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Smart City OS Management

Project
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Contents
Introduction................................................................................................................................5

Task 1: Skills Required by the project manager........................................................................5

City planning capabilities.......................................................................................................5

Legal competences.................................................................................................................6

Soft skills................................................................................................................................6

Financial Resource management............................................................................................6

Political independence...........................................................................................................6

Task 2: Problem Solving and Decision making.........................................................................7

Local and Regional Administration.......................................................................................7

Financial suppliers/Investors..................................................................................................8

Energy suppliers.....................................................................................................................8

ICT Sector representatives.....................................................................................................8

Citizens...................................................................................................................................8

Survey of stakeholders...........................................................................................................8

Prioritize stakeholders by interest and influences..................................................................9

Map stakeholders to measure ROI of stakeholder engagement.............................................9

Communicate company activity regularly.............................................................................9

Log meetings to maintain institutional knowledge................................................................9

Task 3: Project Triangle.............................................................................................................9

Task 4: Managing Finances.....................................................................................................11

Analogues Estimating..........................................................................................................12
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Parametric Estimating..........................................................................................................12

Bottom-up Estimating..........................................................................................................12

Three-point Estimating.........................................................................................................12

Task 5: Risk Management within project................................................................................13

Infrastructure Development.................................................................................................13

Security and Hackers............................................................................................................14

Consultant and Contractor delays........................................................................................14

Time Risk.............................................................................................................................14

Resource and Cost risk.........................................................................................................14

Privacy Concerns.................................................................................................................15

Educating and engaging the community..............................................................................15

Being socially inclusive.......................................................................................................15

Theft of materials, intellectual property, or equipment and catastrophic events.................15

Performance of project.........................................................................................................16

Task 6: Conflicts and Negotiations..........................................................................................17

Incompatibility between project costs & Budget costs........................................................17

Solutions...........................................................................................................................18

Personality clashes and inflated egos...................................................................................18

Solutions...........................................................................................................................18

Divergent opinions...............................................................................................................18

Solutions...........................................................................................................................19
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Methods of operation and prejudices...................................................................................19

Solutions...........................................................................................................................19

A failure to communicate or an inability to understand.......................................................19

Solutions...........................................................................................................................20

Failure to build trust and respect amongst teammates.........................................................20

Solutions...........................................................................................................................20

Task 7: Team Work..................................................................................................................20

Stage 1: Forming..................................................................................................................21

Stage 2: Storming.................................................................................................................21

Stage 3: Norming.................................................................................................................21

Stage 4: Performing..............................................................................................................22

Stage 5: Reforming or Adjourning.......................................................................................22

Working with a varied group of people presents its own unique set of difficulties.............22

Communication Barriers..................................................................................................22

Cultural Clashes...............................................................................................................22

Slow decision making......................................................................................................23

Too many opinions...........................................................................................................23

Conclusion................................................................................................................................23

References................................................................................................................................25
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Introduction

In this assignment, I was tasked with producing a Project Consultancy Firm Study again for

Hull Smart City OS project. The project manager at Hull City Council will hopefully find

some useful information and inspiration in this report. The paper will discuss numerous smart

city concerns and offer solutions to get Hull closer to its smart city goal. I was able to provide

impartial evaluations of a number of tasks in this project. The projected Hull SC development

will be contrasted to a similar project in Hong Kong. (Michelucci, 2021)

Task 1: Skills Required by the project manager

The project manager is responsible for directing and controlling the planning and execution

of any given project. My primary objective is to acquire and master the multifaceted set of

skills and responsibilities required of a SC Manager. The Smart City Operating System (OS)

plan to make Hull the first full-fibre city in the United Kingdom (UK) is under the purview of

the project manager in Hull. There is some really interesting data to be gleaned from the

literature analysis with regards to the abilities required of a SC Manager. Skills in

information and communications technology (ICT), fluency in many languages, and

substantial relevant experience are increasingly expected of managerial candidates. The SC

Manager takes "a non-hierarchical stance" and "transversality integrating skills and abilities"

to their multidisciplinary approach. (Alawadhi, 2021)

City planning capabilities

Urban design expertise is concerned with not just city building but also regional planning and

the organisation of municipal services. It factors in the skills needed to create a long-term

strategy for effective Smart city infrastructure.

