BPP Business School

Coursework Cover Sheet

Please use this document as the cover sheet of for the 1st page of your assessment.

Please complete the below table – the grey columns

Module Name Project Management Essentials

Student Reference Number BP……………………..
(SRN)
Assessment Title Hull Smart City OS Project Consultancy Report (PME CW1 [S])

Please complete the yellow sections in the below declaration :

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 programmes.

Please note that by submitting this assessment you are declaring that you are fit to sit this
assessment.

BPP University reserves the right to use all submitted work for educational purposes and may
request that work be published for a wider audience.

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 MSc Management

Project Management Essentials

Summative Coursework Assessment Brief

Submission mode: Turnitin online access

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1. General Assessment Guidance

• Your summative assessment for this module is made up of this submission which accounts for
100% of the marks
• Please note late submissions will not be marked.
• You are required to submit all elements of your assessment via Turnitin online access. Only
submissions made via the specified mode will be accepted and hard copies or any other digital
form of submissions (like via email or pen drive etc.) will not be accepted.
• For coursework, the submission word limit is 5000 words. You must comply with the word count
guidelines. You may submit LESS than 5000 words but not more. Word Count guidelines can be
found on your programme home page and the coursework submission page.
• Do not put your name or contact details anywhere on your submission. You should only put
your student registration number (SRN) which will ensure your submission is recognised in the
marking process.
• A total of 100 marks are available for this module assessment, and you are required to achieve
minimum 50% to pass this module.
• You are required to use only Harvard Referencing System in your submission. Any content which
is already published by other author(s) and is not referenced will be considered as a case of
plagiarism.
You can find further information on Harvard Referencing in the online library on the VLE. You can
use the following link to access this information: http://bpp.libguides.com/Home/StudySupport
• BPP University has a strict policy regarding authenticity of assessments. In proven instances of
plagiarism or collusion, severe punishment will be imposed on offenders. You are advised to
read the rules and regulations regarding plagiarism and collusion in the GARs and MOPP which
are available on VLE in the Academic registry section.
• You should include a completed copy of the Assignment Cover sheet. Any submission without
this completed Assignment Cover sheet may be considered invalid and not marked.

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2. Assessment Brief

This module is assessed through one graded element worth 100%. You must achieve at least
50% to pass this module.

For this assignment you are required to build a Project Management Consultancy Report based
on the Development of the Hull Smart City OS.

THE SMART CITY OS CASE STUDY

Hull’s journey to becoming a programmable city

Here’s how Hull is racing to become the UK’s first smart city.

For a city to become smart, it takes a combination of technologies and disciplines, seamlessly
integrated, with an understanding of how a huge number of customers –the population of your
city –with interact with it. In the UK, several cities are racing to become the nation’s smartest
city, from London to Manchester to the country’s current leader, Bristol.

Against those larger cities, Hull might seem like the underdog, but it’s been making considerable
in-roads over the past 12 months or so. In May last year, it was awarded £55,000 for smart
solutions to reduce traffic congestion. Later in the year, it started a more ambitious project –to
create a purpose-built, smart operating system (OS) for the city.

The project, Smart City OS is being delivered by Hull City Council, technology company Connexin
and Cisco. Connexin has been working with cities such as Newcastle Upon Tyne to deliver smart
city technologies, impacting on everything from lighting, mobility, security and waste.
“Developing Hull as a Smart City will give us the opportunity to work with public and private
sector partners to deliver real benefits to communities, businesses and visitors to Hull,” says
Councillor Daren Hale, Deputy Leader of Hull City Council.

The objectives
Hull has been quietly upgrading itself over the past five years. Its small size –with a population of
around 260,000 –has allowed it to make changes at a comparatively quick pace. This has allowed

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 Hull to become the UK’s first full-fibre city –it has the fastest broadband of anywhere in the UK,
according to broadband choices.

