Technical Program Management, Director - Advisory
Posted Aug 9, 2026 · We last checked this listing on Oct 5, 2026
Likely interview questions for this role
Written from this job description, not a generic list. Each one notes what the interviewer is really checking.
About your past
Tell me about a time a cross-team dependency threatened a major milestone. How did you surface it and resolve it?
What they are checking: Whether they find dependencies early and drive decisions, rather than reporting the slip after it happens.
Tell me about a program you led that failed or was cancelled. What did you take from it?
What they are checking: Whether they can reflect honestly and show how they changed their approach to governance or risk.
How technical do you think a TPM director needs to be? Give me an example where your technical understanding changed an outcome.
What they are checking: Whether they have enough engineering depth to challenge estimates and spot architectural risk on their own.
How do you develop and lead other program managers working within your portfolio?
What they are checking: Whether they can scale their approach through others, which is expected at the director level.
What would you do
An engineering leader tells you their team can't take on work that product says is the top priority. What do you do?
What they are checking: Whether they facilitate a real tradeoff decision between leaders instead of forcing it or letting it stall.
How do you keep technology investments aligned with product priorities when the roadmap changes mid-quarter?
What they are checking: Whether they replan quickly and communicate impacts clearly so teams are not left building the wrong thing.
How would you set up governance for a portfolio without adding so much process that teams slow down?
What they are checking: Whether they right-size process to risk and keep only the controls that actually help decisions.
About the work
You'd be the central coordination point for a portfolio of engineering initiatives. How do you build integrated planning across teams that each have their own backlog?
What they are checking: Whether they can create a shared plan and cadence without taking over each team's own work management.
How do you translate a strategic priority from business leaders into a technology program with milestones engineers believe in?
What they are checking: Whether they can bridge strategy and engineering reality so plans are ambitious but actually achievable.
What does good program visibility look like for executives, and how do you keep status reporting honest?
What they are checking: Whether they report risks plainly instead of keeping everything green until it suddenly turns red.
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Practice this out loudThe full job description
As published by Vizient.