PME - CW2 - Summative Assessment - Hull Smart City OS FINAL.pdf

Project Management Essentials 1

Table of Contents Introduction ................................................................................................................................ 3 Task 1: MANAGING PROJECTS ............................................................................................. 4 1.1 Project Manager ................................................................................................................ 4 1.1.1 Assessing proficiency required for “Project Manager” ............................................. 4 1.1.2 Ways to Achieve the Required Skills ......................................................................... 5 1.1.3 Representation of similar projects ............................................................................. 5 1.2 Management and Engagement of Stakeholders ................................................................ 5 1.2.1 Composing stakeholders by mapping them and engaging them in the project .......... 7 1.2.2 Interconnection with Stakeholders ............................................................................. 7 1.2.3 Informed Decisions .................................................................................................... 8 1.3 Project Triangle ................................................................................................................ 9 1.3.1 Importance of Project Triangle .................................................................................. 9 1.3.2 Liaison between various parameters of “the Project Triangle” ............................... 10 1.3.3 Influence of Project Changes ................................................................................... 10 Task 2: MANAGING RESOURCES AND MITIGATING RISKS ......................................... 11 2.1 Managing Finances ......................................................................................................... 11 2.1.1 Assessing funds wanted for “Smart City OS project” OS project ........................... 11 2.1.2 ‘CET’ for “Smart city OS project” OS project ......................................................... 11 2.1.3 Physical World Examples ........................................................................................ 11 2.2 Managing risk within the project .................................................................................... 12 2.2.1 Risk chart of “Smart City OS project” OS project .................................................. 12 2.2.2 Planning to Reduce the Risk Factors ....................................................................... 13 2.3 Change Management ...................................................................................................... 14 2.3.2 Implementing change ............................................................................................... 15 2.3.3 Sharing the Importance of Change with Staff .......................................................... 15 2

Introduction Smart cities have created quite a splash and had an influence on society as a whole because many other cities are investing significantly in technology. The goal of this OS project is to develop a cutting-edge OS that can make decisions and exchange information and will be utilised in the Hull City project, which involves many different systems. The deployment of a well-designed "Smart city OS project" OS will boost the community's standard of living and economic situation. Connexin, a technological business, Cisco, and the "Hull city council" have coordinated the project. All health care, transportation, and services to the public are under the control of the "Smart City OS project" OS project. Additionally, it offers a wealth of important data about the city to the locals. Figure 1: UK SMart cities (Source: wired-gov, 2020) 4

Task 1: MANAGING PROJECTS 1.1 Project Manager 1.1.1 Assessing proficiency required for “Project Manager” Figure 2: Significance of Project management (Source: kissflow, 2022) A project manager is an important key role to execute a project successfully in any organisation. Efficiency and the expertise of a manager lead the way to success for any project by handling the team member with sportsman spirit. In this Smart City project management, the manager needs to be an expert in the following skills to overcome the uncertain challenges of the project ( Jayasena et al. 2019). A proper blueprint of the smart city project needs to be drawn in any smart city project by the proper planning skill of the manager. Also, the forecast of the risk helps to be prepared with the possible solution in advance to overcome the problems in the way of execution of the smart city project (Henkel et al . 2019). In the planning of the smart city project, the chosen manager must be a subject matter expert in the field of construction to evaluate the cost, possible ways to complete the work with the quality of the product and to approve a design that must accomplish the purpose of developing the smart city (Suifan et al. 2021). Communication skill is another important key skill to be a successful manager to handle the team member and the labour who are working on the smart city project. An expert project manager must have good listening skills to understand the viewpoint of the team member (Moradi et al. 2020). On the other 5

inside and those outside. In this situation, internal shareholders include the CEO, executives, and workers, whereas outside shareholders include financiers, vendors, and customers. These persons are crucial to the success of the OS project. To effectively complete the "Smart City OS project " OS project, enthusiastic and fortunate participants are essential. The initiative requires ardent investors that are capable of participating in building support and mitigating the incident, resulting in a positive result. Figure 3: Stakeholder map for a business (Source: appvizer, 2021) The primary job of stakeholders is to contribute valuable expertise to a project for the business or corporation to achieve its goal. For example, "The hull city Council" is the only advocate of this "Smart City OS concept." To ensure that the project ran successfully, "The hull city council" directly monitored every aspect of the operation and obtained all of the required inventory ( Mohammadi, and Taylor, 2019). The governing body is also in control of the budget, ensuring that the construction is completed on schedule. The crew of the "Smart City OS project" OS undertaking, on the opposite conjunction, constitutes a shareholder. The group's role is to ensure that the work is completed correctly and under cost. Hull City Council's team has been charged with executing the "Smart City OS project" within the existing framework ( Preston et al. 2020.). Private businesses like Connexin and Cisco have been charged with getting the project up and running. Citizens' feedback on the system is critical since it helps to improve the framework if there is a flaw and determine whether it is accomplishing its primary aim. 7

