INTERVIEW STUDY NOTES

Planning Engineer — Sayyad Fayaz

Easy-to-Study Format: Key Points + Sample Answer

for Each Question

How to use this: For each question, first read the “KEY POINTS” —
memorize these 3-5 points. Then read the “SAMPLE ANSWER” — this
shows how to say those points out loud naturally. Practice saying the
sample answer in your own words using only the key points as a
guide.

SECTION 1: PRIMAVERA P6
BASICS

Q1. How do you build a baseline schedule

from zero?
KEY POINTS: - Study contract docs (scope, BOQ, drawings,
milestones, completion date) - Build WBS matching contract structure
(areas/disciplines) - List activities: engineering, procurement,
construction, testing, handover - Add logic (links), durations,
resources, calendars - Run CPM, check finish date matches contract
date - Submit baseline + narrative report for client approval

SAMPLE ANSWER: “I start by studying the contract — scope, BOQ,

drawings, and key milestones. Then I build the WBS to match how the
client wants progress reported. I list all activities, link them with
logic, assign durations and resources, and set calendars. I run CPM to
check the finish date matches the contract date. Then I submit the
baseline with a narrative report for client approval — once approved,
that’s our reference point.”

Q2. How do you decide durations without

historical data?
KEY POINTS: - Ask site engineers / subcontractors (real experience) -
Use industry productivity norms (e.g., m² per day) - Check vendor lead
times for materials - Add small contingency - Cross-check against
manpower histogram (realistic crew size?)

SAMPLE ANSWER: “I get input from site engineers and

subcontractors who’ve done similar work, plus standard industry
productivity rates. I check vendor lead times for materials. Then I add
a small contingency — not too much. Finally, I check the manpower
histogram to make sure the duration doesn’t need an unrealistic
number of workers.”

Q3. Constraint vs Relationship — when do

you use constraints?
KEY POINTS: - Relationship = logic link (A before B) — based on real
work sequence - Constraint = fixed date you apply manually - Too
many constraints hide true float/logic - Use constraints only for:
contractual milestones, fixed access windows

SAMPLE ANSWER: “A relationship is logic — Activity A must finish

before B starts, based on how work actually happens. A constraint is a
date I force onto an activity. I avoid overusing constraints because
they hide real float. I only use them for things like a contractual
milestone date, or a fixed access/shutdown window from Aramco.”

Q4. Total Float vs Free Float — explaining

negative float to a client
KEY POINTS: - Total Float = slip allowed without affecting PROJECT
finish date - Free Float = slip allowed without affecting NEXT activity
- Negative float = project will finish late based on current plan - Don’t
just report the problem — explain cause + give recovery options

SAMPLE ANSWER: “Total Float looks at impact on the whole project

end date. Free Float only looks at the next activity. Negative float
means we’re going to finish late if nothing changes. When I explain
this to a client, I always explain the cause first — like a late approval
or delivery — then give recovery options: resequencing, extra
resources, or extended hours.”

Q5. How do you cost-load P6 and reconcile

with accounting?
KEY POINTS: - Assign budget to activities/resources (labor, material,
equipment, subcontract) - Cost spread across duration (linear, front-
loaded, etc.) - Align P6 cost codes/WBS with accounting’s chart of
accounts - Compare P6 planned value vs actual cost from accounting
monthly - Investigate any big gaps

SAMPLE ANSWER: “I assign budget costs to activities or resources —

labor, material, equipment, subcontract — and spread them across the
duration based on how the work happens. I make sure the cost codes
match accounting’s chart of accounts. Then monthly, I compare P6’s
planned value against actual costs from accounting, and investigate
any major differences.”
Q6. Your schedule update cycle and QC
checks
KEY POINTS: - Weekly internal, monthly client reporting - Update:
data date, actual dates, % complete from site reports - QC checks
before issuing: - No open-ended activities - No missing logic - No out-
of-sequence progress - Check float erosion / critical path shift

SAMPLE ANSWER: “I update weekly internally and monthly for the

client. I move the data date, update actual dates and percent complete
based on site reports. Before issuing, I check for open-ended
activities, missing logic, out-of-sequence progress, and I review how
float and the critical path changed from last time — if something
shifted a lot, I investigate before sending it out.”

