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Assessment Title THE SMART CITY OS CASE STUDY

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THE SMART CITY OS
CASE STUDY

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Table of Contents
Introduction...........................................................................................................................4

TASK 1 - MANAGING PROJECTS......................................................................................4

1.1 - The Project Manager...........................................................................................4

1.2: Stakeholder Management and Engagement.............................................................6

1.3 - The Project Triangle.................................................................................................8

TASK 2 - MANAGING RESOURCES AND MITIGATING RISKS........................................9

2.1 - Managing Budgets....................................................................................................9

2.2 - Risk Management within the Project......................................................................10

2.3: Change Management...................................................................................................15

TASK 3 - MANAGING PEOPLE AND TEAMS...................................................................16

3.1 - Conflicts and Negotiation........................................................................................16

3.2: Leadership...............................................................................................................19

3.3: Teamwork................................................................................................................20

Conclusion..........................................................................................................................24

References.........................................................................................................................25

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Introduction
Cities around the world are undertaking smart city initiatives to improve infrastructure,
services, and quality of life for their citizens through advanced technologies and data
analytics. Realising these ambitions requires careful project management to steer the
complex implementations across multiple years, stakeholders, and systems. The Hull Smart
City Project stands as one such bold undertaking by Hull City Council to transform Hull into a
fully programmable city through an integrated operating system connecting key functions.
(Giri, 2019)

Successful delivery necessitates a diligent focus on project management fundamentals. The

project manager must cultivate leadership abilities to motivate diverse teams. Scope,
schedule, cost, and other triangle parameters require careful balancing.(Hall et al., 2000)
Proactive risk management and change control will be imperative for a multi-year technology
rollout. Stakeholder coordination and conflict negotiation will maintain engagement. Overall,
disciplined management of budgets, resources, people, and technical complexity will drive
project success.(Ojasalo and Kauppinen, 2016)

This report examines the critical project management capabilities, frameworks, and
strategies required for the Hull Smart City Project to achieve its aims. Key areas covered
include the project manager's competencies, managing scope-schedule-cost dynamics, risk
mitigation, fostering team collaboration, budget and resource optimisation, conflict resolution,
and project leadership. (Environment, 2018)The report synthesizes academic literature,
industry best practices, and comparable smart city case studies. Recommendations are
provided for how Hull City Council can implement robust project management to steer this
foundational programme towards the ultimate vision of a fully responsive and progressive
smart city. With diligent planning and execution, the Hull Smart City Project can become a
model for technology-enabled municipal transformation.(Habitat International Coalition.
Housing and Land Rights Network, 2018)

TASK 1 - MANAGING PROJECTS

All project parts, from inception to conclusion, are within the project manager's purview. To
carry out one's duties effectively, every individual needs certain skills. As a result, the project
manager's duties need a certain set of skills. Some of the most crucial skills for a project
manager working on smart city projects are as follows.

1.1 - The Project Manager

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The project manager for the Hull Smart City OS initiative will require a diverse blend of
leadership, technical, and strategic skills to deliver success. As a complex, multi-year smart
city implementation involving advanced technologies and extensive stakeholder
coordination, having a project manager with the right capabilities will be critical.(PMI, 2018)

First and foremost, strong leadership abilities are essential to motivating and directing the
project team as well as aligning diverse stakeholders. Studies have found that leadership is
consistently one of the most important competencies for effective project managers (Project
Management Institute, 2017). This includes soft skills like emotional intelligence, team
building, coaching, and conflict resolution. With many different council departments, partner
organisations, and vendor teams involved, the Hull Smart City OS project manager will need
exceptional leadership talents to promote collaboration and manage competing interests.
They must be able to paint a compelling vision while also addressing the tactical details
required to bring that vision to life.

In addition to leadership, advanced communication expertise is equally vital. The Project

Management Institute’s research identified communication as the second most critical skill,
as PMs spend 90% of their time communicating. The Hull smart city programme involves
constant liaison across departments and partners. The project manager will need to tailor
communications for different audiences, actively listen to feedback, and encourage
transparent information sharing. Strong written and verbal communication skills are essential
to disseminating status updates, managing expectations, and resolving issues.(Giri, 2019)

Technical capabilities are also important for understanding and guiding the implementation
of smart city systems. While separate technical leads may exist, the project manager should
have a solid grounding in core technologies like the Internet of Things (IoT), data analytics,
networks, and cloud platforms. They don’t need to be hands-on experts but require enough
knowledge to grasp technical details, assess risks, and make informed decisions on
priorities or scope changes. Studies of smart city project management emphasise the need
for some level of technical acumen in addition to leadership abilities (Carvalho & Sharma,
2019).

