1. Risk identification and impact assessment Identify possible risks for the case study and critically analyse the impact of these risks. Use a risk probability and impact matrix to rate and prioritise the risks. Develop appropriate response strategies to effectively manage identified risks. Complete a risk register for the case study. 2. Risk management reporting Identify and explain how stakeholders will be apprised of the project’s ongoing risk management activities.
The written portion of your Risk Management Plan should consist of 1500 words/student.
SmartCity OS – Hull’s journey to becoming a
programmable city
The fifth challenge paper, smart cities, urbanisation and connectivity from Projecting
the Future explores major changes that will inevitably affect project management.
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
https://www.apm.org.uk/projecting-the-future/smart-cities-urbanisation-and-connectivity/
https://www.apm.org.uk/projecting-the-future/smart-cities-urbanisation-and-connectivity/
https://www.apm.org.uk/projecting-the-future/smart-cities-urbanisation-and-connectivity/
quick pace. This has allowed 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.
More about the project
Hull City Council says it’s got the perfect basis for tying together its many nascent or
pilot Smart City projects – a ‘Smart City operating system.
The plan: create a platform to integrate, view, manage and respond to information
from a range of council services, sensors and systems, using a single intelligent
dashboard. Information from current and future data-producing Council work – from
Smart lighting, parking and traffic to waste management and wi-fi projects – are to be
integrated into the “single pane of glass” software platform, which in a year will be
open to residents and businesses.
In terms of cost to do all this, as the city has a claimed “100% fibre” to every
residence and every business in Hull, a lot of the bills for are already covered, as it
has an extensive low-power wide-area network technology (LoRaWAN) network as
the basis. As a result, says the Council, the SmartCity OS is being seen as “relatively
inexpensive for the benefits it will give”.
According to the City Council’s Deputy Leader, Councillor Daren Hale:
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.
Noting that the aim is to enhance data-sharing and decision-making, which will
enable the authority deliver more effective services, including everything from traffic
management to health and social care, Hale adds that this will be just the beginning
of what is possible:
As the project develops, it will create a demand for new digitally-skilled
workforce in the city – so we will need to invest in skills and training for
younger generations so they are prepared for the new types of jobs that will
be created in the digital sector.
Bold
A bold claim, perhaps – but who can blame a civic leader’s enthusiasm about the
potential of new technology? In terms of what’s actually happening on the ground,
Hull is partnering with a local firm called Connexin, which has built the ‘Smart City
OS’ on Cisco’s Kinetic for Cities platform.
Bringing together over 70 ‘out of the box’ Cisco certified integrations, Kinect for Cities
is Smart City software that normalises and aggregates data from a range of IoT
sensor types into a set of urban service domains such as waste, lighting and parking.
Essentially, this gives Hull the ability to manage sensors from multiple vendors in
one place, removing the reliance on legacy systems and their associated costs.
Putting all this in context, Assistant Director of Digital and ICT, Mike Kenworthy
explains:
We’ve been doing elements of Smart Cities – I would say small Smart City
developments. So, for example, we’ve got an area called Stone Ferry Road,
where we’re introducing smart cycle lanes that will sense whether somebody
is getting too close to the traffic and light up, and if the traffic is getting too
close to the cycle lane, it’ll give priority to public transport by recognising the
vehicles. We’re the fourth most congested city in the country, so we link that
data into our traffic management system to move the traffic around more
freely and identify where there is congestion.
We’re doing a piece of work on air pollution, so if you link the stuff we’re
getting from air pollution to traffic management, you can then see how we can
move traffic to reduce air pollution in certain areas and control it. Linking it to
pieces of work that we’ve already kind of started, we’ll then be able to utilize it
for much more effective results across the city.
The idea is really to get a cohesive way of handling data, whether it’s from IoT
(Internet of Things), traffic data, traffic camera information – and deliver all this
data in all its various forms in a uniform way.