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Legal competences

The SC project manager's legal knowledge should extend to issues like data analytics, data

analysis, data protection, the legal ramifications of social contracts, and the ethical

considerations of public partnerships.

Soft skills

An effective SC initiative necessitates fundamental attributes including empathy,

adaptability, communication, output-oriented and open-mind habits, a willingness to resolve

conflicts and build connections, organisational direction, project management tactics, and

leadership potential.

Financial Resource management

The SC Director has a “horizontal and vertical component” in which he is responsible for

leading SC projects across a variety of vertical domains, even if he only has a limited budget

to work with. (Albino, 2021)

Political independence

The SC manager must be independent in order to avoid any appearance of bias. For this to

work, it needs to be politically autonomous, free of interference from special interests and the

influence of management. SC Manager is accountable for horizontal duties and must be

politically honest if Hull is to become the fastest city to programme. These SC administrators

can coordinate the smart city of Hull and provide unique guidelines for regulating SC

strategies and operations. Self-awareness, developing one's judgement and acquiring a

working knowledge of the day's developments are all paths to acquiring such skills, as are

clearly articulating one's company strategies and keeping meticulous records of one's

accounting transactions. Through such expertise, the project manager may develop Hull into

an intelligent system that will enable the United Kingdom to collaborate with formal and
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informal clients to deliver substantial benefits to the residents, businesses, and visitors of

Hull. Hong Kong is not immune to the many types of managerial difficulties that other cities

have. From its start until its completion, Hong Kong's Smart City project managers played a

pivotal role in fostering innovation. To be effective in their responsibilities, Hong Kong's

project directors performed a number of critical tasks across all phases of a project's life

cycle. (Caraglin, 2021)

Task 2: Problem Solving and Decision making

Sustainable urban development can be guided down a theoretical path toward expansion in

the long run thanks to the Smart City concept proposed for Hull. The success of the Hull-

smart city development project depends on the early identification of the various stakeholders

who will have an effect on and take part in the initiative. The success of the endeavour

depends on the speed with which all relevant parties can be coordinated. Smart city

development, such as the transformation of a non-smart city into such a smart city,

emphasises the significance of strategic planning since it requires the involvement of

organisational and bureaucratic aspects with technology. The endeavour becoming a smart

city can bring up problems associated with a wide variety of stakeholders, an abundance of

connections, competing priorities, and intricate social and political structures. The Hull City

Project, that seeks to make a city more prosperous & habitable, will fail if proper

stakeholders are not managed. Depending on their perspective, stakeholders can have either a

beneficial or negative impact on a project. Internal customers care about the health and

success of financial operations. These players play a vital role: (Rios, 2020)

Local and Regional Administration

It is imperative that local, county, and state governments work together to develop, market,

and fund smart city initiatives.

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Financial suppliers/Investors

As with any large urban area, building and maintaining a smart city is not cheap. Securing

financial backing is crucial for carrying out Smart City Projects.

Energy suppliers

Electricity is crucial to the operation of the smart city.

ICT Sector representatives

At both the planning and implementation stages, technological factors play a crucial role in

the development of smart cities. Members of Hull's elected administration who work in the

information and communications technology sector are crucial in the city's expansion.

(Mayangsari, 2017)

Citizens

Most crucial to every endeavour are its participants, or citizens. In order to get smart cities up

and running, they need engage with urbanisation and record deficiencies or identify positive

and negative opinions. It is the citizens themselves, with their knowledge and creativity, who

play a crucial role in the evolution of smart cities. Achieving progress on the Kong SC

program was made possible by the establishment of efficient procedures for stakeholder

participation. To become "Asia's World City," Hong Kong's intelligent city plan sought to

unite the city's domestic and international partners. Hull has a chance to overtake Manchester

as the UK's leading fibre city if it adopts the same strategies.

Survey of stakeholders

Political figures and stakeholders have close ties. Stakeholders' input may be exploited to

exacerbate the issues.

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Prioritize stakeholders by interest and influences

It is crucial for the stakeholder participation policy to prioritise stakeholders based on their

level of engagement with the company and their impact on the Hull project.

Map stakeholders to measure ROI of stakeholder engagement

It is crucial to calculate the "return on investment" of stakeholder participation

initiatives. Measuring return on investment entails mapping stakeholders, keeping tabs on

their activity, and re-mapping them. (Nam, 2021)

Communicate company activity regularly

Involving stakeholders in company is facilitated by sharing information about daily activities.

