ExxonMobil Interview Questions and Answers

Q1. Can you provide an introduction and share your experience related to the profile?
Ans. 
As a Planning and Scheduling Engineer, I specialize in optimizing project timelines and resource allocation for successful project delivery.
• Project Scheduling: I have developed detailed project schedules using tools like Primavera P6, ensuring all tasks are aligned with project milestones.

• Resource Allocation: I effectively allocate resources based on project needs, balancing workloads to prevent bottlenecks and ensure ...read more
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Q2. What are the stages of planning in a new project, and how can progress be measured using Primavera P6?
Ans. 
Planning a new project involves stages like initiation, planning, execution, and monitoring, with Primavera P6 for progress tracking.
• 1. Project Initiation: Define project goals, scope, and stakeholders. Example: Conduct a feasibility study.

• 2. Project Planning: Develop a detailed project plan including timelines, resources, and budget. Example: Create a Work Breakdown Structure (WBS).

• 3. Scheduling: Use Primavera P6 to c...read more
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Q3. What is design engineering, and what stages are involved in the design process?
Ans. 
Design engineering involves creating solutions through a structured process, ensuring functionality and feasibility.
• 1. Problem Definition: Identify the need or problem to be solved, e.g., designing a new medical device.

• 2. Research and Analysis: Gather information and analyze existing solutions, e.g., studying current prosthetic designs.

• 3. Concept Development: Generate ideas and concepts, e.g., sketching multiple design...read more
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Q4. What are the definitions of Cost Performance Index (CPI) and Schedule Performance Index (SPI), and how can they be measured?
Ans. 
CPI and SPI are key performance indicators in project management, measuring cost efficiency and schedule adherence respectively.
• Cost Performance Index (CPI) = Earned Value (EV) / Actual Cost (AC). A CPI > 1 indicates cost efficiency.

• Example: If EV is $100,000 and AC is $80,000, then CPI = $100,000 / $80,000 = 1.25.

• Schedule Performance Index (SPI) = Earned Value (EV) / Planned Value (PV). An SPI > 1 indicates ahea...read more
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Q5. What are Greenfield and Brownfield projects?
Ans. 
Greenfield projects are new developments on undeveloped land, while Brownfield projects involve redeveloping existing sites.
• Greenfield projects start from scratch, like building a new factory on vacant land.

• Brownfield projects involve renovating or upgrading existing structures, such as converting an old warehouse into apartments.

• Greenfield examples include new highways or parks in untouched areas.

• Brownfield examples i...read more
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Q6. What is earned value, what is the difference between earned hours and planned hours, and how can progress be measured?
Ans. 
Earned value is a project management technique to assess project performance by comparing planned and actual progress.
• Earned Value (EV) measures the value of work actually performed up to a specific point in time.

• Planned Hours (PH) are the total hours scheduled for a task or project, while Earned Hours (EH) represent the hours earned based on completed work.

• For example, if a project was planned to take 100 hours and 50...read more
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Q7. What are the different types of contracts, and which type would be most feasible for a company entering the market first?
Ans. 
Various contract types exist, with fixed-price contracts often being most feasible for new market entrants.
• 1. Fixed-Price Contracts: Set price for the project, beneficial for budgeting. Example: Construction projects with a defined scope.

• 2. Cost-Plus Contracts: Reimburses costs plus a fee, suitable for uncertain projects. Example: Research and development projects.

• 3. Time and Materials Contracts: Pays for time spent an...read more
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Q8. How do you measure progress in Primavera P6?
Ans. 
Progress in Primavera P6 is measured through various metrics like percent complete, earned value, and schedule variance.
• Percent Complete: This indicates the percentage of work completed for each activity. For example, if an activity is 50% complete, it shows half of the work is done.

• Earned Value Management (EVM): This technique compares the planned progress with actual progress. For instance, if the planned value is $1...read more
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Q9. What is rebaseline, what is the process for changing the baseline, and at what stage should rebaseline occur, such as during the initial phase, midway, or at the final stage like commissioning?
Ans. 
Rebaseline is the process of updating project baselines to reflect changes in scope, schedule, or resources.
• Rebaseline is necessary when there are significant changes in project scope or timelines.

• The process involves assessing current performance against the original baseline and determining new baseline metrics.

