Using relationships with other project<\/li>\n\n<\/ul>\n<\/p>Q32. What is the difference between Float and Slack?<\/h3>\n\n
\n\t\nAnswer:<\/b>There is no difference between float and Slack. It is two different words of same\nmeaning\n\n<\/p>Q33. What is the difference between negative lag & lead?\n<\/h3>\n\n
\n\t\nAnswer:<\/b>There is no difference. It is two different words of same meaning.\n\n<\/p>Q34. How do you explain project delay if earned value is more than planned\nvalue?<\/h3>\n\n
\n\t\nAnswer:<\/b>The contractor has performed better in areas which are not on longest path “The\nCritical Path”. In another words, the contractor excuted the right quantity in the\nwrong place.\n\n<\/p>Q35. How are early and late dates determined?<\/h3>\n\n
\n\t\nAnswer:<\/b>Early Dates in a network is determined by Forward Calculations And late dates\nis determined by backward Calculations.\n\n<\/p>Q36. What are three methods of measuring project progress?<\/h3>\n\n
\n\t\nAnswer:<\/b>Key Performance Indicators “KPI’s”, Cost Performance Index “CPI”, Schedule\nPerformance Index “SPI”.\n\n<\/p>Q37.What is the best way to be professional planning engineer?<\/h3>\n\n
\n\t\nAnswer:<\/b>Understand the project management concepts, tools, and techniques. \u2013Practice\ndoing real projects and get comments\/review from expets. \u2013Continous\nimprovement by learning new tools that would help to increase the accuracy of\ndecrease the time required for tasks.\n\n<\/p>Q38. What are SV and CV?<\/h3>\n\n
\n\t\nAnswer:<\/b>Schedule Variance (SV) & Cost Variance (CV) in Project Cost Management.\nSchedule Variance and Cost Variance are two important parameters in earned\nvalue management which help you analyze the project’s progress.
\nSchedule variance (SV) = Earned value (EV) \u2013 Planned value (PV)\nCost variance (CV) = Earned value (EV) \u2013 Actual cost (AC)\n\n<\/p>Q39. What’s the way to resolve the delay in project time?<\/h3>\n\n
\n\t\nAnswer:<\/b>Fast Track: Reduce activities duration, resequence, reschedule without affecting\nthe project total duration, fast tracking has a problem regarding the quality issues\nif it is applied in a wrong way.
\nCrashing: Reduces activities durations, resequence, reschule but with additional\ncost to achieve better results. this additional costs could be:
\n-Acceleration Costs to subcontractors.
\n-Bonus.
\n-Additional costs result from less productivity due to increasing the manpower in workplace.\n\n\n<\/p>Q40.If Budgeted cost of works is more than actual cost of works, how do you\nconsider the performance of Project? Optimum, Bad or Good?\n<\/h3>\n\n
\n\t\nAnswer:<\/b>Good. Since we are spending less money than planned, But we also need to check\nif we are on schedule or not.\n\n<\/p>\nQ41.What is Project Management?<\/h3>\n\n
\n\t\nAnswer:<\/b>Project management is the application of processes, methods, knowledge, skills\nand experience to achieve the project objectives. General. A project is a unique,\ntransient endeavor, undertaken to achieve planned objectives, which could be\ndefined in terms of outputs, outcomes or benefits.\n\n\n<\/p>Q42.What does it mean if “SPI” greater, lesser or equal to one?<\/h3>\n\n
\n\t\nAnswer:<\/b>SPI greater than one means ahead of schedule, less than one means behind the\nschedule & equal to one means as per schedule\n\n<\/p>Q43.Could we have more than one critical path?\n<\/h3>\n\n
\n\t\nAnswer:<\/b>Critical path is a dynamic path where it could be changed everytime we update\nthe schedule, change durations, or relationships. However, the critical path of a\nproject is one path that could have too many activities underneath. Therefore, the\nproject has only one criitical path.\n\n<\/p>Q44.Scope is known partially, then how to plan for future?<\/h3>\n\n
\n\t\nAnswer:<\/b>Through the life of the project as more information is available more work to be\nplanned called agile management. Accordingly, we can use agile management to\nplan the known part of the project only and keep the scope of work until we have\nmore information about it.\n\n<\/p>Q45.What is concurrent delay?<\/h3>\n\n
\n\t\nAnswer:<\/b>Concurrent delays has two meanings:
\no When two events of delay on critical path are occurring at the same time, one\naffecting activities on Contractor’s risk and the other affecting activities on\nEmployer’s risk.
