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The Interview Process
Defense Contracting Screen
Testing your deep knowledge of DoD acquisition lifecycles (Milestone A, B, C), Earned Value Management Systems (EVMS), and ITAR compliance.
Program Financial Case
You are given an EVM chart showing a program spiraling out of control (Negative Cost/Schedule Variances). Walk through your 'Estimate at Completion' (EAC) revision and recovery plan.
Government Customer Panel
Assessing your ability to interface with military officers (O-5/O-6 level) and DoD civilian Directors. You must project authority, competence, and transparency.
Real Lockheed Martin Interview Questions
Practice these exact questions faced by previous Program Manager (Defense Programs) candidates.
1(Financial Rigor) You are managing a large Cost-Plus-Award-Fee (CPAF) contract. Your Earned Value metrics (SPI and CPI) have both dropped to 0.85, meaning you are behind schedule and over budget. Walk me through the exact corrective action plan you present to the DoD Program Executive Officer (PEO). (EVM / Crisis Management)
2The F-35 program involves a highly complex global supply chain across multiple allied nations, each demanding local 'offset' manufacturing work. How do you balance the political requirement of placing work in a partner country against the severe cost and quality risks of using an unproven supplier? (Global Supply Chain / Defense Politics)
3A key technology being developed for a next-generation missile keeps failing its critical design review (CDR). The customer (DoD) refuses to budge on the technical requirement, but you know physical physics makes it impossible within the current budget constraints. How do you negotiate a descoping of the requirement? (Stakeholder Management / Negotiation)
4(Compliance / ITAR) You discover an engineering team accidentally shared unclassified, but ITAR-controlled, technical data with a foreign national contractor working on a joint project without the proper export license. What is your immediate incident response and reporting protocol? (Regulatory Compliance / Ethics)
5Tell me about a time you took over a chronically failing, 'red' program that had destroyed the morale of the engineering team. Walk me through your specific leadership strategy to rebuild trust, re-baseline the schedule, and achieve delivery. (Program Turnaround / Leadership)
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