Hull City Council had already worked with Connexin on a long-range wide area network
(LoRaWAN), allowing for better business connectivity and the facility of Internet of Things
devices. Creating its own OS seemed the next logical step. The aim of the project is to increase
and enhance data sharing and decision-making, allowing the Council to deliver more effective
services across the board, from traffic management to health and social care.

“The system pulls together information that currently sits within separate council computer
systems to enable city-wide management of the city’s public assets in real-time using state-of-
the-art technology, says Hale. “Residents will receive better information to make choices about
transport, traffic and parking. But this will be just the beginning of what is possible.”Over the
course of the project, it will drive new demand for a digitally skilled workforce, which will then
boost Hull’s economy. The Council is investing in skills for its young people as a result.

The methodology
The OS uses Connexin tech, built on Cisco Kinetic for Cities platform. It will pull together 12
separate council IT systems. Each system will process data from a variety of sources, including
city-wide sensors and Internet of Things devices. This data can be used to help facilitate various
services. Connexin, with its experience in implementing smart city solutions, is taking a five-step
process to the installation.
The first step is infrastructure: having the right level of area-wide connectivity to be able to
deliver smart city services. This is a combination of high-speed fibre networks and LoRaWAN
networks. Hull had a head start in this area –local telecoms company KCOM had invested £85m
in the city’s full-fibre network, and Connexin’s LoRaWAN was already in place.
Second is the installation of sensors across the city, to collect real-time data. This is where the 12
systems come in. Connexin’s Smart Bins is one of them. The others include the Siemens Stratos
platform for traffic management; the Bartec Auto ID system for managing waste; and the Datek
streetlighting system. The Vaisala IceCast program will help to predict the weather and plan road
maintenance. The Teletrac Navman provides GPS technology, and the Citilogik system will
monitor people movement. Pitney Bowes is providing asset-management software for street
furniture. Elsewhere, Defra’s air-quality database, the Environment Agency’s flood monitoring
platform, Hydro-Logic flooding alert sensors and the Astun iShare GIS web mapping portal –
provide the rest of the data.

Stage three is the implementation of the platform and bringing all of the systems onto the OS.
This is expected to take around a year. This allows for stage four –gathering insights. Stage five is
about determining outcomes based on those insights. "Our platform will enable Hull to become
a “programmable city” and move from outdated siloed service driven technologies to a central
platform to improve service delivery, reduce costs and to make the most of new technologies
such as IoT, AI and machine learning algorithms,” says Furqan Alamgir, Founder and CEO of
Connexin.

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 Engaging the public and managing stakeholders

While the data will be used by Hull City Council to improve its services across the board, the aim
is to provide insights to businesses and the public too. As the systems are integrated with the
OS, they will be exposed to Hull’s business and private residents. This, it is hoped, will encourage
start-ups to create new technologies that the city can then pull into its Smart City OS.
“For us, it is not just about smart cities,” says Mike Kenworthy, assistant director of digital and
ICT for Hull City Council, who is managing the project. “We are looking at utilising IoT and data –
that we potentially collect from other sources as well –to find innovative approaches to any
problem.”
One of the biggest challenges for the project is managing the stakeholders, who are spread
across various departments within the council, plus other organisations such as Humberside Fire
and Rescue Service, and the University of Hull. Hull City Council is taking a ‘one council’ approach
to managing it all. People see the council as ‘the council’ not as a series of separate services.
Constant engagement with stakeholders across all service sectors is crucial.

The end result

Due to its size, strong digital infrastructure, and lessons learned from other smart city projects,
Hull City Council has been able to skip the pilot phase and roll out Smart City OS across the city.
This could potentially cause Hull to leap up the UK smart city league tables.

Hale and Kenworthy are confident that it will bring considerable economic benefits to the
region, making the city particularly attractive to tech firms. While the council has a lofty
ambition to make Hull the world’s smartest city, the objective is primarily to benefit the people
of the city. “We do not want to be a smart city because it is cool,” says Kenworthy. “We have to
be sure that what we are doing is for the benefit of the city.”

