Project Management Essentials: Smart City OS Case Study

This report provides a consultancy report on the Smart City OS case study, focusing on project management essentials. It covers the skills of a project manager, relevant stakeholders, project triangle parameters, resource requirements, risk analysis, conflict management, and building a diverse team.

Project Management
Essentials
(Summative Assessment)

Table of Contents
INTRODUCTION...........................................................................................................................3
TASK 1............................................................................................................................................3
The Project Manager ..................................................................................................................3
TASK 2 ...........................................................................................................................................5
Problem Solving and Decision Making .....................................................................................5
TASK 3 ...........................................................................................................................................7
The Project Triangle ...................................................................................................................7
Importance of Various Project Triangle Parameters .......................................................................7
TASK 4............................................................................................................................................9
Provide advice to the project manager on what resources may be required for this project and
what could be an effective cost estimation technique for the Smart City OS project and
explain why.................................................................................................................................9
TASK 5..........................................................................................................................................11
Develop a risk analysis by constructing a risk register for the Smart City OS project.............11
TASK 6..........................................................................................................................................15
Identify at least six conflicts that may arise when running the Smart City OS project and their
sources. Critically discuss which actions can be taken by the project manager to resolve
conflicts and suggest appropriate conflict management or negotiation strategies to address
these...........................................................................................................................................15
TASK 7..........................................................................................................................................18
Critically discuss what the project manager can do to build a highly successful team for the
Smart City OS project. In particular focus on the importance of how a diverse team can
increase project performance. Critically reflect on what actions the project manager can take
to build a diverse team for the Smart City OS project and what are some of the challenges of
working in diverse teams..........................................................................................................18
CONCLUSION..............................................................................................................................20
REFERENCES..............................................................................................................................21

INTRODUCTION
Project management is a process of keeping check on all the actions and activities
undertaken for making the project a success and attaining all the agendas. In order to manage a
project there are certain skills, knowledge, behaviours, methods, actions and related practices are
implied by the project manager and the related stakeholders assigned to the work. Hence, the
present report is a Consultancy Report on the The Smart City OS case study. According to the
information provided in the case is based on a city in United Kingdom known as Hall which is
trying to become Smart city from past many years and now with appropriate measures and
practice the city has become the first fully fibre city of the UK. Now through the case it is
identified the objective of the project is to increase and enhance data sharing and decision
making activities which will allow the Council to deliver more effective services across the
board from traffic management to health and social care.
Thus, the project needs to be critically conducted and require number of areas to be
evaluated and operated for attaining the aim of the assignment. Beginning with the skills of the
project manager will be determined that are essential for making the project a success. Moving
along stakeholder are identified and a stakeholder map is constructed as well as the project
triangle parameters are discussed for knowing their impact on the project and succeeding in the
motive of the Smart City OS. Furthermore, the resources required for the completion of the
project from the initial stage to the end are determined and a risk register is constructed for
seeking approaches to mitigate them and on the completion of the project. Lastly, some conflicts
which can arise while completing the Smart City OS project are discussed along with similar
approaches are suggested to management for reducing them and then the focus is made over the
practices management will take in favour of developing a strong and diverse team to work on the
project.
TASK 1
The Project Manager
The role of the Project Manager is remarkable in each and every sector. Project Manager
is a individual who is responsible for the planning, organising, designing, executing and
controlling the overall activities of a specific project and also ensure that they control the risk
and minimise all the uncertainty (Arantes do Amaral, et. al., 2018). Project Manager need to be

