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284 lead software architect interview questions shared by candidates

- We have a new big-name customer that the sales team has told we can start work for them inside the month. We currently have planned efforts for the next 6 weeks already. How would you handle that? What could we have done to prevent that problem? * - Person-hours for this upcoming project will be spread between different projects throughout different weeks of this customer's project. How should the effort be planned out and divided up accordingly? * - We've already begun work for a customer, but we've discovered that there was a misunderstanding in how a feature works and the customer's suggestion on what we need to complete will add a significant amount of development time to the project. How could we resolve that so we're all happy? Could this have been prevented? * - We're getting a pattern of incoming bugs for Question/Answer combinations that used to work, but are now broken. How could this be mitigated/prevented? Is there a way around testing for qualitative answers like what we have? * - The morale is becoming poor toward the finish line of a product release and developers seem to be becoming spread thin. What should be done to help them out and make sure Nesh's product doesn't lose any quality in the process? What can be done next time? * - One of the developers isn't pulling their weight in terms of idea generation and autonomous discovery of solutions. In other words, they require every detail for every spec to be written out for them ahead of time before they can do any work. What would you do in that scenario? * - A developer quits in the middle of a project and helps us realize we have a very high bus factor. (# of team members hit by a bus / # team members total = how screwed you are) What do you do? How do we recognize a high bus factor early on and how do we mitigate that? * - We get to the end of a project and tell the customer that we have a 95% success rate in the questions that they've asked us so far. (the original agreed-upon success metric) They question our calculation methods saying that they haven't felt that it's been that high and think it's nowhere near that. How would you go about discovering what they're actually wanting and how they got there? How could we convince them otherwise? How could that have been prevented? *
avatar

Lead Software Architect

Interviewed at Nesh

4.2★
Aug 8, 2021

- We have a new big-name customer that the sales team has told we can start work for them inside the month. We currently have planned efforts for the next 6 weeks already. How would you handle that? What could we have done to prevent that problem? * - Person-hours for this upcoming project will be spread between different projects throughout different weeks of this customer's project. How should the effort be planned out and divided up accordingly? * - We've already begun work for a customer, but we've discovered that there was a misunderstanding in how a feature works and the customer's suggestion on what we need to complete will add a significant amount of development time to the project. How could we resolve that so we're all happy? Could this have been prevented? * - We're getting a pattern of incoming bugs for Question/Answer combinations that used to work, but are now broken. How could this be mitigated/prevented? Is there a way around testing for qualitative answers like what we have? * - The morale is becoming poor toward the finish line of a product release and developers seem to be becoming spread thin. What should be done to help them out and make sure Nesh's product doesn't lose any quality in the process? What can be done next time? * - One of the developers isn't pulling their weight in terms of idea generation and autonomous discovery of solutions. In other words, they require every detail for every spec to be written out for them ahead of time before they can do any work. What would you do in that scenario? * - A developer quits in the middle of a project and helps us realize we have a very high bus factor. (# of team members hit by a bus / # team members total = how screwed you are) What do you do? How do we recognize a high bus factor early on and how do we mitigate that? * - We get to the end of a project and tell the customer that we have a 95% success rate in the questions that they've asked us so far. (the original agreed-upon success metric) They question our calculation methods saying that they haven't felt that it's been that high and think it's nowhere near that. How would you go about discovering what they're actually wanting and how they got there? How could we convince them otherwise? How could that have been prevented? *

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