Communication and organising among stakeholders take place via a multimodal platform.

Log meetings to maintain institutional knowledge

Make use of a system to record gatherings in a structured manner. The same legislators

should be consulted by multiple group representatives, and reports from prior sessions should

be reviewed.

Task 3: Project Triangle

Within these limits, the Hull City project manager must complete his or her work:

 Schedule

 Scope

 Budget

In most cases, the duration is located at the very pinnacle of the diagram (shaped like a

triangle).  Scope is on the left, budget (or cost) is on the right, and quality is in the middle.

Depending on the specifics of the Hull Comprehensive Development plan and other

considerations, every one of these restraints is critical. The project manager's goal is to
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regulate the volume of commerce and the flow of goods through Hull so that the city may

become a "smart city." This concept helps a development team clarify what is valuable and

provides a flexible approach to addressing important points in Hull as just a programmed

city. (Matuleviciene, 2019)

Interrelation

By balancing the needs of all stakeholders, the Triple constraint provides a middle ground for

Hull's project manager. Trying to strike a balance between these three goals will help

evaluate the success of the entire endeavour. To meet a deadline, a Hull smart city program

may need to reduce its scope or increase its budget to cover the cost of additional resources

and staff time. When a project management is unable to optimise available funds, they may

need to extend the project's timeline in order to prevent going over budget. For instance,

Hull's budget and reach have been impacted by the Covid-19 illness outbreak, which has

delayed the plan. The government had to increase the budget by $500 million because the

time in Hong Kong had to be cut short for several reasons. In order to make decisions about

the triangle's components in a way that guarantees the final product's performance and aligns

with the Hull smart urban program's particular primary objectives, the project leader must

have a firm knowledge of those parameters. The project manager in Hong Kong used the Iron

Triangle, but also considered less tangible factors like personal motivation and public

opinion. Even the Hong Kong SC program was not immune to these internal forces.
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Managers of projects can do better by adhering to SC requirements if they have a firm grasp

on the relative flexibility of the Hull city project criteria. The Hull city programme can't

begin until the project manager has a firm grasp of the program's requirements. It is possible

to revise or amend the project specifications soon after the risk assessment and SC project

correction factor have been finalised. If the system is to continue functioning after a major (or

minor) disruption, certain roles or skills must be on hand, as specified by the project's

performance standards. The success of a smart city initiative depends on the features that are

active or available, as outlined in these operational requirements, rather than the means by

which those features are made available. To be sure, the project manager can choose from a

number of technology approaches that are either now in use or in the planning stages: There

should be consideration given to the manager's current and future technology abilities when

assessing business and operational requirements. There will be cases where everything lines

up exactly, cases where things are different, and cases where there are significant differences.

The strategy plan will help the manager use appropriate systems more effectively and deal

with any gaps or unmet expectations. (Jayasena, 2020)

Task 4: Managing Finances

An SC project manager's responsibilities are vast, and allocating funds appropriately is a

crucial one. An improperly organised budget raises the risk of mismanaged resources, overly

optimistic goals, and project failure. That is to say, a right expenditure is necessary for the

success of this scheme. A project manager's cost estimate is one of their most valuable tools

for creating an effective result. In the beginning of a project's planning process, optimistic

projections are routinely utilised and may ultimately determine whether or not the project will

be carried through. In the event that this proposal is approved by Hull City Council and

implementation of it begins, finer and more detailed cost estimates will be necessary for

allocating various resources. Depending on the company's unique situation, this could entail a
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wide range of operational expenses (utilities, labour, etc.), labour expenses (including all-

time and salary paid), supply and construction costs, vendor payments (if this project includes

third-party staff, freelance writers, or other construction companies), and more. If the SC

manager is serious about financial management of the Hull-smart city project, he or she will

put into practise the following cost estimation techniques:

Analogues Estimating

The HULL-SC project manager is responsible for estimating costs based on historical data

from similar projects in locations like Hong Kong. This approach of estimating is founded on

both past data and the expert opinion of the SC project manager.

