Thoughtworks Project Manager Interview Questions
& Process

The interview process had about 4 rounds, though the scheduling system and documents didn't quite match up. It started with a recruiter screening, followed by a technical screening, then an office interview (which was online) that included a case study, and finally a leadership and culture interview. The HR team was generally helpful and responsive, typically replying within 1-2 business days, but this seemed to be the case only if they were interested. Unfortunately, after my last interview, I was ghosted and never heard back, which felt like a typical way things are handled. The sessions themselves went fine, but during the case study interview, the interviewer spent a lot of time sharing his own career journey and asking a lot of background questions. When it came time for my case study presentation, he interrupted me partway through, asking me to focus on just 1-2 slides, which forced me to rush through the rest. I don't think I was given the full 30 minutes, and this led to feedback that I didn't present the content in enough detail later on. Throughout the session, it felt like he was looking for a very specific type of PM who was just like him. I don't believe my presentation was poorly done, especially considering the significant effort I put into the deck. When I asked for feedback at the end, he initially said it was thorough and had great visuals (referring to the journey and future experience parts), but then mentioned the later sections felt rushed (which was his doing because he told me to hurry). I never heard from anyone, even after reaching out to HR. I was ghosted.

i had 4 rounds of interview - 2 technical rounds, one leadership round and 1 cultural alignment round. the first technical round involved presenting the results of a case study that was shared with me ahead of time. the second technical round was a discussion wherein the interviewers asked me several situation based project management questions.

The interviewers seemed to only know Agile, which is fine, but they lacked probing skills. It was surprising to be interviewed for a manager role by someone who doesn't understand basic concepts like project engineering or RPN in risk management. They should screen candidates better to avoid wasting time. It's not good to speak negatively about a candidate's current company, even when giving feedback, just because their company has different project management methods than Agile. The interview wasn't structured, aside from trying to corner me with the same question repeatedly: "As a customer, I will not listen to you. What would you do?"