Project Controls Manager interview questions needed

Hi Andrew

In reply to your quest

Hi,
IMO, Asked
1. What do you propose the scope of PCM should be. (reversal question). Answer: The fundamental of PCM is tracking, so it will follow that the fundamental scope shall relate to tracking, tracking What????
2. If you are in the oil/petro(I am in this), asked the various discplines and problems that lies in each discpline. Answer: The person who ask do not know. If he know and pretend not to know, it will create distrust. So, the PCM shall be knowlegeable in all discipline, NO EXCUSE please.
3. For specifics one, asked for hands-on demo of 1 discpline in either E / P / C. The PCM should be able to draft out. Answer: The PCM should be able to demonstrate his knowledge and versatility in Project Control.
4. Asked what analysis system to deploy for control - planning and cost. Answer: Be sure that the candidate can prove a syste approach in Project Control. You miss this very and most important aspect of the candidate, you will end up providing an employee to work for him, typical manager. "I AM THE MANAGER. SOMEONE MUST WORK FOR ME, I HAVE TO MANAGE SOMEONE".. he he, actually I dont know, i just wanted to learn from my workers since it is my previlege considering that the color of my skin is XXXXX.
5. How to reduce risk and provides effective control. Answer: The candidate must know how to answer this.
6. Efficiency with the various tool required. Answer Primavera P3 is enough. MSP is no good.
7. The projects that is involved. Answer: Must not be less than 1 billion USD.

Have to know how to single out participation and causation, ie are u the reason for success of project or just a participant. Answer: The PC should be the reason for project to succeed. Other than this answer, throw out the candidate, you are just wasting time talking to the candidate.

Sensei
Successful Project Management Consultant

Sensei
Successful Data Entry Clerk

Oliver!

WHAT are you suggesting?

I thought it was pretty obvious Nieman!

Dearest Clive,

Here we go again. Why are you keeping on being negative and playing the "devil advocate". Dont be like your stooges and some wanaabe.

Clive, we are here more than one year and you are still reacting to my thread in the same fashion as before.

Please channel your energy by giving bright ideas like the Marant case. I love that. Show to the planning planet world that you are indeed senior citiezen worthy of respect

Anyway to rebutt your understanding of english language

You said "...believe they are about setting the course of a project, checking that it is being followed and manipulating elements to ensure success."

This is what my message is the fundamental of Project Control is Tracking. But first you must establish something to track meaning in our day to day work: The baseline program.

And to create a workable baseline program is a huge work for planning engineer. It is much more work in tracking the baseline program in the event the activities are more than 50,000. WHEW, whew, whew.

I intentionally mention just tracking for PCM to bait some bright ideas but sad to say, I did not get it.

Cheers,
Sensei
Successful Project Management Consultant

Dearest Clive,

Here we go again. Why are you keeping on being negative and playing the "devil advocate". Dont be like your stooges and some wanaabe.

Clive, we are here more than one year and you are still reacting to my thread in the same fashion as before.

Please channel your energy by giving bright ideas like the Marant case. I love that. Show to the planning planet world that you are indeed senior citiezen worthy of respect

Anyway to rebutt your understanding of english language

You said "...believe they are about setting the course of a project, checking that it is being followed and manipulating elements to ensure success."

This is what my message is the fundamental of Project Control is Tracking. But first you must establish something to track meaning in our day to day work: The baseline program.

And to create a workable baseline program is a huge work for planning engineer. It is much more work in tracking the baseline program in the event the activities are more than 50,000. WHEW, whew, whew.

I intentionally mention just tracking for PCM to bait some bright ideas but sad to say, I did not get it.

Cheers,
Sensei
Successful Project Management Consultant

CRYSTAL CLEAR

This is democracy only in planning planet can we exercise true democracy "your right to say your opinion that I will defend with my life" of course some i like, some i do not like.

But please give the planning world such research done by you like the Marant Case,if relevant to a particular thread.

I do read your post.

Cheer

Sensei
Successful Project Management Consutant

AND i will give to whom it is due.

DEAREST ANDREW.

I LOVE WHAT YOU DID FOR PLANNING PLANET.

Sometimes wierd emotions happened since I do need it to give me a booster in my work.

I noticed that you are not active anymore. Maybe you are busy or maybe the post are so unbelievable. Well anyway, just to let you know, I track your post,

THEY ARE BRILLIANT.

Cheers,
Sensei
Successful Project Management Consultant

Hi Clive,

I see you’re back sorting out Charlie’s nonsense, errors and flights of fancy. I wish I had your patience, but unfortunately when I see somebody acting like a pillock, and trying to pass themselves off as some sort of expert, I tend to become a bit short with them.

Chris

Cheers,

Sensei C.J.Orbe PMP

(Project Management Pillock)

Clive

Absolutely. It does what it says on the box. A Project Controls Manager should do exactly that, run the project controls - this is not just tracking, but providing the information (cash, resources, time) to the PM to make the best decision on action to be taken, if any, at the correct time when there are deviations from the agreed plan.

I stand to be corrected but I am of the opinion that PCM is concerned with;

1. Comparison of project performance against baseline in terms of SCHEDULE and COST indices
2. Assesment of performance to determine indicated preventive/corrective actions
3. Project risk analyzing, tracking and monitoring to facilitate development of appropriate response plans.
4. Provision of information for status reporting, progress measurement and forecasting
5. Provision of schedule and cost forecasts
6. Monitoring change origination and implementation as they arise

Yes, he usually will have a role to play in the initial determination of the cost and schedule parameters, if he was on the project from inception.

Which buttresses Charles’s argument of working knowledge of processes and tools involved in the project.

On the other hand the project could be inherited, which reduces his input in the determination of the initial conditions.

if it’s me, i will ask

1. can you derive a basic schedule from scratch?

2. what is your factor in measuring progress?

3. what is S curve?

For me, the candidate should know all this.