✅ SECTION 1: Project Management & Delivery
10 Questions + Practical, Experience-Based Answers
Q1. Describe your approach to managing the full lifecycle of an IT
project from initiation to closure.
Answer:
I follow a structured lifecycle approach:
● Initiation: I begin by conducting a stakeholder analysis and gathering high-level
requirements through workshops or interviews. I develop the Project Charter,
defining objectives, scope, timeline, and key stakeholders.
● Planning: I break down tasks into WBS (Work Breakdown Structure), estimate
timelines using Gantt charts, identify risks, and develop a detailed project plan in MS
Project or JIRA.
● Execution: I assign responsibilities (using a RACI matrix), conduct daily stand-ups,
track sprint progress (if Agile), and hold sprint reviews and demos.
● Monitoring & Controlling: I track KPIs such as schedule variance, cost
performance index (CPI), and quality metrics. I maintain a RAID log to manage
risks/issues.
● Closure: I collect deliverable sign-offs, perform post-implementation reviews,
document lessons learned, and create a closure report. At RBL, I used this
framework to lead the launch of LRS e-filing integration in record time.
Q2. How do you ensure project goals align with strategic plans and
timelines?
Answer:
I start by mapping each project goal to a specific business objective or strategic initiative
using a traceability matrix. For example, while implementing MyBank portal revamp at RBL, I
ensured the new UX aligned with the bank's digital adoption roadmap.
I hold monthly steering committee meetings with key stakeholders to validate alignment
and adjust the scope or milestones if business priorities shift. Tools like JIRA epics or OKRs
are used to maintain traceability from tasks to strategic outcomes.
Q3. Can you explain how you manage a portfolio of projects
simultaneously?
Answer:
I use MoSCoW prioritization (Must have, Should have, Could have, Won’t have) across
projects, combined with an urgency-impact matrix to allocate resources. At QNB, I
oversaw 5+ projects by:
● Maintaining a centralized dashboard using OneQ to track health metrics (RAG
status).
● Delegating routine updates to project leads while focusing my efforts on high-risk or
strategic projects.
● Weekly portfolio reviews and use of Slack + JIRA + MS Project for real-time
collaboration and issue tracking ensured nothing fell through the cracks.
Q4. How do you measure project success and performance (KPIs)?
Answer:
I use a mix of leading and lagging indicators:
● Schedule variance (SV) and Cost Performance Index (CPI) to monitor efficiency.
● Defect leakage rate and UAT pass rate for quality.
● User adoption metrics, especially in digital rollouts (e.g., % active users on new app
post-launch).
● Stakeholder satisfaction scores from post-project surveys.
At RBL, we reduced defect leakage by 45% in the CRMNext project by tightening SIT/UAT
cycles and tracking defect density in HP ALM.
Q5. What tools or methods do you use to monitor and report project
progress?
Answer:
I rely on:
● JIRA for Agile task tracking (Sprints, Epics, Stories).
● Gantt Charts in MS Project for milestone-based progress.
● OneQ dashboards to consolidate KPIs and project health status.
● Excel-based RAID logs to track risks and escalations.
● Weekly status reports with traffic light (RAG) indicators for senior leadership.
● For executive updates, I also provide a "3-Point Summary" — achievements, risks,
next steps.
Q6. Tell us about a project you delivered on time and within
budget—what made it successful?
Answer:
In the Mobank App Revamp Project at RBL, the challenge was to modernize the app
within 3 months. Success factors included:
● Breaking down scope into 6 sprints using Agile Scrum.
● Conducting stakeholder demos after each sprint to get early feedback.
● Creating a Change Control Board (CCB) to evaluate mid-project scope changes.
● Proactively identifying and mitigating UI/UX issues using Figma for prototyping.
Result: The project was completed in 88 days, 5% under budget, with a 30%
increase in mobile app adoption post-launch.
Q7. Describe a situation where you had to manage delays in project
delivery. How did you address it?
Answer:
During CRMNext integration at RBL, vendor-side delays threatened the go-live. My
approach:
● I immediately conducted a critical path review to identify non-essential tasks that
could be deferred.
● Reallocated in-house resources to reduce dependency on the vendor.
● Held daily war-room calls with vendor leadership to track recovery actions.
● Updated stakeholders with a revised plan to manage expectations transparently.
This enabled us to cut the delay from 3 weeks to 5 working days, with no cost
overrun.
Q8. How do you manage dependencies between various IT departments
or teams?
Answer:
I create a dependency matrix during project planning, identifying cross-team linkages (e.g.,
CBS team must finish before Digital starts integration).
I use:
● Interlock meetings weekly with IT Ops, Infra, CBS, and Digital teams.
● Slack channels and tagged JIRA tickets for traceable discussions.
● Maintain a shared RAID log, specifically tagging delays due to dependencies.