• Rebaseline should occur at critical project phases, such as after major scope changes or midway through the...read more
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Q10. What is system scheduling following the completion of construction?
Ans. 
System scheduling post-construction involves planning maintenance, operations, and resource allocation for optimal performance.
• Establishing a maintenance schedule to ensure equipment reliability, e.g., regular inspections of HVAC systems.

• Allocating resources for ongoing operations, such as staffing for facility management.

• Implementing a project handover plan to transition from construction to operational phase, ensurin...read more
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Q11. What is the process for raising material requirements and procuring materials in an organization?
Ans. 
The process involves identifying needs, creating requisitions, sourcing suppliers, and managing delivery timelines.
• Identify material requirements based on project specifications and schedules.

• Create a material requisition document detailing quantities, specifications, and delivery timelines.

• Submit the requisition to the procurement department for approval.

• Source suppliers through market research or existing vendor list...read more
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Q12. What is the estimated duration in months for the design, procurement, and erection of a pump?
Ans. 
Estimated duration for pump design, procurement, and erection typically spans 6 to 12 months, depending on project complexity.
• Design phase: 2-4 months for detailed engineering and specifications.

• Procurement phase: 3-6 months for sourcing materials and equipment.

• Erection phase: 1-2 months for installation and commissioning.

• Complex projects may require additional time for regulatory approvals.
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Q13. What is a P&ID (Piping and Instrumentation Diagram)?
Ans. 
A P&ID is a detailed diagram that shows the piping and instrumentation of a process system.
• Represents the relationship between equipment, piping, and instrumentation.

• Includes symbols for valves, pumps, tanks, and other components.

• Used for design, operation, and maintenance of process systems.

• Example: A P&ID for a chemical plant may show reactors, heat exchangers, and control systems.

• Essential for safety and reg...read more
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Q14. How can you import cash flow reports into Primavera P6?
Ans. 
Importing cash flow reports into Primavera P6 involves using Excel files and the import wizard for data integration.
• Prepare your cash flow report in Excel format, ensuring it aligns with Primavera's data structure.

• Use the 'Import' feature in Primavera P6, selecting 'Excel' as the file type.

• Map the Excel columns to the corresponding Primavera fields during the import process.

• Review the import summary for any errors or w...read more
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Q15. What is the difference between the actual budget, planned budget, and baseline budget?
Ans. 
The actual budget reflects real expenditures, the planned budget is the initial forecast, and the baseline budget is the approved version.
• Actual Budget: Represents the real costs incurred during the project. Example: If a project spent $100,000, that's the actual budget.

• Planned Budget: The initial estimate of costs before the project starts. Example: A project may have a planned budget of $120,000.

• Baseline Budget: The ...read more
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Q16. What is an S curve, how can one prepare it using Primavera P6, and what constraints should be considered when using Primavera P6?
Ans. 
An S curve visualizes project progress over time, showing cumulative costs or work against the planned schedule.
• An S curve represents cumulative data, typically cost or progress, plotted against time.

• To prepare an S curve in Primavera P6, use the 'Earned Value' feature to track project performance.

• Select the appropriate data (e.g., planned vs. actual costs) and generate a report to visualize the S curve.

• Consider constr...read more
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Q17. What are the methods for erecting a pipe on a plate, and what deliverables and levels should be considered when preparing the schedule?
Ans. 
Methods for erecting pipes on plates include various techniques and require careful scheduling and deliverables.
• Use of cranes for lifting and positioning pipes onto plates.

• Utilization of pipe supports and brackets to secure pipes.

• Implementation of welding techniques for permanent attachment.

• Consideration of safety protocols during the erection process.

• Scheduling should include milestones for each phase of the erection.

• ...read more
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Q18. What is the difference between planned value and earned value in project management, or are they the same?
Ans. 
Planned value and earned value are key metrics in project management, representing different aspects of project performance.
• Planned Value (PV) is the budgeted amount for work scheduled to be completed by a specific time.

• Earned Value (EV) is the budgeted amount for work actually completed by that same time.

• For example, if a project has a total budget of $100,000 and is scheduled to complete 50% of the work by month 6, t...read more
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Q19. What weightages are considered during phases such as Design and Engineering, as well as other activities?
Ans. 
Weightages in planning include design complexity, resource availability, and risk assessment to ensure effective scheduling.
• Design Complexity: More complex designs require more time and resources. For example, a skyscraper design involves intricate engineering.

