PROJ6003 Change Control In Smart City Project Of Hull City Council Assessment 1 Part B Answer
Assessment: Assessment Part B
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||20/12/2020||Request Deadline for dealing with the requested change||14/11/2021|
|Justification for change||To ensure that the future costs are lowered and the smart city project is finished and maintained properly|
|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|
|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.