This approach was key during multi-module rollouts like Net/Mobile Banking and
CRMNext, where teams had staggered deliverables.
Q9. What project management methodology do you prefer—Agile or
Waterfall—and why?
Answer:
I believe in a hybrid approach, tailored to project type:
● For Digital banking upgrades, I use Agile, as user feedback and iterative releases
are critical.
Example: MyBank app redesign followed 2-week sprints, demos, and product
backlog grooming.
● For CBS migrations or regulatory projects (e.g., ReKYC compliance), I use
Waterfall, as scope is fixed and dependencies are sequential.
Both are supported by detailed planning, risk management, and continuous stakeholder
engagement.
Q10. How do you conduct project closure and ensure all deliverables are
completed?
Answer:
I follow a closure checklist:
● Confirm all deliverables accepted and signed off by stakeholders.
● Conduct a post-implementation review (PIR) to capture lessons learned.
● Archive all project artifacts—plans, test reports, UAT logs—in a shared drive for audit.
● Submit a Project Closure Report to the PMO and update the knowledge base.
● Conduct retrospective meetings with the team to discuss improvements.
At RBL, we also used feedback forms to rate stakeholder satisfaction, which guided
future project engagement styles.
✅ SECTION 2: Stakeholder, Team & Vendor
Management
10 Questions + Practical, Real-World Answers (Detailed)
Q1. How do you build and maintain strong relationships with
stakeholders across departments?
Answer:
I build stakeholder trust through early engagement, transparency, and consistent
follow-ups. At QNB, I started every project with stakeholder onboarding sessions where we
aligned on expectations, communication cadence, and roles.
I also:
● Use a Stakeholder Influence/Interest matrix to customize my engagement
approach.
● Set up monthly steering committee reviews for leadership and biweekly
sync-ups for mid-level stakeholders.
● Share visual project dashboards that highlight progress and risks, so stakeholders
feel informed and empowered.
In one operational transformation project, this approach helped me get fast buy-in from
Risk, Compliance, and IT—resulting in faster UAT approvals and smoother delivery.
Q2. Describe a situation where you had to coordinate between internal
teams and external vendors.
Answer:
During the CRMNext rollout at RBL Bank, I served as the central coordination point
among Business, IT, and the vendor team.
My strategy included:
● Creating a RACI matrix to clarify roles.
● Defining SLAs and escalation protocols upfront in the SOW.
● Holding joint triage meetings every Monday and Thursday to track integration
issues, API development, and UI readiness.
By doing so, I kept all three parties aligned. When the vendor missed a deliverable, my
buffer planning and early warning flags helped us reassign tasks internally, preventing
project slippage.
Q3. How do you handle situations where stakeholders have conflicting
requirements or expectations?
Answer:
I use a structured conflict-resolution approach:
● First, I document all stakeholder requirements clearly and map them in a
requirement traceability matrix.
● Then I facilitate prioritization workshops using MoSCoW or Kano Analysis to
classify Must-haves vs. Good-to-haves.
● If conflict persists, I schedule a decision alignment meeting, present trade-offs
(impact vs. value), and recommend an optimal path.
For example, during the MyBank portal revamp, Compliance and Product teams had
opposing views on UI flow. I mediated using wireframe demos in Figma and a customer
journey mapping exercise, which helped both sides align on a compromise design.
Q4. How do you ensure vendor deliverables meet contractual and quality
expectations?
Answer:
Before project kick-off, I:
● Define clear deliverables and quality standards in the SOW.
● Break those into measurable KPIs—e.g., bug leakage rate <5%, TAT for issue
resolution <48 hrs.
● Set up a joint project governance board with vendor PM and internal leads.
During execution:
● I track vendor performance using a shared defect tracker, reviewed weekly.
● Perform spot QA audits and functional testing.
● Keep a "Vendor Scorecard" and include performance in QBRs (Quarterly Business
Reviews).
This helped during Finacle CBS upgrade projects where we relied on third-party integrators;
performance SLAs ensured timely delivery with minimal rework.
Q5. How do you manage communication among a cross-functional
project team?
Answer:
I follow a tiered communication structure:
● Daily stand-ups for developers/testers using JIRA and Slack.
● Weekly scrum-of-scrum calls with module owners to resolve blockers.
● A centralized Confluence page for project documentation, meeting minutes,
decisions, and status updates.
For example, in one regulatory reporting automation project at QNB, I was managing teams
across IT Ops, Digital Channels, and Compliance. This communication structure helped
synchronize parallel development and testing cycles effectively.
Q6. How do you approach conflict resolution within a project team?
Answer:
I use a three-step approach:
1. Private Discussion – Talk 1-on-1 with individuals involved to understand
perspectives without judgment.
2. Root Cause Analysis – Determine if it’s resource overload, miscommunication, or
unclear responsibilities.
