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Hull Smart City OS Project Consultancy Report

Table of Contents Introduction ................................................................................................................................ 3 TASK 1 - MANAGING PROJECTS ......................................................................................... 3 1.1 - The Project Manager ...................................................................................................... 3 1.2 - Stakeholder Management and Engagement ................................................................... 5 1.3 - The Project Triangle ....................................................................................................... 8 TASK 2 - MANAGING RESOURCES AND MITIGATING RISKS ....................................... 9 2.1 - Managing Finances ........................................................................................................ 9 2.2 - Risk Management within the Project ........................................................................... 11 References ................................................................................................................................ 14

Introduction A deliberate synthesis of numerous disciplines must be used. We need to know how many individuals contact cities in order to market them. UK cities compete against one another. Hull has emerged as the key rival in this field. In May of this year, it got a significant grant to create the ground-breaking training system. In that same year, he began a more extensive project to develop sophisticated software, also referred to as citywide software. The Smart City operating system is being developed by Hull Council in collaboration with Cisco and Connexin. For more than ten years, Connexin has offered smart urban services to communities all around the world (Petrenko, 2022). Electricity, transportation, security, and trash management are just a few of the many services it offers (Xu, 2021). Project management experts frequently analyze business data to find interruptions and business patterns. This eliminates the problems and permits a secure and effective deployment. The establishment of objectives and plans, the execution of sanctuary procedures, and the formulation of consensus suggestions are all done by course improvement specialists. Connexin technology is used to construct the platform on top of Cisco Kinetic Podium. TASK 1 - MANAGING PROJECTS 1.1 - The Project Manager As the scope and size of our business grew, so did our efforts and the size of our operations. The project manager is therefore in charge of both the large picture and the specifics. The hardest part is learning crucial abilities like self-awareness, communication, leadership, and time management. According to project managers, involvement is one of the primary causes of plan failure. Interactions that are sincere, impartial, and trustworthy boost productivity, lessen mistrust, and clarify underlying motives (Adwan, 2018). Teams working on projects will be more relaxed and successful. Finding objectives and goals is the first step in including the firm in project management. The team should make an effort to work together during project definition and planning after execution. Understanding requires cooperation. According to (Mohapatra, 2018), employees favor initiatives that involve conflict over those that involve business, personal, or other types of conflict. The likelihood of a project's success depends on the project manager's capacity to resolve disputes between team members and to bargain with functional managers to bring on

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members of the team who possess the requisite qualities. In order to address expanding socioeconomic concerns, governments are being pressured to adopt innovative smart city technology. Many cities have set up project management boards to plan and oversee projects in this area connected to smart cities. However, project managers' responsibilities and education are frequently forgotten (Hossain, 2018). The goal of this study is to examine city managers' significant responsibilities and competences through a logical analysis of their positions in local government. In order to define new duties for project managers, organizational leaders and governmental bodies were provided the Responsibility Scale (RI), which was developed on the basis of empirical study. The study also contained responses that were consistent and a factor analysis of important skills and talents. Only with the aid of a strong project management system can Hull's infrastructure goals be accomplished. A project can be described as a comprehensive development portfolio with a number of development initiatives contained within it (Singh , 2021). Track progress and adjust your infrastructure objectives. Smart city objectives can be broken down into projects, each of which is subject to project management methodologies for cost-effectiveness analysis and progress evaluation. Create the smart city model's architectural classification program. Project managers will participate in cross-disciplinary teams, including teams from businesses, governments, and organizations. Integration and effective teamwork can be facilitated by a successful project manager. Coordination of resources, growth partners, and organizations is necessary to increase Hull Smart City's economic potential. Fundraising and ongoing program and topic updates are crucial. Participation in local project conferences and seminars is necessary for qualified consultants to establish and manage responsibilities and tasks for demanding work that necessitates annual planning and monitoring. Consultants, managers, staff members, and partners can all take part in the monitoring process (Shakhov, 2022). The meetings thus support technological advancement, finance for development, and licensing for smart cities, ensuring that tasks are completed responsibly and on schedule. Consultants can recommend missions and tour dates for the advantage of tourism and logistical enterprises. Managing a smart city framework takes extensive expertise and experience, starting with responsiveness and agility. Once the operating system has been developed and validated using the generated data, the project's success can be evaluated. Through this comparison, the team can find several solutions as well as systemic flaws and information gaps. The system might still function after some testing. Data can be gathered to compare operating systems, but the system must