But collating all these first-generation Smart City ‘developments’ is just part of the
Smart City OS idea, it turns out. The system will also pull together information that
currently sits within separate Council computer systems to enable city wide
management of the city’s public assets in real time, Kenworthy states:
We’ll be integrating about 12 of our back office systems around street scene,
traffic management and waste. Then, there’ll be a publicly-facing dashboard
where people, initially, will be able to see things like air quality, traffic flow and
that kind of thing within kind of around a 12 month period, we’re estimating.
But there’ll be things that come up during that process that obviously we’ll look
at and say ‘OK, actually the benefits of this are such that maybe we should
accelerate it.’ But we need to get the building blocks in place first, and it’s a bit
of an unknown quantity on where it’ll eventually end because the technology is
changing so fast.
The eventual point of all that data collection, he adds, has to be that it helps the
people of Hull:
If you look at the developments in things like assisted living, we’re going to be
asking how can we use IoT can help us. For example, a motion sensor that
detects whether a fridge door is being opened or closed, and if there’s
movement in the house. Now, if you think you’ve got somebody who is elderly
and living at home and wants to stay at home, you have a great new
opportunity to be able to monitor what’s going on, and then be able to if, for
example, say the fridge hasn’t opened for 24 hours, you send someone
around to check whether they’re okay. It may be that they’d gone away, but
you may find they’re actually in some form of distress, but you’ve intervened
early. You’ve known about it before it becomes a major problem. One of the
biggest costs within council is adult social care or children’s services, so you
can see how avoiding those costs in the future and keeping people living at
home, which is ultimately where they want to live, would be really beneficial.
Ultimately, we are there to deliver the best we can for our citizens and
taxpayers. While most, well probably all, local authorities are under really,
really tight financial pressures, we’ve got to find ways to continue to improve
the services we deliver, and that’s where technology like this comes in, as it is
giving us opportunities to look at new ways of delivering services, new ways of
finding out how we’re best going to target our tight resources – and if we can
make decisions that make sure that what we do is actually really effective,
then we’re doing the right thing.
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.”
Brought to you by Project journal.
https://www.apm.org.uk/project/
References
Association for Project management (n.d.). Smart City Os – Hull’s Journey to becoming a
programmable city. APM. Retrieved from https://www.apm.org.uk/resources/find-a-
resource/case-studies/case-study-smart-city-os-hull-s-journey-to-becoming-a-
programmable-city/
Flood, G. (October, 2019). Hull City Council rolls out a Smart City OS to deliver better public
services. Diginomica. Retrieved from https://diginomica.com/hull-city-council-rolls-out-smart-
city-os-deliver-better-public-services
PROJ6003_Assessment 2 Brief_February
2020.Docx Page 1 of 8
ASSESSMENT BRIEF
Subject Code and Title PROJ6003 Project Execution and Control
Assessment Assessment 2: Risk Management (2 parts)
Part A: Module 4-5 Discussion Forum
Part B: Risk Management
Individual/Group Part A: Individual
Part B: Individual/groups
Length Part A: 850 words
Part B: 1500 words/student
Learning Outcomes 2. Critically analyse project risks and develop a range of
strategies to effectively manage those risks in order
to ensure expected project management outcomes.
Submission Part A: The post to be completed by end of Module 5.
Part B: By 11:55pm AEST/AEDT Sunday first half of
Module 6.
Weighting 50% (Part A: 15%; Part B: 35%)
Total Marks Part A: 15 marks
Part B: 35 marks
Context:
As project work is executed, project managers make certain that quality assurance is
conducted and quality is controlled. Quality assurance consists of the activities that are
undertaken to ensure that a project uses the processes needed to meet quality requirements.
Meanwhile, quality control entails monitoring specific project results to determine whether
they meet relevant quality standards, which have been defined with the project scope.
Planning for risk management involves determining how to approach, plan and execute the
various activities required for managing project risks. Because new risks may be introduced
at any point in the project management life cycle, risk management is a continuous process.
It begins at the project-planning phase and continues throughout the project-execution
phase.
Effective communication is a key factor for managing project execution. However, project
managers may face challenges as they communicate with their teams and other project
stakeholders. Other factors such as developing, leading and managing project team members
are also critical for successfully achieving project goals.
