Fortæl mig om en gang hvor du reddede et projekt i nød.

Question

IT Interview Practice · Accepted Answer

Dette tester **ledelse under forandring**: at diagnosticere hvorfor et projekt mislykkes, træffe svære beslutninger og få et demoraliseret team til at arbejde sammen igen. Vis struktur, ikke heltemodige handlinger.

## Sådan griber du det an

```text
1. Diagnose honestly — scope, technical, or people problem?
2. Stabilize — cut scope to a credible, shippable core
3. Rebuild trust with stakeholders via small, frequent wins
4. Re-energize the team with a clear, achievable goal
```

## Praktisk eksempel

```text
S: A project was three months late with a burned-out team and no clear end.
T: Leadership asked me to get it back on track.
A: I found the real issue was scope creep, not ability. I renegotiated to a
   focused MVP, set a weekly demo cadence to rebuild stakeholder trust, and
   protected the team from new requests.
R: We shipped the MVP in six weeks; stakeholders got value early and signed off
   on a realistic plan for the rest.
```

## Godt versus svagt

```text
✓ Diagnose, cut scope, rebuild trust, protect the team
✗ "I just told everyone to work harder"
✗ Blaming the previous lead with no plan
```

## Hvorfor det betyder noget

Projekter i krise har brug for rolig diagnosticering, ikke skuldertildelingen — årsagen er normalt scope eller klarhed, ikke indsats.

Hyppige små sejre genskaber det stakeholder-tillid, som et forsinket projekt har mistet.

At beskytte og genenergiisere et demoraliseret team er ledelse, som leverance alene ikke kan erstatte.

Sådan griber du det an

Praktisk eksempel

Godt versus svagt

Hvorfor det betyder noget

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