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PROJ6003 Change Control In Smart City Project Of Hull City Council Assessment 1 Part B Answer

Subject Code and Title
PROJ6003 Project Execution and Control
Assessment 1: Change Management (2 parts) Part A: Module 1-2 Discussion Forum
Part B: Change Control
Part A: Individual
Part B: Individual/Group
Part A: 750 words
Part B: 1500 words/student
Learning Outcomes
1. Draw on tools and techniques of sourcing project data, develop a range of processes and measures to manage scope, change and quality on complex global projects.
50% (Part A: 15%; Part B: 35%)
Total Marks
Part A: 15 marks Part B: 35 marks


During project execution, project managers ensure that project work is completed as specified in the Project Management Plan and according to project requirements. Requirements may change throughout the course of a project. Changes need to be controlled, ensuring all of their impacts upon the project are managed effectively and are incorporated into existing management plans and project baselines.

The process of directing and managing project work requires project managers to take on numerous responsibilities and to exhibit characteristics such as attention to detail, constant communication and effective leadership.


For this Assessment refer to the assessment case study found in Key Learning Resources.

There are two parts for this assessment: 1 Discussion Forum (Part A) that prepares students to write a Change Management Plan (Part B).

Each student will construct an initial response in approximately 500 words to the following questions and post on the Module discussion forums. Students will be graded individually on how students demonstrate/share project change management theories and contribute to the general discussion of the topic over weeks 2, 3 & 4 as well as their 250-words written response. The initial and responding posts must be submitted by the end of Module 2 (Total 750 words).

Part A: Module 1-2 Discussion Forums

Managing Project Changes

Why is change management a necessary component of project management? Consider the given case study, critically analyse and identify key issues that could lead to any necessary changes in the project. What processes or strategies do you think would work best to perform the identified change requests from the case study?


Part A – Complete your posts by the end of Module 2.

Part B: Change Control

Based upon the given case study, in groups or as an individual, develop a report on change control. In the report:

  1. Identify changes required for the case study. Critically analyse their impact on scope, time, cost, quality of the project and the techniques used to manage them.
  2. Explain what processes are involved in submitting a request to deal with the changes necessary from your analysis of the case study.
  3. Identify and discuss options to satisfy each change request and any risks associated to the options.
  4. Complete the change request/control form provided or one that is used from a workplace.

The written part of your change control report should consist of 1500 words/student.

If you work in group, nominate a group leader and this group leader will submit the assessment on behalf of the group.


Complete and submit your change control report by the end of Module 3.

Case Study

Smart City 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 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.


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.”


Assessment: Assessment Part B

Executive Summary

The report has presented an analysis of a preventive change required in the Smart City Project of the Hull City Council. The preventive change requested is to inculcate remote diagnostic and troubleshooting of the IoT devices that the City Council has planned to develop in different corners of the city. It is identified that the change is in line with the project scope and is helpful for improving the project quality. However, the project has cost and time implications. 

In the second section of the report, the steps involved in submitting the change request is identified. A total of 5 steps are identified and the importance in terms of Hull City Council was shown. In the third step, 2 course-of-action is proposed to implement the project. They are introducing new technology and new standard equipment. It is also identified that there might be a lack of skilled human resource to manage the intended activities after implementation whereas there might be cost implications for introducing new equipment. The findings of the first 3 sections are then amalgamated together in the change request form.



The project chosen for this report is the Hull City Council Project on making the Hull City a Smart City through a purpose-built Smart Operating System. The Hull City Council in partnership with technology company Connexin and Cisco has taken the ambitious project to integrate the 12 separate Council IT systems into one system that pulls together data from different sources and the censors implanted throughout the city. The main aim here is not fascinating about being a smart city, but to benefit the local businesses as identified by the City Council in the given case study. 

Purpose of the report: 

This report focuses on identifying a possible preventive change that is required to ensure that future risks and issues are prevented from happening. The report progressed thus by proposing the change and its impact on the cost, time, scope and quality; identifying the tools to manage the change, the change management process and proposing actions to implement the change. All the information analysed in the first three sections then is put together in the change request form. 