a excellent and effective entrepreneurial mindset so that manager can support in context of
technologies and maintain appropriate disciplines. Hull city considered the first full fibre city of
United Kingdom which constantly upgrade itself over the last years to become the smart city and
now maintain the position of fastest broadband city. There are many role and responsibilities
which need to do by the project manager of smart city OS. Some basic roles and responsibilities
such as resource planning, conducting and motivating the project team, time management, cost
estimating and maintain the financial budget, managing project risk , deal with local authority
and third party and monitoring the whole process of project etc. are considered the main roles
and responsibilities of project manager so there is a need to maintain each and every activities of
project so its require some set of skills which are essential for project manager of smart city OS
(Beerkens and Udam, 2017). The required skills which are mandatory for the Project manager of
smart city OS are discussed below-
Skills of Project Manager Effective Communication – This skill is very demanding and appropriate for project
manager of smart city OS because project manager need to communicate with
stakeholders and also conduct meeting time to time to provide and receive the appropriate
details regarding the project of smart city. It is considered that 90 % work of project
manager depend upon their communication so its communication skills are one of the
most appropriate skills which need to develop. Balancing Creativity & Practicality – Project manager need to be very creative and well
known all the practical aspects. Project manager need to maintain all the technological
requirements and its resources and also design all the installations prospective of
automation technologies and need to balance it (Brymer, Wulfhorst and Brunson, 2018). Negotiation – Project manager need to know the negotiation skills which helpful to deal
with the suppliers and local and third parties which helpful to deal with conflicts and
issues. Negotiation skills useful to improve the parties content and also work toward
goals at all the specific time to make smart city.
 Risk Management – Project manager require to know how to manage risk properly.
Project manage is responsible to identify the potential risk so that manager can maintain
it in a appropriate way to make the smart city OS.
Skills of Project Manager Possible Actions

Effective Communication Some practices are helpful to develop effective
communication skills for the project manager of
smart city OS.. Listening, Hearing, Absorbing and
also consideration are considered as some useful
practices which need to use to become an effective
communicator (Darling and Whitty, 2016).
Balancing Creativity & Practicality Project manager need to take some kind of possible
actions like become a effective explainer, practice
openness and keep asking relevant and new questions
are helpful to develop the balancing creativity &
practical skills.
Negotiation Project manager need to study some case study
related to negotiation, consider the both parties view
points and recognise the final goal clarity helpful to
learn this skill.
Risk Management Project need to consider some activities to develop
risk management skills. These activities are technical
awareness, ability to stay calm, strategic thinking,
financial knowledge , ability to create relationship
(Fadun and Saka, 2018).
TASK 2
Problem Solving and Decision Making
Identify Relevant Stakeholders in Smart city OS project
There are many appropriate and relevant stakeholders in Hull smart city OS project
which identified and also considered as a main reason of development of smart city. All the
stakeholders contribution and their efforts are beneficial for the success of Hull smart city OS.
The description of relevant stakeholders and their Engagement of these stakeholders in Hull
smart city OS are given below -

 The Council – In hull smart city OS, use internal stakeholders to engaging the public
and also managing the stakeholders properly (Fionov and Mustafayev, 2018). Hull city
engage with their internal stakeholder in a proper manner so that city easily encourage all
the business and start ups to create the new and advanced technologies which also helpful
to pull Hull into effective smart city. Some internal stakeholders such as assistant director
of ICT for Hull city council , council members, other organisation like humberside Fire,
Rescue service and university of Hull considered as the internal stakeholder of this smart
city project. Investors – Hull smart city OS had a investor named as KCOM which invested £85 M in
the Hull city and provide full fibre network. KCOM considered as a local telecom
organisation which invest on Hull city to become the smart city in a specific way. Suppliers – Hull smart city also have many suppliers such as Connexin, Teletrac
Navman, Citilogik System. In which Connexin smart Bin is the most effective suppliers
which provide best services, Teletrac Navman serves GPS technologies and Citilogik
system help in monitor the people movements. Pitney Bowes is one of them company
which provide the facility of asset management software for the street furniture. Employees- All the employees which give their contribution in development of Hull
smart City OS are essential and helpful to improve the conditional aspects of the design
and infrastructure of the city and help to develop the Hull as a programmable city and
useful to improve the service of technological delivery (Martens and Carvalho, 2017) .
 Population – The population of Hull city is around 260,000. All the population provided
their acceptance to adopt some changes and make possible to become the Hull first Full
Fibre City so the contribution of Hull city population to make that full smart city is
valuable and significant.
Stakeholder Map
Stakeholders map considered as a visual representation of the appropriate relationship
that stakeholders have with their project. But the relationship of stakeholders evolves over the
time and can show on both side on stakeholders and project. Stakeholders map also called as
stakeholder map matrix. Stakeholders map is helpful to identify the Hull smart city stakeholders
involved and engagement which the project of hull smart city OS. The explanation of how Hull
smart city engage their stakeholders with their smart city OS project are given below-

