To hire a project manager, give every candidate the same messy backlog, a short team list and one surprise, and ask for a plan, a status update and an escalation list. Then ask about a project that slipped. Hire for delivery judgement, not for fluency in a particular tool.
If you want a Project Manager already tested on agency delivery, start a Direct Hire brief or explore Managed Teams. Compare both on the pricing page.
Key facts
- GOV.UK's Service Manual describes the delivery manager role as setting up the agile environment a team needs, removing blockers to progress, and helping the team organise its own work. Last updated 6 November 2023; checked 10 November 2026.
- The same Service Manual's introduction to agile methods says Scrum is a good starting point for teams new to agile, while a flow-based method such as Kanban can suit live services with urgent requests, and that you can keep activities such as daily stand-ups and retrospectives either way. Last updated 27 July 2016; checked 10 November 2026.
- Staff Stack's Project Manager role runs the backlog, a fixed cadence of planning, stand-ups and reviews, risk and dependency tracking, a weekly throughput report and monthly retrospectives. It does not set technical direction or write specs from scratch.
- UK workplace advisory body Acas says unpaid work trials should be for a reasonable time, for example 2 hours or a shift, and not usually longer than one day. Updated 30 June 2026; checked 10 November 2026. Acas guidance addresses UK recruitment, so check the rules where you and the candidate are based.
- Acas also advises asking each applicant the same questions where possible and using a scoring system with a range wide enough to separate candidates.
What should the project manager own?
Decide the boundary before you recruit. A project manager can own the plan, the cadence, the blockers, the risks and the reporting. They should not own strategy, technical direction or the offer. The GOV.UK description is useful here: the delivery manager sets up the environment and removes obstacles, while a separate product manager role defines the goal and prioritises the work.
Staff Stack's Project Manager role follows that split. They run the rhythm and flag blockers early, while a human delivery lead owns retrospectives, escalation and scope and sequencing calls. If what you need is someone to talk to clients, that is a different job: see the Account Manager role. For quality checks before work ships, see the QA Reviewer role.
Write down three things: which projects they take over, what they may decide alone, and what must come to you.
How do you run a backlog exercise?
Give every candidate the same fictional material. Do not use a live client project. Tell them the time allowed and how the work will be scored.
A good exercise is small and realistic. For example: "Here is a backlog of a dozen tickets, a team of three and a sprint of two weeks. Halfway through, one person is out and the client asks for an extra feature. Write the plan with owners and dependencies, a short status update to the delivery lead, and a list of what you would escalate."
Read the result for three things. First, does every ticket have an owner and a definition of done? Second, does the status update say what shipped, what slipped and why, in plain language? Third, does the escalation list filter the problems rather than forward all of them?
Keep it short. If you want a larger task, treat it as paid work, and never ask candidates to plan real client work for free.
Which interview questions should you ask?
Ask the same core questions of each person, then follow up. Ask for numbers on every project they describe, such as team size, timeline and outcome.
- "Walk me through the last delivery week you ran, day by day."
- "Tell me about a project that slipped. When did you know, who did you tell and what did you do next?"
- "How do you decide what gets escalated to me?"
- "A client keeps adding small requests. How do you decide whether to absorb one or raise a change?"
- "How did you approach your last switch to a new project tool?"
- "Would you run this work in sprints or as a flow of tickets, and why?"
Listen for early detection, named owners and options rather than apologies. Tool-only answers are a warning sign, as are candidates who say no project has ever slipped on them, or who need a fully documented process before they can start.
Do they match the method to the work?
Ask which method they would choose for your team and why. GOV.UK's Service Manual says Scrum is a good starting point for teams new to agile, and that teams running a live service with urgent requests may find sprints constraining and prefer a flow-based method such as Kanban. It also says that activities such as daily stand-ups, retrospectives and regular reviews of progress still apply.
You are not testing loyalty to a framework. You are testing whether they can explain a choice, say what they would keep if it did not work, and fit it around how your agency already delivers. A candidate who wants to move you to their preferred tool in week one, before understanding your delivery, is a risk.
How do you score the candidates?
Agree the criteria before you see any work and score everyone on the same scale. Have a second reviewer score independently and record the evidence for each score.
Planning
- Evidence: Every ticket has an owner, a due date and a definition of done, and dependencies are named.
Risk and recovery
- Evidence: They spot the surprise early, tell someone at once and offer options.
Escalation judgement
- Evidence: Their list filters problems by impact rather than forwarding everything.
Communication
- Evidence: The status update is short, factual and says what shipped, what slipped and why.
Method fit
- Evidence: They explain why they would choose a method for your work and what they would adapt.
What should the first 30 days look like?
Set expectations before they start. Staff Stack's role page describes a first month that moves from onboarding the backlog and cadence on one delivery pod, to running the stand-up and mid-sprint check alone, then owning the Friday review and weekly report, with the aim that the delivery lead gets time back. Use the same shape for any hire: continuity first, then ownership of the rhythm, then improvements.
How do Direct Hire and Managed Teams compare?
Compare both options against the same role, schedule and support needs. With Direct Hire, discuss the placement and the responsibilities your agency will take on. With Managed Teams, discuss the ongoing support and how responsibilities are shared. Staff Stack lists the Project Manager role at USD 2,600 to 3,800 per month, which is the role's current monthly pricing band; your quote depends on the operator and scope. Estimate a team budget with the operator cost calculator, and ask Staff Stack to confirm the employment, payroll, management and review arrangements before you choose.
Review the available roles against the work you need done. For handoffs and review across time zones, see offshore team management, and for pre-send checks see building a QA system that catches errors.
Frequently asked questions
How do I test a project manager before hiring?
Give every candidate the same fictional backlog, a short team list and one surprise, such as a person out sick or a late change request. Ask for a plan with owners, dependencies and risks, a short status update, and a list of what they would escalate to you.
What does an agency project manager do?
They run the delivery rhythm: planning, a regular check-in, blocker removal, risk tracking, reporting and retrospectives. They should not own strategy, technical direction or the client relationship. Write down the boundary before you recruit.
What is the best interview question for a project manager?
Ask about a project that slipped: when they knew, who they told and what they did next. A strong answer shows early detection, immediate communication and options rather than an apology. Ask every candidate the same core questions and score the evidence.
Should a project manager use Scrum or Kanban?
It depends on the work. GOV.UK's Service Manual says Scrum suits teams new to agile building or adding features in sprints, while a flow-based method such as Kanban can suit live services with urgent requests. A good candidate can explain why they would choose one for your work.
Should I choose Direct Hire or Managed Teams?
Compare the responsibilities and support your agency wants, then ask Staff Stack to confirm the terms of each arrangement for your role. Review pricing before you decide.
Ready to describe the role? Start with Direct Hire or explore Managed Teams.