\no OR two or more events of delay on project critical path that belongs to one only\nof these parties contractor or client .\n\n\n<\/p>Q46.What is a Baseline?<\/h3>\n\n
\n\t\nAnswer:<\/b>Baseline is the value or condition against which all future measurements will be\ncompared. The baseline is a point of reference. In project management there are\nthree baselines \u2013 schedule baseline, cost baseline and scope baseline.\n\n<\/p>Q47. What is the normal productivity of welder for Carbon steel material per\nday?<\/h3>\n\n
\n\t\nAnswer:<\/b>This question is to test your knowledge of productivity rates. However you\nshouldn’t memorize all the answers in your mind, your answer could be “I don\u2019t\nmemorize all productivity rates since it is vary from an organization to another \nand from worker nationality to another. However, i have some standards that I\nrefer to when the organization productivity rate is not available.\n\n<\/p>Q48.What is the Difference between Bar chart & Network Diagram?<\/h3>\n\n
\n\t\nAnswer:<\/b>Bar charts and network diagrams are used to display visually the complexities\nand dependencies of project work. Network diagrams display the project work as\nlinkages through the chronological flow of work from start to finish. Gantt charts\nvisually display primarily the work breakdown and the associated durations. Both\ncharts graphically show work breakdowns, enabling managers and workers to\neasily identify conflicts, co-dependencies and determine the effect of change in\nthe system.\n\n<\/p>Q49.What is Thresholds in project Management?<\/h3>\n\n
\n\t\nAnswer:<\/b>It is the project management technique in which lower and upper values of a\nparameter are specified against which project data can be evaluated and\nmonitored. It could be applied on WBS level as well as activity level.\n\n\n<\/p>Q50.What is difference between crashing and fast tracking?\n<\/h3>\n\n
\n\t\nAnswer:<\/b>There are basically two techniques that can be used to shorten the project duration\nwhile maintaining the project scope. These techniques are fast tracking and\ncrashing.
\nCrashing is the process of adding resources to one\u2019s project so as to be able to\nfinish it faster. It has cost impact.
\nFast Tracking, on the other hand, is the process of performing tasks in parallel so\nas to be able to finish the project sooner. It does not have any cost impact, but\nincreases the risks.\n\n\n<\/p>\n\nQ51.What is the difference between free float and total float?\n<\/h3>\n\n
\n\t\nAnswer:<\/b>Total float is the amount of time that an activity can be delayed without delaying\nthe project completion date. On a critical path, the total float is zero.\nFree float is the amount of time that an activity can be delayed without delaying\nthe Early Start of its successor activity\n\n<\/p>
Q52.For an activity, if the free float is negative whereas the total float is positive.\nIs this possible to happen and what’s the impact?<\/p>\n<\/h3>\n\n
\n\t\nAnswer:<\/b>It may happen depends on the activity flow, but that doesn’t mean this free float\nwill affect the completion of the project since the total float is positive.\n\n<\/p>53.Define critical path:\n<\/h3>\n\n
\n\t\nAnswer:<\/b>A critical path is the sequence of project network activities which add up to the\nlongest overall duration, regardless if that longest duration has float or not. This\ndetermines the shortest time possible to complete the project.\n\n<\/p>Q54.Does primavera loads cash in and cash out in same schedule?<\/h3>\n\n
\n\t\nAnswer:<\/b>Primavera deals with cost of the project only (cash out) but you can work around\nwith making a resource called cash in\/out to view cash in\/out\n\n<\/p>Q55. How to reduce critical path?\n<\/h3>\n\n
\n\t\nAnswer:<\/b>
\n\tA- Compressing schedule by fast tracking, crashing, Reduce scope, Cut quality.