• Resource Availability: Assessing the availability of skilled labor and materials can impact timelines. For instance, delays in steel supply can affect constructi...read more
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Q20. How do you measure progress, and what factors do you consider when assessing progress on site?
Ans. 
Progress measurement in planning and scheduling involves tracking milestones, resource allocation, and site conditions to ensure project success.
• Milestone Tracking: Regularly assess the completion of key project milestones, such as foundation completion or structural framing, to gauge overall progress.

• Resource Allocation: Monitor the availability and utilization of resources, including labor and materials, to ensure th...read more
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Q21. What is the experience weightage in planning, scheduling, and costing, expressed as a percentage?
Ans. 
Experience weightage in planning, scheduling, and costing varies by project but typically emphasizes planning and scheduling.
• Planning: 40% - Critical for defining project scope and objectives.

• Scheduling: 35% - Essential for timeline management and resource allocation.

• Costing: 25% - Important for budget management and financial forecasting.

• Example: In a construction project, planning might involve site assessments, sche...read more
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"I applied via campus placement First round was an aptitude containing quant,english, logical reasoning and data interpretation (60 mins ,60 questions) plus technical round (30 mins,30 questions) conducted via Aon platform. Aptitude was easy but was a bit lengthy. Technical test was also moderate and covered all topics from mechanical core. After the written test there was a resume shortlisting for people who cleared round one.Prepare ur resume according to the role ur applying. From around 87 members 27 were shortlisted for GD round. ."

They divided us into 4 groups and group discussion went on for around 20 mins my topic was (Are ev vehicle's an efficient solution for pollution). In gd round listen to the topic carefully. Don't hesitate to put ur thoughts first donot interfere while other is speaking listen to them and put ur thoughts in a politeful way , mostly stick to the topic. After 20 mins the recruiters asked me to summarise the topic and i gave a brief summary keeping everyone's and my thoughts in mind. After GD 9 members were selected for the interview.Gd and interview happened on the same day.

Q1. Procurement Weightage for each step in EPC Project ?
Ans. 
Procurement weightage in EPC projects varies by phase, impacting cost, schedule, and quality management.
• 1. Planning Phase: 10-15% - Initial procurement strategy and vendor selection.

• 2. Design Phase: 20-25% - Detailed specifications and procurement of long-lead items.

• 3. Execution Phase: 40-50% - Bulk procurement and logistics management.

• 4. Commissioning Phase: 10-15% - Final procurement adjustments and spare parts.

• 5. Cl...read more
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Q2. Can you explain the logic how do you measure the engineering & procurement activity in PMS Sheet
Ans. 
Measuring engineering and procurement activities in a PMS sheet involves tracking progress, costs, and timelines against project milestones.
• Define key performance indicators (KPIs) for engineering and procurement activities, such as schedule adherence and cost variance.

• Use a Gantt chart to visualize timelines for engineering deliverables and procurement milestones.

• Track the percentage of completion for each engineering...read more
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Q3. Can you say about the sequence of installation of new centrifugal compressor in working plant ?
Ans. 
The installation of a new centrifugal compressor involves careful planning, preparation, and execution to ensure optimal performance.
• 1. Site Preparation: Ensure the installation area is clean and accessible, with necessary tools and equipment ready.

• 2. Equipment Inspection: Check the compressor and associated components for any damage or defects before installation.

• 3. Foundation Installation: Prepare and install a solid...read more
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Q4. What are the deliverables that will be out when the 30% Model Review is over, also say for the 60% Model Review for all the disciplines
Ans. 
Deliverables for 30% and 60% Model Reviews include design documents, reports, and updated models across all disciplines.
• 30% Model Review Deliverables: Preliminary design documents, initial cost estimates, and risk assessments.

• 60% Model Review Deliverables: Detailed design documents, updated cost estimates, and construction schedules.

• Disciplines involved: Civil, Structural, Mechanical, Electrical, and Instrumentation.

• Ex...read more
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Q5. Can you explain what is the difference between Earned Value & Actual Value ?
Ans. 
Earned Value measures work completed, while Actual Value reflects the actual costs incurred for that work.
• Earned Value (EV) is the value of work actually performed up to a specific point in time.

• Actual Value (AV), also known as Actual Cost (AC), is the total cost incurred for the work completed.

• For example, if a project budget is $100,000 and 50% of the work is completed, EV would be $50,000.

• If the actual costs incurre...read more
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Q6. When do you consider FEED is completed for a big brownfield or greenfield project ?
Ans. 
FEED is completed when all design, cost, and schedule elements are finalized and approved for project execution.
• All design documents, including P&IDs and layout drawings, are finalized and approved.

