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BPP Coursework Cover Sheet Please use the table below as your cover sheet for the 1st page of the submission. The sheet should be before the cover/title page of your submission. ProgramModule nameSchedule TermStudent Reference Number (SRN)Report/Assignment Title Date of Submission (Please attach the...

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BPP Coursework Cover Sheet Please use the table below as your cover sheet for the 1st page of the submission. The sheet should be before the cover/title page of your submission. Program Module name Schedule Term Student Reference Number (SRN) Report/Assignment Title Date of Submission (Please attach the confirmation of any extension received)

Declaration of Original Work: I hereby declare that I have read and understood BPP’s regulations on plagiarism and that this is my original work, researched, undertaken, completed and submitted in accordance with the requirements of BPP School of Business and Technology. The word count, excluding contents table, bibliography and appendices, is ___ words. Student Reference Number:

Date:

By submitting this coursework you agree to all rules and regulations of BPP regarding assessments and awards for programs. Please note, submission is your declaration you are fit to sit. BPP University reserves the right to use all submitted work for educational purposes and may request that work be published for a wider audience. BPP School of Business and Technology

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Smart City OS Management Project

Table of Contents Introduction:....................................................................................................................................3 Task 1- Project Maanager Skills:.....................................................................................................3 Task 2- Problem Solving and Discussion making:..........................................................................5 Task 3:The Project Triangle.............................................................................................................7 Task 4: Managing Finanaces............................................................................................................9 Task 5:Risk Maanagement.............................................................................................................11 Task 6: Conflicts and Negotiations................................................................................................16 Task 7:Team Work.........................................................................................................................19 Conclusion:....................................................................................................................................21 References:....................................................................................................................................22

Introduction

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I created a Project Management Consultancy Report for the Hull Smart City OS project in this assignment. This report aims to offer ideas and suggestions to Hull City Council's project manager for long-term smart city planning and growth in Hull. The paper will cover a variety of smart city issues as well as strategies for addressing them and moving Hull closer to realizing its smart city vision. Many of the activities in this assignment were objectively assessed by me. This proposed Hull SC project will be compared to an actual Hong Kong city project.

TASK 1 – Skills Required by Project Manager Any project's preparation and implementation are overseen by the project manager. My goal in this role is to learn about and develop the cross-functional roles and comprehensive knowledge and skills that the SC Manager requires. In the case of Hull, the project manager is in charge of the Smart City OS strategy to make Hull the UK's first complete fiber city, including scheduling, acquisition, and implementation. The literature review reveals some fascinating information about the skills needed of an SC Manager. He must display certain essential abilities such as expertise with ICT, understanding of multiple languages, and previous relevant expertise, which are becoming increasingly important for managerial positions (El-Sabaa, 2001). The SC Manager's multi-disciplinary approach is characterized by "transversality of skills and competencies" and "a nonhierarchical view" (Michelucci et al, 2016). 1. City planning capabilities Skills of urban design are concerned with urban development and, more broadly, regional development and scheduling of urban services It takes into account the abilities needed to develop a comprehensive, lengthy strategy for efficient Smart city facilities. 2. Legal Competences

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The legal areas of expertise of the SC project manager should include legal concepts such as data analytics data processing, data protection, legal dimensions of community contracts, and legal concerns in public collaborations (Albino et al, 2015). 3. Soft Skills Basic qualities such as compassion, versatility, communication, output-oriented, and open-mind habits, the willingness to resolve disputes and make connections, organizational direction project management strategies, and leadership potential are required for an effective SC initiative. 4. Financial Resource Management Particularly if he does have a small budget for expenditures, the SC Manager has a "horizontal position" in which he is accountable for heading SC projects in various vertical realms. 5. Political Independence For him to be unrelated, the SC manager should be autonomous. It must be independent of judgment, management autonomy from lobby groups and political life, good political autonomy. To make Hull the quickest city to program, SC Manager will be responsible for horizontal obligations and therefore should be politically truthful (Alawadhi et al, 2012). These SC managers can help to organize Hull's smart city and create particular measures to control SC plans and activities. Such abilities can be obtained by constructing a strong understanding of budgetary usage of assets clearly stated business strategies, and by tracking accounting documents via self-awareness, improving judgment power, knowledge of the daily advancements. The project manager can create Hull as an intelligent system through such knowhow and will allow the United Kingdom to work with public and private clients to provide significant advantages to Hull community, business, and business guests (Caragliu et al, 2011). Hong Kong faces different managerial obstacles with no exception. Hong Kong also played a

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crucial role in driving innovation from its inception to the final as its project managers pursued Smart City. The project directors of Hong Kong fulfilled a series of important functions during each stage of the project life cycle to achieve efficiency in their roles (Rios, 2012).