account for all user delays (Ouhbi, 2018). Thoroughly assess the project by contrasting it with the initial estimate that will produce advantages at the conclusion of a specific time or phase. Potential employers can use this as an opportunity to assess the project's overall effectiveness and educational value. 1.2 - Stakeholder Management and Engagement Identification of the relevant stakeholders Government entities and regulatory agencies Communities impacted by the Project ● Government ● Local and national regulatory agencies ● Hull city people elect the emergency services and police. ● Greater Humberside Emergency Services ● The city of Hull's populace ● Vulnerable residents, such as women or seniors ● Aspirants to jobs ● Institutions of higher learning and the University of Hull Organizations and Companies Internal Stakeholders ● Suppliers ● Technological service providers ● Partners ● Board of directors ● Investors and shareholders ● Hull City Council ● Director Table 1: Identification of the relevant stakeholders Source: (By author) The table shows the many stakeholders mentioned in the aforementioned case study on the City of Hull's Smart City Operating System. Local administrators and the deputy chief executive of Hull City Council were found to be the project's major stakeholders after additional investigation. Additionally, it has incorporated a number of technology advancements to enhance the overall management process. The same project also gains more trustworthiness through the involvement of various stakeholders as a result of improved communication between various stakeholders. It is

possible to integrate stakeholder engagement theory further to enhance the methodical identification, planning, and analysis of stakeholder actions. a crucial step in the creation of smart city projects. Stakeholder management is also characterized by the identification, coordination, categorization, and empowerment of stakeholders. Through this strategy, stakeholders are also urged to draw attention to moral concerns in the project by adopting a "resource-dependent" strategy( Harrison and Lock, 2017 ). To guarantee the overall success of the project, the commercial side, and the success of the project's vision, brainstorming and analysis of potential stakeholder groups should be done. Throughout the process, it's critical to identify who you should appease and who you should respect. Following a thorough investigation of stakeholder influence, the stakeholder influence map below demonstrates the significance of stakeholders to the Smart City project Hull OS, UK (Heagney, 2016). The process of accurately and efficiently identifying all stakeholders and assessing their interests and project implications, including both positive and negative consequences, are all parts of the stakeholder identification process. Project managers, team members, resource managers, leaders, senior managers, business owners, investors, managers, Hull Public boards, lenders, suppliers, technology companies and IoT owners, consultants, suppliers, consumers, and end users are all listed as stakeholders in this project( Jayasena et al ., 2019). Stakeholder influence map

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Figure 1: Stakeholder influence map Source: (By author) Justification Prioritizing stakeholders is a crucial stage that is both useful and incredibly meaningful because it helps choose where and with whom to invest all pertinent resources. The identification of important decision-makers as a result confirms a coordinated and integrated approach to project development. It is feasible to effectively map stakeholders by examining the aforementioned stakeholder influence map utilizing the power/interest/influence grid. Stakeholders' authority, interests, and the degree of power they now wield are all crucial aspects to take into account. Negative and positive influences can be determined by identifying and quantifying the affects of stakeholders, both positive and negative. Understanding how stakeholders can contribute to the project's success is a crucial component of stakeholder analysis( Kerzner, 2022 ). An analysis of the Stakeholders' Engagement Theory Understanding the stakeholder group, whose worries, observations, investments, and expectations can be successfully assessed as well as consistently handled, is more crucial to Satisfy Security team Tech management team The Hull residents Low High Interest Low Monitor nc National tech com pany, UK Po we r/i nfl ue High Manage Quality management team End users and Inform Hull city council CEO AI team association, Hull UK

the success of the current project. The significance and influence they have on the project will be related to their involvement and dedication to it. Stakeholder influence maps should be used to prioritize stakeholders in stakeholder analysis so that assessments may be made with knowledge of the situation beforehand (Matos et al., 2017 ). The stakeholders will typically be active and willing participants in the sense that suppliers deliver materials precisely where and at what level they are needed, as well as donors, as long as they effectively demonstrate their level of support for the project and their level of commitment to it. Depending on the area and the requirements, pay the precise amount for the project. This is the normal method for managing stakeholder interaction( Meredith et al ., 2017 ). 1.3 - The Project Triangle The implication of numerous project trio limits The Plan Monitoring Triangle can be used by managers to assess and comprehend potential barriers to project implementation and execution. No matter how big or small a project is, it will always have some restrictions, according to Angelid. The Smart City Operating System mission will not be hampered in this instance, though, and the project cannot grow to allow for informed decision-making (Akbar, 2021). Workload, capacity, and examples are the three distinct restrictions for any project, in comparison. This triangle-shaped structure of project management has been considered in the Hull Smart City Operating System endeavor. Time Commitments made in a schema can be brief or comprehensive. The degree of job completion is influenced by the overall number of individuals working on the project, as well as by their level of training and knowledge. The Hull City Smart City Operating System project was previously worked on by Connexin and the city council; it is assumed that Connexin possesses the requisite expertise and understanding to successfully execute the project. Unfortunately, project partners are dispersed across several places, which complicates communication and could cause the project to be delayed(Proshkin, 2021). Cost Cost limitations are said to frequently put a restriction on businesses. Management and the board of directors must decide on the project's overall budget. Budgets, on the other hand, enable projects to be planned and carried out more economically. To build a strong digital