PROJ6003_Assessment 2 Brief_February
2020.Docx Page 2 of 8
Instructions:
This assessment has two parts: a post (Part A) and a Risk Management report (Part B)
Part A: Module 4-5 Discussion Forum
Each student will construct a post in approximately 850 words to the following questions and
post on the Module discussion forums by the end of Module 5. Students will be graded
individually on how students demonstrate/share theories and contribute to the general
discussion of the topic within the group over weeks 7, 8 & 9.
Module 4-5 Topic: Project Status Reporting
Identify effective status reports used in project management. Discuss the challenges and
pitfalls of different status reports. Explain the difference between the status reports provided
for teams, sponsors, and steering committee. Considering the given case study, how might
these reports be applied?
Output:
Module 4-5 discussion – provide a post by the end of Module 5.
Part B: Risk Management
Create a risk management report for the given case study used in Assessment 1. In your
report, include:
NOTE: Master of Business Information Systems students must use an IT project as an
example in this assessment.
1. Risk identification and impact assessment
Identify possible risks for the case study and critically analyse the impact of these
risks.
Use a risk probability and impact matrix to rate and prioritise the risks.
Develop appropriate response strategies to effectively manage identified risks.
Complete a risk register for the case study.
2. Risk management reporting
Identify and explain how stakeholders will be apprised of the project’s ongoing
risk management activities.
The written portion of your Risk Management Plan should consist of 1500 words/student.
For students’ reference, an example of a Probability and Impact Matrix is illustrated in the
PMBOK Guide®.
PROJ6003_Assessment 2 Brief_February
2020.Docx Page 3 of 8
Output:
Complete and submit Part B by first half of Module 6.
Learning Resources:
Heldman, K. (2013). PMP Project Management Professional Exam Study Guide (7th ed.).
Indianapolis, IN: Wiley.
Chapter 6: Risk Planning (Read from ‘Quantifying Risk’ to ‘Summary’)
Chapter 10: Measuring and Controlling Project Performance
Chapter 11: Controlling Work Results (Read the section on ‘Monitoring and
Controlling Risk’)
Project Management Institute. (2013). A guide to the project management body of
knowledge (PMBOK Guide®) (5th ed.). Newtown Square, Pennsylvania: Project Management
Institute.
Section 10.2: Manage Communications
Section 10.3: Control Communications
Section 11.2: Identify Risks
Section 11.3: Perform Qualitative Risk Analysis
Section 11.4: Perform Quantitative Risk Analysis
Section 11.5: Plan Risk Responses
Section 11.6: Control Risks
Section 13.3: Manage Stakeholder Engagement
Section 13.4: Control Stakeholder Engagement
Snyder, C. S. (2013). A project manager’s book of forms: A companion to the PMBOK guide
(2nd ed.). Indianapolis, IN: Wiley.
Contract Close Out template (Word document)
Formal Acceptance Form template (Word document)
Lessons Learned template (Word document)
Probability and Impact Matrix Template (Word document)
Risk Register Template (Word document)
Wysocki, R. K. (2012). Effective Project Management: Traditional, Agile, Extreme (6th ed.).
Indianapolis, IN: Wiley.
Chapter 3: Understanding the Project Management Process Groups (Read the
section on ‘Risk Management’)
Chapter 7: How to Monitor and Control a TPM
http://ezp.tua.edu.au/login?url=http://search.ebscohost.com/login.aspx?direct=true&AuthType=ip,url,uid&db=nlebk&AN=565869&site=eds-live&scope=site
http://ezp.tua.edu.au/login?url=http://search.ebscohost.com/login.aspx?direct=true&AuthType=ip,url,uid&db=nlebk&AN=565869&site=eds-live&scope=site
PROJ6003_Assessment 2 Brief_February
2020.Docx Page 4 of 8
Also, for Master of Business Information Systems students:
Chemuturi, M. (2013). Mastering IT Project Management: Best practices, tools and
techniques. Retrieved from https://lesa.on.worldcat.org/oclc/869302200
Chapter 7: Project Control in IT Project Management
Chapter 9: Quality Assurance in IT Project Management
Assessment Criteria:
Submitted assessments will be graded using the Learning Rubrics enclosed.