Parametric Estimating

Using historical data and mathematical modelling, we can estimate the cost of doing specific

tasks. The item's true unit price is determined, and the costing can be sold if necessary. It

requires more preliminary evidence to correctly assess costs, but it is more accurate than

similar estimation. (Stratigea, 2017)

Bottom-up Estimating

For easier management, the larger HULL-SC program can be broken down into numerous

smaller phases. In the end, the project manager totals up the costs associated with each

distinct grouping of tasks. A project's total cost estimate is the sum of all its component parts.

Three-point Estimating

The total cost of a project is broken down into three categories by the SC programme

manager. The first tier depicts a "optimism" estimate, in which work is completed and funds

are exerted most effectively; this same second depicts a "pessimism" estimate, in which work

is completed as well as funds are spent in the least effective manner; as well as the third

depicts the "most probable" example, in which work is completed and funds are spent in the
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least effective manner. The cost-benefit analysis (CBA) method is another method for budget

estimation, and it is projected that Smart Cities throughout the world will spend "$41 trillion"

on R&D in the next twenty years. Participants in the Smart Urban project's money planning

will find the methodology study to be vital. It assesses if or not the venture in Hull City is

worthwhile by determining the financial value of the earnings and losses to the populace from

the SC effort. Hong Kong's science and entrepreneurship bureau (ITB) is supported by a Tech

Connect budget of $500 million. (Lombardi, 2020)

Task 5: Risk Management within project

It is possible that the people, processes, technologies, and services involved in the Hull

comprehensive development plan could be negatively affected by an unforeseen event. The

project manager for Hull City Council has outlined some serious dangers that the city will

face on its way to become a smart city. Also, the demand for innovative IT solutions and

technological progress increases as the city moves closer to its vision of becoming a

technological hub. Despite the increasing number of designers and entrepreneurs working on

Smart City projects, there are many factors that must be taken into account at various points

in the creative process.

Infrastructure Development

In order to better the lives of their residents, "smart cities" employ sensor technology to

collect and analyse data like traffic patterns, crime rates, and air quality. The infrastructure

needed to set up and keep these detectors operational is sophisticated and costly. Major cities

in Hull have to work on restoring infrastructure that has been neglected for decades. As much

progress as has been made in expanding wireless network coverage, there are still pockets of

low connectivity in major cities. Funding and regulatory permissions can take a long time.
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Security and Hackers

As the Internet of Things (IoT) and related sensor technologies gain popularity, so does the

accompanying increase in security concerns. Project managers are more wary and distrustful

of technology and defences in light of the risks posed to power systems by cyber-terrorists.

Technology companies should create new technological safeguards against "hacking and

cybercrime," and the Hull City Council should allocate more resources to improving safety.

Consultant and Contractor delays

The Hull City Council is working with numerous innovation companies, such as "Connexin

and Cisco," to complete this goal. If even one of these fails to supply infrastructure or

terminates its lease, the SC construction will face significant delays.

Time Risk

Until the committees begins planning for implementation, the project leader must be familiar

with contract life-cycle in order to calculate how much time will be spent on each phase of

the SC program in order to uncover any potential hurdles. Hull has spent the past year

studying and striving to improve his intelligence, but he is in no hurry to finish.

Resource and Cost risk

If this SC project can't locate a competent technician or designer within the allotted time, it's

in serious danger. Financial risk will be elevated because of the influence of finance as well

as other impact in the economy on just this project, such as cql fluctuation in the SC project, a

change in board legislation and policy, political uncertainty, or the application of trade

penalties. (Angelidou, 2021)

Privacy Concerns

Hull must find a middle ground between raising the quality of life and compromising safety.

While installing CCTV cameras at every street corner does assist reduce crime, it also causes
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law-abiding citizens to feel uneasy and suspicious. Hull's coders will make the minds of the

city's savvy citizens a little less baffling, easing some of their worries.

Educating and engaging the community

Hull-Smart City relies on its "smart" residents, who must be dedicated to the city's goals and

make good use of cutting-edge technology, to survive and thrive. It is intended that

neighbourhood education about the benefits of this new town technology be provided as part

of the project's design. Nearly a hundred different projects, such as smart power grids,

individual responsibility for household tasks, and cleaner air, would be implemented in Hull

to drastically alter daily life in the city. The city must collaborate with residents, builders,

established businesses, and innovative newcomers to create the "city of the future."