infrastructure, the Smart City Operating System project is a significant task, and it might need additional financing to complete. Scope According to (Sapling, 2021), Throughout a project, solutions are sought; this is referred to as the "scope". The list of deliverables is also provided, and the project team should work in accordance with it. According to the project's Scope Quality Cost Time specification, the Smart City Operating System initiative will improve Hull's infrastructure, bringing about economic gains and boosting competitiveness, notably for technology companies. Additionally, it will provide Hull citizens the chance to work with business and governmental partners to generate significant recompense for local communities, businesses, and tourists. Impact of possible changes in this project Insinuation for administration As part of the push for a smarter city, Hull City Assembly aims to provide a setting where organizations, companies, social entrepreneurs, and anyone with an interest in Hull City projects may successfully deliver environmental innovation (ópez-Medina, et al., 2020). Hull City Council encourages app developers, looks for strategic partnerships with them, and holds them responsible for meeting specified goals. Engage in service-based competition, invite new investors, and manage crowdsourced marketing. Implications for the private sector Hull City Council is aiming to create an environment that encourages effective environmental innovation from groups, companies, and interested individuals as part of its efforts to support a smarter city. Hull City Council encouraged the development of the application, sought for alliances, and held the developers responsible for meeting predetermined goals. Invite new investors, place bids on services, and manage marketing and content created by the community. TASK 2 - MANAGING RESOURCES AND MITIGATING RISKS 2.1 - Managing Finances Cost-estimation strategy

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Financial management will be based on cost projections. This strategy could help Hull, the first smart city in the UK, have a number of advantageous effects. There are basically three approaches to carry out this action plan. The project manager will concentrate on the project's scope level during the initial preliminary estimation phase, which also involves acquiring the essential historical data for the project. The interim estimate will also include the project estimate and customer response, according to (Paul, 2019). They will calculate the total amount of hardware and software needed for the project as part of the final, complete project estimate. Using project cost estimating methodologies is one way standard to estimate project costs in a very effective and accurate way (Nikooghadam et al., 2021). Additional needs for project deliverables or changes in client requirements can be used to estimate project costs. In the end, it was unsuccessful. This makes it easier for project managers to comprehend how to develop a draft Smart City Operating System, Hull UK's project review, where the project identity is completely grasped and a draft estimate is made. Costs for the project are determined. Cost estimates must be prepared in advance in order for the project manager, as

well as all pertinent departments and stakeholders, to operate efficiently within the budget. This enables cost estimates to be incorporated into long-term forecasting and gives project managers and other participants in the project a better understanding of how to deal with cost inflation and deflation. Project management frequently makes use of parametric, three-point, bottom-up, and even analog cost estimate techniques. Similar projections were made for the Hull, UK, Smart City Operating System project (Nieto et al., 2021). Using a similar project as a benchmark, the project manager is then able to estimate the project's cost. Justification By examining historical data to determine the outcomes of previous projects, project managers can efficiently analyze and estimate the final volume of the present project. According to Surender et al. (2022) the current project review element, which contains all kinds of comparable designs and activities proposed for smart city operating systems, is a story that includes projects of a similar nature to the project that the project manager can carry out. The researchers have an idea for a project that will use similar infrastructure, but it's vital to keep in mind that this initiative is so recent and cutting-edge that there probably won't be much historical data to draw on. 2.2 - Risk Management within the Project Risk assessment through the creation of a risk register To accurately analyze any potential dangers that could be present or develop as a result of the project, risk analysis must be done as early as possible. The forecasting or forecasting component of the projections should, after all, be similar to the general project difficulties and how they may affect the project as a whole. Using a chart in which the threat and impact of similar risks were recognized, a risk register was developed in this instance for the Smart City Operating System project in Hull, UK (Makiea et al., 2022). Prioritization and identifying who is accountable for identified hazards are two of the most efficient techniques. Scale Risk factors Probability (out of 10) Impact (out of 10) Probability description Impact description

High Security and privacy issues 8 8 The possibility is high. It will affect how private the project is. Very high Quality issue 9 9 Extremely unlikely scenario It will affect how well the project turns out. Very high Political issue 8 8 Chances are very high. The project will also be delayed as a result. Low Climate issue 6 6 There are fewer chances. The quality of the project will suffer, and there will be a delay. Medium Knowledge issue 9 9 It might be possible. It will affect how the project is carried out. High Financial issue 7 7 The possibility is high. It will result in a delay in the project. Low Communication issue 6 6 There are limited opportunities. It might affect how well the project turns out.

