HIUK7004 Project Management Assignment Sample

Introduction:Project Management

Based on the Manchester Smart City Initiative, most city development projects are the following one because it is the most outstanding application of new age thinking towards the new society with the influence of technology on them. The following document is a project management plan concerning the application of smart city solutions to Manchester. It is on this basis that more efficient, interlinked sociable synergistic urban contexts that enhance and enrich people’s experience as well as facilitate proficient city performances are meant to be developed. Through this, the aim is to achieve the goal of being among the smart cities using smart solutions in critical sectors identified such as transportation, energy, safety and the people’s involvement in the city of Manchester. The scenario is large scale and the next few subtopics will describe a complex approach to the organisation of this project.

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Part 1: Project Integration Management

Business Case

Manchester has embarked on a Smart City project to improve city life through integration of technology. The idea is to combine IoT, AI, and data analytics to enhance public offerings, minimise state intrusions into people’s lives, preserve the biosphere, and boost the economy (Ryzhakova et al. 2022). Smart solutions will be employed in transport, energy, healthcare, safety and security and waste solutions for the residents and companies.

Project Charter

The project will be led by Project Manager, funded by Manchester City council, and entails a number of interdisciplinary staff. The reported budget is 15 million which consists of IoT deployment, smart applications, and the evaluation of pilot projects.

Request for Proposal

The RFP is inviting the technology providers to offer the IoT sensors, build the data analytics platform and to design the smart applications. Among others, it defines the project background, objectives, technical specifications and assessment criteria with well outlined submission procedures.

Part 2: Project Scope Management

Initial Scope Statement

The process includes the introduction of the Smart City Initiative in Manchester that proposes to add advanced technology to the life of people in an urban setting (Thesing et al. 2021). This project also involves aspiring and implementing internet of things sensors, constructing a unified data management system, renewing civil amenities that include traffic, environment quality, wireless connection, and among others. Citizen-engagement smartphone applications shall also be created as part of the project besides integrating new systems with the current city setup. This project is expected to take 12 months to be implemented, and will be in phases; planning, development, testing, deployment, and project wrap up.

WBS

Part 3: Project Schedule Management

Review of WBS and Gantt Chart

Work Breakdown Structure (WBS) breaks down the project into sections making it easy to plan and assign time to various sequences (Stanitsas et al. 2021). WBS embraces all the important facets of the project and starts from initiation and planning and goes up to the deployment and closure. The next project documentation built based on the WBS is the Gantt chart, which shows the sequential order of the project’s execution along with specified start and finish dates for each of the activities. More specifically, the chart can be regarded as a useful means of planning the project’s time, as it illustrates the project progress, noting interdependencies as well as key project points.

Gantt Chart

Figure 1: Gantt Chart

(Source: MS Project)

The Gantt chart depicting the Smart City Initiative also shows a task’s duration and the start and end dates of the activity. It focuses on the gridding of the project timeline and segregation into the phases such as initiation, IoT creation, software design and development, testing and deployment, and project termination (Alabdullah and Hussein 2023). Monitoring and evaluation of progress, control of time and administration of resources is made easier with the help of this chart.

Network Diagram

Figure 2: Network Diagram

(Source: MS Project)

A Network diagram shows the schedule of the activities or the order of the tasks that are connected with each other. It details the timeline of the project and the sequence, essential in identifying a project’s critical path that informs the timeline of project activities. It goes without saying that this diagram is rather helpful in the analysis of possible bottlenecks and timely planning of the tasks.