1.2.1 Composing stakeholders by mapping them and engaging them in the project One of the undertaking's lethargic parts is investor the executives. It is demonstrated three aspects of stakeholder management. Focusing on the task, providing constant information about the ongoing work, and supervising the project ( Denicol et al. 2020). For example, now and again, "project chiefs" come up short on the first-class benefits they need to keep their grasp on investors. At the point when labourers are saved money, the "project supervisor" once in a while loses influence, which makes an undertaking come up short ( Derakhshan et al. 2019). A "project manager" may employ an analyst to oversee all project activities and evaluate staff performance; as needs be it might be summed up the activities of the financial backers the "project boss". "Project the executives" can give data about the condition of the continuous task by keeping an amicable relationship with the partner. The "Brilliant City operating system project" operating system project's progress can be influenced by a variety of different ideas and choices that can be applied to the project ( Kaewunruen et al. 2019). For long-term project management, these five stakeholder models can assist a manager in managing and maintaining a "project manager" for a "Smart city OS project." 1.2.2 Interconnection with Stakeholders Connecting with stakeholders for a Hull smart city project requires an aggressive and multifaceted strategy. According to Gorelova et al. (2021), to successfully communicate with stakeholders, it is necessary to determine significant stakeholders, develop a stakeholder involvement plan, carry out stakeholder analysis, construct connections, leverage current links and collaborations, establish communication channels, organise regular meetings and workshops, use technology for participation, empower community representatives, monitor and track stakeholder satisfaction ( Shahrour and Xie, 2021). These steps will assist in identifying important stakeholders relevant to the project, creating a graphic representation of stakeholders, developing connections, and using existing networks and partnerships. Further, it helps to establish communication channels, organise regular meetings and training sessions, utilise technology for participation, empowering members of the community. Monitoring and tracking stakeholder satisfaction, participation levels, and feedback, and measuring and tracking the engagement of stakeholders. A "project manager" can gather multiple thoughts and ensure parties of their requirements by holding workshops and conversations with every stakeholder. 8

influence on the other two. For illustration, improving the extent of a scheme without revising the time or fee restrictions will potentially result in agenda uncertainties and fee overruns. Likewise, the scheme triangle, again learned as the iron triangle or the treble restriction, is an essential idea in scheme surveillance (Papadaki et al . 2019). It embodies the three key aspects that must exist flat in any project extent, moment, and cost. The project triangle highlights the interdependence of these aspects and their influence on the overall conquest of a procedure. Figure 5: Project Triangle (Source: simplilearn, 2023) Scope: The extent guides the specific purposes, deliverables, and prerequisites of a scheme (Moradi et al. 2020). It distinguishes what has to be performed and the perimeters within which the scheme employs. The implication of control extent is to provide that undertaking objectives specified field and approved, staving off extent slime which can direct to allotment raids, program uncertainties, and markers Time: Time depicts the project's agenda or timeline for finishing homework and delivering the final development. It comprises the trait and sequencing of actions, analysis of homework durations, and funding of help (Iriarte et al . 2020). Governing moment is critical for assignment conquest as it assists in session deadlines, coordinating exercises virtually, and bypassing program slippages that can result in assignment outcomes. Expenditure: Cost refers to the monetary help mandated to conduct the task successfully. It comprises various elements such as not, clothes, supplies, overheads, and contingencies. Governing scheme expenditures are important to provide that the technique stays within allotment limitations and that economic help is distributed efficiently. 10

1.3.2 Liaison between various parameters of “the Project Triangle” It clarifies what requires to be performed and the labour required to accomplish the tech scheme's goals. Alters in the extent of a scheme can have significance for both moment and expenditure. Moment depicts the project's span or agenda, implying when each workout or landmark is foreseen to be conducted. The moment parameter is impacted by both the breadth and fee of a scheme. Improving the extent or counting other elements can augment the scheme timeline (Millán et al . 2020). Likewise, lessening expenses may need completing assignments in a subtle instant, directing to condensed agendas or briefer timelines. 1.3.3 Influence of Project Changes The "project manager" must be able to see and anticipate any significant changes. As a result, the assessed spending plan needs to expand and hire more workers if there are any changes during the scheduled time. On the other hand, if the cost angles are cut, the events and labour force segment need to be adjusted ( Layton et al. 2020). The "project supervisor" works the structure of the "Shrewd City operating system project" operating system project by allowing Kotter to change the board. Therefore, for the project's success and timely completion, it is necessary to evaluate the "project manager's" scope, expenses, and time. Task 2: MANAGING RESOURCES AND MITIGATING RISKS 2.1 Managing Finances 2.1.1 Assessing funds wanted for “Smart City OS project” OS project Watching over the finances throughout the “Smart City OS project” management process is one of the most important responsibilities that must be fulfilled ( Grimaldi and Fernandez, 2019). A "project manager" is responsible for keeping a careful check on the costs as well as ensuring that they do not spiral out of control. Because of this, we are going to be discussing how much money the "Smart City OS" project, which is an operating system, will cost. 2.1.2 ‘CET’ for “Smart city OS project” OS project A well-planned CET is essential for a "Brilliant city operating system project" operating system project to prevent the invasion of a task's financial plan. In bottom-up cost estimation a "project manager" and an analyst break down the total cost into smaller chunks before 11

