'The duties of a project engineer include prioritising and organising tasks of a project and creating a timeline. They ensure the project meets its deadlines and milestones. Also, they confirm that legal requirements are met, identify project problems and lead the team in developing and implementing solutions. The project engineer liaises with third parties, runs meetings and maintains team activities.'

'The WBS aligns project plans by combining the project scope, schedule baseline and cost. The deliverable-based WBS outlines the relationship between a project deliverable, such as a product and the scope, such as the work it takes to make the product. The phase-based WBS shows the deliverable at the top of the chart and has more elements to track, each with a specific deliverable. The purpose of a WBS is to make the project easier to manage, refine specific project requirements and show the difference between the project plan and the reality of the project's progress.'

'A feasibility study determines if it's realistic to develop a new product by studying the operational, technical, and economic practicality of developing it. The feasibility study analyses whether the product will meet the company's requirements, if it can be implemented with current technology and within budget and if it can be integrated with current products. The study ends with a written report and recommendations that usually include changes such as budget, schedule and scope.'

'Accuracy and consistency can be obtained by defining, committing to and controlling the quality of the project. It's vital to focus on the project's requirements and processes, stick to them and constantly monitor them. Keeping excellent records and documentation is key. To start the project, there must be a defined project management process, tools, framework and software and a definition of how the project will be managed. Employee training and monitoring are vital, as they provide everyone with the templates and tools they need and ensure they're always used.'

'I think the key for team development is gathering the right people. There should be an experienced leader, an assistant leader who is a well-liked team member and advisor to the leader and a middle manager. The team should comprise members who want to do their best, work hard and have trust in each other and the team's goals. Commitment is also a key factor, and the team should commit to the mission of the project and to each other.'

'Involved parties must have a clear understanding of technical tasks, so I communicate with presentations, analogies and by using familiar words. I give context, keep it short and use metaphors. I judge the audience and determine how my tone and style will be interpreted by them and try not to use unnecessary words or technical jargon.'

'If the project was behind schedule, I'd use the crashing method to compress the schedule. Meaning, I'd shorten the schedule by adding more resources such as overtime, monetary rewards and people or equipment. Another way I might compress a schedule is by fast-tracking, where I'd implement activities in parallel for a short time instead of executing tasks in sequence.'

'Project components include the business, involved parties and solution requirements. Others are project requirements, transition requirements and requirement constraints and assumptions. Requirement collection includes gathering data, for instance, through focus groups, surveys and brainstorming. Other steps are data analysis through assessing the project documents, observing and monitoring team member performance and developing an affinity diagram. It's important to prioritise the requirements and develop a prototype for the involved parties to review and receive their feedback.'

'Pareto analysis is structured as a chart that groups the frequency of specific occurrences, meaning that 20% of our activities produce 80% of the results. To succeed, we should gather data and identify what actions the 20% represents, then focus on those and determine the improvements that will benefit our business.'

'Two types of reserve analysis help mitigate risks to a project. A contingency reserve is a time cushion, and a management reserve represents extra funds to handle unforeseen risks. If a software developer estimates that a project will take a week but states it could take 10 business days, the three days' difference is the contingency reserve. If a construction site's ground-breaking is estimated at £200,000, but later it's found that there are problems that increase the price by £40,000, it means that £240,000 would be needed, requiring a management reserve.'

'Key involved parties can be identified with a few questions. For instance, who is furnishing funds, supplying resources and who are the end-users for the project deliverable? Others are easy to identify, such as your manager, shareholders, customers, and key advisors. Basically, the project should meet the objectives of the key involved parties. The analysis of involved parties is grouping them by those who must be kept satisfied or informed, actively managed, or minimally monitored. This prioritises their position in the project and helps us develop strategies for engaging them.'

'The required documents include a business case document that represents a purpose for the project, an agreement or signed contract and a project charter that outlines objectives and represents a formal authorisation for the project. Other documents include a register that details the involved parties' interests, engagement and powers.'

'To motivate my team, I ensure they have relevant tools, receive clear communications and get feedback. I provide a culture they can enjoy, use public recognition, and ask for and respond to feedback. I try to provide paths for advancement and personalise motivation. For instance, one team member may want constructive criticism, while another may need ongoing encouragement. I also use incentives such as cash rewards, office lunches or time off.'

'I most often use a democratic leadership style and allow various team members to participate in the decision-making process. Sometimes I use an autocratic style when fast decisions must be made and clear boundaries need to be set.'

'I negotiate between conflicting parties to agree on a solution acceptable to all, I may temporarily compromise so work continues. I always plan to find a permanent solution and keep things safe, calm and not take conflict personally. I approach conflict from a collaborative point of view.'