Behavioural Flashcards
Tell me about yourself:
Certainly. I’m a Chartered Naval Architect with over 17 years of experience leading complex projects in the maritime and defence sectors. I hold a PhD in Maritime Transportation, an MBA in Project Management, and am passionate about delivering strategic, high-value projects with measurable outcomes.
My core strengths include project planning, and cross-functional leadership, with deep technical insight into fleet operations, sustainability compliance, and engineering standards. I recently led multiple projects at BAE Systems, improving operational workflows and governance. I’m excited about this role because it aligns perfectly with my experience and drive to contribute meaningfully to the UK defence capability.
Can you walk us through a complex project you’ve led and how you ensured its success?
At Petrobras, I led the dry-docking and conversion of two oil carriers in China. The complexity involved multi-national teams, tight schedules, and evolving regulations. I applied Agile principles to structure the workflow and used KPIs to track performance. A major risk was delayed delivery due to supply chain issues, which I mitigated through early supplier engagement and parallel planning. The project was delivered 8% under budget and ahead of schedule.
You’ve worked across different countries and stakeholders. How do you manage cultural or communication challenges?
I adapt my communication style to suit the cultural context, always focusing on active listening and empathy. While working in Korea during the shuttle tanker construction, I ensured clarity through regular stand-ups with local engineers. I also established clear escalation paths and applied stakeholder analysis to maintain engagement at every level.
Describe a time you had to make a difficult decision under pressure:
(Do the right thing) During a BWMS retrofit, a vendor recommended a cheaper system that didn’t fully meet environmental compliance. Despite pressure to reduce costs, I escalated the issue and advocated for a compliant system. My decision delayed procurement by two weeks, but ultimately safeguarded the vessel’s certifications and protected the company’s long-term interests.
Give an example where you identified a risk early on and took action:
(Safety & Risk Awareness) At BAE, I spotted a misalignment in project scheduling which would have caused compliance training delays for engineers. I immediately recalibrated the workstream timelines and involved the HR and training departments. This proactive move prevented a critical path delay and maintained workforce certification.
How do you ensure that your project team stays focused on delivering value?
(Make a difference) I start by aligning team objectives with stakeholder goals. I frequently reference back to the business case and use visual tools like dashboards to keep value delivery visible. I also use retrospectives to capture lessons learned and empower the team to continuously improve.
Tell us about a time you had to simplify a complex process:
(Keep it simple) Situation: At my previous role, we were preparing for a series of drydocking projects involving eight vessels scheduled within the same year. Each project typically required a separate procurement cycle, with individual negotiations and contracts — a time-consuming and complex process.
Task: My objective was to find a way to streamline this process, reduce administrative burden, and manage cost fluctuations effectively across all projects.
Action:I proposed the adoption of an umbrella contract with a single shipyard, covering all eight drydockings under the same agreement. This included standardised pricing bands, unified terms and conditions, and flexibility to adapt the scope slightly for each vessel. I led the discussions with procurement, technical teams, and legal, ensuring all parties were aligned. The contract allowed for consistent delivery while still maintaining individual docking specifications.
Result: This strategy resulted in significant cost savings due to economies of scale and greater pricing control throughout the year. We also reduced the administrative workload and improved coordination between teams and the shipyard, ensuring all eight vessels completed drydocking on time and within budget.
How do you typically start a new project?
I begin by defining scope and deliverables in collaboration with key stakeholders. Then I set up a work breakdown structure, assess risks, and establish a governance plan. Once planning tools are in place—usually using MS Project or Excel—I schedule a project kickoff to align the team and stakeholders.
What tools and methods do you use to track progress?
I use Microsoft Project for scheduling, Power BI for visual progress tracking, and Excel for financial tracking. I also run weekly stand-up meetings and monthly stakeholder reports. RAG status updates and earned value metrics help me stay ahead of risks.
How do you deal with scope creep?
I use a formal change control process. When scope creep emerges, I assess its impact on cost, schedule, and resources. I discuss with the sponsor and stakeholders before integrating changes. I’ve found that early education on scope boundaries and consistent documentation prevent most issues.
How do you build trust with stakeholders or team members?
Trust comes from consistency, transparency, and delivering on commitments. I keep communication open, share updates regularly—even the difficult ones—and take time to understand others’ pressures and expectations. I’ve mentored junior staff and also negotiated effectively with senior authorities like IMO delegates.
Tell me about a time you resolved a conflict in a team:
During a drydocking, two engineers disagreed on the repair method for a damaged hull section. I facilitated a technical review session, invited a neutral third-party expert, and encouraged evidence-based discussion. Both parties agreed on a revised method, and we avoided schedule impact. It reinforced the value of inclusive decision-making.
Why Rolls-Royce and why this role?
Rolls-Royce represents engineering excellence and innovation. I admire the company’s focus on sustainability and inclusion, and I’m passionate about defence projects that enhance national capability. This role aligns perfectly with my skillset—especially in managing high-value projects, collaborating across functions, and supporting delivery excellence.
Where do you see yourself in 3-5 years?
I see myself in a senior project or programme management role within Rolls-Royce, contributing to strategic defence initiatives. I’m eager to continue growing, pursue certifications like the APM chartership, and mentor future talent within the business.
Do you have any questions for us?
- What does success look like in the first 6 months for this role?
- Can you tell me more about the team I would be working with?
- How is performance typically measured here?