The project could be delayed because of a fixed time frame and poor financial management. Medium Medium Medium OS projects like the "Smart City OS project" are highly operational, however, they often fail because of a lack of funding. Low High High An inconsiderate asset may cause problems in the efficient completion of the task at hand. Medium Medium Medium Risk of communication Low Medium Medium Skill resources at risk Low High High Risk to performance Low High High Operational hazard Low High High Risk of scope creep Low Low High Table 1: List of Risk factors (Source: Self-made) Analysis of the Table Table 1 lists the risk variables and level of risk related to Hull's "Smart City OS project" along with their relative weights. As the following table illustrates, there are several financial hazards, people management issues, as well as cyber security risks. To avoid problems, the "project manager" must develop project planning. These will help the project succeed as well as keep one step ahead of rivals. 2.2.2 Planning to Reduce the Risk Factors Staff management at the workplace: Any activity must be managed effectively to be successful. Whenever workers are not properly managed, they may strike and sabotage ongoing projects ( Sánchez-Corcuera et al. 2019). The "project manager" must meet these difficulties head-on by adjusting to them, acquiring knowledge about the requirements of the personnel, and building relationships with them. 13

Alternative Financing for the project: A "Smart city OS project" could be put on hold in the case of a financial catastrophe. Whenever this issue is to be resolved, a monetary security net must be set up for the project's extended and trouble-free functioning. In light of this, Hull's "Smart City OS project" administration will need to find funding through sources like bank loans or outside vendors. Cyber Security: A critical element of every digital effort is cybersecurity ( Yun, 2019). Attacks by cyber terrorists are frequently launched against several internet enterprises. The project may be protected from more cyberattacks, though, provided the security manager focuses on where it should be on cyber security. Detection of daily weather: Unsuitable circumstances may make it difficult for a "Smart city OS project" to be completed and handed off ( Gandy Jr and Nemorin, 2019). The Hull City smart project may be significantly hampered by the chilly and rainy weather in the UK. Therefore, to avoid any unforeseen failures, the "project manager" accountable for the Hull "Smart City OS project" OS project must closely monitor the weather every day. Project Timeline: A "project manager" can finish the assignment in the allowed period if enough time is given. A Gantt Chart and Microsoft handling projects make it simple for a "project manager" to finish the job. As a result, the development of a reliable timescale for the project raised the importance of a "Smart city OS project" about Hull City. 2.3 Change Management 2.3.1 Entailing change to employees Figure 6: Aspects of the Change management process (Source: researchgate, 2019) The short-term goals of an organisation keep changing with time, and different systematic approaches have to be put in place to cater to these changes. The implementation of changes 14

management and people at the company's helm and constantly pinpoint the gaps in change implementation. The organisation can change monitoring to check if the processes are well implemented or not using surveys and interviews with the employees and the stakeholders. 2.3.5 Review or lock the change process The review and locking of the change processes is the last stage of a change management process. Here, the organisation looks at the changes using a concise view, observes whether there are any loopholes in the processes, checks if the processes are delivering the desired results and meeting the desired objectives, and whether the feedback from the employees and the leaders is satisfactory or not (Kantabutra, 2020). Getting buy-in from the stakeholders, communicating all the changes to all the employees of the organisation, providing support to people who couldn’t understand the changes, and getting ready to face change resistance. Task 3: MANAGING PEOPLE AND TEAMS 3.1 Conflict and Negotiation Conflict in Political aspects: Different ways of dealing with employees and teams with conflicting political views exist. Leaders should set an example that shows greater respect for each other's views and is adaptable to changes (Joiner, 2019). However, there should be no ban imposed on political talks, and regulations on political views shouldn’t be forced on individuals, but inappropriate comments must be called out. Conflict in Decision making: When many individuals or teams are operating on the same project, conflicting decision-making is natural. However, managers and leaders should discourage free decision-making but promote a safer discussion place, promote active listening, promote better focussing on the problem and not the person’s decisions, make individuals willing to compromise and keep following up on the latest developments in the project. Conflict in Communication: Misunderstandings are a part of project management, and conflict in communication is also natural (Zuofa and Ochieng, 2021). However, leaders and managers should find out the roots of miscommunication and address the same to all the parties involved in the miscommunication. Clear expectations should be set with the promotion of active listening and using neutral terms to settle disputes alongside open body language. 16