3. Joint Resolution Meeting – Bring the concerned parties together to resolve, agree
on responsibilities, and document action points.
At RBL, an issue arose between the UI/UX designer and backend lead over task ownership.
I scheduled a conflict-resolution meeting, realigned sprint tasks, and clarified
dependencies—which restored collaboration and avoided escalation.
Q7. How do you ensure stakeholders stay informed without
overwhelming them?
Answer:
I practice audience-based communication tailoring:
● CXOs receive concise executive dashboards with focus on cost, timeline, and risks
(high-level).
● Business and Functional Heads get module-wise updates and blocker
summaries.
● Developers/Testers get task-level details via JIRA and sprint boards.
Additionally, I maintain a Communication Plan Matrix (What, When, Who, How), and use
visual tools like Power BI or Lucidcharts to summarize complex updates.
This was especially effective at QNB during the rollout of compliance
workflows—stakeholders appreciated receiving only what was relevant to their role.
Q8. How do you ensure alignment with business users during digital
banking projects?
Answer:
I engage business users from Day 1:
● Conduct joint workshops to gather user stories and pain points.
● Use Figma-based wireframes to walk them through UI before development starts.
● Set up a business UAT support team to assist during testing.
● Conduct "Show & Tell" demos after every major sprint for feedback.
For instance, during the digital onboarding project, I ensured product managers, compliance
officers, and customer care teams were all involved during UI testing—which improved
acceptance and reduced change requests post go-live.
Q9. Describe a time when a stakeholder was unhappy with project
progress. How did you manage it?
Answer:
During the MyBank App project, the marketing team was concerned about missing go-live
deadlines before a major product campaign.
Here’s how I addressed it:
● Called for an urgent meeting with key stakeholders to rebaseline timelines.
● Shared a revised project plan with fast-track milestones using parallel workstreams.
● Initiated daily check-ins and shared a daily burn-down chart showing progress.
● Included a contingency phase to test campaign integrations in UAT.
As a result, we restored stakeholder confidence and delivered the app 3 days before
campaign launch.
Q10. What methods do you use to train stakeholders on new systems or
processes?
Answer:
I follow a blended training model:
● Live virtual sessions for walkthroughs and Q&A (recorded for reuse).
● Role-based guides – customized based on stakeholder group (e.g., Ops vs.
Compliance).
● Simulated environment testing – where users can try new features in a sandbox
before go-live.
● Feedback surveys to assess training effectiveness and provide enhancements.
At QNB, for a BPM automation tool rollout, I trained 80+ users using this method. Adoption
success was evident from a <5% post-go-live support query rate.
✅ SECTION 3: Technical Knowledge, Compliance &
Reporting
10 Questions + Real-World, Experience-Based Answers
Q1. What experience do you have with Finacle and CBS systems?
Answer:
I have over a decade of hands-on experience with Finacle versions ranging from 7.4.6 to
10.2.25, across modules like Core Banking (CASA, TD, Loans, OD), CRM, Clearing,
Payments, and e-Banking.
My involvement includes:
● CBS Migration Projects: At Bank of India, I led the UAT for migration from legacy
CBS to Finacle 10.2.18, managing test strategy, mapping legacy data, and validating
EOD/BOD processes.
● Branch Parameterization & Product Setup: At RBL, I configured new product
codes, MCLR/FCNR interest rates, and handled parameter changes based on
regulatory updates.
● CRM & Finacle Integration: At Deutsche Bank, I worked on CRM and core banking
data sync using API layers, ensuring timely real-time alerts and customer status
updates.
This deep system familiarity allows me to engage directly with tech teams on CBS
architecture, performance tuning, and system audits.
Q2. How do you ensure regulatory compliance in project delivery?
Answer:
I embed compliance checkpoints at every project stage:
● Initiation: Engage Compliance and Legal teams to align with regulatory mandates
(e.g., RBI, QCB, SEBI).
● Design & Build: Include compliance use cases in FSDs (e.g., KYC triggers, FATCA
validations).
● Testing: Run dedicated regulatory UAT cycles and use compliance checklists
during SIT.
● CAB & Change Control: All compliance-related changes go through the Change
Advisory Board (CAB), and I maintain traceability for audit logs.
For example, during the ReKYC Automation project at RBL, I ensured:
● Centralized validation rules as per RBI guidelines.
● Full audit trail of customer revalidation decisions.
● UAT cases aligned with FATCA/AML regulations.
This proactive alignment ensured zero audit findings during the compliance review.
Q3. How do you manage system and data security in projects?
Answer:
I apply a multi-layered data security approach:
● Implement role-based access control (RBAC) using IAM policies—only relevant
stakeholders access sensitive environments.
● Ensure data-at-rest encryption on databases and TLS encryption for data in
transit.
● Mask test data in UAT/SIT environments to comply with GDPR and internal data
protection policies.