Several other skills stand out as well. Scope management will be critical given the need to
integrate 12 council systems into one OS platform. Budgeting and resource planning are key
to a complex multi-year program. Stakeholder engagement and relationship-building skills
allow effective collaboration. Finally, agility and flexibility help manage ambiguity and
changing timelines.(Cha and Maytorena-Sanchez, 2019)

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There are several actions the Hull Smart City OS project manager can take to further
cultivate these critical skills. Project management training like PMI’s certifications hone core
competencies through rigorous study and exams. Attending smart city and IoT conferences
builds knowledge. Shadowing other experienced project managers on similar initiatives
provides observational learning. Actively developing soft skills in areas like relationship-
building, influence, and empathy through coaching and mentoring programmes accelerates
leadership growth. Being mentored by senior smart city programme managers also imparts
wisdom. Finally, consciously seeking on-the-job learning and feedback will enhance project
leadership over time.(Irfan et al., 2021)

These development approaches are validated by studies of successful project managers.

Augustine et al. identified on-the-job training, coaching, mentoring, and project debriefs as
the top methods used by exceptional PMs (Augustine et al., 2019). Similarly, Longman &
Mullins found formal project management education, experiential learning, and mentorship
were rated highly by PMs as skill-building techniques. As the Hull Smart City OS kicks off,
putting these development practices into action will ensure the project manager cultivates
the well-rounded capabilities needed to excel.

1.2: Stakeholder Management and Engagement

Relevant internal and external stakeholders

The most relevant internal and external stakeholders for the Hull Smart City OS
project are:

Internal stakeholders:

 City council employees

 Elected officials
 Residents

External stakeholders:

 Businesses
 Universities
 Other organizations in the Hull area

Managing diverse stakeholders and ensuring their needs are represented will be pivotal for
the Hull Smart City OS initiative’s success. Stakeholder analysis provides a systematic way

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to identify key groups and their interests. By mapping influence and engagement strategies,
the project obtains stakeholder perspectives and gains their buy-in.

The first step is identifying relevant internal and external stakeholders. Internally, the various
Hull City Council departments that oversee key functions like transportation, public safety,
infrastructure, and social services are major stakeholders. Their systems will integrate into
the Smart OS platform, so their requirements must be captured. Externally, partners like lead
contractor Connexin and technology vendor Cisco are critical stakeholders. Their capabilities
and capacity will drive delivery.

Other external stakeholders include Hull residents who use city services, local businesses,
the University of Hull as a channel for talent and innovation, regulatory bodies like
information and privacy commissions, and technology firms that may build on the OS
platform. This diversity of stakeholders calls for systematic analysis. A stakeholder influence
map visually depicts groups based on their power over the project and their interest or
investment in it (Jepsen & Eskerod, 2009).

For the Hull Smart City OS, council departments and lead vendor Connexin have high power
and high interest, so they are key players to actively engage. Residents have high interest
but low direct power, though they offer useful requirements. Regulatory agencies have
power through compliance policies but lower direct interest. The University of Hull has
moderate influence. Mapping these stakeholders clarifies engagement strategies.

Once mapped, tailored plans can ensure stakeholders are engaged appropriately.
Workshops and focus groups allow residents and community groups to provide input on
needs. Regular project updates through digital channels and town halls maintain
transparency for the public. Connexin and Cisco require close collaboration through joint
planning and decision-making forums. Engaging the university as an influencer amplifies
advocacy and builds support through their student and staff networks. Regulators may need
only project reports rather than active involvement.

Other smart city programmes emphasise this stakeholder coordination. Barcelona’s digital
transformation focused on extensive public and private sector outreach (Calzada, 2018).
Bristol’s smart city initiatives involved online citizen engagement to crowdsource ideas and
gain feedback (Hemment et al., 2016). The Hull Smart City OS can emulate such inclusive
stakeholder management. By analysing influencers and targeting communications, the
project brings together diverse voices to benefit the city.

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1.3 - The Project Triangle

Balancing the interdependencies between scope, schedule, and cost is central to managing
any project successfully. For the Hull Smart City OS, paying close attention to this “project
triangle” and making deliberate tradeoffs will be crucial to keeping the complex
implementation on track.