\nB- Fast tracking: Results in rework, increase risk, requires more attention and\ncommunication.
\nC- Crashing: increase cost, increase management time
\nD- Reduce scope: negative impact on customer satisfaction
\nE- Cut quality: increase risk, requires good matrices.
\n\n\n<\/p>Q56.What is the normal total float allowed for a new project?<\/h3>\n\n
\n\t\nAnswer:<\/b>Total float should be not greater than 10% duration of the total project duration.\n\n\n<\/p>Q57.What are the duties of a planner?<\/h3>\n\n
\n\t\nAnswer:<\/b>Assigned in overall\/master schedule, look-ahead targets, and accomplishment\nreports and monitoring.\n\n<\/p>Q58.What is Baseline Program?<\/h3>\n\n
\n\t\nAnswer:<\/b>An agreed Program that use to compare the actual result to measure performance\nof project or product against what was planned.\n\n<\/p>Q59.What is SF dependency? Any example. Have you ever used this?\n<\/h3>\n\n
\n\t\nAnswer:<\/b>A logical relationship in which a successor activity cannot finish until a\npredecessor activity has started. Example: The first security guard shift\n(successor) cannot finish until the second security guard shift (predecessor) starts.
\nI don’t think I have ever used this, but I have generally thought of a Start – Finish\ndependency as being used where an agree period of handover is required between\ntwo activities.\n\n<\/p>Q60.Are all activities with negative total float drive the project completion date?<\/h3>\n\n
\n\t\nAnswer:<\/b>Not all negative float activities drive the project completion date. Only the chain\nof activities driven by their dates and logical relationship drive the completion\ndate and it is called the longest path.\n\n<\/p>\nQ61.What is meant by recovery schedule?\n<\/h3>\n\n
\n\t\nAnswer:<\/b>Recovery schedule is a revision of the Program’s Master Schedule updated on a\ncertain data date. The Engineer requested the Contractor the recovery schedule to\nshow on how the contractor he’ll be going to recover the incurred delays up-to\ndate.\n\n<\/p>Q62.What do you mean by “EPC”, “TIA” & “EOT”?<\/h3>\n\n
\n\t\nAnswer:<\/b>
\n\tEPC stands for “Engineering, Procurement & Construction “
\nTIA = Time Impact analysis
\nEOT= Extension of Time
\n\n<\/p>Q63.How do you get information to populate and update your schedule?<\/h3>\n\n
\n\t\nAnswer:<\/b>Organize a planning workshop with all the Subject matter experts in attendance,\nplan all your questions needed for you to make up a plan and schedule. Extract\nall information from them, develop a high level initial schedule and populate the\nWBS and activity lists. Later on planner should develop forms to be filled by\nproject team in weekly basis.\n\n<\/p>Q64.What is the standard deviation of the activity equal?\n<\/h3>\n\n
\n\t\nAnswer:<\/b>standard deviation for activity is = (Pessimistic duration – Optimistic duration)\/6\n\n<\/p>
Q65.Suppose you have a conflict with the project consultant\/ owner\nrepresentative\nabout a schedule update you have submitted recently. You believe that you\nhave\nthe right to reflect some time delays in the schedule in favor of your\ncompany, but the owner wouldn’t accept that. The conflict escalated and the\nconsultant hold the monthly payment till you agree on the update according\nto his perspective. He’s also implicitly threatening to kick you out of the\nproject unless you are “cooperative”. What’s should you do?<\/p>\n<\/h3>\n\n
\n\t\nAnswer:<\/b>Unfortunately, this case is very common in the middle east. The power of\nconsultant is over estimated, and engineers, especially juniors, will find\nthemselves in similar situations in one way or another. My answer would be that\nyou should communicate with your Project Manager immediately. It’s not enough\nto have a casual conversation during the tea break; you should do that in\n“WRITTEN” format only. You should clearly explain the situation; why you\nthink you have right in your claims; what would be the consequences in case you\nagree with the requirements of the consultant; and what are your concerns\nregarding the situation. In most of the cases, if the project manager is strong\nenough, he will exclude you from directcontact with the consultant till he solve\nthe issue; and it might be necessary to consult the company’s lawyer for\nassistance.\n\n<\/p>Q66.What does it means If my free float is positive?<\/h3>\n\n
