Walk me through your programme management background.

What it tests: Story arc - engineering or business foundation, programme scope progression (workstream / IPT lead -> deputy PM -> PM), customer + EVM exposure.

Tell me about a programme you've led.

What it tests: Programme ownership - scope, cost, schedule, technical performance, customer, IPT, outcome.

Why aerospace + defense programme management vs other PM paths?

What it tests: Authentic alignment - mission, programme scale, multi-decade systems, customer complexity.

Why this domain - commercial aviation / military aviation / space / missiles / electronics?

What it tests: Specificity. Generic answers fail.

What it tests: Real homework - programme, customer, capability, culture - not name-drop.

What's your read on our programme portfolio + customer mix?

What it tests: Industry literacy - programme phases, customer dynamics, recent awards / losses.

Tell me what you understand about our programme management practice.

What it tests: PM org maturity - PM authority, IPT model, EVM-certified system, IBR + DCMA posture.

Walk me through the programme you're most proud of - I'll probe deeply on cost, schedule, technical, customer.

What it tests: PM ownership canon - defend the programme under sustained probing across baseline + EVM + IPT + customer + outcome.

Program Management interview prep.

Programme managers + IPT leads + deputy PMs at primes + tier-1 suppliers + new-space companies.

What interviewers look for

Can the candidate run EVM + IMS discipline - PV / EV / AC + SPI / CPI + EAC re-estimation + variance analysis with credibility?
Do they lead IPTs cross-functionally - engineering + manufacturing + supply chain + contracts + customer - without commanding any of them?
Are they fluent in DoD acquisition (or civil space agency) phases + milestones + the customer's expectations at each gate?
Can they manage risk + opportunity proactively - register + burn-down + technical performance measures + reserve discipline?
Do they engage customer + DCMA + DCAA credibly - status reviews, IBRs, recovery plans, contract mods, escalations?
Are they sell-on aware - option exercises, follow-on contracts, sustainment transitions, capture-team support?
Long-game fit - PM -> chief programme officer / programme director / VP programmes trajectory?

Behavioural questions to expect

Walk me through your programme management background.
What it tests: Story arc - engineering or business foundation, programme scope progression (workstream / IPT lead -> deputy PM -> PM), customer + EVM exposure.
Tell me about a programme you've led.
What it tests: Programme ownership - scope, cost, schedule, technical performance, customer, IPT, outcome.
Why aerospace + defense programme management vs other PM paths?
What it tests: Authentic alignment - mission, programme scale, multi-decade systems, customer complexity.
Why this domain - commercial aviation / military aviation / space / missiles / electronics?
What it tests: Specificity. Generic answers fail.
Why this firm?
What it tests: Real homework - programme, customer, capability, culture - not name-drop.
What's your read on our programme portfolio + customer mix?
What it tests: Industry literacy - programme phases, customer dynamics, recent awards / losses.
Tell me what you understand about our programme management practice.
What it tests: PM org maturity - PM authority, IPT model, EVM-certified system, IBR + DCMA posture.
Walk me through the programme you're most proud of - I'll probe deeply on cost, schedule, technical, customer.
What it tests: PM ownership canon - defend the programme under sustained probing across baseline + EVM + IPT + customer + outcome.

Technical concepts to master

Programme management discipline

Integrated Master Plan + Schedule (IMP / IMS): IMP = event-based plan tied to accomplishments + criteria; IMS = detailed activity-based schedule (often MS Project / Primavera / Deltek Open Plan).
Work Breakdown Structure (WBS): Product-oriented decomposition of programme scope - MIL-STD-881 standard for A+D programmes.
Risk + opportunity management: Registered + assessed (probability x impact) + burned-down with mitigation owners + dates; reserve held against top risks.
Technical Performance Measures (TPMs): Tracked KPP / KSA + critical technical parameters with target + threshold + actual trajectory through development.

EVM + IMS in practice

Integrated Baseline Review (IBR): Joint customer + contractor review confirming the performance measurement baseline (PMB) is executable + complete - typically within 6 months of contract award or major re-baseline.
Variance analysis + corrective action: Monthly analysis of cost + schedule variance at control account level - cause + impact + corrective action documented.
DCMA 14-point IMS assessment: Standard schedule health check - missing logic, leads / lags, hard constraints, high float, negative float, BEI, CEI, etc.
EAC methods: Multiple methods - BAC/CPI, BAC/(CPI x SPI), bottom-up re-estimate, IEAC; converge for credibility.

IPT + cross-functional leadership

IPT (Integrated Product Team) structure: Cross-functional team owning a product area or programme phase - engineering + manufacturing + logistics + contracts + customer.
PM vs chief engineer vs functional manager: PM owns programme delivery (cost + schedule + technical performance + customer); chief engineer owns technical authority; functional manager owns people + capability.
Supplier + supply chain management: Major A+D programmes have hundreds of suppliers - tier-1 / tier-2 / tier-3; PM monitors critical-path suppliers + supplier IBRs + on-dock dates.
Status + cadence rhythm: Programme management rhythm - daily stand-ups (IPT), weekly programme reviews, monthly EVM + customer status, quarterly leadership / executive reviews.

Customer + acquisition + sell-on

Customer programme office engagement: DoD PEO / PMO or civil space agency mission directorate - PM is contractor lead; programme manager-to-programme manager relationship.
DCMA + DCAA oversight: DCMA = Defense Contract Management Agency (programme + EVM + quality oversight). DCAA = Defense Contract Audit Agency (cost + accounting audit).
Capture + sell-on cycle: Option exercises + follow-on awards + sustainment transitions - PM positions through past-performance + customer trust + price-to-win + technical solution.
ITAR + export + clearances: International Traffic in Arms (USML) + Export Administration (CCL) + facility / personnel clearances - drive who can access what programme information.

Practical drills

Your programme is 9 months into a 36-month EMD phase. CPI = 0.87, SPI = 0.82, BAC = $240M. AC = $72M, EV = $58M, PV = $71M. Customer asks for an EAC + recovery plan at next month's IBR. Walk through your approach.
Your engineering IPT lead is delivering technically but missing IPT commitments + creating friction with manufacturing + supply chain. Walk through your approach.
Your programme is 4 months from end of current contract period. The customer has option years available + an adjacent capability under study. Walk through how you'd position for option exercise + follow-on award.

Smart-question anchors

Programme portfolio + phase mix - commercial / military / space, dev / LRIP / FRP / sustainment
PM org + authority - functional vs IPT, PM-CE-FM matrix, deputy PM model
EVM + IMS posture - DCMA EVM-certified system, recent IBRs, schedule + cost performance
Customer base + relationship - DoD PEOs, civil space agency, commercial OEMs, FMS
Capture + sell-on - option exercise + follow-on + sustainment posture, IRAD investment

Related roles

Sourced from

Ready to Generate Your Own Prep?

Drop your CV and a job description on the home page. A couple of minutes later you get a report with everything you need to land the job.

Generate my first prep