Source: Association of Project Management (APM)

Link: https://www.apm.org.uk/resources/find-a-resource/case-studies/case-study-smart-city-os-
hull-s-journey-to-becoming-a-programmable-city/
- accessed 16/2/23

It is recommended that you should also conduct your own independent research to strengthen
your knowledge of this project.

END OF CASE STUDY

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 THE HULL SMART CITY OS
CONSULTANCY REPORT

In the role of a Project Consultant, you are required to develop a project report for the Hull Smart
City OS project by leveraging on the techniques and concepts you have covered in the module.
The report must include the following tasks - ONLY the first three parts of TASK 1 are required for
the formative (1000 words). Note – ALL tasks are required for the summative (5,000 words)

TASK 1 - MANAGING PROJECTS [TOTAL: 30 Marks]

1.1 - The Project Manager (10 marks)

Critically discuss what skills the project manager of the Hull Smart City OS project needs to
develop to be effective and reflect on possible actions the project manager of the Hull Smart
City OS project should take to develop those skills. Support your arguments with academic
literature and references to other similar real projects.

1.2 - Stakeholder Management and Engagement (10 marks)

Identify relevant internal and external stakeholders and create a stakeholder influence map
for the Hull Smart City OS project and discuss why these are the most critical stakeholders
emerging from your analysis. Afterwards, by leveraging on the academic literature and
similar real projects, critically discuss how you engage the stakeholders you have identified
with the Hull Smart City OS project.

1.3 - The Project Triangle (10 marks)

Critically discuss the importance of the various project triangle parameters that will need to
be managed by the Hull Smart City OS project manager over the course of the project, and
how they may inter-relate to each other. Discuss the impact of possible changes to this
project and how change is controlled managed in an organisation. Support your arguments
with academic literature and references to other similar real projects.

TASK 2 - MANAGING RESOURCES AND MITIGATING RISKS [TOTAL: 30 Marks]

2.1 - Managing Finances (10 marks)

Provide advice to the project manager on what resources may be required for this project
and what could be an effective cost estimation technique for the Hull Smart City OS project
and explain why. Support your arguments with academic literature and references to other
similar real projects.

2.2 - Risk Management within the Project (10 marks)

Develop a risk analysis by constructing a risk register to critically evaluate the importance of
risk management for the Hull Smart City OS project. You should identify at least six risks that
the Hull Smart City OS project should be aware of by using the appropriate categories (e.g.,
environmental, operational, financial, strategic, reputational, compliance, etc…). For this
analysis, an appropriate risk register format should be used.

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 2.3 – Change Management (10 marks)

Critically discuss the importance of managing change in the Hull Smart City OS over the
course of the project. Detail how change arising from projects is controlled and managed in
an organisation. Support your arguments with academic literature and references to other
similar real projects.

TASK 3 - MANAGING PEOPLE AND TEAMS [TOTAL: 30 Marks]

3.1 - Conflicts and Negotiation (10 marks)

Identify at least six conflicts that may arise when running the Hull Smart City OS project and
their sources. Once you have identified those potential conflicts, critically discuss which
actions can be taken by the project manager to resolve them and suggest appropriate
conflict management and/or negotiation strategies to address these. Support your
arguments with academic literature and references to other similar real projects.

3.2 – Leadership (10 marks)

Identify, compare and contrast leadership styles and management behaviours for the Hull
Smart City OS project and discuss why these are critical to improving the effectiveness and
success of the project. Afterwards, by leveraging on the academic literature and similar real
projects, critically discuss which leadership style or combination of leadership styles you
would recommend for the Hull Smart City OS project.

3.3 – Teamwork (10 marks)

Critically discuss what the project manager can do to build a highly successful team for the
Hull Smart City OS project. In particular, focus on the importance of how a diverse team can
improve project performance. Critically reflect on what actions the project manager can
take to build a diverse team for the Hull Smart City OS project, and detail what are some of
the challenges of working in diverse teams in terms of EDI (Equality, Diversity & Inclusion)?