\n\t\nAnswer:<\/b>It means I can delay this activity without delaying the project end date.\n\n<\/p>Q67.What to look for when a contractors sends their tender program to be\nawarded?\n<\/h3>\n\n
\n\t\nAnswer:<\/b>Tender schedule is summarized by natural. However, it should tell the contractor\nstrategy of excuting the project and the project overall planning.\n\n<\/p>Q68.What is an S\u2013Curve?<\/h3>\n\n
\n\t\nAnswer:<\/b>S-curve is a graph showing cumulative cost or value (measured in terms of money\nor man-hours) against time.\n\n<\/p>Q69.How De-watering works could affect your schedule?\n<\/h3>\n\n
\n\t\nAnswer:<\/b>That based on calculation of building own weight to be equal to or more the uplift\nforce. Dewaterwing is required to reduce the uplift force of underground water.\nWhen this force is less than the weight of building, then dewatering activity could\nbe finished. Planner should check with the project team when it is recommended\nto stop the dewatering and plan accordinglyy. Normaly dewatering will hold the\nbackfilling and external works around the building\n\n<\/p>
Q70.Every project plan has two type of dates, the early start early finish and the\nlate start late finish. Late start always starts after early start but finish with\nthe early finish, Why?<\/h3><\/p>\n\n
\n\t\nAnswer:<\/b>Late start denotes the total float of the activities which allows the activities in the\nearly stage of the project to get as late as possible while in the late time of the\nproject there are mostly critical activities are left which does allow the late dates\nto pass over.\n\n<\/p>\nQ71.What is the major difference between Cost variance and Schedule variance?<\/h3>\n\n
\n\t\nAnswer:<\/b>Schedule variance=Earned value-Planned value. It is related to the time or data\ndate. Cost variance=Earned value-Actual cost.\n\n\n<\/p>Q72.Why negative lag\/lead is not recommended in a good schedule?<\/h3>\n\n
\n\t\nAnswer:<\/b>Because other relationship types can serve the same purpose. For example,\ninstead of using FS relationship with negative lag, you can use SS relationship\nwith positive lag.\n\n<\/p>Q73.What does variance in s curve indicate on both axis?<\/h3>\n\n
\n\t\nAnswer:<\/b>Variance on Y-axis represents the value of (Money, ManHrs., etc.), while X-axis\nrepresents time variance.\n\n<\/p>Q74.What is an open end activity?\n<\/h3>\n\n
\n\t\nAnswer:<\/b>An open ended activity is an activity that can end at the last day of the project\nwithout delaying the overall projects. An open end activity is normally not\nfollowed by any other activity and its completion can be delayed (within the\nproject life) in order to focus on more important activities have successors\n(activities which can start only at the end of the earlier ones).\n\n<\/p>Q75.If you are loading the cost in Primavera, Which cost will you select either in\nprice in BOQ or your Budget amount or Both?\n<\/h3>\n\n
\n\t\nAnswer:<\/b>It depends, if this schedule is for the consultant, then the budget amount (selling\nprice) should be loaded. However this is a case where the contractor would like\nto monitor the actual cost, in that case actual cost could be loaded. However, cost\ncontrol is better in excel than primavera\n\n<\/p>Q76.What does trend analysis means?\n<\/h3>\n\n
\n\t\nAnswer:<\/b>A trend analysis is an aspect of technical analysis that tries to predict the future\nmovement of a stock based on past data.\n\n<\/p>
Q77.A project shows actual performance is matching the planned performance.\nThe Project is in delay also. What could be the reason?\n<\/h3><\/p>\n\n
\n\t\nAnswer:<\/b>The reason is, the progress is made on the non critical activities than on the critical\nactivities.\n\n\n<\/p>Q78.What are the difference between flag and milestone activity in primavera?<\/h3>\n\n
\n\t\nAnswer:<\/b>Mile stone & flags both are events rather than activities. Some client likes to use\nflags rather than mile stone due the following differences.