• Cost estimates are developed and validated, ensuring alignment with budget expectations.

• Schedule milestones are established, detailing key deliverables and timelines.

• Stakeholder reviews and approvals are obtained, confir...read more
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Q7. What are the 5 heading columns in excel sheet Cost Control for a project ?
Ans. 
Key columns in a project cost control Excel sheet help track and manage project expenses effectively.
• 1. Cost Item: Describes the specific expense, e.g., 'Labor', 'Materials'.

• 2. Budgeted Amount: The planned cost for each item, e.g., '$10,000' for materials.

• 3. Actual Cost: The real expenditure incurred, e.g., '$8,500' for materials.

• 4. Variance: The difference between budgeted and actual costs, e.g., '$1,500' under budget...read more
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Q8. What is your understanding when CPI is greater than 1 but SPI is 0 in project ?
Ans. 
CPI > 1 indicates cost efficiency, while SPI = 0 shows no progress; a project may be under budget but not advancing.
• CPI (Cost Performance Index) > 1 means the project is spending less than planned for the work completed.

• SPI (Schedule Performance Index) = 0 indicates that no work has been completed against the planned schedule.

• This scenario can occur if a project is in a phase where costs are incurred without corr...read more
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Q9. Your SPI of Project is greater than 1 but the actual progress is not moving what is the reason ?
Ans. 
An SPI greater than 1 indicates efficiency, but stagnant actual progress may stem from various underlying issues.
• 1. Overestimation of progress: The project may have been inaccurately assessed, leading to inflated SPI.

• 2. Resource constraints: Limited resources or manpower can hinder actual progress despite efficient planning.

• 3. Delayed deliverables: Dependencies on external vendors or suppliers can stall progress, affec...read more
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Q10. Can you explain the different type of Contracts in EPC Industry ?
Ans. 
EPC contracts define the terms for engineering, procurement, and construction projects, impacting risk and payment structures.
• Lump Sum Contract: Fixed price for the entire project, e.g., a power plant construction.

• Cost Plus Contract: Contractor reimbursed for costs plus a fee, e.g., complex infrastructure projects.

• Unit Price Contract: Payment based on units of work completed, e.g., road construction per mile.

• Time and M...read more
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Q11. What is the difference between Construction project schedule & System completion schedule?
Ans. 
Construction project schedules focus on tasks and timelines, while system completion schedules emphasize overall project readiness and functionality.
• Construction project schedules detail specific tasks, durations, and resources needed for physical construction.

• System completion schedules outline the integration of systems and ensure all components function together before project handover.

• For example, a construction sc...read more
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Q1. What strategic processes do you implement to ensure smooth alignment with the site team when a new engagement is initiated?
Ans. 
I implement strategic processes to ensure effective collaboration and communication with the site team during new engagements.
• Conduct initial alignment meetings to discuss project goals and expectations.

• Establish clear communication channels, such as regular updates via email or project management tools.

• Develop a detailed project timeline that includes milestones and responsibilities for both teams.

• Utilize feedback loo...read more
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Q2. What are the key challenges you have faced during remote work?
Ans. 
Remote work posed challenges like communication gaps, equipment access, and maintaining team collaboration.
• Communication barriers: Misunderstandings can arise without face-to-face interaction. For instance, I had to clarify maintenance protocols multiple times.

• Access to equipment: Limited access to specialized tools at home made troubleshooting difficult. I had to rely on virtual simulations.

• Team collaboration: Coordin...read more
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Q3. What steps do you take to initiate the planning process?
Ans. 
Initiating the planning process involves assessing needs, gathering data, and setting clear objectives for maintenance tasks.
• Conduct a thorough assessment of current equipment and systems to identify maintenance needs.

• Gather historical data on equipment performance and maintenance records to inform planning.

• Engage with stakeholders, including operators and management, to understand their concerns and priorities.

• Set cle...read more
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Q4. What steps would you take to ensure that a project is completed on time without adding resources if an activity is delayed in the P6 schedule?
Ans. 
To manage project delays in P6, prioritize tasks, optimize workflows, and enhance communication to meet deadlines without extra resources.
• Analyze the critical path to identify the most impactful delays and focus on those activities.

• Reassess task dependencies and see if any non-critical tasks can be rescheduled or overlapped.

• Engage with the team to identify any potential efficiencies or process improvements that can be ...read more
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