Try a question from this area
Why do you want to move from project management into delivery or programme management?
Give an honest reason linked to your experience. For example, you have enjoyed looking beyond a single project to the customer relationship, the commercial health and the growth of people, and you have already taken on some of that responsibility. Give one or two concrete examples, such as mentoring a team, handling a customer escalation or managing a budget. Show that you understand the change in the role: less hands-on planning and more influence, judgement and accountability for outcomes you do not control directly.
Practise this question →How would you handle two senior stakeholders who disagree on priority?
I would first find out why each of them holds their view, since priority conflicts often hide different success measures or unstated dependencies. Then I would bring them together with facts: the value, cost, deadline and risk for each option, and agreed criteria to compare them. The aim is a documented trade-off they both understand. If they still disagree, escalate to whoever holds the decision right under governance, presenting the options neutrally, rather than letting the team guess or favour the louder voice. Afterwards, communicate the decision to everyone affected so it stays settled.
Practise this question →What is the difference between a project, a programme and a portfolio?
A project is a temporary effort with a defined scope, budget and end date that produces a specific result. A programme groups several related projects that are managed together because the combined benefit is greater than the parts, for example a digital transformation made of a new app, a data migration and a training rollout. A portfolio is the wider collection of projects and programmes an organisation runs, managed to balance investment, risk and strategic priorities. Projects deliver outputs, programmes deliver benefits, and portfolios decide which of them are worth funding.
Practise this question →How do you handle scope creep on a fixed-price engagement?
Anchor everything to the signed scope and a change control process agreed at the start. When a new request arrives, separate clarification of existing scope from genuinely new work, estimate the effect on cost, schedule and risk, and give the customer choices: add budget, extend time, swap something out or defer it. Get approval in writing and record it in the change log. Keep the tone collaborative so the customer sees a partner protecting the outcome, not a vendor saying no.
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