Q7. Re-baseline — trigger and process

KEY POINTS: - Trigger: major VO, approved EOT, big scope change -
Document the reason - Get PM/client approval - Build revised
schedule with new logic - KEEP original baseline for comparison -
Issue variance report explaining the difference

SAMPLE ANSWER: “A re-baseline happens after something major —

an approved EOT or a big variation order. I document why, get
approval from the PM and client, then build the revised schedule. I
always keep the original baseline saved for comparison, and issue a
variance report explaining what changed and why.”

SECTION 2: EVM AND DELAY

ANALYSIS

Q8. Explain EVM — CV, SV, CPI, SPI

KEY POINTS: - PV = budget for work planned so far - EV = budget
value of work actually done - AC = actual money spent - CV = EV −
AC (cost variance) - SV = EV − PV (schedule variance) - CPI = EV/AC
(below 1 = over budget) - SPI = EV/PV (below 1 = behind schedule) -
On Aramco security project: SPI worries most early
(clearances/access can hide in cost numbers)

SAMPLE ANSWER: “PV is what we planned to have done by now, EV

is the value of what we’ve actually done, AC is what we actually spent.
CPI = EV/AC tells us cost efficiency; SPI = EV/PV tells us schedule
efficiency. On a project like this, I’d watch SPI closely early on,
because things like security clearances can quietly delay the schedule
even while costs still look fine.”

Q9. SPI3, SPI5, SPI7, SPI9 — why multiple

windows?
KEY POINTS: - These = SPI over recent rolling periods (last 3, 5, 7, 9
periods) vs cumulative - Cumulative SPI can hide recent bad trends -
Short-window SPI = early warning signal - Lets you catch a downward
trend before it shows up cumulatively

SAMPLE ANSWER: “These are SPI calculated over recent rolling

periods — like the last 3 or 5 reporting periods — compared to
cumulative SPI. Cumulative can look fine even if recent performance
has dropped, because it’s an average of the whole project. The short-
window numbers act as an early warning so I can catch a bad trend
before it drags down the overall number.”

Q10. How do you do delay analysis —

which methods?
KEY POINTS: - As-Planned vs As-Built: simple comparison - Time
Impact Analysis (TIA): insert delay event at the time it happened,
recalculate - Windows Analysis: break project into time periods,
analyze each - Choice depends on: data available, contract
requirements, timing - For ongoing Aramco project: TIA or Windows
Analysis (contemporaneous, defensible)

SAMPLE ANSWER: “The simplest method is As-Planned vs As-Built. A

more rigorous one is Time Impact Analysis — I take the schedule just
before the delay, insert the delay event, and recalculate to see the
exact impact. Windows Analysis breaks the project into time periods
and analyzes each one. For an ongoing project with regular updates,
I’d prefer TIA or Windows Analysis because they use real data from
the time and are more defensible.”

Q11. Real example: identified delay,

quantified it, recommended action
KEY POINTS: - Example: late shop drawing approval → blocked
procurement → blocked installation (critical path) - Quantify: days
beyond contractual approval period → run schedule with delay
inserted → see impact on finish date - Recommendation: (1) formal
EOT notice with documentation, (2) mitigation — bring forward non-
critical work in parallel

SAMPLE ANSWER: “For example, a shop drawing approval took much

longer than the contractual review period. Because procurement for
that package couldn’t start without it, it pushed back delivery and
installation — which was on the critical path. I quantified the delay in
days beyond the allowed review period and ran the schedule with that
delay inserted to see the impact on the finish date. My
recommendation was to raise a formal EOT notice with supporting
documents, and in parallel, bring forward other non-critical activities
to soften the overall impact.”

Q12. Delay vs Disruption — why does it

matter?
KEY POINTS: - Delay = pushes back completion date (time-based) →
basis for EOT - Disruption = work becomes less efficient, but finish
date may not change → basis for productivity/cost claim - Evidence
needed is different for each - Mixing them up weakens the claim

SAMPLE ANSWER: “A delay pushes back the completion date — that’s

the basis for an EOT. A disruption means the work becomes less
efficient, even if the project still finishes on time because there was
float — that’s a productivity or cost claim. The evidence needed is
different for each, so mixing them up weakens the claim — you need
to match the right evidence to the right type of claim.”