Part 4: Project Cost and Quality Management

Cost baseline with budgeting

Figure 3: Cost for the Project

(Source: MS Excel)

It has a well-articulated cost structure in relation to the establishment of a smart city project in Manchester and covers four quarters. The expenditure in the first quarter of the year remains £2. 4 million that will include first-stage launching and outlining (£500, 000), the Internet of Things and requisite infrastructure (£ 1,000,000), software design (£800, 000), and testing as well as deployment (£100, 000). In the second quarter however there is an enhancement of the budget by £3. seven million pounds of which £2 million for IoT development, £1. 2 million for software development, £300,000 for testing. The third quarter is slightly more expensive with £5 million out of which £2.5 million is to be spent on the advancement of IoT, £1. 5 million on the development of software and extensive testing will cost £800,000 (Ab Wahid et al. 2020). The fourth quarter of the year has the budget of £3 as far as the company's expenditures are concerned. £9 million, Development IoT (£1.5m), Software (£1m), Testing (£1m) and Project closure £300,000. Total estimated costs for the project amount to £15 million, meaning that all phases of the project are provided with sufficient funds and every aspect of the initiative is financed.

Quality requirements

to ensure the effectiveness of the Smart City project, measurements of quality are very high. Such are the factors such as accurate and reliable data from IoT sensors, ease of use as well as high levels of security of the developed software applications, and seamless interconnectivity of the smart city applications with the existing city infrastructures (Lehtinen and Aaltonen, 2020). It also means that Quality assurance (QA) and quality control (QC) will be performed on a frequent basis and comprise ongoing monitoring, testing as well as system validation. Customer feedback will be obtained so that the project is fully compliant with the users’ needs and demands. Furthermore, adherence to the state of the art norms of the project’s field along with the standard protocol of trajectories for delivering work yielding high quality results will be inevitable throughout the different phases of the project.

Part 5: Project Resource and Communications Management

The purpose of communication covering the topic of the Smart City Initiative in Manchester has critical significance. The fact that the stakeholder communication management plan is the mechanism that helps to make sure that all the stakeholders are involved throughout the project. The relevant constituencies are the Manchester City Council, sponsors, project members, the population, and technologists. The planned communications will be weekly team meetings, monthly reports, and quarterly reports on the progress of the project to the stakeholders.

It is necessary that all information to do with the project updates will be shared through emails, project control software and a special website will also be created. Schedules and specific activity reports will contain information about the project’s steps and measurable results both in terms of resources and costs of all risks identified (Denicol et al. 2020). Overall, formal and informal meetings with the stakeholders will be conducted to listen to their complaints, ideas, or queries about the project and compare it to what has been set out by the project management.

Specific responsibilities for communication tasks will be defined in detail and all the communications will be directed by the project manager (Yimwilai, 2020). Directors will give periodic status reports on the operations of their teams to foster efficiency in the communication process. Public relations activities will involve passing information to the public through civic marketing regarding the benefits of the project, and the progress achieved so far. Open and effective communication with all the stakeholders will therefore be helpful when it comes to managing expectations and participating in the Smart City Initiative by the project team.

Part 6: Project Risk and Procurement Management

Figure 4: Risk Management

(Source: MS Excel)

Risk register

In the scoping for the Smart City Initiative – Manchester, everyone has established a risk register containing the following; Main risks encompass project commencement problems, proper stakeholders’ absence, problems connected with IoT devices, and fundamental insufficiency of finances. Every risk has quantitative and qualitative measurements of the impact and likelihood, along with the severity, and several risk management plans, such as scheduling the project at the earliest stage possible, having dependable suppliers, testing extensively, and arranging for finances at an early date.

Risk Response Strategy

The risk response strategy entails the elements of risk control, risk information sharing, and risk containment (Morcov et al. 2020). Some of these are backup stakeholders, routine system maintenance and gaining user feedback well in advance. Also the security is incorporated in an organisation to protect data from being hacked.

Draft Procurement Contract

A draft procurement contract is developed to facilitate the effective and efficient use of required materials. It provides the provisions for purchasing of hardware and software, roles of the vendors, the timelines for delivery and payment plan (Orozo, 2020). This is to minimise misconceptions regarding the tasks that need to be accomplished as well as the distinctive quality of tasks expected to be done. The rationale for this holistic structure of risk and procurement management is to improve the chances of completing the project within the projected time frame and cost.

Part 7: Project Stakeholder Management

Stakeholder Register

The list of stakeholders inventory describes some agents that are expected to be associated with the Smart City Initiative. Some of the major stakeholders include; Manchester City Council, project funders, leaders who provided funding for the project, the technological suppliers, the citizens of Manchester expected to benefit from the project and the project team (Zunaidah et al. 2024). It will outline the extent of the actual work and input from each of the stakeholders, the level of concern towards the project and the individual person contacts.