TASK 2 – Problem Solving and Decision Making The Hull Smart City idea steers sustainable planning on a conceptual road toward long-term growth. For the project to succeed, the different stakeholders who will impact and participate in the Hull-smart city growth project must be identified. The progress hinges on prompt and successful coordination with all key stakeholders. As a smart city development, transforming a non-smart city into a smart city necessitates the engagement of organizational and bureaucratic elements with technology, emphasizing the role of strategic planning in a smart city initiative (Mayangsari, 2015). Issues associated with multiple disparate participants, high levels of interconnectedness, conflicting values, and sociopolitical complexities can emerge as a result of the push to become a smart city (Nam et al, 2011). Stakeholder management is critical to the success of the Hull City Initiative, which aims to make the city more prosperous and habitable. Stakeholders may influence a project positively or negatively. Financial operations and performance are of concern to internal customers (Matuleviciene, 2015). Following are the key stakeholders: 1. Local and regional administrations Local and state governments must be fully engaged in the growth, promotion, and sponsorship of smart city programs. 2. Financial suppliers/Investors Smart cities are also costly to construct and maintain. For the implementation of Smart City Projects, getting funds is critical (Jayasena et al, 2019).

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3. Energy suppliers The activity of the smart city necessitates a reliable electricity source. 4. ICT sector representatives Technological considerations are critical criteria at the start-up and operating stages of smart cities. Elected officials from the ICT industry are helping to grow Hull (Stratigea, 2015). 5. Citizens The people are the most important stakeholders. They are encouraged to interact with urbanization and document shortfalls or spot favorable and unfavorable perceptions to help smart cities get started. Citizens and their innovation, as well as their expertise, are significant players in the development of smart cities. The implementation of successful stakeholder participation mechanisms paved the way for progress in the Hong Kong SC project. The goal of Hong Kong's smart city plan was to bring together the city's internal and external stakeholders to make it "Asia's World City." If Hull follows the same tactics, it might become the UK's fastest fiber city. 1. Survey of Stakeholders Stakeholders and politicians already have intimate connections. Knowledge gathered from stakeholders may be used to intensify the problems. 2. Prioritize Stakeholders by Interest and Influence Prioritizing stakeholders based on their involvement in being engaged with the company and their impact amount on the Hull project is critical for stakeholder participation policy.

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3. Map Stakeholders to Measure ROI of Stakeholder Engagement Stakeholder participation programs must be measured in terms of their “return on investment”. ROI can be calculated by plotting stakeholders, monitoring interaction, and re-mapping stakeholders. 4. Communicate Company Activity Regularly The communication of business operations is a crucial approach for stakeholder participation. A multimedia medium is used for stakeholder organization and communication. 5. Log Meetings to Maintain Institutional Knowledge Use a method to keep track of meetings such that the data is organized Multiple representatives of the group should consult with the very same lawmakers, and reports from past sessions should be referred to (Hebert, 2018).

TASK 3 – Project Triangle The three constraints of the project triangle required by the project manager of Hull city to work within are 

Budget



Scope



Schedule.

The duration of time is usually at the highest point of the framework (shaped like a triangle). "Scope" is left and "budget" is right (or cost) whereas "quality" is in the center of the triangle (Cano et al, 2015). Each of these constraints is crucial, depending on the Hull Smart City project and the contributing factors. To make Hull a smart city, the project manager wants to manage the circulation and extent of trade to succeed. This model offers a flexible way of addressing priority areas in Hull as a programmable city and supports a development team explaining value stuff.

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Interrelation The Triple constraint offers a give-and-take equilibrium to Hull's project manager, who must master managing factors that adjust to accommodate others who cannot. Attempting to balance these 3 objectives together will aid assess the total project's efficiency? If the Hull smart city project is required to be finished by a certain date, the scope may need to be shortened, or costs may need to be raised to meet extra assets or overtime. Alternatively, when the project manager is unable to maximize the fund, the project manager must prolong the time to avoid overtime (Anderson, 2021). The Covid-19 disease outbreak, for instance, has caused the plan to be postponed, affecting Hull's expenditure and range. Since the period in Hong Kong was reduced due to a variety of reasons, the government was forced to raise the budget by $500 million. The project manager must have a good grasp of the project's parameters so that choices regarding triangle elements can be taken in a way that ensures the performance of the finished product and matches the Hull smart city project's unique key objectives. Aside from using the Iron Triangle, the Hong Kong project manager took into account softer variables such as internal desire and social perceptions (such as meeting attendance and analytic space). These inner influences had a significant impact also on Hong Kong SC project (Ma et al, 2019).

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Comprehending the comparative versatility of the Hull city project criteria aids project managers in making decisions that are consistent with SC specifications. Before the Hull city program is launched, the project manager should first recognize the project specifications. Just after risk evaluation and SC project adjustment factor are completed, he can modify or update the project specifications. The project's performance specifications specify which roles or skills must be available to ensure the system running after a significant (or minor) disturbance. These operational criteria specify what should be active or accessible for such a smart city project to succeed, not how certain functions can be made accessible. However, the project manager does have several technological options in action or the works. When evaluating business and operational specifications the manager's existing (or planned) technological skills should be taken into account. There will be situations where all is perfectly aligned, situations where things differ, and situations where he will find wide differences. The strategic plan will assist the manager in more efficiently using suitable systems as well as addressing any deficiencies or potential expectations (Snedaker, 2014).

