TOPIC
Team planning
These are the same questions found in the library, grouped here by the capability each one mainly examines.
28 questions
C · Value judgment and direction setting3
- The same product has different technical debt, release cadence, and user behavior on iOS, Android, and web; the roadmap still schedules uniform feature milestones, leaving one platform early and another far behind. How would you plan across platforms and define consistency boundaries?
- A strategic outcome depends on product, legal, data, and delivery teams in sequence. Everyone agrees with the direction, but the plan contains only a final date. How would you define dependencies, decision points, and replanning rules?
- Marketing channels, product activation, and sales follow-up each set conversion goals with different denominators and time windows. How would you align planning interfaces and expose dependencies?
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D · Delivery and ongoing operations3
- Several teams list the same domain expert as a critical-path resource and each plan assumes full-time support. How would you establish capacity facts, compare dependency risk, and negotiate a deliverable arrangement?
- The plan allocates one week for design before development, but the work includes user research, accessibility review, and interaction validation; designers also support several products. How would you re-estimate design capacity and dependency order?
- Only one senior engineer understands a core module. The team wants that person to deliver roadmap work and onboard two successors, while the business worries about short-term output. How would you estimate capacity for knowledge transfer and its long-term risk and value?
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E · Collaboration, communication, and influence2
- After a reorg, two teams each believe the other owns a customer issue type, causing tickets to bounce. How would you clarify boundaries and transition?
- Departments use different customer identity rules, causing duplicate service and compliance risk. You must promote consistency across local workflows. How would you proceed?
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F · People and organization building20
- The team is told to “improve delivery efficiency,” but members interpret success differently. How would you turn this into a team goal and regular checks?
- Several teams share a goal but deliver very differently. You manage their leads; how would you tell whether differences come from management practice or organizational conditions?
- A new team owns the full process from discovering user needs through service operations, but its scope is unclear. How would you design its initial capability mix?
- A product passes through five teams from design to launch, with frequent waits and omissions. How would you tell whether the issue is boundaries, process, or capacity?
- A team grows from eight to twenty-five people; decisions slow and members lose context. How would you assess communication, grouping, and management span?
- A business now needs data and automation capabilities that current teams lack, but the long-term structure is uncertain. How would you design a transition arrangement?
- A proposed reorg changes owners of core systems and customer workflows, with knowledge concentrated in a few people. How would you assess risk and transition?
- A team lead will be away for a month. Routine work has processes, but escalations and prioritization depend on them. How would you arrange coverage?
- A team manager leaves unexpectedly during a critical delivery, and no successor is ready. How would you assign short-term ownership and plan transition?
- The team needs an owner for a long-running responsibility, but teammates see it as extra work with little development value. How would you respond?
- Two teams each hit their own goals, but together they hurt the overall goal. As a manager of managers, how would you notice and handle it?
- Annual goals were translated into countable delivery volume at team level, while nobody owns customer outcomes. How would you inspect the cascade and reset accountability?
- Your team has several team leads below you. How do you manage the people doing the work through them without going around them? What mechanism tells you what is really happening below?
- Three teams share a senior expert for architecture reviews. Average wait time is over two weeks, and teams hesitate to release without approval. How would you determine whether the issue is staffing, concentrated knowledge, or decision design, and choose an intervention?
- Product organization and technical architecture boundaries differ, cross-team changes keep waiting, and local acquisition targets shift costs to shared technology. How would you compare changes to organization, system interfaces, collaboration, or shared measures and validate their effects?
- Research shares insights quarterly, product owns the roadmap, and operations receives training only after launch. User problems surface in operations but rarely affect plans. How would you change team interfaces?
- You inherit a team that has lost continuity. Before assigning anyone work, what would you design first?
- The organization merges a group of new people and new work into your team. How do you make them truly fit in, and how do you handle unease, division of work, and differing standards between existing and new members?
- Critical system knowledge sits with one senior engineer during a peak delivery period. How would you plan knowledge transfer, backup ownership, and short-term capacity?
- The organization decides to split your team and hand some people and work to other teams. How do you handle the people issues and the work issues, and how do you keep the handover from going wrong?
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