 Keep Informed – This is considered as the first step of stakeholder map which
demonstrate that hull smart city OS project keep informed some stakeholders such as the
council , internal stakeholders and their investors because all these stakeholders engaged
with each and every small and large activities of this smart city project. Internal
stakeholder like assistant director and some investor KCOM local telecom company and
most important suppliers like Connexin helpful to provide their services time to time so
that Hull smart city project need to keep informed and shared all the information with
them (Mills and Tilley, 2020). Manage Closely – Some other stakeholders like Government, Local and national bodies,
public advisory committees and service providers considered as a that kind of
stakeholders which need to manage closely. The involved of these stakeholders is big for
the development of Hull smart city OS. Keep into account – Hull city maintained and kept some stakeholder in account. These
stakeholders like employees, investors, directors, boards of directors, elected
representatives. These stakeholders considered as a important stakeholders which need to
keep in account list of the Hull smart city OS project.
 Meet their needs – Some stakeholders like population near project, job seekers,
vulnerable groups, universities and educational sectors considered as a that kind of
stakeholders which helpful to meet the need of the Hull smart city OS project. The Hull
smart city project maintains the specific relationship with their stakeholders so that city
can easily convert into an effective smart city (Radujković and Sjekavica, 2017).
TASK 3
The Project Triangle
Importance of Various Project Triangle Parameters
The task so that time to time systematically all the activities complete. The process includes
some accurate estimation of time that specially needed to finish each and every task. Through
Work Breakdown structure, Hull smart city project manager documents all the work efforts for
each and every assign task roll . Cost is comes under the most essential element of this project

triangle. Project manager of Hull smart city OS estimated all the cost and prepared budget
according to the expenses on the development of smart city. Some cost stated and some cost
flexible according to the project. In this smart city project, project manager estimated many cost
such as staff costs, subcontractor costs, machinery costs , resources costs, equipment rental costs
and fixed and variable cost also generalised (Tabassi, et. al., 2016). Scope of the project of
smart city also more because this generation belong to technologies. The time of the smart city
project also essential because project manager need to complete all the project activities on time.
Impact of possible changes to this smart city OS project
Project Triangle Parameters also known as Triple Constraint or Iron Triangle. It is
considered as a model and approach of the constraints which manage the project management
activities. In project triangle parameters, 3 elements are containing which manage the smart city
OS project of the Hull city. There are 3 elements involved in this project triangle which are
discussed below- Time Constraint- Hull smart city OS project broken down into many tasks which
required to complete on given time period and also create a good relationship between all
the task so that time to time systematically all the activities complete. The process
includes some accurate estimation of time that specially needed to finish each and every
task. Through Work Breakdown structure, Hull smart city project manager documents all
the work efforts for each and every assign task roll . Cost Constraints – Cost is comes under the most essential element of this project
triangle. Project manager of Hull smart city OS estimated all the cost and prepared
budget according to the expenses on the development of smart city. Some cost stated and
some cost flexible according to the project. In this smart city project, project manager
estimated many cost such as staff costs, subcontractor costs, machinery costs , resources
costs, equipment rental costs and fixed and variable cost also generalised.
 Scope Constraint – Scope is considered as a formal statement of the Hull smart city OS
project that is basically a combination of high level of requirement which set out and
fixed in the original one which worked with both project chapter and also project plan.
Scope is not easy and advisable task for the Hull smart city project manager. Changes in
scope lead the changes in Work Breakdown Structure so that project cost can be affected

that's why its necessary to know about the appropriate scope of the project (Meredith and
et. al., 2017).
Interrelation of various project triangle parameters
All three elements time, cost and scope are interrelated with each to make successful of
smart city project. Project manager of hull smart city maintained each and every activities and it
also ensured by the project manager that all the activities are interrelated with the process of
smart city. Project manager set a suitable and appropriate time period which convenient for those
employees who are part of this smart city project. Project manages set the cost of each and every
factors on the basis of their applicability and demand. The scope of the smart city is wider now a
day. Smart city helpful to generate many employment opportunities which give the positive
impact on the growth of the city and country too (Heldman, 2018). So all these three elements
are engaged with each other and work together to obtain the specific goal. All these triangle
parameters are essential to compete the Hull smart city project in a proper way. All the elements
are play a significant role to completion of this smart city project which managed the entire time
requirement, cost requirements and other necessary resources which helpful to obtain the project
goal successfully (Boyle, 2017).
TASK 4
Provide advice to the project manager on what resources may be required for this project and
what could be an effective cost estimation technique for the Smart City OS project and
explain why.
RESOURCE REQUIRED:
Resources refers to the set of different tangible and intangible things which are essential
for the project to be completed in the respective manner assigned and to accomplish all the
agenda related to it. Resources can be tangible that is those who can be touched and physically
seen by people. On the other hand another form of resource is intangible which can only be felt
emotionally and cannot be touched physically. Some of the resources which are essential for
Hull City to complete the Smart City OS project are listed below: Infrastructure- The first and foremost resource which is essential for conducting and
completing the project as per the requirements as per as according to the agendas is
infrastructure within the Hull City. In order to make City a smart city and change it into a

