend

LendingClub Logo

LendingClub

Bill.com Logo

Bill.com

The last conference I attended was the Open Source Security Foundation. As I was leading the Dart & Flutter security program I wanted to learn about the innovations, tooling and services that other open source projects were using.

There were interesting conferences for tooling to sign artifacts with a single command and how the open source community was working in tooling to build, sign and release artifacts in a secure way for everyone using GitHub.

I learned that there were many technical innovations that I could use to speed up the Flutter Security Program, for example implementing secure build workflows using github actions. I also met several people working on similar projects and took the opportunity to share our lessons learned and challenges. Later on the connections with the open source security foundation proved very useful during technical reviews and collaborations.

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a year ago
Behavioral
a year ago
If you have ever failed to reach your goal, tell us about it.
Program ManagerData Engineering ManagerUX DesignerEngineering Manager

CrossLend

Chewy Logo

Chewy

SAP Logo

SAP

In my early days as Program Manager, I managed a project for one of our main customers. This project had a very tight schedule and I promised to deliver the first EVT samples in 3 months.

It was my responsibility to ensure everything would be completed on time, and achieve the quality standards defined by the program and inside the budget approved by leadership.

Unfortunately… when I started to deep dive into the project and analyze all the technical details, I realized that it was not possible to get the prototypes ready on time. I missed the deadline by 2 weeks. I felt bad at that time because I failed, so I immediately started to work on a new feasible schedule trying to mitigate the problem. In addition, I arranged a daily opening and closing meeting with the core team to monitor all activities. The root cause of the problem was a delay in some component's delivery and I also ignored one of the Reliability tests defined by Engineering.

So I highlighted the problem to my manager and I shared with him my new plan. I explained the situation to him and I shared the new timeline that I could meet. Then we worked together to commit to the new delivery date. So I learned a lot from that situation, now I’m always adding some buffer to my project schedules and I work more closely with core team members. But the most important learning was, how important is to be honest and raise your hand on time if something goes wrong.

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a year ago
Behavioral
a year ago
What about the Program Manager role at CrossLend is it that excites you the most?
Program Manager

CrossLend

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a year ago
Behavioral
a year ago
Tell me about a time you failed badly and what did you learn from it?
Program ManagerTechnical Program ManagerProduct ManagerBackend Engineer

CrossLend

JoyTunes Logo

JoyTunes

N26 Logo

N26

+13

In my early days as Program Manager, I managed a project for one of our main customers. This project consisted in a touch screen device to control a Large format printer for HP. The project had a very tight schedule and I promised to deliver the first EVT units in a certain date.

T: As PM, it was my responsibility to coordinate a cross-functional team to deliver the program on time, within budget, and in line with the scope agreed with our customer.

A: When I started to dive deep into the project and analyze the technical details, I realized that meeting the original delivery timeline was not feasible. So, I immediately met the core team to develop a new and realistic schedule to mitigate the issue. To ensure better alignment, I implemented daily opening and closing meetings with the team to monitor activities and prevent task duplication between cross-functional teams. Two key factors contributed to the milestone delay: a delay in component deliveries and one mistake on my part—I didn’t include in my schedule the LT for one of the Reliability tests required by Engineering before the Ok2ship milestone.

R: I highlighted the issue to my manager and shared with him the root cause of the problem and the new plan. Then, we reached the customer together to explain the situation and kept working together on the new committed schedule.

This experience taught me valuable lessons. Now, I always build buffer time into my project schedules and work more closely with core team members to anticipate potential risks. However, the most important lesson I learned was the value of honesty and proactive communication—raising concerns early is crucial to success.

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a year ago
Program SenseProgram Management
a year ago
When designing a new website, how would you go about planning and testing to ensure scalability is accounted for?
Program ManagerTechnical Program Manager

CrossLend

Blend Logo

Blend

Bol.com Logo

Bol.com

In designing a new website, first analyze the content and target audience data to determine objective and threshold values in terms of site access and minimal and peak access times. Once you've determined the values you can design an N-tier server architecture to reduce load on single section by having an SSL decryption server, a app server, a database server, a content server and then multiple load balancers set up to distribute access loads based on your objective and threshold values. In a cloud based architecture, the use of individual docker containers for app / DB / encryption, etc accomplishes the same goal, with a kubernetes disturbed framework latency can be reduced and speed increased. 

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a year ago
Behavioral
a year ago
Tell me about a time you struggled to meet a deadline.
Program ManagerData Science ManagerML Engineering ManagerEngineering Manager

CrossLend

Quizlet Logo

Quizlet

Andela Logo

Andela

+1

I led a project to implement a new feature in our loan processing system aimed at reducing API latency for faster loan approvals. Midway, I encountered data inconsistencies and latency issues caused by schema mismatches between the new API and our backend services. To resolve this, I optimized the data schema mapping, streamlined query performance, and introduced Redis caching for frequently accessed data, which significantly reduced the API call frequency and improved response times.

I also collaborated with QA to parallelize testing, allowing us to catch issues early. By continuously optimizing our microservices with adjustments to load balancing and asynchronous data processing, we increased processing speeds by 20%. While the deadline was slightly extended, our enhancements directly improved loan approval times and were a solid technical win for both the team and the user experience.

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a year ago

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