Project management is the discipline of planning, 
organizing and managing resources to bring about the 
successful completion of specific project goals and 
objectives.

Project management is  planning  & monitoring the task as 
per the requriemts and make them complete on time and with 
in budget to get desired results.it plays a major role in 
organisation build.

Project Management is to plan, execute and monitor as per 
the process defined to complete the same as per the plan.

Project Management is the application of knowledge, skills, 
tools and techniques to project the activities to meet the 
project requirements. 
Project management is accomplished through the appropriate 
application and integration of 42 logically grouped project 
management processes comprising of 5 process groups 
(Initiation, Planning, Execution, Monitoring and Control 
and Closing)

Which model (for execution of a project) you are following ?

If you answer one, say waterfall model, then the
interviewing person can ask further questions based that and
a kind of compare & contrast with other models may also arise.

Some other possible questions are:

(i) At which phase of SDLC it is better to identify System
Test cases and why ?

(ii) What are the different practices in FPP(Fixed Price
Projects) and other types of projects ?

(iii) Assume a project in in maintenance phase. Can it have
internal phases ( under maintenance phase ) ..? If yes, what
are they ? If not, why not ?

A project leader should understand and establish the following to handle a project single handedly:

1. Cordial relationship with project sponsor (primary contact on the client side).
2. Changes anticipated on the team structure.
3. Technical know-how required by the team to complete initial iteration (phase).
4. Make sure the new project is going to contribute positively to the organization goal.

So, the roles anticipated for these four objectives are as follows: Business Analysis, HR Management, Technical Leadership, Project Management.

A Project as awhole from inception to Delivery is an Eight 
Step Process. Broadly they are
Proposing , Planning, analysing, Designing, Building, 
Testing, Implementing, Maintainenece

In Brief Proposing is a Four step Process, Defining initial 
Planning document with subheads of Introduction, Business 
Proble,Current Tech Environment and Technical Architecture.

Then comes Palnning with almost 6 subheads: Define the 
scope , Business Oppurtunity, Indetify stake Holeder 
requirements , Scope constraints, Sponsor , Indetify 
Project Team and Develop a Plan.

Analysing is what is broadly into Business flow, 
constraints 

Designing is four step Intial design with expert review 
followed by Detailed Design and review.

Building includes H/W environment, Security, Tech Arch 
etc.......

Testing - Unit testing followed by Integrating test and 
system tests.

Implelemting and Maintanace

Product development involves in all the SDLC activities i.e 
requirement gathering,analysis,design,code 
building,testing ,implementation and maintanance where as 
incase of IT services you will be given work in pieces and 
you may not require to follow entire SDLC procesess,like 
attending the calls from customer,resolve the issues in a 
given amount of time and update the status/escalate if you 
can not resolve the issue in a given amount of time.

Product development involves :
1. Idea Generation
2. Idea Screening
3. Concept Development and Testing
4. Business Analysis
5. Beta Testing and Market Testing
6. Technical Implementation
7. Commercialization

Whereas IT Services involves delivery of some key services
e.g. Implementation, Testing, Infrastructure Support,
Database Support etc.

milestone is a point were we can check our process 
achivements steps and if are not in proper way throu we 
must here come readjusting goal. every team always go to 
this process planing->devlopment->testing in time sedule. 
if it not happen goto Readjustig goal same work in diffrent 
way

Depending on the situation adjust it

Milestone: Date by which major activities are performed.
Readjusting: If the milestone seems not to be achieved as
targeted or incur a risk, it should be readjusted setting
goals with different approach.

In addition to above mentioned points, During Project 
development process, whenever there is a requirement 
change / requirement correction happens. PM will need to re-
adjust the goal and milestone.

The recognition of an important event within the project,
usually the achievement of a key project deliverable

The Partial blocks of achievement is a milestone. 
Particulary for projects more than of 6 months period If 
percieved due to constraint -Technology Change , fresh 
demand from customer(changing the SOW),products becoming 
obsolete  there can be mutual negotitation to change the
milestone dates (some times penalty may be leivied) and the 
goal.

Re-adjustment in goals and milestones also come from 
factorizing the critical success ratios in a project. This 
is an ongoing process that gets re-visited in a project 
life cycle, especially impacting the development and 
delivery approach. Goals will hardly have a potential 
change, but milestones will be vulnerable to the demand of 
the time, cost, speeded success and most importantly, the 
utilization of the resource pool - both human and non-
human.

Re-adjusting goals can be viewed as a part of change 
management where impact of changes result in change of 
scope of the deliverables or project.
Milestone is used as a checkpoint at logical points in a 
schedule to ascertain completeness of work at that point. 
In Microsoft project a milestone is a zero duration, zero 
resource intentive activity.