1. Purpose of Change 

a) The required change: 

One preventive change that can be introduced in the task is to introduce remote diagnostic and troubleshooting of the IoT (Internet of Things) devices like Datek Streetlighting system, Citilogik System for managing people movement, Siemens Stratos Platform so that future events like security issues and sudden technical issues in the censors and systems are diagnosed and troubleshot remotely. This will enable the smooth functioning of all the systems and eventually will fulfil the main aim of helping the Hull businesses and people. 

b) Impact of the change on cost, time, scope and quality: 

According to Heldman (2013), project changes always impact on one or more critical aspect of a project including cost and time or quality. The preventive change proposed also has wider implications on such areas. For example, introducing state of the art diagnostic and troubleshooting technology for managing the security and maintenance of high-cost sensors through a single operating system and 12 sub-systems would surely impact on the overall project quality in positive ways. Any security breach or non-functioning issue can impact highly on all the subsystems and the main operating system and therefore when the troubleshooting will be on, the city will operate smartly as issues will be resolved instantly which in turn will also meet the project scope of making Hull City as a smart city. In terms of cost, high cost is associated with the change though it is one-time high cost and in return would save the high cost of IoT systems being replaced or malfunctioned frequently (Demir, 2017). The implementation would need some more time than the currently expected time by the Hull City Council. Hull City Council has skipped the pilot testing phase, but the implementation of the remote diagnostic and troubleshooting would be tested in the pilot study before deploying. 

c) Tools and techniques to help manage the change: 

Managing a project change requires tools and techniques like data gathering, data analysis, inspections, testing, representation of the data and conducting meetings based on the data to evaluate and selection change process (Project Management Institute, 2013). For the Hull Smart City project as well, these steps need to be followed to ensure the change is managed properly and the quality of the project is maintained. 

2. What are the change management process 

a) Process involved in submitting a change request: 

A change request allows the project team to get Aquitaine with the minuscules of the project change and thereby allows to propose scrutinised changes that are aligned with the overall project goals and objectives (Project Management Institute, 2013). Below are the steps of the process involved in submitting a change request: 

Asking supplementary materials: Providing supplementary materials namely the details of the change and its associated risks and benefits need to be stated clearly by the change proposer to the concerned authority (Paskaleva & Cooper, 2019). 

Determining the in-scope and out-scope of the project: The second step is to identify the whether the change proposed will need additional costing or time and what new benefits the change will bring (Snyder, 2013). These aspects also need to be cleared by the proposer to the project team.  

Reviewing change request priority: Before going ahead with the changes, the project team needs to consider the urgency of change request in terms of its immediate effect on resolving the high-potential risks (Lakhno et al., 2018). 

Accepting or discarding the change: A change request can be approved earlier if the minimal change is required though, for major changes, it needs the approval of project manager and project investor which in this case is the executive board of the Hull City Council. 

Identifying the future course: If the change request is discarded, no further course of action is required (Wysocki, 2012). However, in the case where the change request is accepted, updated schedules, project tasks, plans and project documents need to be shared with the project team and stakeholders and roles and responsibilities need to be re-adjusted newly. 

b) Scale of the project change and the responsible persons: 

The change requested is a high scale project change as the remote diagnostic and troubleshooting programming and technical works needs to be implemented in all the censors, 12 subsystems and consequently on the final all in one Smart Operating System of the Hull City Council. Therefore, the change asked if implemented can turn out to be a large-scale project to implement, test, evaluate and then re-implement with required modifications. 