Being socially inclusive

There should be consideration for all Hull citizens in any Smart City plans. In order to bring

people together regardless of their socioeconomic backgrounds, we need to rely on

technology. A significant challenge is raising awareness about new technology within the

Hull populace.

Theft of materials, intellectual property, or equipment and catastrophic events

The Hull city project may be in jeopardy due to natural disasters like fires, floods, and storm

surges; theft of any engineering components needed again for SC project; or the loss of

resources like transmission lines, steampipes, and interaction passageways, as well as

problems with the construction of fast broadband. (Hebert, 2020)

Performance of project

The biggest difficulty with this plan is the emphasis on quality. The SC group's ability to

implement smart technologies, monitor fitness, and safeguard individual privacy accounts for
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90% of the final outcome. The Hull city plan could face several obstacles if the staff does not

put up their best effort.

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Task 6: Conflicts and Negotiations

These are some of the major reasons of cause of conflicts in the project management of Hull

smart city project:

Incompatibility between project costs & Budget costs

The Hull Smart Urban initiative is largely around money and spending. Without sufficient

funding and sufficient finances for any mission, the SC program is doomed to fail. When the

economy is bad, cutting costs and sticking to a tight budget are inevitable, and it might cause

problems and conflicts in this project. In addition, the plan may provide too much resources
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to some activities, while the goals may cause other duties to further inflame conflicts between

team members and management. (Caraglin, 2021)

Solutions

Keeping a close eye on the project's budget before it gets underway is the best way to limit

contract expenses and other budget-related headaches. It is also important to keep an eye on

costs, particularly those incurred during the actual deployment.

Personality clashes and inflated egos

Big-headed men have been developing huge, tried-and-true schemes since antiquity. Project

management is useless if not performed with all of the necessary individuals. The SC project

leader should have some self-respect and charm as the team's leader in order to effectively

organise and carry out their responsibilities. Unfortunately, others won't feel at ease if you

flaunt your pride or suffer from mental illness, and this will slow down an entire Hall city

fibre project. (Jayasena, 2020)

Solutions

The key to this is a mature emotional foundation. Team members and collaborators on the

project should make an effort to maintain emotional equilibrium and a calm temperament.

Divergent opinions

This old adage, "Interpretation is true," has been around forever. Each guy builds his own

reality based on how he interprets the cosmos. However, opinions and approaches to smart

city programmes vary widely. This is not a pessimistic idea. In practise, reasonable

differences are fantastic and may be appreciated for the greater good of a team.

Solutions

One way to defuse conflict that arises from divergent points of view on a project team is to

foster an open forum where everyone can share their thoughts and be heard.
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Methods of operation and prejudices

Each member of the team adapts his or her methods of operation to suit your needs. However,

it has the potential to spark arguments if people start pressuring one another to take action.

It's fine to make educated guesses, but when a compelling case comes along, project

managers need to be flexible.

Solutions

In order to prevent conflicts between members of the task team and the stakeholders, it is

recommended that they form a party in which they can speak openly about each other's

working styles and biases. In light of this, they should not pass up the opportunity to interact

with and observe anyone.

A failure to communicate or an inability to understand

The administration of Hull's smart - city project requires collaboration and knowledge,

although it may seem too simple to convey. Unfortunately, "miscommunication and

misunderstanding" have been seen at kick-off events, mission updates, and casual

interactions. In addition, ambiguity might arise from the SC-Project team's lack of defined

roles and responsibilities. Therefore, the structure and scope of the projects, the mechanism

and plan, the results, and the roles and responsibilities of each SC member on the

development team must be outlined. (Albino, 2021)

Solutions

Confusion and misunderstanding are unavoidable results of poor communication. The best

way to lessen this is to create a setting where everyone feels safe enough to ask any question

they like.
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Failure to build trust and respect amongst teammates

Hull Sustainable City is an initiative where the government works together to complete tasks,

and it also emphasises connectivity. Without mutual respect and trust, the SC team's

combined efforts to work together are fruitless. When team members are supportive of one

another and sensitive toward one another's struggles, collaboration flourishes in the setting of

project management.