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Low Poor delivery 4 4 Fewer chances It will impact project delivery Medium Sustainability 7 7 Probability is high Performance monitoring Low Legal issue 4 4 Low chances It will have an impact on how the project is executed. Table 2: Risk register Source: (By author) 2.3 Change Management Any project must incorporate change management, especially one as revolutionary as the Hull Smart City OS effort. Effective change management makes sure that the new system is implemented smoothly, reduces opposition, and maximizes its advantages. Change management in the Hull Smart City OS project entails switching from conventional service delivery techniques to a centralized, data-driven, and networked system (Alasbali et al ., 2022). Importance of Managing Change in the Hull Smart City OS Project 1. Reduce opposition: People acquainted with the present system, who are affected by change, frequently express opposition. When it comes to a project this size, resistance may come from employees, local officials, residents, and more. By including stakeholders in the process, responding to concerns, and highlighting the advantages of the new system, effective change management tactics may reduce this resistance (Brunetti et al ., 2020). 2. Ensuring user adoption: A key component of the Hull Smart municipal Operating System project's success is ensuring that both municipal employees and people utilize it on a regular basis. To ensure that end users are aware of the features and advantages of the system, change management strategies include training programs, workshops, and awareness campaigns.

Adoption by users is significantly influenced by user-friendly interfaces and transparent communication (Lin, 2022). 3. Resource Deployment Optimisation: Change management aids in the efficient deployment of both human and financial resources. Knowing the requirements and problems of migrating to a new system throughout the implementation stage will allow the project team to allocate resources efficiently and ensure there is sufficient staff for training, troubleshooting, and support (Antony and Gupta, 2019). 4. Alignment with organizational goals: Change management makes that the project is in line with the larger goals and objectives of Hull City Council. By handling change well, the project team can show how the Smart City operating system fits with the city's future goal, which makes it simpler to get support and funding from other departments (Komninos et al ., 2019). Control and Management of Change in an Organization 1. Change Control Boards (CCBs): CCBs are crucial project management tools. They assess modifications to the project and either accept or reject them (Baysinger and Butler, 2019). A CCB might evaluate suggested adjustments to technology, data sources, or project scope in the context of Hull Smart City OS. This guarantees that modifications are carefully assessed before being put into practice. 2. Communication Strategies: Open communication is essential while managing change. Stakeholders can be kept up to speed on the project's development via frequent updates, newsletters, workshops, and town hall meetings. Additionally, it offers a forum for addressing worries and inquiries, encouraging an open mind to change. 3. Risk management: New hazards are frequently brought about by change. It is crucial to identify any hazards that may arise from the Smart City OS's adoption and to have mitigation plans in place (Ahad et al ., 2020). By being proactive, the project is kept on schedule and interruptions are minimized. 4. Training and Development: By funding training initiatives, employers may provide their staff with the knowledge and abilities required to operate the new system. Continuous training should cover the hard talents and soft abilities needed to adapt to the shifting workplace. References to Similar Real Projects Insights may be gained by looking at instances of smart city deployment that have been successful in other cities. The value of efficient change management has been shown by initiatives in places like Barcelona, Singapore, and Amsterdam (Noori et al ., 2020). These

communities put an emphasis on integrating locals and companies, establishing clear communication, and giving training opportunities. Theoretical frameworks and useful tactics for managing change in smart city efforts may be found in research articles and case studies on these projects. A mindset is required for effective change management, not just a technique (Jayatilleke and Lai, 2018). Recognizing change as a continuous and crucial component of the transformation process is essential for the Hull Smart City OS project to succeed. Hull City Council can guarantee that the Smart City OS is not just technologically cutting edge but also broadly accepted and helpful to the community it serves by adopting change management practices. TASK 3 - MANAGING PEOPLE AND TEAMS 3.1 Conflicts and Negotiation Types of Conflict Source Resolution Strategies Resource Allocation Conflict Limited resources, such as a shortage of competent workers or financial restrictions. To make the best use of resources, the project manager can evaluate resources thoroughly, set priorities for activities, and use tools like critical path analysis (Böhm et al ., 2020). Other options to take into account include outsourcing particular duties or negotiating with stakeholders for more resources. Technological Discrepancy Conflict Many current systems use diverse technologies, and difficulties integrating them. Compatibility problems can be resolved by using a standardized data exchange protocol. Technology gaps can be closed by negotiating with middleware integrators for specialized solutions (Gallagher and Ferrè, 2018). Participating actively in projects to standardize the sector can also be beneficial.