SECTION 3: ARAMCO
GOVERNMENT SECURITY
COMPLEX PROJECT

Q13. Saqco (Main Contractor) / JVR

(Contractor) — your role and interface
coordination
KEY POINTS: - I maintain JVR’s portion of the schedule - Align our
milestones with Saqco’s master schedule - Coordinate
dependencies/interfaces with Saqco’s planning team - Resolve
conflicts (e.g., site access) via joint planning meetings

SAMPLE ANSWER: “As planning engineer on the JVR side, I maintain

our portion of the schedule and make sure our milestones align with
Saqco’s master schedule, since they report to Aramco. I coordinate
regularly with Saqco’s planning team on dependencies — for example,
if our work depends on another package, or another contractor needs
an area after us. Any conflicts get resolved through joint planning
meetings.”

Q14. Multi-site (Haradh, Hawtah,

Khurais) — schedule structure and
resource sharing
KEY POINTS: - Each site = separate sub-project/WBS branch under
one main schedule - Rolls up into one consolidated view for client
reporting - Challenge: shared crews/equipment across sites — must
plan for travel time - Keep individual site dashboards + consolidated
overall dashboard

SAMPLE ANSWER: “Each site — Haradh, Hawtah, Khurais — would

have its own section within the overall schedule, rolling up into one
consolidated view for client reporting. The main challenge is when
crews or equipment need to move between sites — I have to plan the
schedule to account for travel time and security check-in procedures.
I’d keep both individual site dashboards and one consolidated overall
dashboard.”
Q15. Security clearance impact on
schedule and risk register
KEY POINTS: - Personnel: build clearance/badge processing time into
mobilization activities - Materials: extra time in procurement-to-
delivery for security checks - Risk register: “clearance delay” as
recurring risk - Mitigation: submit clearances early, keep buffer of
cleared personnel

SAMPLE ANSWER: “For personnel, I extend mobilization activities to

realistically include clearance and badge processing time, especially
for new workers. For materials, I add extra time in the procurement
chain for security checks at site entry. In the risk register, clearance
delays are a recurring risk, mitigated by submitting applications early
and keeping a buffer of already-cleared personnel.”

Q16. Aramco-specific standards/systems —

progress measurement, reporting, IPMT
KEY POINTS: - Progress measured against pre-defined milestone
weights per activity (e.g., 20% materials on site, 50% installed, 100%
tested/accepted) - Reports follow Aramco format: exec summary, S-
curve, critical path, manpower histogram, look-ahead, issues/risks -
Interaction with Aramco’s project team (IPMT) via weekly meetings —
comments tracked to closure

SAMPLE ANSWER: “Progress is measured against pre-defined

milestone weights for each activity — like 20% at materials on site,
50% at installation, 100% at testing/acceptance — rather than
guesswork. Reports follow Aramco’s expected format: executive
summary, S-curve, critical path status, manpower histogram, look-
ahead, and open issues. I interact with Aramco’s project team mainly
through weekly meetings, where comments are tracked until closed.”

Q17. Weekly client meetings —

preparation and handling pushback
KEY POINTS: - Top level: summary dashboard (S-curve, milestone
status, brief narrative) - Detail level: critical path report with changes
explained - Prepare for pushback: discuss with site team/PM BEFORE
the meeting - Make sure your numbers match what site team will say

SAMPLE ANSWER: “I prepare a summary dashboard with the S-curve

and milestone status for the top-level view, and a detailed critical path
report underneath showing what changed and why. To prepare for
pushback, I discuss likely questions with the site team and PM before
the meeting, so my numbers and their explanation match — nothing
damages credibility more than the planner and site team disagreeing
in front of the client.”

