Skills and Stakeholders in Smart City OS Project

This article discusses the skills required for a project manager in the Smart City OS project and identifies the stakeholders and their influence on the project. It also explores the project triangle parameters and the management of finances in the project.

Course Work

Table of Contents
INTRODUCTION...........................................................................................................................3
MAIN BODY..................................................................................................................................3
TASK 1 The project manager..........................................................................................................3
TASK 2 Problem solving and decision making..............................................................................5
TASK 3 The project triangle...........................................................................................................7
Task 4 – Managing Finances...........................................................................................................8
TASK 5 - Risk Management within the Project............................................................................10
TASK 6 - Conflicts and Negotiation.............................................................................................14
TASK 7 – Teamwork.....................................................................................................................16
CONCLUSION..............................................................................................................................17
REFERENCES..............................................................................................................................19
2

INTRODUCTION
The Smart City OS project is the project which is focused on the decision making and
data sharing for the whole development of the Smart City OS project.
The report will analyse the skills which project manager needs to imbibe for the Smart
City OS project. Identification of the stakeholders and stakeholders influence map will be framed
for project. Various project triangle parameters will be discussed that are to be managed for
Smart City OS project Advice is provided to project manager on what resources will be required
by project to be accomplished. Effective cost estimation technique for project will be explained.
Further risk register is made for analysis of risk for project and in this ten risks will be identified.
Six conflicts will be mentioned that may have risen during project formation and while covering
up sources and in this project manager’s actions which will be highlighted. Negotiation and
conflict management strategies will be framed for the project. How the team can be successfully
built by project manager will be analyzed and along with this, importance of diverse team for
Smart City OS project will be identified. Challenges working in diverse teams will be defined in
the team.
MAIN BODY
TASK 1 The project manager
It is necessary for manager to possess relevant skills and knowledge in order to work for
project. The skills are essential as it allows manager to perform task in effective way and achieve
goals of project. Besides that, if manager does not possess required skills to be worked in project
then it becomes difficult to manage and complete project (Gómez, 2018). Therefore, for Smart
city OS project as well there are different skills which project manager needs to develop. It will
enable manager to work in effective way within project. Thus, skills are mentioned as below :-
Communication skill – It is most essential skill that manager need to develop. In this it requires
manager to learn about what are different ways of communication that is verbal, non verbal, etc.
This skill will help manager to share info with stakeholders, staff, etc. and to prepare reports on
3

basis of that. Along with that, manager will be able to interact in effective way with others and
share info easily.
Leadership skills –It is also a crucial skill that is required for project manager to develop. Here,
the manager should be able to led project in right direction. Apart from it, manager must act like
a leader and complete project in time. The skill will help to motivate team members as well.
Besides, various leadership style can be applied in order to do tasks in creative way.
Decision making skill- this skill must also be developed by manager so that he is able to take
effective decisions. It is important skill as in project there are many types of decisions to be
taken. So, manager must know how to examine problems and take decisions. In addition, project
manager must be aware of certain criteria on basis of which decision are taken (Gray, and
Ulbrich,, 2017). With this skill it will be easy for manager to take effective decisions within
project.
Problem solving skills – this is also important skill that needs to be developed. There can occurs
various types of problems during project. Thus, it requires project manager to solve those
problems in effective way. If problem are not solved then it may impact on project progress in
negative way. So, manager must be capable enough to find root cause of problem, examine it and
then solve it. This skill enables project manager to solve issues quickly.
Management skills – the Smart city OS project must be managed and organized in proper way.
For that it requires project manager to develop management skill. By that it will be easy to
manage all activities and tasks within project.
There is need to take relevant and proper actions to develop skills because without taking
actions skills can not be developed.In order to developed these skills there are various ways by
which the project manager can opt for. In this first of all the manager can attend training sessions
and seminars that are based on developing these skills (Meredith, andZwikael, 2020).
Moreover, the manager can develop a PDP through which these skills can be developed. The
PDP provide a framework by which in systematic way skills are developed. In addition to it,
manager can watch videos, read books, solve case studies, etc. to develop skills. These all
provide several ways and techniques that manager can adopt to develop skills.Furthermore,
project manager can also take suggestions from expert, relatives, etc. to develop skills. By that it
will be easy to gain knowledge about these skills and also how it can be developed.
4