"Readjustig goal and Milestone" is a common technique used
in large projects. Here depending upon the requirement we
need to change the Scope of the project resulting the
deliverable vs. time table. Here always we need to keep in
mind about the BAC (budget at completion) of the project.

It is a part of Change management process. Most probably 
one will Readjust the goal only if the scope of the work 
changes and hence accordingly change the milestone.

I will confront the issue

I will try to uderstand him, if lealy some mistake happen 
by me, definatly i improve it. but, yet he cant understand 
then i trasfer the dicition to our head

First i will take a short meeting with my subordinate. 
Listen their attitude about me & my work. I try to explain 
my opinion about their overview & try to sort out the 
problem, because i always belive to sort the problem with 
discussion to avoid misunderstanding.

i will sort out the problem with him ASAP by having a 
meeting with him.I will try to understand his view and help 
him to understand the situation why the problem occured 
with him.If he is not correct in his openion i wil warn him 
and if he is right i will change my strategy and make him 
happy by encouraging him by applying his thoughts in the 
project.

I always open for good suggestions at any stage of project 
from any body from project.I will be really hard and tough  
on them who are not doing their job right and try to create 
problem with in the team and spoiling the team work.

First, I would have not allowed happening such situation. I 
try to make everyone happy with me. 

If the situation happened beyond my control. First I’ll 
analyze current status project he is working with, the 
importance of his role, and the time frame I have to solve 
the issue.  Then I select one of the following conflict 
resolution techniques in the order.
Confronting
Compromising
Avoiding
Smoothing

Have a one on one with the team member and in a friendly
manner elicit information from him regarding the problems
he/she has with you.  These could be symptoms of a bigger
problem pertaining to perception or reality.

Analyze each of the these very objectively encouraging the
member to speak up without having to worry about any
consequences. (In many instances, the members would not like
to divulge critical information which would be useful in
resolving the issue. This could stem from fear or un-easiness).

If I have another line of thought, discuss the same with
examples, to help the member understand your point of view
;or if there is some issue which is an area of improvement
-acknowledge it and thank him for making you aware of the
issue and helping me improve.

Pursue the issues to resolution by gaining trust from the
member. This will help the member become more productive and
also reduce non productive stress in the team

I would have a patient listening with him. Since project 
activities are similar to compartments. Hence frustrations 
and anxiety shall be a routine attribute to these 
individual compartments. It would be better to explain him
the entire project and his position in the Chain. After all 
each of weak chain has to be identified and strenghtened. 
The symptons of weak chain may be frustations, blame game 
etc. So this would help.

Having a regular meeting with project team helps to ease out
and smoothen the functioning.

However seldom 360 reporting is required and the 
subordinate has the right to approach the management.

Any conflict is best resolved by discussing the issue 1-2-1 
rather than avoiding it. 
The moment I sense that there is tension created I will 
have a meeting with that subordinate and will ask him his 
side of the story. We will have a discussion where I will 
try and reason him his point of view and also explain him 
our strategy. I will consider his idea and if appropritate 
will implement the same.
Due to any problem the work should not be affected in any 
way. He shud be informed that next time any kind of 
suggestion will be open to discussion.

If I see a prob. with my sub-ordinate, definitely I will 
have a one on one meet with him. I will ask him what's his 
problem? I will try to identify what's the source for his/ 
her problem? 

What ever the reason, definitely I will have a deep 
discussion and try to solve the problem ASAP. If he is not 
convinced with my solution, the same will be informed to 
the higher management and recommed him to have a skip level 
meeting to find for a solution.

I will just place myself to his position and will try to
understand the situation. If the problem is related to
personal issues, then need to talk to him/her personally and
if needed I'm ready to compromise myself in some cases for
the sake of the project as well as the team. If the problem
is with him due to his fault, then just point out the
problem and clearly state him to rectify him.

I will schedule and hold a meeting with the subordinate. Understand what he has an issue with or his point of view is. In case I find the issue is genuine then take remedial action. If I find the issue is due a misunderstanding shall clear it up by providing the background info, Company /Management viewpoint.

First list out the possible reasons why it is failed and 
also list out possible solutions...Then inform the customer 
with effort required if possible with revised dates

Check back with your specifications regarding the server
requirements. If the requirement was never specified, you
have assumed that the requirement is a 32 bit system. 

