Inner Join returns values where the key between the two tables are the same, and values are present in both tables. Outer Join returns the Values from both tables, based on the key, even if there is not any data the joining table. If not value is available, then NULL is returned for that specific Row Data based on the Key
Specified in the WHERE clause, joins simply combine data from multiple tables in the result. INNER JOIN, the most common, returns the rows for which the given ON condition is satisfied for both tables. LEFT/RIGHT OUTER JOIN statements return all the rows from the specified table regardless if there is a match in the unspecified table, with the matching rows specified in the ON condition in the unspecified table.
"name the 3 types matrices used to manage risk in a project using information taken from PMBOK (Project Management Book of Knowledge) "If you have 5 projects running concurrently, describe a single matrix that would easily show how each of those projects were doing"
For both of these questions, I told them if there was a single correct answer, I didn't know it...but I walked them through how I would handle each question.
Why is an Agile Project Manager interview based on the PMBOK? That's a really, really bad sign. :)
For the second question, I'd probably use either a cost/schedule variance chart... since you can't assume the same budget or schedule for any of the projects, variance against plan would likely be the best way to go.
I try to get a sense of the need for the topics by asking subject matter experts and other interested parties; then I prioritize based on whether this is a new topic, a revision, a requirement to address changed circumstances, or a "nice to have." Emergency topics take first priority; then topics that can be completed quickly; then topics that are needed, but which will require more time to investigate.
You would have to draw up an outline that included variables with respect to deadline and value. Once that was accomplished, you should develop an analysis of each item with respect to profit, qty available, vs realistic completion of the project deadline expectation. Say we have 100 widgets that are slow sellers, with a low margin and time consuming to write, and 1000 widgets with the same amount of work, yet are far more profitable, you would outline them in a multi-fold hierarchical format. Equal work and deadline, unequal values. If the next four items were also fast sellers with high quantities and significant profit margins, and took as much work as the 100 widgets, decisions would need to be made. Rush jobs are better served by making compromises. It's better to exclude weaker profit items, in order to ensure all high profit items are included and the quality of the finished product does not read as slap-dash, and that pesky deadline is met. Over-reaching is the hobgoblin of lost accounts.
I spoke to the employee a few times and documented the conversations. I put the person on a performance plan. However, in the end the actual termination was handled by HR with me sitting in on the process.