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Stakeholder Interest Conflict Various stakeholder interests, such as those of people, companies, and city departments. It might help to create specialized communication strategies to do a stakeholder analysis to determine their interests and concerns (He et al ., 2020). Aligning interests with project goals may be accomplished by negotiating concessions and demonstrating how each stakeholder gains from the Smart City OS. Data Security and Privacy Conflict Concerns regarding the privacy and security of data gathered by sensors and IoT devices. Concerns about security may be addressed by putting in place reliable cybersecurity measures and adhering to data protection laws (like GDPR). Increased trust and privacy concerns can be reduced by negotiating with citizens through awareness programs and guaranteeing clear data usage regulations (Mugunthan, 2019). Resistance to Change Conflict Staff and residents who are resistant to the new Smart City OS and unwilling to adapt. Using theories of change management, such as Lewin's Change Management Model, can help the shift go smoothly (Malhotra et al ., 2021). Resistance can be lessened during negotiations by including recalcitrant parties in the decision- making process and showcasing the advantages of the new system through demonstration projects. Data Ownership Conflict Ownership and control disputes involving the data that the Smart City OS has collected. It is crucial to formally define data ownership regulations and to bargain with data suppliers (both public and private). Conflicts over data ownership may be reduced by hiring legal professionals to write data-sharing agreements and making sure data usage regulations are open and clear (Douglas and Goodman, 2018). Figure: Analysis of Conflicts and Negotiations (Created by Author)

Supporting Theories and Real Project References: 1. Game Theory: Using the mathematical framework of game theory, the Hull Smart City OS project is able to identify and reconcile competing stakeholder interests. Project managers obtain insights into stakeholders' motives and may make strategic decisions by modeling their plans and possible outcomes (Maschler et al ., 2020). 2. Interest-Based Negotiation (IBN): Interest-Based Negotiation (IBN) also places a strong emphasis on comprehending the underlying needs and goals of the parties. Project managers can use IBN approaches in this project's environment to find solutions that benefit both parties. Conflicts may be transformed into opportunities for collaboration by promoting open communication, recognizing varied interests, and finding common ground (Dumlao, 2023). IBN guarantees win-win outcomes, fostering stakeholder happiness and project success. The successful management of complicated stakeholder dynamics is made possible by integrating various tactics, which also fosters cooperation and increases the project's overall efficacy and impact. 3. Reference to a Real Project: Similar tensions relating to stakeholder interests and technology integration were present in the Barcelona Smart City project (Gascó-Hernandez, 2018). By engaging multiple stakeholders and using a collaborative negotiating technique, the project managers were able to develop a feeling of ownership and successfully resolve problems. 4. Legal Frameworks: Investigating the legal frameworks used in smart city initiatives in Singapore and Amsterdam offers insights into addressing data ownership and privacy concerns. The Hull Smart City OS project might take inspiration from comparable legal frameworks that have been implemented (Al Sharif and Pokharel, 2022). 3.2 Leadership Identifying Leadership Styles and Management Behaviors There are several leadership styles and management behavior characteristics that are crucial for the Hull Smart City OS project: Leadership Styles Description Application

Transformational Leadership Innovative and creative teams are motivated and inspired by transformational leaders. They encourage team members to go above and beyond their own expectations by focusing on long- term objectives and developing a common vision (Kotamena et al ., 2020). The Hull Smart City OS project needs transformational leadership because it promotes inventive problem-solving, which is crucial for navigating the challenges of integrating various technologies and managing stakeholder interests. Democratic Leadership Team members are involved in decision-making under democratic leadership. They encourage teamwork and a sense of ownership by valuing the opinions of their teammates. Democratic leadership makes sure that all viewpoints are taken into account in a project like Hull Smart City OS (Kilicoglu, 2018), which involves a variety of stakeholders. This results in well-informed choices and a feeling of inclusion among stakeholders. Transactional Leadership Transactional leaders incentivize their teams using incentives and penalties. They do this by establishing specific objectives and rewarding success. This ensures that activities are accomplished effectively (Cho et al ., 2019). Project-specific areas like completing deadlines and staying within budget limits might benefit from the use of transactional leadership. Project performance may be improved by having clear rules and incentives. Adaptive Leadership Adaptive leaders are adaptable and capable of adjusting their plans of action in response to unexpected events. They support team members' growth, experimentation, and adaptation. In a project like Hull Smart City OS, where stakeholder demands and technical breakthroughs are constantly changing, adaptive leadership is essential (Dunn, 2020). Leaders must quickly adjust to changing possibilities and