\n1. With the use of flags the logic of main event can be easily tracked as these\ncannot be created without predecessor as standalone allocating the constraint.\nWhereas mile stone can.
\n2. Flags cannot update manually as Primavera automatically update the status\nwhereas milestone can be update manually.
\n3.Flags cannot be constraint only driven by predecessor whereas milestone can.\n\n<\/p>Q79.How do you estimate activities durations?<\/h3>\n\n
\n\t\nAnswer:<\/b>By generating meetings & follow ups with contractors and other persons related\nto construction, this is also related to the contractual milestones. Normal activities\ncan be estimated from experience. Special activities can be estimated by having\nmeetings with project team and experts in this field. However, the project overall\nduration is the main constrain that might affect all other estimations.\n\n<\/p>Q80.What does it mean if “CPI” greater, lesser or equal to one?<\/h3>\n\n
\n\t\nAnswer:<\/b>CPI greater than one means over budget, less than one means under budget &\nequal to one means same as per budget.\n\n<\/p>\nQ81.What is needed for a successful project plan?\n<\/h3>\n\n
\n\t\nAnswer:<\/b>Contract document, drawings, B.O.Q as primary & other planning tools as\nsecondary support. Furthermoe, the involvement of project team in the planning,\nestimation, and sequence of work would result more accurate project plan.\n\n<\/p>Q82.We hire the team in execution, then who planned for the project?<\/h3>\n\n
\n\t\nAnswer:<\/b>The planning of the project is made during the project life cycle with different\nlevel of details. For example, during the tender stage, the tender team is\nresponsible for the high level of planning. However, when the project is awarded\nthe project team is responsible for the planning and breakdown.\n\n<\/p>Q83.How often you update your Project Baseline ?<\/h3>\n\n
\n\t\nAnswer:<\/b>It varies from project to project, depending on reporting\/progressing periods.\nHowever, the working schedule should be updated on a continuous basis, as each\nactivity is started or finished.\n\n\n<\/p>Q84.What are BCWS, BCWP, and ACWP?<\/h3>\n\n
\n\t\nAnswer:<\/b>These three acronyms are earned value terms that stand for Budgeted Cost for\nWork Scheduled (planned value, or PV in the PMBOK Guide\u2019s in my opinion\nilladvised neologisms), Budgeted Cost for Work Performed (earned value, or\nEV), and Actual Cost for Work Performed (actual cost, or AC.)
\nBCWS is what was budgeted for each work package as scheduled .
\nBCWP is the sum of the budgets of all completed activities\/milestones.
\nACWP is the sum of what it actually cost to complete each of the work\npackages\/milestones.
\n\n<\/p>Q85.What is a constraint?<\/h3>\n\n
\n\t\nAnswer:<\/b>A limitation that reduces the efficiency with which a project can be accomplished.\nResource availability is a type of constraint that can delay a project\u2019s schedule\nand efficiency. In general, constraints should not be input to the schedule until\nafter the schedule has been optimized through critical path analysis.\n\n\n<\/p>Q86.What is activity & What is WBS ?<\/h3>\n\n
\n\t\nAnswer:<\/b>Activity is a task or process to be accomplished in a set period of time as part of\nworking toward a larger project goal. An Activity can be assigned to a resource(s)\nand have an associated cost. Activities are ordered with logic links Work\nbreakdown structure, a hierarchical format for identifying, displaying,\nreporting, and changing project work. Since the WBS is the \u201cskeleton\u201d of work\non which the resource, cost, schedule information is draped, it is the principle tool\nfor implementing scope\/cost\/schedule integration.\n\n\n<\/p>Q87.What is a milestone? What are the types of milestone?\n<\/h3>\n\n
\n\t\nAnswer:<\/b>A milestone is an event. Activity-driven milestones are usually entered into PM\nsoftware as activities with durations of zero. Since milestones have no duration,\nonce they are reached they are immediately in the past. It is therefore good\npractice to name activities using the past participle of the verb (i.e., \u201cTest\ncomponent\u201d = activity; \u201cComponent tested\u201d = milestone.\n\t<\/p>\n\nQ88.What is the difference between free float, total float and what is different between Float and Slack?<\/h3>\n\n
\n\t\nAnswer:<\/b>This is very common question in a primavera interview, Float and slack are the two different words for the same meaning.