In this situation, list the possible reasons why it failed.
Run a system test on a 32 bit machine and doubly ensure that
the reason for failure in only the server specification

Schedule a meeting with the customer and let them know that
the UAT failed and the most probable reason being he server
specification.  Provide them the list of other possible
reasons (if you found any) and also inform them about your
plans on how to plan to tackle the issue and your
guesstimate of the time for the same.

Based on the criticallity of the system, one of the
solutions could be to deploy the software system on a 32 bit
server while you figure out a way to fix the issue. This
option could be given to the customer.

It is quite possible that the customer would take this
option and this would save time for the customer and help
your team to quickly find a fix.

Otherwise go with whatever the customer thinks you should do.

First of all we need to react to this situation more in a 
technical way, many of the 64 bit OS are supporting 32 bit 
applications. First verify if the OS can support 32 bit app 
on the UAT or PROD server, 99% OS would have drivers to run 
32 bit apps.

  In the worst situation you may go with 32 bit system till 
your app gets covert on to 64 bit.

First Analyze the problem throughly, it is technical problem or requirements mismatch problem or your team developed in 32 bit environment. First test a sample code on the 64 bit environment at development box and ensure it runs with out problem. Then estimate who much extra efforts are required to complete conversion, can we do in module wise or drops (agile method), finalize all these things at your end then approach the customer about the issue, with all the solutions and efforts. Before that ensue that all these things are not captured in the issue log (issues, risks & assumptions).

1.communication skills
2.organising and planning skills
3.budgeting skills
4.conflict management skills
5.negotiation and influential skills
6.leadership skills
7.team building and mitivation skills

to be a project manager, all u have to do is think like :

1- process
2- people
3- technology

n also u must have managerial skills..... n must know how to
handle project because success is 99% failure.

1. Communication - PM needs to talk with TOP level 
management person as well as his subordinates.

2. Planning - Planning is must. Every work should be 
properly planned out. 

3. Team Building - He/She needs to build team with in an 
organisation, work must be unique & united.

Integration & Communication Skills

The first comes is Communication skill, unless he should be 
able to communicate clearly to all stake holders of the 
project.

The next is Negotiation skill, if he can able to negotiate 
and reduce the scope of work and able to get the resources 
which he needs for the project, it is nothing like that.To 
negotiate successfully he should be courageous and a 
confident person.

Then comes all other skill
organising & Planning
Team building
Motivating

a PM SHOULB BE A COMPLETE PACKAGE OF MANAGERIAL 
SKILL,FINANCIAL SKILL.HE &SHE SHOUL BE GO GETTER ATTITUDE& 
LEADERSHIP QUALITY.A PM SHOULB BE  MULTITASKING CAPABILITY.

PLINC

Problem Solving
Leadership
Influential 
Negotiation and 
Communication Skills

Following skill are required to be a good project manager.

clarity in vision.
communicating 
Good listener
negotiating
confidence builder among stack holder, customer and with team.
making decision
compromising 
prudential

1.Planning Skill
2.Contolling Skill
3.Organising Skill
4.Motivating and Leading Skill
5.Decision Making Skill
6.Communication Skill

they are the critical skills to be in a project manager.

He should have strong communicative and interpersonal
skiils. as well as he should have negotiating skills. 
He should have a better understanding of operations done in
each and every line of the organization which leads him to
co-ordinate and integrate activities across multiple
functional lines.
At the same time should have a good knowledge of technology
used.
Then the decision making
skills,organizing,controlling,directing and leading skills.

Charismatic leadership style

Depends upon the criticality of the stage the project is, 
organization and client culture, the maturity, seniority, 
and dependability of the resources working on the project 
and the state of the project, like if the project is in 
trouble shooting mode or things are going as planned.
It can vary from centralized to consensus. I generally 
prefer a consensus management style but with a veto power 
(final say) to ensure organization and project interests do 
not clash with resource interests.

Mangement style of a Project Manager depends on the type of 
Organizational culture he is operating in and the type of 
people he is working with.But mostly it can be one of the 
two types: Process Oriented Style or People Oriented Style. 

The first type of Project Managers majorly focus on the 
Proecss part, like What is causing the problem, what can be 
made better, how and when? "What" part takes the center of 
decision making. At a later stage things are communicated 
to the team or people.

The second category of the Project Managers majorly focus 
on the people part along with the Processes. Like talk to 
the team first who can contribute in improving what part of 
the project or the deliverables or the other aspects of the 
projects. 

The diffrence between these two categories of PM is that 
the First category decides first communicates and then 
implements, but the second category of PMs communicate, 
then decide and fianlly implement. My management style is 
the second type.

There are tow different style i can perceive 

1 Administrative approach
2 Coordinated approach

In software industry 2 is commendable.