Defining the scope is the first step. This involves articulating project objectives, deliverables,
requirements, and key features. The Smart City OS scope encompasses integrating 12
separate council systems, deploying IoT sensors, developing a unified OS platform, and
delivering data analytics and insights. A clear scope definition is critical, as unclear or
creeping scope is a common cause of project issues (Schwalbe, 2015). Scope changes also
reverberate through the other two factors of schedule and cost.

The timeline must account for the lengthy scope with reasonable schedule estimates. Given
that the platform implementation is expected to take one year alone, the overall schedule
may span 18–24 months based on typical smart city deployments. Building in buffer time
throughout the schedule accounts for unforeseen delays. Accurate timelines require
breaking down the project into fundamental activities through work breakdown structures.

Finally, projected costs must fund the labour, materials, and equipment needed over the
entire schedule. Upfront investment is high, but operational savings down the road should

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justify the costs. Estimating costs for novel technologies with uncertainty can be challenging.
Similar smart city programmes faced average overruns of 33% (Flyvbjerg, 2014). To avoid
going over budget, the project manager must instill disciplined financial forecasting,
monitoring, and control.

These three factors interact with each other. Expanding scope often affects the timeline and
costs. An accelerated schedule may require more spending. Budget cuts could necessitate
reducing scope or extending timelines. Understanding these dynamics allows the project
manager to assess the implications and make deliberate tradeoffs. If new features get
prioritised, adding budget or resources should accompany scope increases.

Literature on project triangle management highlights this balance. Schwalbe states that
stabilising one factor typically results in changes to at least one other (Schwalbe, 2015).
PMI’s research found that proactively navigating tradeoffs was a hallmark of high-performing
project managers (Project Management Institute, 2018b). For the Hull Smart City OS, the
project manager’s skill in consciously managing priorities and tradeoffs between scope,
schedule, and cost will steer the project to success.

TASK 2 - MANAGING RESOURCES AND MITIGATING RISKS

2.1 - Managing Budgets

Money management is essential in each endeavour. With the necessary funding, the project
can get started. With reliable financial backing, the idea is feasible. With this initiative, we
want to improve the lives of Hull City's 216 thousand residents (Talamo et al., 2019). As a
result, substantial resources are needed to meet the populace's demands and make life in
the city pleasant for its residents. The project manager must also guarantee adequate funds
to carry the project forward. Financing a project is referred to as financial management. The
word "Financial Management" is used to refer to the process of budgeting, sourcing,
organising, monitoring, and controlling monetary resources. This method of managing funds
for Smart City initiatives aims.(Calzada, 2018)

• Calculate a rough budget for the project, considering all of its features.

• Obtain all relevant assets

• Keep a close eye on how everything is being used.

• Manage resource use without compromising product quality.

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Estimating expenses is the first step in sound financial management. This cost analysis aims
to determine whether the project is worth pursuing. Conducting a project viability analysis
during or right after the Inception phase is also crucial. This is the same thing as drawing out
the budget. It details how much each phase of the project will set you back. The budgetary
means by which the project's activities may be carried out are also mapped. The manager of
the project is responsible for handling the budget. Before diving into a cost analysis for your
project, you'll need to separate two distinct categories of expenditures. Direct costs and
indirect costs are the two categories of expenditures. The former are expenditures that can
be linked to certain project tasks. Wages for workers and the price of materials used in
certain project phases make up this section. The latter are the expenses that directly impact
the project itself. Extra expenses are what the term describes. The project's maintenance
budget is a prime illustration of indirect costs.

The project manager for the city of Hull must provide a detailed budget and funding strategy.
It is suggested that the Hull City project manager use a top-down approach to finance
management, where the most crucial aspects of the project are prioritized above all others.
The Top-down method would be useful for determining the project's feasibility and potential
costs. Project managers might use this information to choose reliable vendors that provide
competitive prices without sacrificing quality. It would also aid in preventing cost overruns,
which may have undesirable consequences if not avoided. Restricted at the first phases. It
would guarantee enough resources. (Schwalbe Kathy, 2016)It would keep prices down
without sacrificing product quality. The following are some of the most important
requirements for the Hull Smart City OS project:

Internet: It is only feasible to run the system if there is a reliable connection to the internet.
As a result, to guarantee the achievement of the goal, it is necessary to preserve the
network's dependability by ensuring that internet connections are maintained continuously.