Conflict in Different technical aspects: Different individuals in an organisation deliver different types of technical prowesses, which ignite conflicts due to different ways of approaching a problem. Laders and managers ought to address the best possible approach and prevent the conflict from escalating by becoming a mediator and serving as a tiebreaker (Van Doorn et al. 2022). However, all the parties should later be trained on how to identify technical problems properly and find the best possible approach to solve the same. Conflict in Disagreement: Disagreement is a sum of all the above-mentioned points. In an organisation, parties can disagree on any point, but the manager should be there to put the final verdict and take matters of conflict into their own hands. 3.2 Leadership 3.2.1 Emphasising “Democratic Leadership” Leadership plays a critical function in tasks and businesses because it guides stakeholders in the direction of reaching their goals in the place of their job. Among various management patterns, democratic management stands out as a critical and collaborative approach that permits leaders to interact with stakeholders successfully (Woods, 2021). However, in certain situations wherein communique with leaders is lacking, a group of workers members may additionally discover it hard to express their desires and issues to control, leading to a disconnect between the team of workers and the company. The democratic leadership theory emphasizes verbal exchange because it is the best means to hook up with a group of workers and apprehend their necessities within the workplace. 17

goals and their roles in reaching them. The transformative management technique inside the "Smart City OS Project" cultivates a way of life of continuous learning and development. It nurtures an enormously engaged and stimulated body of workers that are going above and beyond to deliver superb consequences. Through their inspirational management, transformational leaders maximize the venture's potential and pave the manner for a smarter and extra sustainable destiny for the city of Hull. 3.2.3 Emphasising Team or Collaborative Leadership Generally, in most workplaces, the staff working there plays a very important role. Along with this, Staff members have been having a significant obligation according to their place of employment. Also any kind of a certain situation all the employees of that company or organisation sometimes feel very low while working. As a result, employees are highly demotivated when working there which contributes to issues with authority as well as the manner of leadership. Suggested methods for leadership incorporate a concentration on bringing together the association's concept of harmonious conduct involving staff members as well as their managers encompassing teamwork and shared leadership ( Mwila, 2022). Other types of workers are known to have experience employees whose work subordinates to an effective proactive leadership experience higher levels of confidence and peace of mind inside the workplace. Therefore, managers from Hull's "Smart City OS project" have to emphasise such a cooperative leadership strategy when attempting to incorporate everybody on the staff in enhancing effectiveness. 3.2.4 Managerial behaviour Quick decision-making: Managers of projects needed to demonstrate rightfully administrative habits along with their qualities of leadership. Management has little capacity to convincingly convince to incorporate employees initiative operations as a consequence of unsuitable and insufficient behaviour by management ( Guo, 2020). Management has to initially think about methods they might eliminate restrictions on time compared to an operation throughout the time frame they have been given. Nevertheless, project managers can occasionally make poor choices which must be officially acknowledged. Maintaining communications: Management has to preserve avenues between interactions among their staff members available as well as kept private. Whenever management lacks communication with those they manage, which can occasionally increase nervousness as well as dissatisfaction among employees ( Dwived et al. 2020). In such a scenario, transparent 19

interaction supports managers as well as staff members in regulating their interactions with one another. This interaction empowers executives and staff members to converse about concerns and answers despite maintaining a comfortable as well as agreeable atmosphere at work. High-performing work culture: Managers of projects can safeguard the successful company's environment for work by responding rapidly getting. Involved regularly every staff member daily, and applying fresh, relevant improvements within the undertaking or the place of employment ( Derrick, 2019). The accomplishment of a project as well as transference might become affected whenever management cannot get involved staff members with their current positions according in part to the poor environment at work. Under such a scenario, supervisors might influence the way employees feel regarding their work environment by providing staff members. 3.3. Teamwork 3.3.1 Focus on Effective Leadership Provide managers with everything of the knowledge that they require for playing an essential function towards developing good cooperation. For this reason of this, managers having experience in handling heterogeneity as well as communities can involve all the team members in different tasks related to project management. 3.3.2 Emphasising collaboration Throughout a given endeavour, heterogeneity, as well as communication, additionally become necessary. Individuals on the team representing minority backgrounds and other different cultural and social experiences might encounter psychological trauma primarily as a consequence of economic shortage regarding diversification ( Brown and Finn, 2020). Towards the current scenario, the cooperative leadership approach will be useful for the project directors as well as the teammates that Hull's "Smart City OS project" towards establishing environment-valued collaboration. 3.3.3 Emphasising cross-cultural management An undertaking which encompasses different kinds different nationalities, as well as a company's operations, necessitates managerial skills across cultures. There are certainly numerous staff members involved with enormous endeavours who additionally originate 20