Tough Dimension Data job interview questions

[JerryMungo]

•How would you convey a technology solution to a C-suite executive? What diagrams would you use, and why?

You don't, unless there is a specific need. All they typically need to know is what deliverables they can expect and the cost vs. benefit. Leave the tech diagrams to the architects

They're not asking for tech documents, that said, the architect has to be able to present their system to C-suite executives. You have to present the interface of the technical to the business side of things. How does the technical influence and improve the business?

 

[JerryMungo]

I never got any of these questions when I was interviewed by them five years ago. My interview was done differently, and though it was for the call center, I'd researched other parts of the company beforehand, including their merger with NTT a year before. That seemed to catch the interviewer off guard. Most of the candidates they'd gotten weren't very interested in other parts of the company, it seems.

These questions were not for call center staff, no doubt these are questions that various (or maybe one?) potential hire(s) were asked. I doubt they're standard questions.

 

[JerryMungo]

Let's dumb it down so they understand

Have had to do business case presentations to execs for funding purposes...as you say, replace the technology bits with the business value that it delivers and it becomes easier for the execs to relate to.

Actually, while you could call it 'dumbing down' of the technical stuff, as you point out, you have to demonstrate your understanding of business, which is what differentiates a higher level person from a 'techie'. Technical folk who don't venture further up the chain often avoid it because it bores the heck out of them. It's good to know why you do the stuff you do though.

 

[Lupus]

I worked for IS which is a subsidiary of DD, the questions asked at IS were dependent on the position you were interviewing for. Some where casual, some were not. For the call centers the process pretty much went with a mock irate customer over the phone and than a few questions. For the support desks it depended on if it was Systems or Networks and so on.

 

[JerryMungo]

I worked for IS which is a subsidiary of DD, the questions asked at IS were dependent on the position you were interviewing for. Some where casual, some were not. For the call centers the process pretty much went with a mock irate customer over the phone and than a few questions. For the support desks it depended on if it was Systems or Networks and so on.

Makes 100% sense. I'm interested to know if DD have a standard set of guideline questions for those different roles, or if it's up to the interviewer.

 

[Lupus]

Makes 100% sense. I'm interested to know if DD have a standard set of guideline questions for those different roles, or if it's up to the interviewer.

Depends on the department I think as well, DD is quite large and there are so many different departments, to say there is one set of questions to get into DD is ludicrous.

 

[krycor]

Those aren't really tough questions.

Seemed standard to me

 

[freddster]

What is your project management methodology?
gtfwd-info Get the freakin work done-if no F off.

Some of those questions are more annoying than tough... Like how to explain the internet to a 3 year old? Do you have 3 year olds working here?

 

[Emjay]

What is your project management methodology?
gtfwd-info Get the freakin work done-if no F off.

Some of those questions are more annoying than tough... Like how to explain the internet to a 3 year old? Do you have 3 year olds working here?

I hope you are not a project manager. And, the 3 year old question is actually a lot smarter than you think. If you cannot explain something in simple terms, I do not consider you to be a master of that technical area. It's like people who cannot explain what they do in a few words. If you can't do that, I assume you don't really do anything or you don't even know yourself.

 

[medicnick83]

I work along side DD.

 

[Bobbin]

They're not asking for tech documents, that said, the architect has to be able to present their system to C-suite executives. You have to present the interface of the technical to the business side of things. How does the technical influence and improve the business?

I've combined "technology solution" with "diagrams" in keeping to context, but I may have misunderstood

In my experience though I've seldom seen an architect and a c-suite exec in the same room if I'm honest. Usually all the exec sees is the engagement team or project manager (if at all). This interaction never involves going through the low level design and "diagrams" as it were - even a high level design or "technology solution" is questionable in an exec meeting depending on the content. I guess it would also depend on where the mandate came from and what industry the exec falls into. They usually just go over the scope statement, business case, CBA, estimates etc... and sign it off if there's budget or it meets a need I highly doubt they'd fully read a statement of work given it would involve all manner of technical jargon. Just the timings of the project perhaps.

But if we're talking about a sales presentation to an external customer, well then a different story I suppose In that case I'd agree.

Given that DD I assume outsources tech to larger companies, they'd also have little interaction with a c-suite exec on the customer side past the contractual stage for the majority of their technical solutions. Ah but I'm probably over-complicating things now No idea how they work.

 

[freddster]

I hope you are not a project manager. And, the 3 year old question is actually a lot smarter than you think. If you cannot explain something in simple terms, I do not consider you to be a master of that technical area. It's like people who cannot explain what they do in a few words. If you can't do that, I assume you don't really do anything or you don't even know yourself.

Should have put a smiley on pm thing. Not serious about that but sometimes I think goodness me, all this pm and meetings and crap and the work don't get done.
You really want to compare simplifying things to the C-level of a company to a 3 year old. Obviously you take out technical jargon. Yes, I get you. Also , work with an engineer and you realise how difficult it is communicating with these technically minded people.
They're on a other planet sometimes. Just my opinion.

 

[Emjay]

Given that DD I assume outsources tech to larger companies, they'd also have little interaction with a c-suite exec on the customer side past the contractual stage for the majority of their technical solutions. Ah but I'm probably over-complicating things now No idea how they work.

FWIW, DD are the one of the best solution integrators in the world imo. They are a massive multinational. They outsource very little, as most of the work can be done in-house. They have armies of employees, whom are all decently skilled. Systems integration is probably some of the hardest and most technical work that a technical person can do. I have seen some companies attempt what they do, and they fail so miserably.

I have a lot of respect for that company. They took it from a small company to a multinational in a very short space, and are respected world-wide.

Should have put a smiley on pm thing. Not serious about that but sometimes I think goodness me, all this pm and meetings and crap and the work don't get done.
You really want to compare simplifying things to the C-level of a company to a 3 year old. Obviously you take out technical jargon. Yes, I get you. Also , work with an engineer and you realise how difficult it is communicating with these technically minded people.
They're on a other planet sometimes. Just my opinion.

Oh, yeah. Wholeheartedly agree with you. I think corporates attach too much red tape to smaller projects. However, for the bigger projects that span massive geographical areas in scope and execution needs a very strong framework to work within. Also, a project manager can mean so many different things. I have done a lot of PM work, but my roles differed from organisation to organisation.

Working with highly analytical people can be very frustrating, as I generally have to guide them carefully to a realisation or extract the info I need out of them. These highly analytical people are usually the ones that are the specialists. They sometimes also tend to get bogged down in too much detail.

 

[Bobbin]

FWIW, DD are the one of the best solution integrators in the world imo. They are a massive multinational. They outsource very little, as most of the work can be done in-house. They have armies of employees, whom are all decently skilled. Systems integration is probably some of the hardest and most technical work that a technical person can do. I have seen some companies attempt what they do, and they fail so miserably.

I have a lot of respect for that company. They took it from a small company to a multinational in a very short space, and are respected world-wide.

Apologies, I meant that DD are the outsource-ee (I was typing while tired :/). To their customer they are the outsourced provider I assume DD would be the ones who come in and take over networks, SCCM, Cloud, AD, technical support, full turnkey etc...

I've dealt with them a couple of times. They are our preferred vendor for structured cabling (Through Plessey) and racks/UPS's etc... for the most part.

I'm a tad upset they aren't listed on JSE anymore, haha