Devices that operate the systems: To ensure that all of the systems in Hull Smart City are
able to work efficiently, it is necessary to link the different devices that operate the systems
together using automated devices and computers. Installing monitoring equipment such as
cameras, microphones, light sensors, and motion detectors is necessary to keep track of the
day-to-day activities associated with the project.

2.2 - Risk Management within the Project

A risk register must be kept to identify and mitigate any threats to the project's completion. A
risk register is a tool used by project managers to keep track of potential threats to a
project's success, classify such threats, and assess their likelihood, potential effect, and

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potential solutions. The following is the risk register for the Hull Smart City project, which
may be used to assist in identifying hazards and exploring potential mitigation solutions.

Risk events Description of the (P) (I) (P x I) Rank Mitigation

risk event Strategy
Organizational The authorities in 0.6 0.7 0.57 2 The team members
risk charge of the system may benefit from
need to be more training and
efficient in managing development
the system. programmers by
better comprehending
the needs of the
project and working
more effectively to
fulfill those criteria.

Significant amounts 0.7 0.6 0.34 6 Before settling on

of the utilization of choices about
contemporary integrating
technologies technology into the
final product, there is
an absolute need to
concentrate on the
whole scope of the
project.

The very difficult 0.3 0.9 0.29 5 Before making any

nature of the decisions on the
project, it is essential
procedure. to concentrate on the
scope of the work.
Choices about the
implementation of
various technologies
inside the product.

Social risks Disputes between 0.5 0.6 0.43 3 All relevant parties
the many parties must be consulted
invested in the early on in the
project's lifecycle. In

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project addition, it is
necessary for there to
be constant, open
communication
between all parties
involved in the
project.

The people of Hull 0.6 0.7 0.50 3.1 All relevant parties
are worried that the must be consulted
system will be less
flexible, which early on in the
worries them. project's lifecycle.
Also necessary for
the project's success
is constant
communication
between all parties
involved so that
everyone is aware of
the system at all
times.

Overuse of 0.7 0.4 0.35 3 All project

technology may lead stakeholders must be
to a rise in the consulted early on to
jobless rate. ensure a successful
outcome.

because technology Beginning stages of

would do the work work on a project.
that humans used to Effective
do. communication
among all project
stakeholders is
necessary, as is
informing them about
job openings and the
qualifications

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 necessary to apply
for them.

Hull city residents 0.3 0.8 0.29 8 All relevant parties

may see a boost in must be consulted
their standard of life early on in the
due to the new project's lifecycle. All
technological project participants
system. need to be kept in the
loop about rising
living costs for the
initiative to succeed.

Technological Security concerns 0.3 0.8 0.17 10 A very secure system

risks may arise from the has to be set up. Not
introduction of only is this
cutting-edge necessary, but it is
technological also necessary to
systems. reassure the people
of Hull that the
system is secure and
that no data will be
lost if the upgrade is
made.

Data loss is a 0.3 0.8 0.19 11 In order to detect any

concern that has to problems in the
be addressed, since system, frequent
it may be the result system checks are
of both technical necessary.
problems and
In addition, it is
system failure.
necessary to recruit
technical
professionals to
address the system's
problems.

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 Execution The project's 0.4 0.7 0.25 9 Skilled and
operations could experienced
have been better management must be
planned and recruited for the
executed. projects successful
planning and
implementation.

Table 1 Risk register for Hull smart city

Risks may be prioritized using the risk matrix. It also helps determine the best way to deal
with these potential threats. Hull city project hazards are broken down in the following matrix.

Figure 1 Risk Matrix

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 Table 2 Risk Index Priority

2.3: Change Management

The success of the Hull Smart City Operating System (OS) project depends on change
management. Change management organizes, controls, and aligns the transformative
process with organizational goals and stakeholder demands. This critical discussion will
discuss change management in the context of the Hull Smart City OS project, followed by
how businesses manage and regulate project-related change, backed up with academic
literature and real-world examples.

Stakeholder Alignment: The Hull Smart City OS initiative incorporates government

agencies, commercial firms, and residents. Effective change management involves:

 Communicating with stakeholders.

 Comprehending their needs, concerns, and suggestions.
 Integrating project objectives with their requirements.

This alignment encourages teamwork and reduces change resistance, boosting project
success.