https://lesa.on.worldcat.org/oclc/869302200
PROJ6003_assessment 2 brief_February 2020 x
Page 5 of 8
Learning Rubric – Assessment 2 Part A: Module 4-5 Discussion Forum
Assessment
Attributes
Fail
(0-49)
Pass
(50-64)
Credit
(65-74)
Distinction
(75-84)
High Distinction
(85-100)
Contribution to
identifying
the challenges and
pitfalls of traffic
light reports, the
difference
between the
status reports
60%
Fails to contribute to
identifying the challenges
and pitfalls of traffic light
reports, the difference
between the status
reports.
Limited knowledge of
project status reporting.
Contributes to
identifying the
challenges and pitfalls
of traffic light reports,
the difference between
the status reports.
Demonstrates limited
awareness of project
status reporting.
Resembles a recall or
summary of key ideas.
Often
conflates/confuses
assertion of personal
opinion with
information
substantiated by
evidence from the
research/course
materials.
Contributes to
identifying the
challenges and pitfalls
of traffic light reports,
the difference between
the status reports.
Shows some
understanding of
project status reporting.
Supports personal
opinion and information
substantiated by
evidence from the
research/course
materials.
Demonstrates a
capacity to explain and
apply relevant concepts.
Contributes to
identifying the
challenges and pitfalls
of traffic light reports,
the difference
between the status
reports.
Work shows insight
and thorough
understanding of
project status
reporting.
Discriminates between
assertion of personal
opinion and
information
substantiated by
robust evidence from
the research/course
materials
Well demonstrated
capacity to explain
and apply relevant
concepts.
A sophisticated
understanding of the
challenges and pitfalls
of traffic light reports,
the difference between
the status reports.
Critically discriminates
between assertion of
personal opinion and
information
substantiated by robust
evidence from the
research/course
materials
Contribution is
comprehensive and
advances the class
discussion.
PROJ6003_assessment 2 brief_February 2020 x Page 6 of 8
Effective
communications
30%
Difficult to understand for
audience, no logical/clear
structure, poor flow of
ideas, argument lacks
supporting evidence.
No effort is made to keep
audience engaged,
audience cannot follow
the line of reasoning.
Information, arguments
and evidence are
presented in a way that
is not always clear and
logical.
Attempts are made to
keep the audience
engaged, but not always
successful. Line of
reasoning is often
difficult to follow.
Information, arguments
and evidence are well
presented, mostly clear
flow of ideas and
arguments.
The audience is mostly
engaged, line of
reasoning is easy to
follow.
Information,
arguments and
evidence are very well
presented, the
presentation is logical,
clear and well
supported by
evidence.
Engages the audience,
demonstrates cultural
sensitivity.
Expertly presented; the
presentation is logical,
persuasive, and well
supported by evidence,
demonstrating a clear
flow of ideas and
arguments.
Engages and sustains
audience’s interest in
the topic, demonstrates
high levels of cultural
sensitivity.
Use of academic
and discipline
conventions and
sources of
evidence
10%
Poorly written with errors
in spelling, grammar.
Demonstrates
inconsistent use of good
quality, credible and
relevant research sources
to support and develop
ideas.
There are mistakes in
using the APA style.
Is written according to
academic genre (e.g.
with introduction,
conclusion or summary)
and has accurate
spelling, grammar,
sentence and paragraph
construction.
Demonstrates
consistent use of
credible and relevant
research sources to
support and develop
ideas, but these are not
always explicit or well
developed.
There are no mistakes in
using the APA style.
Is well-written and
adheres to the
academic genre (e.g.
with introduction,
conclusion or
summary).
Demonstrates
consistent use of high
quality, credible and
relevant research
sources to support and
develop ideas.
There are no mistakes in
using the APA style.
Is very well-written
and adheres to the
academic genre.
