Construction PM job interview. Need a few pointers.
Discussion
I've got a job interview and i've identified a few weaknesses which I'd like to brush up on. It's a construction project manager role and I may get tripped up on a few questions where I lack experience. I have a certain level knowledge/experience of these things, but i'd like to make it look like I know what i'm talking about when pressed. I really want the job as it would help push me to the next level.
The recruiter has given me some info about what the interviewer might ask me about. After scanning through it, i've identified a few areas where I may come unstuck. I'd greatly appreciate it if someone could provide some input on how you would talk about the following if asked in an interview:
- Key Stakeholder Management
- Experience running programmes
- Forecasting material and resource requirements
- Procurement processes
- Capital approval
- Resource planning (materials and people)
Many thanks.
The recruiter has given me some info about what the interviewer might ask me about. After scanning through it, i've identified a few areas where I may come unstuck. I'd greatly appreciate it if someone could provide some input on how you would talk about the following if asked in an interview:
- Key Stakeholder Management
- Experience running programmes
- Forecasting material and resource requirements
- Procurement processes
- Capital approval
- Resource planning (materials and people)
Many thanks.
To be frank, with the possible exception of experience running programmes, I'd expect a grad with a year or two of experience to be confident handling those topics.
Are you interviewing with a contractor or a consultancy, as that would somewhat impact on the advice to each of those areas.
At very high level, I would be using worked examples from your own experience to talk about these points, illustrating examples of clear successes and also learning points.
Especially around procurement, make sure to reference the importance of acting to mitigate domestic and global economic and geopolitical risk. Ficus specifically on inflation and make sure you have read up on - and understood - all the market view insight pieces that all the major consultancies push out
Are you interviewing with a contractor or a consultancy, as that would somewhat impact on the advice to each of those areas.
At very high level, I would be using worked examples from your own experience to talk about these points, illustrating examples of clear successes and also learning points.
Especially around procurement, make sure to reference the importance of acting to mitigate domestic and global economic and geopolitical risk. Ficus specifically on inflation and make sure you have read up on - and understood - all the market view insight pieces that all the major consultancies push out
On the procurement piece, you need to understand what they are building and which parts of the supply chain are slow, then talk about how you can deal with this through preemptive planning/action and project planning.
Eg in housebuilding at the moment the supply of smart meters is a delaying factor on top of the usual problem of shortage of trades.
Some areas are worse than others for trade shortage, find out where the problem lies in the area you will be in and talk about how you will plan around it.
As Clapham says the other points are pretty basic. In terms of stakeholder management, talk about regular meetings, cascade of actions, listening and doing, sympathy with their real issues, being firm and honest about time frames. Set and manage client expectations. Make sure you think about who the stakeholders may be, it’s usually a bigger list than you might think. Eg. Neighbours, client, planners, local interest groups, shareholders, occupiers, funders, various local authority departments, environment agency, highways etc.
On capital approval, I would turn that around and ask them about their process and then talk about team liaison and reporting in that context. You will have to think on your feet a bit.
Material resource, procurement are really all the same point. Talk about partnering and supply chain relationships.
As for project/programme management you have either done it before or you haven’t. Give examples talk about what went well and how you made that happen and what went wrong and what you have learnt. Roll in to this the procurement and stakeholder management as they are all linked.
What type of construction? Houses are very different from hospitals which are different from high rise offices etc. each has nuances around procurement and supply chain.
Are there likely to be buildings for the public sector. If so read up on public sector procurement as this can impact the way sub contractors are appointed. In the interview or ideally before via the headhunter ask how they win the contracts and if public ones what the constraints are. For example, we often used to promise competitive tendering on sub contract packages over £xxx million.
Good luck.
Eg in housebuilding at the moment the supply of smart meters is a delaying factor on top of the usual problem of shortage of trades.
Some areas are worse than others for trade shortage, find out where the problem lies in the area you will be in and talk about how you will plan around it.
As Clapham says the other points are pretty basic. In terms of stakeholder management, talk about regular meetings, cascade of actions, listening and doing, sympathy with their real issues, being firm and honest about time frames. Set and manage client expectations. Make sure you think about who the stakeholders may be, it’s usually a bigger list than you might think. Eg. Neighbours, client, planners, local interest groups, shareholders, occupiers, funders, various local authority departments, environment agency, highways etc.
On capital approval, I would turn that around and ask them about their process and then talk about team liaison and reporting in that context. You will have to think on your feet a bit.
Material resource, procurement are really all the same point. Talk about partnering and supply chain relationships.
As for project/programme management you have either done it before or you haven’t. Give examples talk about what went well and how you made that happen and what went wrong and what you have learnt. Roll in to this the procurement and stakeholder management as they are all linked.
What type of construction? Houses are very different from hospitals which are different from high rise offices etc. each has nuances around procurement and supply chain.
Are there likely to be buildings for the public sector. If so read up on public sector procurement as this can impact the way sub contractors are appointed. In the interview or ideally before via the headhunter ask how they win the contracts and if public ones what the constraints are. For example, we often used to promise competitive tendering on sub contract packages over £xxx million.
Good luck.
Edited by blueg33 on Wednesday 3rd January 05:54
Edited by blueg33 on Wednesday 3rd January 05:59
Thanks for the advice. The interview is with a contractor. Technically, it's a utilities company. The work would be a mix of civils and m&e. Much of what I've done before.
My experience comes predominantly from the client side, so there hasn't been the same level of involvement with budgeting and resourcing.
Some of what I've asked about isn't too difficult. I thought I'd see if there was anything I'd not considered.
I haven't dealt with programme management myself, other than dealing with programme managers, but I don't want them to know that. What are the key points? From what I know it's all about driving a programme of works rather than the granular details - which is the pm's role.
My experience comes predominantly from the client side, so there hasn't been the same level of involvement with budgeting and resourcing.
Some of what I've asked about isn't too difficult. I thought I'd see if there was anything I'd not considered.
I haven't dealt with programme management myself, other than dealing with programme managers, but I don't want them to know that. What are the key points? From what I know it's all about driving a programme of works rather than the granular details - which is the pm's role.
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