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challenges. Figure: Analysis of Leadership Styles (Created by Author) Critical Analysis and Recommendations A blend of democratic and transformational leadership philosophies would be most useful for the Hull Smart City OS project: 1. Leadership that Transforms: Transformative leaders can encourage team members to be innovative and enthusiastic (Afsar and Umrani, 2020). They are able to establish a strong vision for the smart city, tying the initiative to the long-term objectives of the municipality. They can move the project ahead in spite of obstacles by fostering a culture of innovation and problem-solving. 2. Democratic Leadership: It is essential for a project of this size to involve a variety of stakeholders in the decision-making process. The wants and concerns of all stakeholders are taken into account under democratic leadership (Marsh and Hall, 2018). Solutions that are more inclusive and sustainable can be found by including local governments, companies, and individuals in the decision-making process. Supporting Theories and Real Project References 1. Path-Goal Theory : According to the Path-Goal Theory, good leaders make the way clear so that their followers can accomplish their professional objectives. Leaders may improve team performance by eliminating barriers and offering assistance, especially in projects with intricate duties and objectives (Bans-Akutey, 2021). 2. Real-World Project Example: The Canadian Sidewalk Toronto project combined democratic and transformational leadership philosophies (Valverde and Flynn, 2020). The project's success was facilitated by involving residents through town hall meetings and online discussion boards (democratic method) and igniting creativity through a compelling vision of a smart city (transformational approach). 3.3 Teamwork Building a Highly Successful Team Strategic planning, encouraging a collaborative atmosphere, and appreciating the importance of diversity are all necessary to create a highly effective team for the Hull Smart City OS project. The project manager can do this by following these steps:

1. A Clear Vision and Well-Defined Goals: The team should have a clear vision and well- defined goals that the project manager should develop. According to (Anantatmula and Rad, 2018), this gives people a feeling of direction and helps them to focus on the right things while working towards the same goals. 2. Clear Communication: Team members are more likely to trust one another when there is clear, frequent communication. As a result, everyone is on the same page and it promotes the exchange of ideas and concerns. 3. Empowering Team Members: Team members who feel empowered work harder and are more engaged. According to (Levy, 2018), the project manager should provide tasks so that team members may take responsibility for them. 4. Fostering Collaboration: According to (Tang et al ., 2020), encouraging collaboration through activities that foster teamwork and online technologies improves creativity and problem-solving abilities. Importance of a Diverse Team The performance of a project may be greatly improved by a varied team, which includes variances in race, gender, age, talents, and experiences: 1. Increased Creativity: According to (van Laar et al ., 2019), diverse teams are more likely to come up with original ideas and creative solutions to problems. 2. Broader Skill Set: The team can successfully complete a range of tasks thanks to the diverse backgrounds and resulting greater range of skills and knowledge. 3. Better Decision-Making: According to (Lasserson et al ., 2019), diverse teams make better judgments by considering a wide range of perspectives. Building a Diverse Team 1. Inclusive Hiring Practices: Employ inclusive hiring practices by actively seeking people from varied backgrounds. To reduce unconscious biases, use blind recruitment procedures. 2. Diversity Training: To promote an inclusive atmosphere, provide current team members with diversity training. The understanding and sensitivity to various cultures and viewpoints can be improved via this training (Henderson et al ., 2018). 3. Establish Support Networks: Create affinity or support groups within the team. These organizations give underrepresented people a forum to express their issues and share their experiences, building a feeling of community (Matza et al ., 2018). Challenges of Working in Diverse Teams (Equality, Diversity & Inclusion - EDI)