SECTION 4: RESOURCES, S-
CURVES, PERFORMANCE

Q18. Manpower histogram — how to build

and use it
KEY POINTS: - Built from resource-loaded schedule (workers by trade
over time) - Check PEAKS: exceed site capacity/accommodation? →
flag 4-6 weeks ahead - Check TROUGHS: idle resources / cost leakage
- Compare against subcontractor’s actual mobilization commitments

SAMPLE ANSWER: “It’s a bar chart of planned workers by trade over

time, built from the resource-loaded schedule. I check for peaks that
exceed site capacity or accommodation — flagging those early, ideally
a month ahead. I also check for troughs that might mean idle
resources. And I compare it against what subcontractors have actually
committed to mobilize — a mismatch is an early warning sign of
future delay.”

Q19. Cost-based S-curve vs man-hour S-

curve — when to use each
KEY POINTS: - Cost-based: for finance/client cost teams — cash flow,
payments - Man-hour-based: for site management/HR — labor
planning, productivity - Both should match — if they diverge, it signals
a productivity issue

SAMPLE ANSWER: “A cost-based S-curve is for finance teams — cash

flow and payment forecasts. A man-hour-based S-curve is for site
management — labor planning and productivity. Both should tell a
similar story. If they diverge — say cost shows 60% complete but man-
hours show only 45% — that signals a productivity problem worth
investigating.”

Q20. S-curve shows 5% behind at month 6

of 24 — your analysis process
KEY POINTS: - Don’t just report the number — break down by
discipline/area - Check if it’s a real issue or a data/timing issue -
Check if affected activities are critical path or have float - Prepare
recovery options BEFORE presenting to management

SAMPLE ANSWER: “First, I’d break the 5% gap down by discipline or

area to find where it’s concentrated. Then I’d verify it’s real progress
data, not a timing issue. Next, I’d check if the gap is on the critical
path or in activities with float — that determines how serious it is.
Finally, I’d prepare 2-3 recovery options — extra resources,
resequencing, extended hours — before presenting to management,
so I’m bringing solutions, not just the problem.”

SECTION 5: RISK, VARIATIONS,

CLAIMS

Q21. Risk register — your process

KEY POINTS: - Reviewed weekly/biweekly with project team - Each
risk: description, probability, impact, owner, mitigation plan - Planning
helps IDENTIFY schedule risks (e.g., low-float activity on long-lead
item) - Planning usually doesn’t OWN individual risk actions —
site/PM does

SAMPLE ANSWER: “The risk register is reviewed weekly or biweekly

with the project team. Each risk has a probability, impact, owner, and
mitigation plan. I help identify schedule-related risks — like an
activity with very little float depending on a long-lead item — but I
usually don’t own the actions myself; that’s the site manager or PM.
My main job is keeping the register connected to the schedule.”

Q22. Incorporating a VO into the schedule

— protecting time entitlement
KEY POINTS: - Get scope/resources/duration for the new work - Build
a “fragnet” (mini-schedule for the new scope) - Integrate fragnet with
correct logic ties into live schedule - Run “what-if” — does it push the
finish date? - If yes: document via TIA, submit EOT notice within
contractual notice period

SAMPLE ANSWER: “First I get the scope and estimated duration for
the new work, then build a small fragnet for it. I integrate that fragnet
into the live schedule with the correct logic links, and run the
schedule to see if it impacts the finish date. If it does, I document the
impact with a Time Impact Analysis and make sure an EOT notice is
submitted within the contractual notice period — missing that
deadline can mean losing entitlement even if the impact is real.”

Q23. Shop drawing/spec conflict —

escalation process and planning’s role
KEY POINTS: - Don’t just pick one — check contract’s document
hierarchy (Special Conditions of Contract) - Raise formal RFI to get
official clarification + create a record - Planning’s role: put dependent
activities “on hold” in schedule - Track RFI response time — if it
exceeds reasonable time AND affects critical path, it becomes delay
evidence

SAMPLE ANSWER: “I wouldn’t just pick one document and proceed —

I’d check the contract’s hierarchy clause to see which document
governs. Even then, I’d raise a formal RFI to get official clarification
and create a record. From planning’s side, I’d flag the dependent
activities as on hold, and track how long the RFI takes — if it takes
longer than reasonable and affects the critical path, that response
time itself becomes evidence for a delay claim.”
Q24. Supporting an EOT claim — what
evidence do you compile?
KEY POINTS: - As-planned vs as-built comparison - Series of
contemporaneous schedule updates around the delay - Supporting
records: daily reports, photos with dates, RFIs, instructions, approvals
- Most important: clear narrative connecting cause → activity affected
→ critical path impact → days of delay

SAMPLE ANSWER: “I compile an as-planned vs as-built comparison,

plus the schedule updates from around the time of the delay — these
are contemporaneous, so they’re credible. I also gather supporting
records: daily reports, dated photos, RFIs, instructions, and approvals.
Most importantly, I build a clear narrative connecting the cause to the
affected activity, to the critical path impact, to the number of days
delayed — without that chain, the claim is hard to understand or
accept.”