highly programmed one the infrastructure of the city has to be in favour and according to
the updated requirements and technological changes (Adeleke and et. al., 2019). Human Resource- The next resource which is essential and plays a significant role is
Yun resource both skilled and unskilled. For completing the Smart City OS project The
council needs n number of employees with appropriate skill sets that are necessary to
complete the project as well as some of those who I will make sure that the plan is
implemented and completed properly by supporting unbecoming the pillars of the whole
project. Financial Resources- Next up is financial resources that are related to money and funds
which are required and very essential for the project to be completed in time and as per
the determined aims and objectives. KCOM and Connexin’s are the two key investors of
the Smart City OS project in Hull City and who are fulfilling the financial requirements
of the project by making investment in financial terms to it.
 Skills and Abilities of people- This is an intangible asset and a resource which is needed
for the project to be a success. The skills and abilities of human resource is a very
important asset which is required by the project to complete in time and in the most
productive manner by using all the abilities of people involved in the project and divert it
towards the success of it (Giao, 2020).
COST ESTIMATION:
Projects and other related undertakings require cost estimation in order to identify the
resource requirements of the project. Tees cost estimations are obviously not accurate and up to
mark but it provides the project managers appropriate idea about the resources they need to
acquire. The accuracy of these cost estimations entirely depends upon the stages of the project
which the cost is required and the resources are being collected. Thus, in accordance with the
Smart City OS project the cost estimation technique which will be most suitable is presented
underneath: Order of magnitude estimate- This is the cost estimation technique which is a very rough
form and most probably used in the early stages of the project particularly when the
evaluation and planning stage is going on (Abyad, 2017). This form of cost estimation
technique will help the project manager of Smart City OS project to have a general idea
total expenditure rather than itemizing the expanse.

 Budget estimate- The second form of cost estimation is budget estimate which is also
known as preliminary cost estimates. It is more accurate process then the magnitude
estimation which will provide around 10 to 25% of accuracy to the project manager of
the Smart City OS project WHICH WILL HELP THEM IN DEVELOPING A
PRELIMINARY ITEMIZED LIST OF EXPENDITURE ON THE BASIS OF MAJOR
COMPONENTS OF THE PROJECT.
 Definitive estimate- Third and the last one is definitive estimate which is also known as
detail cost estimates. This form of cost estimation technique is the most accurate and
provide more detailed information (Lauren and Schreiber, 2018).
TASK 5
Develop a risk analysis by constructing a risk register for the Smart City OS project.
Risk Analysis is a process which involves assessing and evaluating the likelihood of the
adverse events known as risks which can occur in the surroundings of a project or an
organisation. The actions taken to measure the risks and the procedure followed is known as the
risk analysis. The main purpose behind conducting risk analysis is to make sure of that the
organisation and the project management team responsible can be made aware of the unknown
events and relevant actions can be performed to reduce its impacts and keep the project on track.
In regards to the same a risk resister is developed in case of the Smart City OS project so that the
manager can keep track of it and be sure to take proper measure to reduce it to minimal level
(Wang and et. al., 2017).
RISK RISK LEVEL
(Low, Medium and
High)
LIKELIHOOD OF
EVENTS
MITIGATION
STRATEGY
Environmental Risk-
The risk in regards to
environment refers to
the dis-balance being
introduced to the
natural surrounding of
city by increasing use
LOW IT MAY BE
POSSIBLE
In order to mitigate the
risk of unfavourable
environmental
conditions and
deteriorating natural
health of Hull city due
to excessive use of