1. Misunderstandings: Misunderstandings can be caused by language barriers or differences in communication methods. This difficulty can be lessened by promoting active listening and giving instruction in cross-cultural communication (Derrington et al ., 2018). 2. Unconscious Bias: Personal prejudices can hinder decision-making procedures and reduce team effectiveness. Awareness campaigns and ongoing education are the only ways to eliminate these prejudices. 3. Cultural Conflicts: Disparities in cultural norms and values might result in disputes. To resolve these disputes, it is important to emphasize cultural competency and to promote respect and understanding among all parties (Brett et al ., 2020). Conclusion Strategic planning, excellent leadership, and careful resource management are necessary for the Hull Smart City OS project since it is a large undertaking. Developing leadership and skill sets, engaging stakeholders, managing change and the project triangle, and managing resources and risk are some of the major topics. Technical proficiency, good communication, stakeholder management, and risk analysis all greatly benefit from leadership development. To adapt to the changing environment of smart city technology and project management approaches, it is crucial to engage in continuous learning, professional development, and industry networks. Stakeholder engagement entails locating and interacting with the appropriate stakeholders through active listening, specialized communication techniques, and empathy. For the project to be resilient against unanticipated obstacles, resource management and risk reduction are crucial. The success of the project depends on the integration of these principles, transforming the city into a technological hub, fostering sustainable growth, and improving the quality of life for its residents.

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References Adwan, E.J., 2018, April. Towards a technological reference model of Bahraini smart city. In Smart Cities Symposium 2018 (pp. 1-9). IET. Afsar, B. and Umrani, W.A., 2020. Transformational leadership and innovative work behavior: The role of motivation to learn, task complexity and innovation climate. European Journal of Innovation Management, 23(3), pp.402-428. Ahad, M.A., Paiva, S., Tripathi, G. and Feroz, N., 2020. Enabling technologies and sustainable smart cities. Sustainable cities and society, 61, p.102301. Akbar, M.A., 2021. A multicriteria decision-making taxonomy of IoT security challenging factors. IEEE Access, 9, pp.128841-128861. Al Sharif, R. and Pokharel, S., 2022. Smart city dimensions and associated risks: Review of literature. Sustainable Cities and Society, 77, p.103542. Alasbali, N., Azzuhri, S.R.B., Salleh, R.B., Kiah, M.L.M., Shariffuddin, A.A.A.A., Kamel, N.M.I.B.N.M. and Ismail, L., 2022. Rules of smart IoT networks within smart cities towards blockchain standardization. Mobile Information Systems, 2022, pp.1-11. Anantatmula, V.S. and Rad, P.F., 2018. Role of organizational project management maturity factors on project success. Engineering Management Journal, 30(3), pp.165-178. Antony, J. and Gupta, S., 2019. Top ten reasons for process improvement project failures. International Journal of Lean Six Sigma, 10(1), pp.367-374. Bans-Akutey, A., 2021. The path-goal theory of leadership. Academia Letters, 2. Baysinger, B.D. and Butler, H.N., 2019. Corporate governance and the board of directors: Performance effects of changes in board composition. In Corporate Governance (pp. 215- 238). Gower. Bernardo, M.D.R.M., 2019, June. Smart Governance in european smart cities. In 2019 14th Iberian Conference on Information Systems and Technologies (CISTI) (pp. 1-6). IEEE.

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Gallagher, M. and Ferrè, E.R., 2018. Cybersickness: a multisensory integration perspective. Multisensory research, 31(7), pp.645-674. Gascó-Hernandez, M., 2018. Building a smart city: Lessons from Barcelona. Communications of the ACM, 61(4), pp.50-57. He, Z., Huang, D., Fang, J. and Wang, B., 2020. Stakeholder conflict amplification of large- scale engineering projects in China: an evolutionary game model on complex networks. Complexity, 2020, pp.1-17. Henderson, S., Horne, M., Hills, R. and Kendall, E., 2018. Cultural competence in healthcare in the community: A concept analysis. Health & Social Care in the Community, 26(4), pp.590-603. Homod, R.Z., 2021. Effect of different building envelope materials on thermal comfort and air-conditioning energy savings: A case study in Basra city, Iraq. Journal of Energy Storage, 34, p.101975. Hossain, M.S., 2018. Cloud-assisted secure video transmission and sharing framework for smart cities. Future Generation Computer Systems, 83, pp.596-606. Hossain, M.S., 2018. Cloud-assisted secure video transmission and sharing framework for smart cities. Future Generation Computer Systems, 83, pp.596-606. Ivars-Baidal, J.A., 2019. Integrating overtourism in the smart tourism cities agenda. E- review of Tourism Research, 17(2). Jayatilleke, S. and Lai, R., 2018. A systematic review of requirements change management. Information and Software Technology, 93, pp.163-185. Khan, R., 2021. Early flood detection and rescue using bioinformatic devices, internet of things (IoT) and android application. World Journal of Engineering. Kilicoglu, D., 2018. Understanding Democratic and Distributed Leadership: How Democratic Leadership of School Principals Related to Distributed Leadership in Schools?. Educational policy analysis and strategic research, 13(3), pp.6-23.