Presentation and Structure (10 marks)

The report must be in clear font (e.g., Arial/Calibri point size 11) with consistent format
styles, automatic page numbers and table of contents. Line spacing should be 1.5.

Word count: 5000 words (Summative)

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Your report structure should include the following sections:

Cover page (University cover sheet)

Table of Contents
Table of Figures (optional)
List of Abbreviations (if appropriate)

Introduction

1 – MANAGING PROJECTS
1.1 Project Manager
1.2 Stakeholder Engagement and Management
1.3 The Project Triangle

2 – MANAGING RESOURCES AND MITIGATING RISKS

2.1 Managing Finances
2.2 Risk Management within the project
2.3 Change Management

3 – MANAGING PEOPLE AND TEAMS

3.1 Conflict and Negotiation
3.2 Leadership
3.3 Teamwork
Conclusion

References
Appendix (if appropriate)

NOTE: The word count of (5,000 words) only applies to the main body (shown in bold); i.e., cover
page, table of contents, list of abbreviations, references, assessment self-evaluation and appendix
are not part of the word count.

All submissions must be written in an academic style (not first person) and any figures, diagrams
and independent research must be appropriately referenced using the Harvard Referencing
System.

If you have any further questions about this coursework assignment, please contact the module
leader or the tutor.

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Tip for Mapping the Assessment towards Module Topics and Module
Learning Outcomes (LOs)

Assessment Task Module Topic Marks Module LOs

The Project Manager

Stakeholder
TASK 1 - MANAGING
Management and 30 Strategically apply relevant project management
PROJECTS
Engagement practices within organisations

The Project Triangle

TASK 2 - MANAGING Managing Finances
Critically appraise project management principles
RESOURCES AND Risk Management 30
and environmental contexts in which projects can
MITIGATING RISKS Within a Project
be delivered.
Change Management
Conflicts and
TASK 3 - MANAGING PEOPLE Negotiation 30 Critically evaluate how project management
AND TEAMS Leadership behaviours can promote organisational success.
Teamwork
Presentation and Structure 10

Total 100

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 3. Marking Guide

TASK ONE:
Assignment task Mark Distinction Merit Pass Fail
1.1 The Project 10 Critical discussion of the key skills Good discussion of the key skills needed by Basic discussion of the key skills No critical discussion.
Manager needed by the project manager for the project manager for running the needed by the project manager for No leverage on the concepts
running the project and how to develop project and how to develop these skills. running the project and how to presented in the module.
these skills. Student is leveraging on the concepts develop these skills. No application of the module
Student is leveraging on the concepts presented in the module and is applying Student is leveraging on the concepts to the case study.
presented in the module and is applying them to the case study. concepts presented in the module
them to the case study. Discussion is supported by solid evidence and is applying them to the case
Discussion is supported by strong from academic literature. study.
evidence from academic literature and by Discussion is supported by some
the comparison with at least one other basic evidence from academic
similar real project. literature.
1.2 Stakeholder 10 Detailed stakeholders influence map, Good stakeholders influence map, good Basic stakeholders influence map, No critical discussion.
Management and critical discussion of the projects’ key discussion of the projects’ key basic discussion of the projects’ key No leverage on the concepts
Engagement stakeholders and of the stakeholder stakeholders and of the stakeholder stakeholders and of the stakeholder presented in the module.
engagement techniques that can be engagement techniques that can be engagement techniques that can be No application of the module
adopted by the project manager. adopted by the project manager. adopted by the project manager. concepts to the case study.
Student is leveraging on the concepts Student is leveraging on the concepts Student is leveraging on the
presented in the module and is applying presented in the module and is applying concepts presented in the module
them to the case study. them to the case study. and is applying them to the case
Discussion is supported by strong Discussion is supported by solid evidence study.
evidence from academic literature and by from academic literature. Discussion is supported by some
the comparison with at least one other basic evidence from academic
similar real project. literature.
1.3 Project Triangle 10 Critical discussion of the importance of Good discussion of the importance of the Basic discussion of the importance of No critical discussion.
the project triangle parameters and their project triangle parameters and their the project triangle parameters and No leverage on the concepts
interrelation and potential impact on interrelation and potential impact on their interrelation and potential presented in the module.
project scope. project scope. impact on project scope. No application of the module
Student is leveraging on the concepts Student is leveraging on the concepts Student is leveraging on the concepts to the case study
presented in the module and is applying presented in the module and is applying concepts presented in the module
them to the case study. them to the case study. and is applying them to the case
Discussion is supported by strong Discussion is supported by solid evidence study.
evidence from academic literature and by from academic literature. Discussion is supported by some
the comparison with at least one other basic evidence from academic
similar real project. literature.