\nFree Float: amount of time, an activity can be delayed without delaying the successor activity
\nTotal Float: amount of time, an activity can be delayed without delaying the project finish date.\n\n\n<\/p>Q89.How can you define the Critical Path in primavera?<\/h3>\n\n
\n\t\nAnswer:<\/b>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.
\n(if you have constraints 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)\n\n\n<\/p>Q90.What is WBS?<\/h3>\n\n
\n\t\nAnswer:<\/b>WBS means Work Breakdown Structure. it represents a hierarchical breakdown of a Project into elements and deliverables.\n\n<\/p>Q91.What is an open-end activity in primavera?<\/h3>\n\n
\n\t\nAnswer:<\/b>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 calculated 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.\n\n<\/p>Q92.What is the difference between Retained Logic & Override Logic in progress update?<\/h3>\n\n
\n\t\nAnswer:<\/b>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.
\nI 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.
\nProgress 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.\n\n\n<\/p>Q93.What is resource allocation and resource levelling?<\/h3>\n\n
\n\t\nAnswer:<\/b>Resource allocation is assigning resources to activities, determine the amount of labour, equipment and money required for any activity.\nResource levelling is Resource requirements of all scheduled activities are compared to the maximum quantity available at the time of levelling. An activity is delayed if too few resources are available at any time during the activity\u2019s duration. The maximum quantity for a resource is determined through the Max units\/time for a particular resource in the Resources Tab.\n\n\n<\/p>Q94.How do u measure & compare the progress using primavera?<\/h3>\n\n
\n\t\nAnswer:<\/b>This is one of the Hard primavera Interview Questions, try to explain without confusion.\nProgress 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.
\nBudget at Completion (BAC)
\nPlanned Value (PV) = budget at Completion (BAC) x Planned % Complete
\nEarned Value (EV) = budget at Completion (BAC) x Actual% Complete
\nActual Cost (AC) = No formula What you\u2019ve actually spent on the project
\nSchedule Performance Index (SPl) =Earned Value (EV) \/ Planned Value (PV)
\nSchedule Variance (SV) =Earned Value (EV) \u2013 Planned Value (PV)
\nCost Performance Index (CPI) =Earned Value (EV) \/ Actual Cost (AC)
\nTo Complete Performance Index (TCPI) =(Budget at Completion (BAC) \u2013 Earned Value (EV) ) \/ (Budget at Completion (BAC) -Actual Cost (AC) )
\nCost Variance (CV) = Earned Value (EV) -Actual Cost (AC)
\nFor more information see this article: EVM earned value management\n\n\n\n<\/p>Q95.What is an S \u2013 Curve and how to create S Curve in primavera?<\/h3>\n\n
\n\t\nAnswer:<\/b>An S-curve is a graph showing cumulative cost or value (measured in terms of money or manhours) against time. On a typical project, these graphs follow an \u201cS\u201d shape, hence the name. Typical data to be plotted on an S-Curve includes:
\nActual Cost (ACWP)
\nPlanned Value (BCWS) \u2013Early dates
\nPlanned Value (BCWS) \u2013Late dates
\nEarned Value (BCWP)
\nForecast Value \u2013Early dates
\nForecast value \u2013Late dates
\nForecast Cost \u2013Early dates
\nForecast cost \u2013Late dates
\n\n\n<\/p>Q96.What is the difference between flag and milestone activity in primavera?<\/h3>\n\n
\n\t\nAnswer:<\/b>This is one of the tricky Primavera Interview questions.
\nMile stone & flags both are events rather than activities. Some client likes to use flags rather than mile stone due the following differences.
\n1- 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.
\n2- Flags cannot update manually as Primavera automatically update the status whereas milestone can be update manually.
\n3- Flags cannot be constraint only driven by predecessor whereas milestone can.
\n<\/p>\n
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