Solutions

Regular team-building exercises could aid in the cultivation of a cooperative spirit among SC

project teams. Other than Intelligence conflicts, inconsistencies of principles, dodgy dealings,

relationships, and structural issues, Hong Kong has a number of other potential sources of

conflict. Problems arise when administrators present inaccurate or insufficient information, or

when they disagree on which facts are most pertinent. To counter this, Hong Kong's

"Maturity Model" global city began to take shape.

Task 7: Team Work

Teams in Smart Cities do more than any one person could on their own, and being a part of

such a group may be very rewarding—but it does need adaptability and specialised

knowledge. Successful Smart City project managers will hasten this process and lessen the

difficulties their teams face. Understanding that Tuckman model doesn't really universally

apply is crucial for developing high-quality teams for the Cities of Hull project. Here are the

several degrees of team cohesion and the factors that determine the success or failure of this

approach to project management:

Stage 1: Forming

At the start of the intelligent city project, the team was formed, its members convened, and its

goals, selection criteria, and organisational framework were established. Teams working on
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projects put their composition, norms of behaviour, goals, perfect way, and commitments to

the test in an effort to forge bonds and have an influence within the organisation. The early

stages of building multicultural teams are fraught with vulnerability, distinguished by

openness, compassion, and doubt. Maintaining order is crucial for moving the team forward.

(Hebert, 2020)

Stage 2: Storming

Confrontation, criticism, and friction are common in this team development process. There

will be tensions if the group tries to accomplish its goals, commitments, and mission

competency in incompatible ways. The team members are responsible for deciding how

much they will devote to the community projects.

Stage 3: Norming

At the same time, the team establishes its priorities and determines its mission parameters,

fosters group cohesion, and legislates and regulates the industry to meet its requirements. As

team members endeavour to align their goals and priorities, listen to and learn from a variety

of perspectives, and initiate open dialogue and information sharing, they exhibit the following

qualities during the project development process: engagement, collaboration, coordination,

and harmony.

Stage 4: Performing

At this stage, real progress is being made, and everyone on the team will know their specific

role in making Hall a programmable village that functions as planned. Team members work

toward common objectives. Participant participation, creative thought, and a knowledge of

one's local community are hallmarks of this method. With interpersonal issues resolved, the

team is now in a position to spiritually concentrate on the task at hand.

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Stage 5: Reforming or Adjourning

What happens to a working group when its goals are achieved, or when its efforts fail.

Strategic implementation teams, on the other hand, do not have a set end date and hence

remain on the playing field after the adjournment point has been reached. This last bit is

defined by the communication, closure, reconciliation, and agreement that has taken place.

Working with a varied group of people presents its own unique set of difficulties.

The construction of Hull, Britain's first and fastest-growing programmable city, has hit a

number of snags despite the efforts of a large and diverse workforce. The following is the

most pressing issue affecting these groups:

Communication Barriers

Diverse teams may find it more challenging to communicate with one another. Being on a

different team means that most programmers can communicate in a variety of tongues.

Cultural Clashes

When two or more cultures collide, misunderstandings and even violence are inevitable. The

effectiveness of the team's operations and production is crucial.

Slow decision making

To make matters worse, different groups will open the floodgates to even more debates and

claims, leaving consumers with fewer options.

Too many opinions

There are a lot of people on the team, thus there should be a lot of different viewpoints, and

everyone feels theirs is the best.

This SC Project Manager's job is to put together teams to make the most of opportunities

and overcome challenges. As a result of their innovative thinking, hard work, and willingness
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to work together, the talented individuals who make up the hull city project will pave the way

for the rapid and massive growth of fibre cities. The water supply, sewage, transport,

immigration & tax, civil engineering, including manufacturing departments of the Hong

Kong SC project were all managed by EKEO and ICT in conjunction with the Hong Kong

Government as well as the City Council.

Conclusion

Despite missing the "pilot program" and deployment, Hull's smart urban OS has the potential

to put the city at the forefront of UK smart city global comparisons thanks to its compact size,

robust digital interconnection, as well as life lessons from other smart city's initiatives like

Hong Kong. The Hull City project manager will be better able to understand his role, learn

new skills and apply them, set realistic goals and allocate resources accordingly, build a

strong team, maximise everyone's contributions, and overcome obstacles with the help of this

consulting report. Disputes are inevitable in any project management role, so it's important

for managers to develop effective methods of resolving these conflicts through negotiation.

(Lombardi, 2020)
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