Stakeholder Management Strategy

The goals pertain to the kind of communication that is done and eagerness to ensure that the flow of communication between the organisation and the stakeholders is normal. Occasional meetings, seminars and feedback will be organised so that the stakeholders are informed and can be included at some times. High influence stakeholders will be given special attention to ensure that they are on the side of the organisation, and their concern noted (Puska et al. 2020). Awareness creation and mobilisation of the residents will involve a host of activities to be carried out.

Overall Summary

Manchester has formulated the Smart City Initiative aimed at enhancing life in cities with better technologies. Other sub processes that fall under the project management are planning, developing of the budget and controlling of quality. The AVC also has a better and measurable communication plan as to the number of interacted stakeholders and frequency of the updates. Second is the stakeholder management strategy which is founded on the key activity which encapsulates how the organisation is going to manage to maintain the loyalty of each stakeholder and deal with their concern all the time. All these elements, as it is rather obvious, interact in an attempt to attain aim and therefore overall goal by producing a positive impact on public service delivery, the environment and consequently the economy of Manchester, and in a way – the quality of people’s living.

Reference List

Journals

• Ab Wahid, M., Lee, W.K. and Baharudin, F., 2020. Implementing project-based learning for sustainability management course at postgraduate level. Asian Journal of University Education, 16(2), pp.84-92.
• Alabdullah, T.T.Y. and Hussein, Z.A.A., 2023. Risk Management, Female Leadership and Project Management Performance: A study in Oman. International Journal of Scientific and Management Research, 6(6), pp.77-94.
• Denicol, J., Davies, A. and Krystallis, I., 2020. What are the causes and cures of poor megaproject performance? A systematic literature review and research agenda. Project management journal, 51(3), pp.328-345.
• Lehtinen, J. and Aaltonen, K., 2020. Organizing external stakeholder engagement in inter-organizational projects: Opening the black box. International Journal of Project Management, 38(2), pp.85-98.
• Morcov, S., Pintelon, L. and Kusters, R.J., 2020. Definitions, characteristics and measures of IT project complexity-a systematic literature review. International journal of information systems and project management, 8(2), pp.5-21.
• OROZCO, A.R., 2020. PROJECT MANAGEMENT PLAN FOR A NETWORK INFRASTRUCTURE UPGRADE IN A MANUFACTURING PLANT (Doctoral dissertation, UNIVERSIDAD PARA LA COOPERACION INTERNACIONAL).
• Puška, A., Stojanović, I., Maksimović, A. and Osmanović, N., 2020. Project management software evaluation by using the measurement of alternatives and ranking according to compromise solution (MARCOS) method. Operational Research in Engineering Sciences: Theory and Applications, 3(1), pp.89-102.
• Ryzhakova, G., Malykhina, O., Pokolenko, V., Rubtsova, O., Homenko, O., Nesterenko, I. and Honcharenko, T., 2022. Construction project management with digital twin information system. International Journal of Emerging Technology and Advanced Engineering, 12(10), pp.19-28.
• Stanitsas, M., Kirytopoulos, K. and Leopoulos, V., 2021. Integrating sustainability indicators into project management: The case of construction industry. Journal of Cleaner Production, 279, p.123774.
• Thesing, T., Feldmann, C. and Burchardt, M., 2021. Agile versus waterfall project management: decision model for selecting the appropriate approach to a project. Procedia Computer Science, 181, pp.746-756.
• Yimwilai, S., 2020. The effects of project-based learning in an EFL classroom. Journal of Liberal Arts, Maejo University, 8(2), pp.214-232.
• Zunaidah, U., Kawuryan, R., Prasetyo, D.R., Aditya, R., Cindy, C., Aisyah, R. and Salsabila, S.N., 2024. Construction management analysis of time management in residential house construction of samarinda. Enrichment: Journal of Management, 14(2), pp.216-226.

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