SECTION 6: SOFTWARE AND

REPORTING

Q25. Power BI SPI dashboard — data

pipeline
KEY POINTS: - Source: P6 export (XER or direct connection) - Power
Query: clean data, calculate PV/EV/SPI per period - Build data model
(link tables by WBS/project) - Build visuals: gauge, trend lines -
Refresh cycle matches schedule update cycle (weekly/monthly)

SAMPLE ANSWER: “Data starts in P6 and I export it via XER or a

direct connection. In Power Query, I clean it and calculate PV, EV, and
SPI per period. Then I build the data model linking tables by WBS,
and build the visuals — gauge and trend lines. The refresh cycle
matches the schedule update cycle, so the dashboard always reflects
the latest official update.”

Q26. SPI gauge thresholds

(red/amber/green) — basis
KEY POINTS: - Common industry norm: ≥0.95 green, 0.85-0.95
amber, <0.85 red - Check if company/client has their OWN defined
thresholds first - If none exist, propose standard norms to PM for
agreement before finalizing

SAMPLE ANSWER: “A common industry guideline is SPI of 0.95 or

above as green, 0.85 to 0.95 as amber, and below 0.85 as red. But I’d
first check if the company or client has their own defined thresholds in
their project controls procedures. If not, I’d propose these standard
norms to the PM for agreement, so everyone agrees what ‘red’ means
before using the dashboard for decisions.”
Q27. MS Project vs P6 — when to use
each, conversion challenges
KEY POINTS: - MS Project: smaller packages, quick what-if scenarios
- P6: enterprise-level, multi-user, resource/cost-loaded master
schedule - Conversion isn’t simple — check: calendars,
relationship/lag types, resource/cost structures - Always manually
verify after conversion

SAMPLE ANSWER: “MS Project is good for smaller packages or quick

what-if scenarios. P6 is for the main enterprise schedule — multi-user,
resource and cost loaded. Converting between them isn’t a simple file
conversion — calendars, relationship lag types, and cost structures
don’t map one-to-one, so I’d always manually verify these after
converting.”

SECTION 7: RAILWAY AND THEME

PARK EXPERIENCE

Q28. Riyadh Metro — how rail scheduling

differs from buildings
KEY POINTS: - More contractors to interface: civil, signaling, power,
communications, rolling stock - Testing & Commissioning (T&C) is
highly sequential — often becomes the real critical path late in the
project - “Possession windows” (track access times) = hard calendar
constraints

SAMPLE ANSWER: “On a metro project, there are many more parties
to interface with — civil, signaling, power, communications, and
rolling stock contractors. Testing and Commissioning is very step-by-
step, and integrated T&C often becomes the true critical path near
the end, even if civil work finished on time. Also, ‘possession windows’
— limited times when contractors can access the track — become
hard constraints in the schedule.”

Q29. Qiddiya Six Flags — scheduling

specialized long-lead equipment
KEY POINTS: - Treat rides/attractions as “anchor” activity chains:
design approval → manufacturing → FAT (factory test) →
shipping/customs → install → commissioning - These chains often
become the real critical path, even if civil finishes early - Requires
close coordination with international suppliers

SAMPLE ANSWER: “For specialized equipment like rides, I’d treat

them as their own anchor activity chains — design approval,
manufacturing, factory acceptance testing, shipping and customs,
then installation and commissioning. These long lead times often
become the real critical path for that area, even if civil and MEP
works are done early — so close coordination with international
suppliers is critical.”