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Mitigating Resistance: Large initiatives like the Hull Smart City OS face objections to
change. Stakeholder participation, education, and communication may help companies
identify and handle possible resistance. Early resistance management improves
transformation.(Flyvbjerg, 2014)

Flexibility and adaptability: The Smart City OS project may alter as technology evolves.
Change management helps companies adapt to new problems and opportunities, keeping
the project relevant and meeting the cities and its citizens' changing demands.

Risk Management: Change management requires risk assessment and mitigation.

Organizations may decrease project delays, cost overruns, and other issues by methodically
identifying and resolving project risks.

Controlling and Managing Change in Organizations:

To assess the effect of proposed modifications on the project's goals, timing, and budget,
many organizations convene change control boards (CCBs) or change advisory boards
(CABs). Change control boards (CCBs) comprise interested parties who review proposed
changes and vote on whether to accept, reject, or table them based on predetermined
criteria. Standardized processes for seeking, reviewing, and approving modifications are
implemented and documented by organizations. Transparency, accountability, and a clear
audit trail are all ensured when change requests, decisions, and their repercussions are all
documented. Agile approaches encourage iterative development and frequent feedback;
hence, some businesses use them. Teams using agile frameworks can better integrate
changes throughout the project's lifetime. Providing workers with information about the
changes that will be implemented and training to help them adjust are essential parts of
change management. Workers with enough training are more inclined to welcome change
and adopt new procedures.

TASK 3 - MANAGING PEOPLE AND TEAMS

3.1 - Conflicts and Negotiation
With a complex multi-partner smart city implementation, the Hull OS program will experience
various conflicts that the project manager must address through negotiation and resolution
skills. Six potential conflicts include:

 Disagreements over technology architecture Connexin and Cisco may clash on system
design decisions
 Competing priorities across council departments who want their needs addressed first

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 Budget conflicts as spend gets scrutinized and cost overruns occur
 Schedule delays leading departments to miss their milestones and objectives
 Scope creep as new features get proposed, affecting timeline and resources
 Vendor underperformance if Connexin or contractors fail to deliver

These conflicts arise from differences in expectations, priorities, resources, and working
styles. Regardless of origin, the project manager has several options to resolve issues and
negotiate compromise. Open communication and active listening help uncover underlying
causes. Facilitated workshops aligned to shared goals can find common ground. Assertive
but empathetic conflict management skills prevent disconnects (Schwalbe, 2015). Trading
concessions through principled negotiation achieves mutual gains (Fisher et al., 2011).
Referring intractable disputes to oversight groups allows resolution.

Ultimately, the project manager must remain impartial while understanding different
perspectives. They help find acceptable middle ground rather than taking sides. Staying
focused on the project vision and beneficiaries also guides conflict resolution. Research on
past programs demonstrates these conflict management practices. Barcelona’s city-wide
smart initiative faced internal government tensions which required improved leadership and
transparency (Calzada, 2018). For Hull, diplomatic but firm conflict negotiation will maintain
engagement.

Every project manager needs a systematic plan to handle conflicts before they escalate. The
project manager's proactive attitude may also assist in mitigating conflicts that arise among
the project's constituents. This skill, a key competency, is essential for every project
manager working on Smart City projects. Here is a rundown of the most common arguments
that might surface while building a smart city:

Conflicts related to the use of Technology

Disagreements over the best technology use in a smart City project are possible. This is an
important factor to think about. The programming system is crucial to finishing the Hull City
project, but its usage presents a substantial danger of conflict. Problems associated with the
overuse of technology, the implementation of complex processes, maintenance
disagreements, fallouts after a system failure, and security challenges all fall into this
category.(Schwalbe Kathy, 2016)

These issues may be seen sooner if all stakeholders are meaningfully involved in the project
from the start. It will only be possible to see these potential conflicts if the project scope is
determined early on. To complete the project successfully, it is crucial to keep a spirit of

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cooperation and include everyone with a vested interest in the outcome(Pačes and Šuda,
1961).

Conflicts related to adaptability of the technology

The goal of the Smart City initiative in Hull City is to provide residents with comfortable and
elegant amenities.

All of the ideas for the project are made with the concerns of the people living in every city in
mind as they are created. Likely, some of the project's stakeholders will need help to adjust
to the tactics and technologies used by the project to provide the people of Hull with
amenities that are to their liking (Prime and Salib, 2014).