of technology. The
environmental risk is
relevant to Smart City
OS project as it will
be damaging the
nature and it many be
possible that adverse
environmental
conditions can hinder
the technological
advancement and
utilisation applied
technology (Greene
and Stellman, 2018).
technology while
implementing the
project plan the
Council should take
measures to cover up
to the environment of
all the activities which
are not in favour of the
nature.
Operational Risk-
The risk will arise
while managing and
conducting activities
related to the plans of
Smart City OS project
where the functions
involved in can be
mismanaged and
affect the
effectiveness of
project plan.
MEDIUM LIKELY TO
POSSIBLE
In order to mitigate the
impacts and effects of
it the management and
leadership styles
adopted by the project
management and teams
needs to be in place
and accurately
matching with the
programmed plans and
agenda of the project
(Friess, 2018).
Financial Risk- This
is a common type of
risk which can arise
while implementation
HIGH VERY LIKELY TO
TAKE PLACE
For reducing the threat
or risk of finance,
effective fund
management and

of Smart City OS
project in which lack
of funds can take
place.
balance needs to be
done in order to place
the right amount of
money, in the right
place and at the rights
time.
Strategic Risk- This
threat refers to lack of
specific
understanding in case
of implementing the
plan and making
decisions correctly
while working.
MEDIUM LIKELY TO
POSSIBLE
In order to mitigate the
risk the project
manager of Smart City
OS project have to take
up number of practices
which are directed to
effective decision
making processes and
actions.
Reputational Risk-
This form of risk is
commonly faced by
business in regards to
their market position
and goodwill. But the
Smart City OS project
can face the risk by
any undue and
unethical practice if it
undertakes.
LOW IT MAY OCCUR For managing
reputational risk and
mitigate to the minimal
level while
implementing the
Smart City OS project,
managers and Council
should develop a
proper ethical
procedures and stage
which needs to be
followed while
conducting activities
related to the project.
Compliance Risk- MEDIUM LIKELY TO To reduce it the

This is a risk which
refers to exposure to
legal penalties and
facing huge legal
charges.
POSSIBLE management involved
should overlook all the
legal requirements and
work in the best
manner by fulfilling all
legal requirements.
Technological Risk-
This is the most
significant risk which
will be occurring and
needs to be managed
by the management of
the Smart City OS
project. It is related to
failure of any
technology which will
be used in order to
accomplish the aim of
the project to change
the Hull City into the
best in the world in
regards to its
technology (Koke and
Moehler, 2019).
HIGH MOST LIKELY This is a key risk
which has to be
reduced to lowest level
possible and the threat
need to be mitigated.
For doing so the
management need to
take up prior testing of
all the technologies
being introduced and
implemented for being
double sure of it
effectiveness in
relation to fulfil agenda
of the project.
Social Risk- This risk
arises from the
activities of the
communities and the
population who is
surrounded the
MEDIUM LIKELY TO
POSSIBLE
This threat can be
reduced easily but the
council have to make
efforts to keep people
informed and most
importantly they have

project and in context
of Smart City OS
project the population
of Hull is considered.
to make sure that
people are introduced
to all the changes and
benefits they will be
having with the project
and by changing the
city in the a Smart one.
Human resource
Risk- This risk refers
to the people involved
in completing
different tasks of the
project and their
abilities to do so.
MEDIUM LIKELY TO
POSSIBLE
The people needs to be
regularly training and
their skills needs to be
upgraded according to
change and
requirement for
increasing their
efficiency and
mitigating any chance
of disabilities.
Lack of Resources LOW IT MAY OCCUR The management and
responsible parties
have to be sure of the
requirements and that
of the resources are
available accordingly
in favour of making
the best use of them
and in the most
productive manner
(Sibona, Pourreza and
Hill, 2018).

TASK 6
Identify at least six conflicts that may arise when running the Smart City OS project and their
sources. Critically discuss which actions can be taken by the project manager to resolve
conflicts and suggest appropriate conflict management or negotiation strategies to address
these.
CONFLICTS ACTIONS
/NEGOTIATIONS
TECHNIQUE
Conflict over project
priorities
While managing the conflict
over project priorities the
project manager will be more
reconciling and
compromising technique for
negotiating with the parties
involved in the conflict and
will be taking steps to think
of a middle path where all the
parties can be satisfied.
Perfect over administrative
procedures
This form of conflict is
burning people within the
project will be on different
sides with separate opinions.
In order to manage such
conflict the project
management and managers of
the Smart City OS project
will take up collaborating
confronting and problem
solving technique to negotiate
and resolve the conflict.
While doing so the project

