Primavera Interview questions

Q1: What are the difference between free float, total float and what is different between Float
and Slack?
This is very common question in a primavera interview, Float and slack are the two different words
for the same meaning.

Free Float: amount of time, an activity can be delayed without delaying the successor activity

Total Float: amount of time, an activity can be delayed without delaying the project finish date.

Q2: What is a constraint in primavera?

Constrains in primavera is to fix the early or late start or finish date of an activity as per following
options:

1) Project Must Finish by

2) Mandatory Start / Mandatory Finish

3) Start / Finish On or After

4) Start / Finish On or Before

5) Start / Finish On

6) Expected Finish

Q3: How can you define the Critical Path in primavera?

The sequence of activities which describe the longest path from the data date to the end of the
project. In a schedule without any constraints, this will be all activities with zero total float.

(if you have constrains which force negative float, simply filtering on total float equal to or less than
zero can bring up activities which are not on the critical path)

Q4: What is WBS?

WBS means Work Breakdown Structure. it represents a hierarchical breakdown of a Project into
elements and deliverables.
Q5: What is an open end activity in primavera?
The open end activity is the activity that does not have any successor. Normally open end activity is
not accepted in schedule because the total float will be calculating from the end of the project and
these entire activities late dates gather at the end of the project and cannot be prepare a logical late
start plan.

Q6: What is the difference between Retained Logic & Override Logic in progress update?
If a project is generally running according to plan and activities are not progressed out of sequence,
then there will be virtually no difference between the two methods. BIG differences come when
activities are progressed out of sequence.
I believe in retained logic. Invariably that will produce the longest critical path but if activities have
been progressed out of sequence, there could be some resulting illogical dependencies remaining, in
particular resulting from dependencies with durations.
Progress override invariably produces a shorter critical path and again there could be some illogical
lack of dependencies resulting from activities having been progressed out of sequence.

Q7: How do u measure & compare the progress using primavera?

This is one of the Hard Primavera Interview Questions, try to explain without confusion.

Progress is measured primarily against the baseline. If the baseline has been loaded with cost and/or
resources, earned value management can be used for this purpose. If not, progress is measured as
variance to baseline dates.
Budget at Completion (BAC)
Planned Value (PV) = budget at Completion (BAC) x Planned % Complete
Earned Value (EV) = budget at Completion (BAC) x Actual% Complete
Actual Cost (AC) = No formula What youve actually spent on the project
Schedule Performance Index (SPl) =Earned Value (EV) / Planned Value (PV)
Schedule Variance (SV) =Earned Value (EV) Planned Value (PV)
Cost Performance Index (CPI) =Earned Value (EV) / Actual Cost (AC)
To Complete Performance Index (TCPI) =(Budget at Completion (BAC) Earned Value (EV) ) /
(Budget at Completion (BAC) -Actual Cost (AC) )
Cost Variance (CV) = Earned Value (EV) -Actual Cost (AC)
For more information see this article: EVM earned value management

Q8: What is resource allocation and resource leveling?

Resource allocation is assigning resources to activities, determine the amount of labor, equipment
and money required for any activity.
Resource leveling is Resource requirements of all scheduled activities are compared to the maximum
quantity available at the time of leveling. An activity is delayed if too few resources are available at
any time during the activitys duration. The maximum quantity for a resource is determined through
the Max units/time for a particular resource in the Resources Tab.

Q9: What is an S Curve and how to create S Curve in primavera?

An S-curve is a graph showing cumulative cost or value (measured in terms of money or man-hours)
against time. On a typical project, these graphs follow an S shape, hence the name. Typical data to
be plotted on an S-Curve includes:

Actual Cost (ACWP)

Planned Value (BCWS) Early dates

Planned Value (BCWS) Late dates

Earned Value (BCWP)

Forecast Value Early dates

Forecast value Late dates

Forecast Cost Early dates

Forecast cost Late dates

Q10: What are the difference between flag and milestone activity in primavera?
This is one of the tricky Primavera Interview questions.