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TASK TWO:
Assignment task Mark Distinction Merit Pass Fail
2.1 Managing 10 Critical discussion and justification of what can Good discussion and justification of Basic discussion and justification of No critical discussion and
Finances be the cost estimation approach and technique what can be the cost estimation what can be the cost estimation justification.
appropriate for the case study. approach and technique approach and technique appropriate No leverage on the concepts
Student is leveraging on the concepts appropriate for the case study. for the case study. presented in the module.
presented in the module and is applying them Student is leveraging on the Student is leveraging on the No application of the module
to the case study. concepts presented in the module concepts presented in the module concepts to the case study.
Discussion is supported by strong evidence and is applying them to the case and is applying them to the case
from academic literature and by the study. study.
comparison with at least one other similar real Discussion is supported by solid Discussion is supported by some
project. evidence from academic literature. basic evidence from academic
literature.
2.2 Risk 10 Detailed presentation of at least six risks. Good presentation presentation of Basic presentation of at least six Less than six risks identified.
Management within Risk register used. at least six risks. risks. No use of the risk register.
the Project Identified risks are specific to the case study Risk register used. Risk register used. No use of risk categories seen in the
and leverage on the risk categories seen in the Identified risks are specific to the Identified risks are specific to the module.
module case study and leverage on the risk case study and leverage on the risk No leverage on the concepts
Student is leveraging on the concepts categories seen in the module. categories seen in the module. presented in the module.
presented in the module and is applying them Student is leveraging on the Student is leveraging on the No application of the module
to the case study. concepts presented in the module concepts presented in the module concepts to the case study
Discussion is supported by strong evidence and is applying them to the case and is applying them to the case
from academic literature and by the study. study.
comparison with at least one other similar real Discussion is supported by strong Discussion is supported by strong
project. evidence from academic literature evidence from academic literature
and by the comparison with at least and by the comparison with at least
one other similar real project. one other similar real project.

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TASK TWO:
Assignment task Mark Distinction Merit Pass Fail
2.3 Change 10 Detailed presentation of the importance of Good presentation of the Basic presentation of the importance No detailed discussion and
Management managing change in the Hull Smart City OS over importance of managing change in of managing change in the Hull justification.
the course of the project and discussion of how the Hull Smart City OS over the Smart City OS over the course of the No leverage on the concepts
change arising from projects should be course of the project and discussion project and discussion of how presented in the module.
controlled and managed in an organisation. of how change arising from projects change arising from projects i should No application of the module
Support your arguments with academic should be controlled and managed be controlled and managed in an concepts to the case study.
literature and references to other similar real in an organisation. Support your organisation. Support your
projects. arguments with academic literature arguments with academic literature
Student is leveraging on the concepts and references to other similar real and references to other similar real
presented in the module and is applying them projects. projects.
to the case study.
Discussion is supported by strong evidence Student is leveraging on the Student is leveraging on the
from academic literature and by the concepts presented in the module concepts presented in the module
comparison with at least one other similar real and is applying them to the case and is applying them to the case
project. study. study.
Discussion is supported by solid Discussion is supported by some
evidence from academic literature. basic evidence from academic
literature.