manager will be focusing on
resolving the conflict and
finding the best alternative
solution in order to bring all
the parties on similar track in
regards to administration of
different activities and tasks
related to the project (Demir,
2017).
Conflict over technical
opinions
In order to manage such form
of conflict the project
manager can take up more off
of avoiding technique where
the project manager can
completely avoid the conflict
by taking upside of one party
whom the think is in best
favour of the project.
Conflict over manpower
resources
This is concerning conflict
which can be faced while
executing and implementing
the Smart City OS project
does the project manager will
be suggested to take up a
forcing technique where they
can force their opinion in
order to resolve the conflict
and bring in the most suitable
staff for completion of the
project and attaining the
objectives as per the

requirements.
Conflict over cost This is a common form of
conflict which arises in most
of the project management
tasks. According to which the
project manager can make
use of smoothening technique
in order to negotiate as in the
management atmosphere
more distrust is developed
among the parties and for
reducing it the manager needs
to take up a smoothing
technique for negotiation and
bringing to parties on a
balanced platform and reduce
the conflict (Burger and
Zulch, 2018).
Personality conflict While facing the
interpersonal issues and
conflict the project manager
will again be using
accommodating technique of
negotiation where they will
be coming forward for
resolving the conflict and
make sure to smooth the
surroundings by using
appropriate words and
making the suitable
arguments.

TASK 7
Critically discuss what the project manager can do to build a highly successful team for the
Smart City OS project. In particular focus on the importance of how a diverse team can
increase project performance. Critically reflect on what actions the project manager can
take to build a diverse team for the Smart City OS project and what are some of the
challenges of working in diverse teams.
Team a small and very general term which states the combination of number of people
and their integration in a group for working on a common agenda and accomplishing it in the
presented timeframe with performing in the most productive manner. A team becomes an
effective one when all the members within the group works towards the common objective and
make sure to be highly productive. In order to build a highly successful team the project manager
of Smart City OS project can make use of different leadership and team development theories
such as Tuckman team development theory.
The theory has five stages which are presented below in context of the Smart City OS
project. Forming- The stage is of farming where the project manager will be developing the team
by bringing diverse employees together. at this stage people do not have any clarity for
information about why they are combined in a team and lacks trust on one another and
basically work only for themselves rather than the team. Storming- The stage is the most critical one where people do not trust each other and an
atmosphere of distrust is developed in the team as well as the lack clarity and knowledge
about the project. Here at the stage the manager who is the responsibility to make people
comfortable and provide them with required level of information in regards to their
actions and the objectives of the project (Kavishe and Chileshe, 2018). Norming- The third stage is little easy people had developed relationship with one
another and they trust each other. Along with it the leaders project manager have also
played a important role as they will assign the respective roles and jobs to members
according to their skill sets and the requirement.

 Performing- This is the second last stage where people are very comfortable within the
team and make sure to work as one unit in order to attain the agenda of the team as well
as contribute towards the aim of the project. They do so by completing the assign tasks in
the given time frame and by using their skills in order to perform in the most productive
manner.
 Adjourning- This is the last stage of team development and project completion where the
project manager will be appreciating the efforts made by team members but to only of
those teams who are made on temporary basis. Other teams are made on permanent basis
which means they do not need to dissolve the temporary teams will be dissolved and the
members are sent back to their respective work position.
This is the best and most beautiful team development theory which is needed to be
applied by project manager of the Smart City OS project in order to build a diverse and effective
teams for completion of different tasks associated with the project and its agenda. The basic
importance of these practice to undertake by the project manager is for creating a diverse team
that will bring higher level of skill sets, innovative ideas and most importantly high productivity
towards the implementation and execution of the plan regarding the Smart City project. A key
challenge which will be faced by the management and the project managers as well as leaders of
the teams is to manage the diverse team members as people have different opinions and belongs
to different backgrounds which renders them different working processes and techniques that can
bring a huge problem in front of leaders while managing people as chances of conflicts increases.
CONCLUSION
The present report concludes and summarises the importance of different project
management practices and approaches that needed to be adopted by the management and the
leaders of a respective project. The whole report is constructed on and revolves around different
project management actions beginning with identification of the skills required by a project
manager. Moving along the discussion is also conducted about the stakeholders of the project as
well as over the risks and resources associated with it. Lastly in the end conflict management and
negotiation actions that are useful for the project manager and discussed in regards to different
conflicts that can arise while conducting the project and a team development theory is discussed
for making sure that diversity is developed in order to complete the project in the most
productive and profitable way.