Mile stone & flags both are events rather than activities. Some client likes to use flags rather than
mile stone due the following differences.
1- With the use of flags the logic of main event can be easily tracked as these cannot be created
without predecessor as standalone allocating the constraint. Whereas mile stone can.
2- Flags cannot update manually as Primavera automatically update the status whereas milestone can
be update manually.
3- Flags cannot be constraint only driven by predecessor whereas milestone can.
1. What are the early warning signs you look for when
reviewing progress against a schedule?
Good because: Despite many efforts a schedule can quickly spiral out of
control and this will determine if they have a plan to minimize avoidable gaps
and delays.

Bad response: I dont usually review or analyze the schedule. Thats the
PMs job. I just manage the scheduling content and do what they tell me.

2. What is a good use of lag on a project?

Good because: Find out if your potential scheduler knows proven best
practices in planning and scheduling. Proven best practices across
construction discourage any use of lag or lead time on projects.

Bad response: Curing concrete or letting paint dry.

3. If given someone elses schedule, how would you go

about analyzing it?

Good because: Youll discover how your candidate breaks large tasks into
manageable pieces and how they deal with ambiguity. Are they confident
enough to ask for help on the pieces that fall outside their expertise? Do they
have a system to follow for analyzing outside schedules? We do.

Bad response: I would look through the notes in the schedule. This sort of
thing is easy.
4. How do you communicate the monthly schedule
analysis?
Good because: A monthly schedule report has different information for
different audiences. Can they recognize that not all audiences want to see the
same data? Can the candidate analyze and understand the important issues
and trouble spots?

Bad response: I would just print out excel spreadsheets with all of the data.

5. How would you deal with an incomplete project or one

that has missing information?
Good because: This question tells a lot about how they handle missing data
and if they would be proactive in filling in the pieces from the team trying to
create a clear plan of action.

Bad response: I guess its someones job to get me all of the information.

Think like a Project Controls Manager.

Watch this video for 5 mistakes you should avoid.

6. How do you schedule, manage and track Permits, Right

of Way and/or Utility Relocation?
Good because: Since these items fall into the red-tape of dealing with
outside access, you want to find out how they are going to keep these items
on track and in constant focus on the schedule. A couple of milestone may not
be enough to make sure these items get continued focus.

Bad response: Isnt that the managers responsibility?

7. Tell me about your successes in a team environment.
Good because: This will help you work out how they view themselves in the
context of a team. New research suggests that most of us can fall into 2
categories givers and takers. Are they givers? Find out by listening to their
language are they using me and I or are they talking about their team in
terms of us and we. Do they share the credit or blame someone else for
mistakes?

Bad response: It was all me. I drive the team to reach success in all projects
I handle.

8. What is your approach to delivering bad news so the

message wont destroy your relationships?
Good because: This shows how well they deal with confrontation
unavoidable and common in project environments. Are they thinking about
fostering productive relationships or just covering their butts when things go
wrong?

Bad response: If its bad news, I usually just send a short email letting
management know.

9. How would you go about winning over a PM that

doesnt take your input into consideration?
Good because: Relationships stuff again. Are they able to tread lightly and
be persuasive? When personalities clash are they able to rise above?

Bad response: If he doesnt want to listen to me, thats his problem.

10. How would you rate your level of enthusiasm about
project controls?
Good because: People who are enthusiastic about their professional are
going to uplift the team and help everyone stay optimistic. Having passion for
what you do is contagious to those around you.

Bad response: Its OK.

11. How have you improved project controls processes at

your previous company?
Good because: Project Controllers dont necessarily get the chance to
influence final project decisions but they do get the opportunity to offer
suggestions. This shows if they have ideas and want to expressing them,
hopefully making things a bit better for everyone.

Bad response: I keep my head down and plus, thats the Managers job.
Many thanks to David Doughty and Corey Smart for their input and feedback
on this article.

Project Management Interview

Questions and Answers
During the project management interview, you will be asked interview questions that
focus on your training and experience with the successful delivery of different projects.