TASK 4 – Managing finances The expenditure for the SC project does have the power to affect any aspect of the task considering this one among the many important duties of an SC project manager. A budget that is badly structured contributes to inefficient resource distribution, unreasonable aspirations, and the possibility of a project failure. In other words, for this plan to work an expenditure must be correct. One of the most useful methods in a project manager's toolbox for developing an efficient outcome is cost estimating. Elevated forecasts are frequently used in the early phases of project preparation and can influence whether or not such a project is undertaken at the end (Esty, 2004). If this initiative has been accepted and Hull City Council has decided to proceed,

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more comprehensive and granulated cost calculations would be required to distribute different resources accordingly. This would certainly entail a variety of operating costs (utilities, labor, etc. ), labor costs (including all-time and salaries paid), supplies and infrastructure costs, vendor payments (if this project includes third-party staff, freelance writers, or other construction companies), and much more, based on the circumstances of the company (Yescombe, 2002). Following are the cost estimation techniques that SC manager should implement to successfully manage the finances of the Hull-smart city project: 

Analogous Estimating

The estimated expenses of a project must be calculated by the HULL-SC project manager centered on predetermined expenses involved with a related project performed in history such as Hong Kong. This method of calculation is based on a mixture of historical evidence and the SC project manager's professional judgment 

Parametric Estimating

Certain task expenses are assigned a dollar estimate using past statistics and mathematical modeling. This calculates the actual unit price for a specific project product and afterward sells the costing if required. It is more precise than comparable estimation, but it necessitates more preliminary evidence to reliably measure costs. 

Bottom-Up Estimating

The broader HULL-SC project can be divided into many shorter parts The project manager eventually calculates expenses for each of these individual task sets separately. Until all expenses are being calculated, they are added together to form a final overall cost estimation for the project (Silverspring, 2015). 

Three-Point Estimating

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The SC program manager separates the expenses involved in a project into 3 distinct calculations. The very first level reflects an “optimism” estimation, during which tasks are completed and resources are expended most effectively; the second level reflects a “pessimism” estimation, wherein work is accomplished and finances are spent in the minimum effective manner; and the third level reflects the “most probable” example, in which tasks are completed and finances are spent in the lowest effective way. Smart Cities all over the globe are expected to spend “$41 trillion” on research and development within the next twenty years (Pattani, 2016), another budget estimation method known as costbenefit analysis (CBA) can be used. It is a crucial methodology study for partners in the Smart City project's financial management. It calculates the comparable monetary value of the gains and losses to the population of the SC initiative, then determines whether or not the venture in Hull City is worthy. The Hong Kong state has established a $500 million Tech Connect budget to finance the ITB's innovation and technology bureau (Burton, 2018).

Task 5 - Risk Management within Project Any unforeseen incident that could impact the individuals, procedures, technologies, and services engaged in the Hull smart city project is considered a possibility. Hull City Council's project manager has described a series of critical threats as the city embarks on a path to become a smart city. And, as it nears its goal of becoming a technological city, the need for smart technological advancement and IT solutions only grows. Even though the population of designers and entrepreneurs pursuing Smart City developments is growing, there are still a lot of considerations that all designers experience at some stage of their approaches (Burton, 2018).

Risk#1: Infrastructure Development

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Smart Cities make use of sensor technologies to capture and interpret data such as busy time’s statistics, crime levels, and air reliability to increase citizens' standard of living. The installation and maintenance of these detectors necessitate a complex and expensive network. Hull's major cities face the task of rebuilding decades-old networks. While the availability of wireless network coverage is improving, there are still some places in large cities where connectivity is minimal. It takes a lot of amount of money, and clearance approvals will take years.

Risk#2: Security and Hackers When the use of IoT and sensing technologies grows, so too does the amount of security concern. Risks to power systems from cyber-terrorists make project managers more cautious and suspicious of technologies and defense. Hull City Council must devote further funds and services to safety, and technology firms should develop technologies with newly constructed safeguards against “hacking and cybercrime”.

Risk#3: Consultant or contractor delays Many innovation firms such as “Connexin and Cisco”, are collaborating with Hull City Council to finish this task as consultants. The SC project will face several obstacles if just one of these fails to provide facilities or terminates its lease.

Risk#4: Time risk Since each task in this process requires a reasonable period of duration the project manager must be familiar with the contract life- cycle to estimate how much duration will be expended on each step of the SC project to find any potential obstacles until the committee begins preparing the implementation. Hull has now spent a year working to become smart, but there is no chance that this effort will be rushed.

Risk#5: Resource and Cost Risks

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It would be a big threat if this SC pr...