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Komninos, N., Kakderi, C., Panori, A. and Tsarchopoulos, P., 2019. Smart city planning from an evolutionary perspective. Journal of Urban Technology, 26(2), pp.3-20. Kotamena, F., Senjaya, P. and Prasetya, A.B., 2020. A literature review: Is transformational leadership elitist and antidemocratic?. International Journal of Social, Policy and Law, 1(1), pp.36-43. Lasserson, T.J., Thomas, J. and Higgins, J.P., 2019. Starting a review. Cochrane handbook for systematic reviews of interventions, pp.1-12. Levy, S.M., 2018. Project management in construction. McGraw-Hill Education. Lin, H.F., 2022. IT resources and quality attributes: The impact on electronic green supply chain management implementation and performance. Technology in Society, 68, p.101833. López-Medina, M.A., 2020. Fuzzy cloud-fog computing approach application for human activity recognition in smart homes. Journal of Intelligent & Fuzzy Systems, 38(1), pp.709- 721. Madokoro, H., 2021. Development of Drone-Mounted Multiple Sensing System with Advanced Mobility for In Situ Atmospheric Measurement: A Case Study Focusing on PM2. 5 Local Distribution. Sensors, 21(14), p.4881. Malhotra, N., Zietsma, C., Morris, T. and Smets, M., 2021. Handling resistance to change when societal and workplace logics conflict. Administrative Science Quarterly, 66(2), pp.475- 520. Marsh, J.A. and Hall, M., 2018. Challenges and choices: A multidistrict analysis of statewide mandated democratic engagement. American Educational Research Journal, 55(2), pp.243- 286. Maschler, M., Zamir, S. and Solan, E., 2020. Game theory. Cambridge University Press. Matza, M.R., Garon, M.B. and Que‐Lahoo, J., 2018, July. Developing minority nurse leaders: The anchor and the rope. In Nursing Forum (Vol. 53, No. 3, pp. 348-357).

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Mohapatra, A.D., 2018. Distributed fault diagnosis with dynamic cluster-head and energy efficient dissemination model for smart city. Sustainable cities and society, 43, pp.624-634. Mugunthan, S.R., 2019. Security and privacy preserving of sensor data localization based on internet of things. Journal of ISMAC, 1(02), pp.81-92. Noori, N., Hoppe, T. and de Jong, M., 2020. Classifying pathways for smart city development: Comparing design, governance and implementation in Amsterdam, Barcelona, Dubai, and Abu Dhabi. Sustainability, 12(10), p.4030. Ouhbi, S.,2018. Standards-Based Sustainability Requirements for Healthcare Services in Smart Cities. In Smart Cities (pp. 299-317). Springer, Cham. Paul, A., 2019. Does nature of livelihood regulate the urban community's vulnerability to climate change? Guwahati city, a case study from North East India. Journal of environmental management, 251, p.109591. Petrenko, S., 2022. Cyber Security Innovation for the Digital Economy: A Case Study of the Russian Federation. CRC Press Petrenko, S., 2022. Cyber Security Innovation for the Digital Economy: A Case Study of the Russian Federation. CRC Press. Proshkin, N., 2021, June. Radio Frequency Method for Emulating Multiple UAVs. In 2021 17th International Conference on Intelligent Environments (IE) (pp. 1-4). IEEE. Shakhov, V., 2022. Optimizing Urban Air Pollution Detection Systems. Sensors, 22(13), p.4767. Singh, R., 2021. Highway 4.0: Digitalization of highways for vulnerable road safety development with intelligent IoT sensors and machine learning. Safety science, 143, p.105407. Tang, T., Vezzani, V. and Eriksson, V., 2020. Developing critical thinking, collective creativity skills and problem solving through playful design jams. Thinking Skills and Creativity, 37, p.100696.

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Valverde, M. and Flynn, A. eds., 2020. Smart Cities in Canada: Digital Dreams, Corporate Designs: Independent experts analyze often-controversial schemes from Nunavut to Montreal to Toronto's failed Sidewalk Labs waterfront scheme. James Lorimer & Company. van Laar, E., van Deursen, A.J., van Dijk, J.A. and de Haan, J., 2019. Determinants of 21st- century digital skills: A large-scale survey among working professionals. Computers in human behavior, 100, pp.93-104. Xu, R, 2021. Microchain: A Light Hierarchical Consensus Protocol for IoT Systems. In Blockchain Applications in IoT Ecosystem (pp. 129-149). Springer, Cham. Xu, R., 2021. Microchain: A Light Hierarchical Consensus Protocol for IoT Systems. In Blockchain Applications in IoT Ecosystem (pp. 129-149). Springer, Cham.

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