You can also expect behavioral or competency-based questions that explore essential
project manager skills such as team building and team management, planning and
organizing, negotiation, problem-solving, leadership and adaptability.

Let's start with the likely project management interview questions that explore your
experience on project delivery.

Tell us about your experience in managing different projects and how this can
contribute to our position.
It is important to structure your interview answer because this is a multi-layered and
fairly complex question. Start by explaining how you will answer the question. This keeps
your answer on track and to the point.

"I will begin by giving you a short description of my last three projects. I will then detail the
skills and abilities I developed as a result of each project and then demonstrate the value of
these skills to this position."

You can then go on to provide a brief but concise summary of each project.

"I was the project manager for the XYZ project and this involved ..."

Then describe the skills you acquired during the project.

"I encountered a number of difficulties on this project that required an innovative approach. I
used group problem solving sessions as one of these approaches. This worked well
because it helped each team member to clarify their particular project role and responsibility
and we were able to develop plans and realistic schedules that the whole project team
contributed to ..."

Demonstrate how these skills will benefit the position and company.

"Projects now are faced with tighter budgets and fewer resources. This approach
maximizes the available resources and keeps everyone focused and motivated for the
duration of the project..."

Describe how you recently managed a diverse project team towards a common goal
Focus on your ability to delegate in a fair and practical way, how you clearly defined
project roles and responsibilities, kept personality clashes and conflict to a minimum and
monitored and fed back to the project team. Outline your management style and why it
worked.
Describe the most complex project you have managed from start to finish

Provide a comprehensive answer remembering to explain the project as you would to a

client and not to somebody who has been involved in the project.

The more complex a project, the more formal processes and techniques are needed to
effectively manage the work. Explain the purpose, value and implementation of the most
critical aspects of the project including managing the project work plan, the project
schedule, the project risks, the project issues and closing the project.

Be enthusiastic about your accomplishments and specify how your experience will benefit
the company. Point out where you made a difference on the project in terms of
expenditure, quality, efficiency, customer satisfaction and business and organizational
success.

Standard Project Management Interview Questions:

How do you determine realistic schedules for the project? Explain your methods for

resource allocation. How do you manage suppliers? How do you inform all the stakeholders

of the progress of the project on a regular?

basis? How do you monitor risks to the project and mitigate them? What tools do

you use to monitor and control projects? What project management

methodologies are you most familiar with? What project software have you used?

What change management processes have you used to ensure that change is

introduced properly?

What are the practices you follow for closing a project and meeting the conditions required
to establish closure? What specific training have you had that would be relevant to this
project manager job?
Answer your interview questions in a calm and assertive tone. Take time to gather your
thoughts before answering, it is a key project manager skill to be able to process the facts
before responding!

Most project management candidates handle the questions designed to evaluate their
technical proficiency well but tend to slip up on the project management interview
questions that explore the behaviors or competencies required for a project manager
position.

Behaviors or competencies are important because over 80 percent of candidates lose the
job offer due to their inability to demonstrate the required project manager behaviors.

List of Project scheduler interview questions

1. Please tell me about your self?

2. What was the budget for the largest project you have managed?

3. What and where are the policy statements for software project planning?

4. Explain the various activities you do (as a PL) when the project is started up.

5. What are key tasks for Project scheduler?

6. What have you learned from your past jobs that related to Project scheduler?

7. What training have you undergone in project planning?

8. How did you choose the appropriate lifecycle for your project?

9. What are the documents that you will refer to create the plan?

10. Who should be accountable for the projects outcome?

11. How would like the team to be informed of their achievements and goals on a regular basis?

12. What are your strengths and weaknesses?

13. What are top top 3 skills for Project scheduler?

14. What are the steps that you would take to improve the competency of team members?

15. How does the technical and functional documentation help in managing the project?

16. How would you anticipate the risks and hurdles that you might face later in the project
development phase?

17. What is Monthly Project Management Methodology?

18. Do you have any questions for us?