Consistently
demonstrates expert
use of good quality,
credible and relevant
research sources to
support and develop
appropriate
arguments and
statements. Shows
evidence of reading
beyond the key
reading
There are no mistakes
in using the APA style.
Expertly written and
adheres to the
academic genre.
Demonstrates expert
use of high-quality,
credible and relevant
research sources to
support and develop
arguments and position
statements. Shows
extensive evidence of
reading beyond the key
reading
There are no mistakes in
using the APA Style.
PROJ6003_assessment 2 brief_February 2020 x Page 7 of 8
Learning Rubric – Assessment 2 Part B: Risk Management
Assessment Attributes
Fail
(0-49)
Pass
(50-64)
Credit
(65-74)
Distinction
(75-84)
High Distinction
(85-100)
Critical analysis of
project risks and
development of a
range of strategies to
manage those risks
45%
Fails to analyse project
risks and/or develop
strategies to manage
those risks
Minimal analysis of
project risks and
development of
strategies to manage
those risks
Demonstrates limited
awareness of risks and
risk management
strategies
Analyses project risks
and develops
strategies to manage
those risks
Demonstrates a
capacity to explain
risks and risk
management
strategies
Presents a coherent
and detailed analysis of
project risks and
develops a range of
strategies to manage
those risks
Well demonstrated
capacity to explain
risks and risk
management
strategies
Critically analyses and
evaluates project risks
and formulate a range
of strategies to
effectively manage
those risks
Mastery of risks and
risk management
strategies and
application to further
learning
Reporting and
stakeholder
communication
45%
Limited knowledge,
skill and/or experience
in stakeholders and
communication
management.
Difficult to understand
for audience, no
logical/clear structure,
poor flow of ideas,
argument lacks
supporting evidence.
Understands
stakeholders and
communication
management principles
and processes.
Information,
arguments and
evidence are presented
in a way that is not
always clear and
logical.
Identifies key
stakeholders and
communication
processes.
Information,
arguments and
evidence are well
presented, mostly clear
flow of ideas and
arguments.
Identifies key
stakeholders and
communication
processes.
Articulates appropriate
strategies to
communicate project
risk analysis result with
key stakeholders.
Information,
arguments and
evidence are very well
presented; the
Performs high level of
communication and
stakeholder analysis.
Clearly demonstrates
effective strategies to
communicate results of
the project risk analysis
with a range of key
stakeholders.
Expertly presented; the
presentation is logical,
persuasive, and well
supported by evidence,
PROJ6003_assessment 2 brief_February 2020 x Page 8 of 8
presentation is logical,
clear and well
supported by evidence.
Demonstrates cultural
sensitivity.
demonstrating a clear
flow of ideas and
arguments.
Demonstrates high
levels of cultural
sensitivity
Use of academic and
discipline conventions
and sources of
evidence
10%
Poorly written with
errors in spelling,
grammar.
Demonstrates
inconsistent use of
good quality, credible
and relevant research
sources to support and
develop ideas.
There are mistakes in
using the APA style.
Is written according to
academic genre (e.g.
with introduction,
conclusion or
summary) and has
accurate spelling,
grammar, sentence
and paragraph
construction.
Demonstrates
consistent use of
credible and relevant
research sources to
support and develop
ideas, but these are
not always explicit or
well developed.
There are no mistakes
in using the APA style.
Is well-written and
adheres to the
academic genre (e.g.
with introduction,
conclusion or
summary).
Demonstrates
consistent use of high
quality, credible and
relevant research
sources to support and
develop ideas.
There are no mistakes
in using the APA style.
Is very well-written and
adheres to the
academic genre.
Consistently
demonstrates expert
use of good quality,
credible and relevant
research sources to
support and develop
appropriate arguments
and statements. Shows
evidence of reading
beyond the key reading
There are no mistakes
in using the APA style.
Expertly written and
adheres to the
academic genre.
Demonstrates expert
use of high-quality,
credible and relevant
research sources to
support and develop
arguments and
position statements.
Shows extensive
evidence of reading
beyond the key reading
There are no mistakes
in using the APA Style.
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