- At this point of our conversation, Is there anything that I would clarify or stress to avoid any kind of misunderstanding from your side about my capabilities?
What are the 4 expected behaviours at Rolls Royce?
- Safety
- Do the right thing
- Keep it simple
- Make a difference
Can you walk me through your approach to developing a project schedule from scratch?
Absolutely. My approach always begins with fully understanding the project scope, objectives, and stakeholder expectations. I start by breaking down the scope into work packages and tasks — using the WBS (Work Breakdown Structure) methodology — and identifying key milestones and deliverables. I engage closely with technical leads and subject matter experts to establish accurate durations and resource needs.
Once I’ve gathered this input, I use MS Project to structure the schedule — defining logical dependencies, setting up critical paths, and assigning resources with consideration to availability and cost. I also build in contingencies for risk-prone areas and establish baseline versions for performance tracking. My schedule is never just a tool — it becomes a living document, tightly integrated into the team’s decision-making and reporting processes.
How do you manage changes to the project schedule, especially when there’s scope creep or slippage?
I always implement a clear change control process. First, I ensure that any proposed change is documented, analysed, and assessed for impact on time, cost, and quality. When changes occur, I update the schedule in MS Project — adjusting dependencies, resource allocations, and timelines as needed.
I keep stakeholders informed through regular status reports and forecast comparisons (baseline vs. current). For instance, in a recent maritime infrastructure project, we encountered unexpected regulatory delays. I immediately ran a schedule impact analysis, proposed mitigation options, and updated the schedule. That allowed the team to re-sequence some tasks and maintain momentum, ultimately reducing slippage by 40%.
What tools and techniques do you typically use for progress tracking and reporting?
I use MS Project as my main scheduling tool, leveraging its baseline tracking, earned value metrics, and Gantt view exports. For visual communication, I complement it with Power BI dashboards and Excel-based trackers, particularly when presenting to non-technical stakeholders.
I’m also experienced in integrating progress updates from site teams, using standardised templates to capture actuals, percent complete, and forecast adjustments. I generate S-curves, look-ahead reports, and critical path snapshots to support weekly or fortnightly progress meetings. These tools ensure transparency and foster collaborative problem-solving.
How do you balance the demands of multiple workstreams or concurrent projects in a programme environment?
I prioritise planning integration — ensuring that workstreams aren’t managed in silos. I build a master schedule that consolidates the various workstreams and highlights interdependencies, using colour-coded task IDs and filters in MS Project to manage visibility.
Regular coordination meetings and interface logs help surface potential conflicts or resource bottlenecks early. I also track float across different projects, so that if one workstream slips, we can absorb or redistribute without disrupting the programme. This holistic view has helped me manage complex maritime projects with multiple stakeholders and funding bodies, maintaining delivery coherence and accountability.
Tell me about a time you identified a potential scheduling or resource issue before it became critical. How did you handle it, and what was the outcome?
Certainly. While working at BAE Systems, I identified a significant scheduling and resource risk when the Head of Future Programmes proposed that a series of technical trainings — intended for over 220 engineers — be held fully in-person. This would have required extensive logistical coordination and, more critically, caused a major disruption to multiple project timelines due to resource unavailability during critical periods.
Anticipating the impact, I immediately engaged with both the leadership and the training team. I proposed a digitalisation strategy that would maintain training quality while minimising operational downtime. Specifically, I recommended a hybrid model, where selected sessions could be delivered live via MS Teams, supported by recorded content and interactive Q&As, ensuring flexibility across time zones and workstreams.
I formalised the proposal in a clear, actionable email to the Head of Future Programmes, with all instructors copied in, outlining how this approach would preserve continuity without compromising learning outcomes. The proposal was well received, and we implemented a partial digitalisation model that proved highly effective. As a result, the training programme stayed on track, the engineering teams remained engaged in project delivery, and we established a precedent for flexible learning across the business.
What is RAG updates?
RAG status updates refer to a Red, Amber, Green (RAG) status system used to indicate the health or progress of a project, task, or initiative. It’s a visual tool used in project management to quickly assess and communicate the status of various elements of a project.
Red (R): This indicates that something is seriously off-track. The project, task, or initiative is facing major issues, and corrective actions are required immediately to get back on track. It could be delays, cost overruns, or risks that need to be addressed urgently.
Amber (A): This represents a warning. The project or task is not yet in trouble, but some concerns need to be managed. It could be small delays, minor risks, or issues that might escalate if not addressed, but they’re not critical yet.
Green (G): This indicates that the project or task is on track and progressing as planned. There are no major issues, and things are proceeding according to the schedule and budget.
What is scope creep?
Scope creep refers to the uncontrolled or gradual expansion of a project’s scope without adjustments to time, cost, and resources. This usually happens when additional tasks, features, or requirements are added to a project after the project scope has been defined without proper approval or management.
A) It often occurs because of:
- Unclear project requirements
- Stakeholder requests
- Lack of change control process
B) Consequences of Scope Creep:
- Increased costs
- Resource strain
- Project delays
- Loss of focus
C) How to Manage Scope Creep:
- Clearly define the project scope at the beginning, detailing the goals, deliverables, timelines, and boundaries.
- Establish a change control process that requires any scope changes to be reviewed, evaluated, and approved before being added to the project.
- Set realistic expectations with stakeholders to ensure they understand the implications of adding new features or tasks.
- Regularly review the project’s progress and ensure it stays aligned with the original scope.