The main persons that will be involved in the identified project change are as follows: 

Responsible person 
Tasks and responsibilities 
Project Executive Board members 
Approving the change request and approving the fund required to implement the change 
Project investors 
Approving the time and fund and allocating the fund 
Project Manager 
Supervising and communicating the change to the project leader and monitoring the change and evaluating the progress 
Team Leader 
Communicating the change and implementing the change 
Project team members 
Implementing the change by carrying out their assigned roles and responsibilities 

Table 1: Project teams and responsibilities

Source: Inspired from (Project Management Institute, 2013)

3. Proposing Actions/Options for implementing the change: 

a) The options: 

The first option is to introduce new forms of information systems powered by Artificial Intelligence and machine learning algorithms and is automated and the second option is to use standard equipment’s that will make the implementation of change easier.  

b) Analysing the relationship between the options and the risks that may arise from implementing them: 

Project Management Institute (2013) is of the view that human resource is the most important resource of any organisation or a project. The lack of skilled human resource leads to halting of projects, project delays, quality issues and failure of a project. The Hull City Council Project of making the city a Smart City or in other terms "A Programmable City" is a complex and time-consuming project. In such a complex project, the implementation of another criterion of remote diagnostic and troubleshooting requires implementing automated and new technologies. Artificial Intelligence and Machine Learning algorithms can be fruitful in such a scenario to make things easier for the Hull City Council. However, as opined by Hui, Sherratt & Sánchez (2017), even the most sophisticated automated technologies would require human intervention. Therefore, while in one hand, implementing the AI would enable the new change to be accommodated successfully and implemented, but it would create the risk of project non-maintenance in the long run as there might be lack of skilled human resource. There is no use of implementing such systems that cannot be managed and maintained for the long-term benefits. 

As identified from the case study, Hull City Council has planned to deploy a number of sophisticated sensors connected with the IoT. However, most of this equipment is outdated as were introduced earlier. The technological landscape around the globe is changing rapidly due to huge investments in research and development of new technologies. Therefore, going with the outdated equipment will only increase the project maintenance cost even after the project is completed (Sivrikaya, Ben-Sassi, Dang, Görür & Kuster, 2019). Further, the Smart Operating System may also need to be compatible with the IoT devices deployed and similarly, the troubleshooting needs to be done properly without major cost in the coming years. All these factors are indicating the need for deploying standard equipment that can be modified or replaced easily to meet the changing technological needs (Zhang & Wang, 2019). However, in doing so, there might be cost implications and again the risk of not finding the suitable human resource to manage such activities may arise. 

4. Change request form: 

1. Basic Information on the Change Requested 
Project Name Hully City Council Smart City Project 
Identification of Changes Remote Diagnostic and Troubleshooting of IoT systems 
Request placed by 
Contact Details 
Description of requested change Ensuring that the security of IoT systems are maintained through the remote diagnostic and troubleshooting of the IoT shooting. New technologies and standard equipment are requested 
Date of raising the request 20/12/2020Request Deadline for dealing with the requested change 14/11/2021
Priority Low Medium High Essential 
Justification for change To ensure that the future costs are lowered and the smart city project is finished and maintained properly 
Comments NA
Annexes or references Yes No Name of the Annexe or reference 
2. Analysis of the Change Requested
Impact on the object/output The project objectives and output will be met 
Impact on the budget Will increase 
Impact on the time schedule Will increase 
Other impacts Project quality and future costs will be less 
Recommendations The change need to be implemented properly by all the stakeholders involved in the project 
Analysis carried out by Project Manager Date: 30/12/2020
3. Decision on Changes
Decision Authorised Authorised with amendments Rejected More Information 
Justification of the decision The changes seem to be needed for betterment of the project 
Comments NA
Who will provide information The project executive board and project manager 
Approved by Project executive board Date 14/01/2021


From the above analysis, it becomes clear that the preventive change requested can be effective for Hull City Council to fulfil their dream of making Hull as a “Programmable City” in the coming years. Not only that, the future cost and time implications and service disruptions can also be avoided.  Remote diagnostic and troubleshooting in the system will allow the Hull City Council to identify any issues in any of the IoT devices and thereby quick actions can be taken to resolve those. This in turn would ensure that the local residents and the local businesses are benefited.

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