TASK THREE:
Assignment task Mark Distinction Merit Pass Fail
3.1 Conflicts and 10 Detailed presentation of at least six conflicts Good presentation of at least six Basic presentation of at least six conflicts Less than six conflicts
Negotiation and their sources. Critical discussion of actions conflicts and their sources. Good and their sources. Basic discussion of identified, and source of the
that can be taken to resolve those conflicts. discussion of actions that can be actions that can be taken to resolve those conflicts not specified.
Student is leveraging on the concepts taken to resolve those conflicts. conflicts. No conflict management
presented in the module and is applying them Student is leveraging on the Student is leveraging on the concepts techniques/negotiation
to the case study. concepts presented in the module presented in the module and is applying strategies presented.
Discussion is supported by strong evidence and is applying them to the case them to the case study. No leverage on the concepts
from academic literature and by the study. Discussion is supported by some basic presented in the module.
comparison with at least one other similar real Discussion is supported by solid evidence from academic literature. No application of the module
project. evidence from academic literature. concepts to the case study.

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TASK THREE:
Assignment task Mark Distinction Merit Pass Fail
3.2 Leadership 10 Detailed presentation of leadership styles and Good presentation of leadership Basic presentation of leadership styles and No critical discussion.
management behaviours for the Hull Smart styles and management behaviours management behaviours for the Hull No leverage on the concepts
City OS project and discuss why these are for the Hull Smart City OS project Smart City OS project and discuss why presented in the module.
critical to improving the effectiveness and and discuss why these are critical to these are critical to improving the No application of the module
success of the project. improving the effectiveness and effectiveness and success of the project. concepts to the case study
Student is leveraging on the concepts success of the project. 1Student is leveraging on the concepts
presented in the module and is applying them Student is leveraging on the presented in the module and is applying
to the case study. concepts presented in the module them to the case study.
Discussion is supported by strong evidence and is applying them to the case Discussion is supported by some basic
from academic literature and by the study. evidence from academic literature.
comparison with at least one other similar real Discussion is supported by solid
project. evidence from academic literature.
3.3 Teamwork 10 Detailed discussion of what can be done to Good discussion of what can be Basic discussion of what can be done to No critical discussion.
build highly successful, diverse and inclusive done to build highly successful, build highly successful teams, diverse and No leverage on the concepts
teams, and the challenges of working in diverse diverse and inclusive teams, and the inclusive teams, and the challenges of presented in the module.
teams. challenges of working in diverse working in diverse teams. No application of the module
Student is leveraging on the concepts teams. Student is leveraging on the concepts concepts to the case study
presented in the module and is applying them Student is leveraging on the presented in the module and is applying
to the case study. concepts presented in the module them to the case study.
Discussion is supported by strong evidence and is applying them to the case Discussion is supported by some basic
from academic literature and by the study. evidence from academic literature.
comparison with at least one other similar real Discussion is supported by solid
project. evidence from academic literature.

PRESENTATION AND REFERENCING

Distinction Merit Pass Fail
Assignment task Mark
10 For a distinction the report will use a consistent Referencing has few if any errors. There is a limited number of references, References are inappropriate,
approach to headings, tables and graphs. The report is reasonably well but the correct format is used, albeit with irrelevant and/or incorrectly
Sources will be correctly cited and there will be presented but could be improved by some errors. There may be some errors in formatted. The references
Presentation and
a complete set of references in the correct greater attention to detail. There is formatting and presentation, but the themselves suggest they have
Referencing
format and in alphabetical order. There is evidence of wider reading and report is reasonably professional in simply been copied from
evidence of extensive independent reading and research. appearance. another source without
research. Formatting and presentation is accessing the material by the
professional throughout. student.
Total 100 (Summative Assessment)

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