Primavera Imp Questions For Interview

PRIMAVERA QUESTIONS FOR INTERVIEW
Given below are list of interview questions faced by Planning Engineer , other t
han their personal and Experience. if anyone like to add more u are welcome pls
.............
Common Interview questions for Planning Engineer:
1. What is total float?
2. What are the difference between free float and total float?
3. What is a constraint?
4. What are the difference between MS Project and Primavera?
5. How to load cost & resource in a program?
6. What is WBS?
7. What is a milestone? What are the types of milestone?
8. What are the difference between flag and milestone activity?
9. What is a critical activity?
10. What is resource allocation and leveling?
11. What is a Baseline Program?
12. What are BSWS, BSWP, and ACWP?
13. What are SV and CV?
14. What is a Budget and how do you compare budget against Actual cost?
15. What is an S Curve?
16. What is the difference between P3.1, P3E, and P5 etc.
17. What is an open end activity?
18. How often you update your program?
During an interview, ive been asked these questions:
- What is the difference between Retained Logic & Override Logic?
- What is the difference between Continuous & Interruptible scheduling?
- What is the no. of activities that u monitor & how do u make the update?
- How do u measure & compare the progress?
- Earned Value Terms (very detailed).
Regards.
Dear All
It is really a very good interview tips at the senior/lead planner level. It is
true as some of our friend explain that it is bit hard for a fresh graduate or e
ven a planner with 4-5 year of experience, except a very genius.
Here the some answer that Mr Stephen did not reply in detail or may be I could n
ot got the point.
I will reply that the cost & resource management is much better in P3 rather the
n MS project where as MS project can produced more makeup(good fonts/color/tabbi
ng and etc) reports then P3 for presentation.
Mile stone & flags both are events rather then 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
can not be created without predecessor as stand alone allocating the constraint.
Where as mile stone can.
2- Flags can not update manually as P3 automatically update the status where as
milestone can be update manually.
3- Flags can not be constraint only driven by predecessor where as milestone can
.
The open end activity is the activity that does not have any successor. Normally
open end activity is not accepted willingly in schedule because the total float
will be calculate from the end of the project and these entire activities late
dates gather at the end of the project and can not be prepare a logical late sta
rt plan.
19. What is the difference between Retained Logic & Override Logic?
I will really appreciate please some one answer these for the sake of others kno
wledge
20. What is the difference between Continuous & Interruptible scheduling?
Same as above
22. How do u measure & compare the progress?
I measured the Progress in term of EV (Earned values) such as EMH (Earned man-ho
urs) which is equivalent to the progress achieved by the define progress steps f
or each activity multiply with SMH (Standard man-hours)
EMH can be calculated as
EMH= SMH * %age of activity as describe above.
Comparison can be done in various different ways, tabular and graphically after
getting the planned values from the base line program.
24. When updating a plan, what key people and/or systems would you expect to nee
d information from? What, if any, analysis of the updated programme would you pe
rform? Who would you distribute your work to?
Normally all good companies have the monitoring system including the progress br
eak down steps agreed between all stack holders of the project to update the pla
n. But if you dont have any kind of these program then I will always contact with
the concern activity / package supervisor and collect the information on a well
define format.
In short the minimum people require for the updating of progress.
1- Job supervisor
2- Quality control ( for the acceptance of job until this you are unable to fini
sh 100% a single)
After performing any kind of analysis the distribution should be as follow minim
um
Project Manager
Construction Managers (Concern discipline for action and other for information)
Job supervisor
Department heads in co-operate office
QA/QC and safety for info.
These will be my answer addition to Mr. stephen, it is not guarantee that interv
iewer will agree with your opinion and approach towards planning.
Now, as to the other questions that I can answer:
The amount of time that an activity can slip without delaying the end of the pro
ject. Usually computed as TF = LF EF.
FF is a special type of TF. Whereas TF is the amount of time that an activity ca
n slip without delaying the end of the project, FF is the amount of time that an
activity can slip without delaying the early dates of a successor.
A limitation that reduces the efficiency with which a project can be accomplishe
d. Scheduling constraints come in three main falvours: NET, NLT and ON, standing
for No Earlier Than, No Later Than, and (surprisingly!) On. These are input to
a schedule, are usually calendar-based, and override the predecessor/successor l
ogic, thus often causing positive or negative float on the longest path. Negativ
e float needs to be resolved, and often is by compromising on other parts of the
plan.
Resource availability is another type of constraint that can delay a projects sch
edule and efficiency.
In general, constraints should not be input to the schedule until after the sche
dule ahs been optimized through critical path analysis, as it is important to be
able to gauge the impact of a constraint from the Newtonian constraints of the wo
rk.
The same as between a Vespa and a Hummer. (Sometimes a Vespa can be more useful!
)
5. How to load cost & resource in a program? Through the WBS, in a process calle
d activity-based resource assignments, or ABRA. Assigned resources should be ove
rhead-burdened to get an accurate picture of costs.
It is important to note that cost can be assigned, tracked and managed at a high
er level than schedule or resources a euro is a euro is a euro, but both resourc
es and schedule dates are specific, and need to be managed with greater specific
ity.
6. What is WBS?
Work breakdown structure, a hierarchical format for identifying, displaying, rep
orting, and changing project work. Since the WBS is the skeleton of work on which
the resource, cost, schedule information is draped, it is the principle tool for
implementing
scope/cost/schedule integration.
A milestone is an event. Activity-driven milestones are usually entered into PM
software as activities with durations of zero. Since milestones have no duration
, once they are reached they are immediately in the past. It is therefore good p
ractice to name activities using the past participle of the verb (i.e., Test comp
onent = activity; Component tested = milestone.
No idea -- Ive never heard the term flag activity.
Although the term may be mis-used (i.e., with other meanings), a critical activi
ty is one that is on the longest path.