● Maintain access logs, firewall rules, and periodic security audits with the InfoSec
team.
During CRM integration with Finacle, I ensured:
● Each API call was authenticated using tokens.
● Only service IDs with write permissions could post updates.
● Used audit logs to trace suspicious access behavior during testing.
This minimized breach risks and strengthened audit resilience.
Q4. What role do you play in audit readiness and documentation?
Answer:
I play an active role in preparing the project for both internal and external audits:
● Maintain an organized project document repository (BRD, FSD, UAT reports,
change logs, risk registers).
● Prepare audit trails using JIRA history, CAB decisions, and version control.
● Conduct mock audits to prepare the team and identify documentation gaps.
● Coordinate with internal auditors and compliance teams to provide timely and
complete responses.
At QNB, during an internal compliance audit:
● I presented the CAB meeting minutes, UAT approvals, and rollback plans.
● Created a traceability matrix between control points and implemented features.
● Result: The audit report had no critical remarks, and the project remained compliant
throughout.
Q5. Describe your experience working with HP ALM or defect
management tools.
Answer:
I've used HP ALM (Application Lifecycle Management) extensively for:
● Creating and managing test cases and test sets for SIT and UAT.
● Logging, assigning, and tracking defects by severity and business impact.
● Maintaining defect lifecycle metrics, such as closure rate, aging defects, and retest
success rate.
● Generating defect trend reports for stakeholders before release.
In the Finacle migration project at Bank of India, I tracked over 800+ defects, used ALM
dashboards for reporting to Infosys and internal QA teams, and facilitated daily defect triage
calls to resolve blockers quickly.
Q6. How do you validate business processes and system architecture
for problem-solving?
Answer:
I use a two-pronged approach:
1. Process Validation
○ Map current vs. proposed business workflows using Swimlane diagrams.
○ Conduct walkthrough sessions with SME teams to validate edge cases.
○ Use RAID logs to capture process exceptions for root cause analysis.
2. System Architecture Review
○ Review architecture diagrams and data flow between CBS, CRM, and APIs.
○ Trace logs and error codes to pinpoint backend or integration-level failures.
○ Coordinate with infrastructure teams to monitor latency, system load, and
queue processing.
Example: When account opening failures spiked post-CRM-Finacle integration, I traced the
issue to async API responses. The system logs helped identify timeout issues, which were
fixed by revising SLA configurations.
Q7. What kind of technical reports do you prepare for management?
Answer:
I prepare:
● Project Health Reports – covering scope, cost, timeline (RAG status).
● Defect Summary Dashboards – for open, closed, severity-wise distribution.
● Risk Logs & Mitigation Plans – updated weekly and shared with Steering
Committees.
● Go-Live Readiness Checklists – summarizing UAT, DR drills, rollback readiness,
and resource alignment.
● Regulatory Compliance Reports – for business & compliance heads during control
testing.
At RBL, I generated Power BI-based dashboards for leadership tracking across multiple
projects—these included drill-downs by module, owner, and defect type.
Q8. Have you worked with automation or BPM tools?
Answer:
Yes. At QNB, I implemented Business Process Management (BPM) tools and automation
techniques to optimize back-office workflows.
Use cases included:
● Automating ReKYC alert triggers and verification workflows.
● BPM integration with CRMNext to automate customer status updates based on CBS
triggers.
● Reduced manual compliance tracking for FATCA/CRS by 60%.
Tools used:
● OutSystems for low-code BPM flows.
● Excel-based Macros and Python scripts for internal data reconciliations and report
generation.
● Workflow audit trails enabled clean handover between teams and easier exception
handling.
Q9. How do you ensure successful UAT and Go-Live readiness?
Answer:
My approach includes:
● Defining UAT scope, roles, and responsibilities clearly during planning.
● Preparing UAT scenarios and acceptance criteria based on FSDs.
● Coordinating UAT sandbox access, user training, and dry-run schedules.
● Maintaining a Go-Live checklist—data migration sign-off, infra readiness, DR
validation, rollback plans.
Example: In the CRMNext integration, I facilitated UAT for 40+ users across departments,
tracked 300+ test cases in JIRA, and conducted mock Go-Live drills with tech and ops
teams. As a result, we went live with zero high-priority issues.
Q10. What’s your approach to data confidentiality and handling sensitive
information?
Answer:
I enforce strong data governance and confidentiality practices:
● Use masked or anonymized data in all non-production environments.
● Restrict access to sensitive reports (e.g., customer KYC data, financial logs) using
role-based access and approval workflows.
● Leverage secure communication channels (e.g., encrypted email, SharePoint with
access control).
● Conduct regular reviews of data access logs and perform least-privilege audits.
In one project involving DEAF reporting (unclaimed accounts), I enforced two-level approvals
for sensitive data extracts and ensured that logs were retained for compliance and audit
readiness.