Conflicts related to privacy policies

Private information from various sources was necessary for these Smart City initiatives,
particularly those that relied on the operating system. Stakeholders' concerns regarding the
confidentiality of the information gathered this way may be a significant source of friction.

The optimum way to handle such privacy concerns may be determined through a vendor-
agnostic strategy. In this framework, a wide range of Internet-of-Things apps may be used to
gather information. Data privacy is guaranteed across the board under this framework, giving
everyone involved in the project peace of mind (Lauring and Selmer, 2010).

Conflicts related to waste management

There may be several traffic and waste management problems with this project. As a result,
the project manager should use efficient tactics and approaches for dealing with such
challenges. Some monitoring devices might be set up in the Hull Smart City project to boost
stakeholder happiness. It would be useful for citywide trash management and traffic flow.

Conflicts associated with finances

This Smart City project involves a significant investment, and all parties involved in the
initiative anticipate a big return on their respective portions of the pie. Consequently, it is
necessary to place a primary emphasis on the project's operability across departments. This
would greatly assist the project administrators in making effective use of the initial
investments, and it would also promise to lessen the financial obstacles that stand in the way
of completing the project within the allotted amount of time and the predicted budget for the
project.

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3.2: Leadership

Transformational Leadership:

Leaders who use transformational leadership encourage and inspire their teams to go
beyond their comfort zones and accomplish great things. They inspire others to think outside
the box, work together toward a common goal, and set an excellent example. A visionary
manager might do wonders for the Hull Smart City OS project by getting the team thinking
creatively about how to solve the city's problems using state-of-the-art technology. A
transformational leader may motivate stakeholders and team members to contribute to the
success of a project by articulating a compelling vision of a technologically sophisticated and
sustainable metropolis.

Transactional Leadership:

In transactional leadership, goals are explicit, and employees are rewarded or punished
depending on their achievements. While transactional leadership is less forward-thinking
than transformational leadership, it may be helpful in certain areas of the Hull Smart City OS
project. Leaders who operate at the transactional level can guarantee timely and accurate
job completion and the effective use of available resources. They can maintain the project's
forward momentum and concentrate on day-to-day operations.(Sanchez et al., 2014)

Laissez-Faire Leadership:

Laissez-faire CEOs don't micromanage their teams and instead give them plenty of leeway
to make choices on their own. However, the complexity of the Hull Smart City OS project
and the requirement for cooperation among multiple stakeholders suggest that there may be
better approaches than this one. With clear goals and responsibilities laid forth by a leader, a
project's forward momentum could continue.(Phillips, 2014)

The Hull Smart City OS project needs a mix of leadership and management approaches.
Transformational leaders may establish the long-term vision and motivate stakeholders.
Visionary leadership aligns stakeholders' different interests and inspires them to contribute
time, effort, and resources in the undertaking. However, transactional leadership is crucial
for daily operations. This approach meets deadlines, budgets, and performance objectives.
These leadership styles may balance creativity with organizational discipline to make the
project succeed.

Recommendation for the Hull Smart City OS Project:

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The Hull Smart City OS project should use a transformational leadership style with
transactional components based on academic research and real-world success. Here's why:
Inspiration and Vision: A transformative leader can motivate stakeholders to embrace the
smart city vision and actively engage in its implementation.

Stakeholder Engagement: Transformational leadership can unite municipal officials,

people, companies, and technology specialists behind a common goal.

Innovation and Creativity: Smart city solutions need new thinking, which transformational
leaders foster.

Long-Term Perspective: A visionary leader can keep the project on track despite setbacks.

Transactional leadership should be included for efficiency and accountability. Set

performance metrics, monitor progress, and reward success. Thus, the project may balance
creativity with operational discipline.

3.3: Teamwork
Every project's outcome is determined by the degree to which its team members collaborate
effectively to overcome the challenges that must be overcome en route to achieving their
goal of completing the project. In addition to this responsibility, the project manager is
accountable for connecting all the people who are part of the team and ensuring that the
entire team has a reason for being and a vision for the successful completion of the project's
objectives. (Angelidou, 2017)In the context of the Smart City project, the procedure for
forming teams may be broken down as follows:

Figure 2 Stages of team formation

Forming

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At this point, the project manager will pick the members of the team to work with based on
the knowledge and experience they bring to the table. At this point, the team members would
begin to share their fundamental ideas and expertise, which would then start working on the
project. The project manager would delegate responsibilities to each member of the team
and set up an efficient communication route to ensure that there was a continuous dialogue
between all of the team members.(Community and Equalities Scrutiny Committee, 2019)

Storming

Due to the inevitable diversity of opinion in every team, open communication between
members will likely lead to several disagreements. The Hull City project would have a
diverse workforce since it would attract specialists from many countries and metropolitan
areas. The members of a diverse team may have two distinct points of view. So that
everyone on the team is on the same page about the project's goals and scope, it's up to the
project manager to mediate any disagreements.