Resource allocation is assigning resources to activities (ABRA). Leveling is cha
nging activity schedules to get rid of utilization spikes and use resources more ef
ficiently. There are two different flavours of leveling: time-constrained and resou
rce-constrained.
Time- constrained leveling attempts to remove the resource utilization spikes/bo
ttlenecks without delaying activities beyond an input date (often the CPM comple
tion date, which means that no activity is delayed beyond its float).
Resource-constrained leveling delays activities, if necessary, beyond their floa
t(s) in order to reduce utilization levels, period by period, to availability le
vels.
The Total Project Control (TPC) methodology incorporates a resource-leveling met
ric called the CLUB, or Cost of leveling with Unresolved Bottlenecks. This is th
e amount by which project expected value is reduced PLUS the cost by which the p
rojects Marching Army costs (Overhead and LOEs) increase due to the delay caused b
y resource constraints. The CLUBs can be used to justify the additional resource
s that would make the bottlenecks go away.
I dont know that precise term. The baseline plan is the commitments in terms of p
roduct, cost, and schedule, both at project completion and at key interim points
. On a fixed price, fixed deadline, contract, the delta between the baseline pla
n and the working plan is management reserve and profit.
Changes to the baseline plan (re-baselining) is usually only permitted if both cus
tomer and contractor agree, and usually occur in the event of a mutually-agreed
scope increase.
Earned value tracking and analysis is usually performed based on the baseline pl
an.
12. What are BSWS, BSWP, and ACWP? First, its BCWS and BCWP.
These three acronyms are earned value terms that stand for Budgeted Cost for Wor
k Scheduled (planned value, or PV in the PMBOK Guides in my opinion ill-advised n
eologisms), Budgeted Cost for Work Performed (earned value, or EV), and Actual C
ost for Work Performed (actual cost, or AC).
Despite the terminology, it is crucial to understand that earned value has NOTHI
NG to do with value its about COST, as the letter C in the three original acronyms
shows.
BCWS is what was budgeted for each work package as scheduled.
BCWP is the sum of the budgets of all completed activities/milestones.
ACWP is the sum of what it actually cost to complete each of the work packages/m
ilestones.
SV is schedule variance, computed as BCWP BCWS, or the budgets for all activitie
s/milestones accomplished as of a given date minus the budgets for what was sche
duled to have been accomplished by that date. It should be noted that SV (and its
corollary SPI, or BCWP divided by BCWS) can be a very distorting metric, primar
ily because the BCWS weights are usually loaded onto the early dates, where non-
critical activities have float. This means that starting or completing a big-bud
get activity that has a large amount of float will weigh much more heavily on th
e SV (and SPI) than a small-budget activity that is on the critical path, despit
e that fact that the latter is much more important to meeting schedule.
CV is cost variance, computed as BCWP ACWP, or the budgets for all activities/mi
lestones accomplished as of a given date minus what was actually spent to accomp
lish them. CV also has a corollary index, CPI, or BCWP divided by ACWP. This sho
ws how much of the budgeted work you have been accomplishing for every dollar ac
tually spent, and is an excellent metric for forecasting future cost profiles on
a given project.
Budget is the monetary amount assigned for resources to accomplish the work pack
ages. Actual cost is the monetary amount in resource usage that it actually took
.
An S-curve is the cumulative cost function plotted on a histogram, which can vag
uely resemble the letter S. BCWS, BCWP, and ACWP are frequently plotted and comp
ared on a histogram as separate and shadowing S-curves.
They are different versions of Primavera, but youll need to get a a description o
f the detailed differences from someone else.
Im not sure exactly how you are using the term. Ive heard it used for both activit
ies with uncertain expected scope and no specific budget. Ive also heard it used
in scheduling, for an activity that has no FS or FF successors (i.e., successors
of its finish).
Do you mean your baseline? It varies from project to project, depending on repor
ting/progressing periods. However, the working schedule should be updated on a c
ontinuous basis, as each activity is started or finished.
I dont know. Anyone? Anyone? Buehler?
Ditto.
21. What is the no. of activities that u monitor & how do u make the update?
I sure hope its all, or at least all that have a variance!
(#22 - #24 I will leave to someone else.)
23. Briefly outline the process you follow to build & agree a baseline construct
ion plan.
d information from? What, if any, analysis of the updated programme would you pe
rform? Who would you distribute your work to?
25. Briefly outline the benefits to a project of a well designed and maintained
plan.
A well-maintained plan provides a GPS system that (1) guides the project team; (
2) identifies variances as soon as they occur; (3) provides the project with an
efficient way to re-calculate the best route to recovery whenever a variance occ
urs.
26. Give an example of a mistake you have made when planning. What were the cons
equences? What did you learn from the episode?
I will only reply that the greatest mistake in planning is not to plan, or not t
o plan in sufficient detail.
Good to see all these questions and I would appreciate if someone post the repli
es for the questions which I have consolidated.I have included all questions whi
ch were posted by you.
5. How to load cost & resource in a program?
6. What is WBS?
12. What are BSWS, BSWP, and ACWP?
21. What is the no. of activities that u monitor & how do u make the update?
23. Briefly outline the process you follow to build & agree a baseline construct
ion plan.
d information from? What, if any, anylsis of the updated programme would you per
form? Who would you distribute your work to?
25. Briefly outline the benefits to a project of a well designed and maintained
plan.
26. Give an example of a mistake you have made when planning. What were the cons
equences? What did you learn from the episode?

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PRIMAVERA QUESTIONS FOR INTERVIEW

10. What is resource allocation and leveling?

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