REFERENCES
Books and Journals
Abyad, A., 2017. Globalization challenges in project management. Middle east journal of
business, 55(5478), pp.1-10.
Adeleke, A. Q. and et. al., 2019. Project Management Performance and Its Influence on
Malaysian Building Projects. KnE Social Sciences, pp.313-329.
Arantes do Amaral, J. A., et. al., 2018. Combining Project-Based Learning and Community-
Based Research in a Research Methodology Course: The Lessons
Learned. International Journal of Instruction, 11(1), pp.47-60.
Beerkens, M. and Udam, M., 2017. Stakeholders in higher education quality assurance: Richness
in diversity?. Higher Education Policy, 30(3), pp.341-359.
Boyle, G., 2017. Design project management. Routledge.
Brymer, A. L. B., Wulfhorst, J.D. and Brunson, M.W., 2018. Analyzing stakeholders’ workshop
dialogue for evidence of social learning. Ecology and Society, 23(1).
Burger, M. and Zulch, B., 2018. A construction project management knowledge model: The type
and level of knowledge required. Acta Structilia, 25(1), pp.98-125.
Darling, E.J. and Whitty, S.J., 2016. The project management office: It’s just not what it used to
be. International Journal of Managing Projects in Business.
Demir, K. A., 2017. 3PR Framework for Software Project Management: People, Process,
Product, and Risk. In Software Project Management for Distributed Computing (pp.
143-170). Springer, Cham.
Fadun, O. S. and Saka, S.T., 2018. Risk management in the construction industry: Analysis of
critical success factors (CSFS) of construction projects in Nigeria. International Journal
of Development and Management Review, 13(1).
Fionov, B. and Mustafayev, V., 2018. Human Resource Management Practices Contributing to
Competency Enhancement of Project Managers and Team Members in Project-Based
Organizations: The Case of IT Industry in France.
Friess, E., 2018. " Filling to Capacity": An Exploratory Study of Project Management Language
in Agile Scrum Teams. Technical Communication, 65(2), pp.169-180.
Giao, H. N. K., 2020. Developing dimensions to measure the quality of construction project
management service.
Greene, J. and Stellman, A., 2018. Head First PMP: A Learner's Companion to Passing the
Project Management Professional Exam. O'Reilly Media.
Heldman, K., 2018. PMP: project management professional exam study guide. John Wiley &
Sons.
Kavishe, N. and Chileshe, N., 2018. Identifying project management practices and principles for
Public–Private partnerships in housing projects: The case of
Tanzania. Sustainability, 10(12), p.4609.
Koke, B. and Moehler, R. C., 2019. Earned Green Value management for project management:
A systematic review. Journal of Cleaner Production, 230, pp.180-197.
Lauren, B. and Schreiber, J., 2018. An integrative literature review of project management in
technical and professional communication. Technical Communication, 65(1), pp.85-
106.

Martens, M.L. and Carvalho, M.M., 2017. Key factors of sustainability in project management
context: A survey exploring the project managers' perspective. International Journal of
Project Management, 35(6), pp.1084-1102.
Meredith, J. R. and et. al., 2017. Project Management: A Strategic Managerial Approach. John
Wiley & Sons.
Mills, D. J. and Tilley, A., 2020. Conservation International_Strengthening Coastal Marine
Resources Management in the Coral Triangle of the Pacific-Phase II_ADB Project–
WorldFish Progress Report.
Radujković, M. and Sjekavica, M., 2017. Project management success factors. Procedia
engineering, 196, pp.607-615.
Sibona, C., Pourreza, S. and Hill, S., 2018. Origami: An active learning exercise for scrum
project management. Journal of Information Systems Education, 29(2), pp.105-116.
Tabassi, A. A., et. al., 2016. Leadership competences of sustainable construction project
managers. Journal of cleaner production, 124, pp.339-349.
Wang, N. and et. al., 2017. The role of project management in organisational sustainable growth
of technology-based firms. Technology in Society, 51, pp.124-132.
Online
How Stakeholder Mapping Tools Can Improve Your Stakeholder Management, 2020 [Online
Available Through: <https://www.boreal-is.com/blog/stakeholder-mapping-identify-
stakeholders/>