Norming

Team members would get used to working together after consistent exposure to one another
in the workplace. At this point, the project manager will explain everyone's roles so that
everyone can concentrate on their specific assignments. By this point, everyone on the team
will know and trust each other well.

Performing

At this point, every team member would start concentrating on their tasks, speeding up the
process of achieving your objectives. At this point, the role of the project manager would be
reduced to the minimum necessary since the teams would be able to complete the project's
goal. To complete the remaining duties, each project team member would have complete
autonomy to work according to their desire and use their innate sense of knowing. It would
be the project manager's duty to investigate every procedure in the state and to step in only
if there was a problem.(McLaughlin and Kunk-Czaplicki, 2020)

Adjourning

At this point, the goals of the project have been completed. Reflective experience gained by
project team members as a result of their participation in this project. Again, the project
manager broke the teams into smaller groups and gave them additional responsibilities and
tasks to complete.

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Several research studies have shown that diversity in the workplace is one of the most
important factors that foster creativity. Diversity plays a vital part in the Smart City initiatives,
as it brings forth fresh ideas that may be used to complete the required tasks. Even if
diversity plays a significant part in improving the overall performance of the individuals
working on the project, it may also lead to several problems, such as misunderstandings in
the communication between those employees. To ensure the project's success, it is the
project manager's duty to determine which problems are caused by misunderstandings in
the communication between the workers and then find solutions to those problems. If the
project manager cannot comprehend and recognise these problems, it may result in further
problems with morale, trust, productivity, tension, and inclusion.

The Hull Smart City project also intends to build a new operating system capable of
providing a number of services to the people who live in and around Hull City. Before making
these many operations accessible to the public, each team member must thoroughly
understand how each one works. Therefore, it is the role of the project manager to make
sure that all team members are informed of the many kinds of services available. The
uniquely varied group of people that worked on this

Project participants can provide their perspectives and suggestions for improvements to a
wide range of services according to the preferences and needs of the people living in Hull
City. According to Author a diverse group of team members will assist in promoting
sustainability in the project by contributing effective and distinctive ideas. The manager of
the project would be responsible for establishing conditions in which all team members
would feel at ease enough to share their perspectives on the many different types of
services that will be offered to the people of Hull City. Determine if the management
approach chosen by the project manager will be successful in inspiring team members to
provide unique points of view.

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Conclusion
The objective of the Hull Smart City project is to turn Hull into a city that can be programmed.
When projects are of this kind, the project manager plays a significant part in the project's
overall success and the objectives it seeks to accomplish. As a result, the project manager
has to be equipped with the necessary abilities to recognize problems or obstacles that may
arise along the path to the successful completion of the project. He is responsible for
ensuring participation from all relevant parties in their operations. In addition to this, he is
responsible for finalizing the scope of the project and determining the allotted amount of time
necessary to finish various operations. Before defining the project's scope, it is also vital to
manage funds and establish the project's projected cost. This should be done before
concluding the scope of the project. It is of the utmost importance to reduce the project's
overall cost while maintaining a high quality of the deliverables. It is important to remember
the project's budget, timeline, and scope throughout any action linked to planning and
scheduling. To ensure that the project is useful for its stakeholders, it is necessary to make

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efficient use of the funds and any other resources at one's disposal. A risk management plan
may also assist in identifying anticipated risks along the path to the successful completion of
the project, and an efficient mitigation approach can assist in resolving all of these problems.
Through the proper execution of risk mitigation measures throughout the beginning stages of
the project, these potential dangers may have their impact significantly reduced. Dealing with
disagreements and negotiating terms within the project scope might also benefit from the
project manager taking a proactive approach. Only through an effective leadership style can
the project manager encourage an atmosphere of creativity among all team members and
cooperate with them to work successfully towards attaining the project's objectives. Only
then would the project manager be able to lead the team to success.

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