SECTION 8: BEHAVIORAL
QUESTIONS — STRUCTURE TO
FOLLOW

Q30. A time your forecast was wrong

STRUCTURE: - Situation: name a specific forecast that was too
optimistic - What went wrong: wrong assumption (productivity,
delivery, etc.) - What you changed: added contingency / cross-checked
with procurement / more frequent check-ins

(Use a REAL example from your own projects)

Q31. Conflict with site engineer/PM over

critical path
STRUCTURE: - Describe the disagreement - Show you LISTENED first
— they may have real info not in the schedule - If their point was
valid: updated the logic - If you were right: explained with data,
calmly, involved PM if needed - Message: defend with data, but stay
collaborative

Q32. Pressure to “make numbers look

better”
KEY POINTS: - Acknowledge the pressure is real and understandable -
Explain: inaccurate numbers create bigger problems later (trust) -
Offer: real numbers + clear cause + recovery plan - Frame: protecting
project credibility long-term, not being difficult

SAMPLE ANSWER: “I understand the pressure — nobody wants to

deliver bad news. But I’d explain that if the client later finds out the
numbers didn’t match reality, it damages trust far more. Instead, I’d
present the real numbers along with a clear explanation and a
recovery plan — clients usually care more about seeing the issue is
managed than seeing perfect numbers.”

Q33. Career progression across 3

companies in 5 years
STRUCTURE: - Precon Construction (Planner/Scheduler) →
foundation: CPM, delay reporting, infrastructure - Al Qasswa (Junior
Planning Engineer) → step up: procurement scheduling, client
reporting - Current Aramco project (Planning Engineer) → flagship
project, EVM, cost-loading, multi-site

Each move = added a new skill + more responsibility (logical growth,

not job-hopping)

Q34. Why looking to move now?

SAFE ANSWERS: - Seeking next step up (senior/lead planning role) -
Want to broaden experience across project types/clients - Project
nearing a phase where role naturally winds down

AVOID: - Anything sounding like running from conflict - Contradicting

other answers (e.g., loving Aramco prestige but complaining about
bureaucracy)

SECTION 9: QUESTIONS TO ASK

THEM
1. “What’s the P6 setup — shared enterprise database or standalone
files?”
2. “How is the planning team structured — report to PM or central
PMO?”
3. “What’s the current project portfolio — mostly Aramco/government
or mixed?”
4. “Is there a dedicated contracts/claims team for EOT situations, or
does planning handle that too?”
5. “Would I be the sole planning engineer, or part of a larger team?”
6. Package questions (once discussing offer): leave entitlement,
accommodation/transport, Iqama transfer cost, working
days/hours, ticket allowance

QUICK REVISION — TERMS

GLOSSARY
Term Simple Meaning
The chain of activities that
CPM
decides the project finish date
How much an activity can slip
Total Float
without delaying the project end
How much an activity can slip
Free Float without delaying the NEXT
activity
Budget value of work PLANNED
PV
so far
EV Budget value of work ACTUALLY
 DONE
AC Money ACTUALLY SPENT
EV/AC — cost efficiency (below 1
CPI
= over budget)
EV/PV — schedule efficiency
SPI
(below 1 = behind schedule)
Insert a delay into the schedule
TIA at the time it happened,
recalculate impact
Break project into time periods,
Windows Analysis
analyze delay causes in each
Mini-schedule for new scope
Fragnet
(e.g., from a VO)
New baseline after a major
Re-baseline change; old one kept for
comparison
How the project is broken into
WBS/EPS
manageable parts
Assigning budget values to
Cost-loading
schedule activities
Graph of cumulative progress
S-curve (cost/man-hours) — planned vs
actual
Bar chart of planned workforce
Manpower histogram
over time
Formal request to extend the
EOT
contract completion date
Officially approved change to
VO
scope
Formal question to
RFI client/consultant to clarify an
issue
Formal record that work doesn’t
NCR
meet requirements
Constraint A date YOU force onto an activity
Logic link between two activities
Relationship
(A before B)
The “as of” date for a schedule
Data Date
update
Progress shown before
Out-of-sequence
predecessor is finished
Revised plan to get back on track
Recovery schedule
after falling behind

End of study notes. Prepared for: Sayyad Fayaz — Planning Engineer,

Al Khobar, Saudi Arabia.