Hence, these all are some actions that can be undertaken by project manager to develop
required skills for Smart city OS project.
TASK 2 Problem solving and decision making
In every project there are different types of stakeholders which are engaged with it. So, it is
necessary to find out stakeholders so that their needs are identified and on basis of that changes
are made into project. Apart from it, any change in needs of stakeholder highly influence entire
project. In addition to it, there is also need to regularly engage with them and give report
regarding project progress. Similarly, in Smart city OS project as well there are various
stakeholders that is engaged with project. For that stakeholder influence mapping is done
(Pollack, Helm, and Adler, 2018). It is a derivative of the standard influence map. It is a simple
tool for capturing the potential stakeholders of a system and the influences that exist between
them.There is great influence of stakeholder on project as their interest can relate to environment,
technology, quality, financial, etc. Thus, it is required to understand in depth about interest of
stakeholder in Smart city OS. The size of project is large so it is difficult to manage stakeholders.
They are explained as below :
High
Influence
Hull city council
Residents
Connexin and Cisco
Suppliers
UK government
5

University of Hull
Suppliers
Public and private businesses
Low Interest high
Hull city council – the council is main stakeholder as they are responsible and accountable for
completion of overall project. The council interest and power is high. It is because council have
set goals and developed roadmap for project.
University of Hull- it is an organisation and stakeholder in this project. The power and interest is
low. Moreover, they are not crucial stakeholder as it is only a part of hull city council.
Public and private businesses- they are crucial stakeholder as well. This is because it requires
businesses support to develop smart city. The interest is high but power is low. However,
businesses need to work council to complete Smart city OS project. It requires to engage them in
decision making (Radujković, and Sjekavica, 2017).
Residents- the residents are public who live in Hull city. Thus, they are stakeholder whose power
and interest is high in project. It is because any change in their needs impact on entire smart city
project.
Connexin and Cisco- these are the companies who are working with Hull city council. They are
responsible for delivering technology, installing software, etc. and also invested in Smart city
OS. Along with that, their interest and power is high in project thus they are crucial stakeholders.
Suppliers- these stakeholders are not directly connected with project but they provide relevant
devices, asset, wires, etc. for installing of technology in city. The supplier work with Connexin
and Cisco and also with hull city council. The power and interest is low in project.
UK government – it is crucial stakeholder as they monitor overall progress of Smart city OS.
Under their supervision hull city council is working. They have given permission for undertaking
this project.
It is important to engage with stakeholders so that project progress is maintained. Also, it
helps in finding out their needs and accordingly making changes in goals and objectives.
Besides, stakeholder provide data and info as well that can be used to take decisions. However,
there are various ways to engage with stakeholder identified in Smart city OS. But it depends on
project manager that how he or she engage with them (Rogo, Rarasati, . and Gumuruh, 2020).
For present project, manager will engage with stakeholder through stakeholder engagement plan.
6

In that all strategies and actions are included through which stakeholder are involved. Besides,
their needs will be listened and then meeting is conducted to engage. Also, regular e mail is sent
to them regarding project progress. There will be monthly meetings conducted to engage with
them. Alongside by working with project team as well it will be easy to engage with stakeholder
of Smart city OS.
TASK 3 The project triangle
In every project there are 3 constraints that need to be identified. This enable manager to work
with them in effective way. The three constraints project managers work within are budget,
scope and schedule. Schedule is at the top of the model. Scope is on the left of the triangle and
budget is on the right. Depending on the project or who is involved, each of these constraints
could be the most important to the end user (Tabish, and Jha, 2018). Quality is in the middle of
the triangle and effective project managers must balance the ebb and flow of tradeoffs within
these three elements in order to achieve success. The iron triangle is a give and take balance
manager is required to master by manipulating variables that can change in order to allow for
those that cannot. Together, balancing these three constraints can help determine the quality of
the overall project.
Cost - This is the financial constraint of a project, also referred to as the budget.Costs on a
project can comprise of a variety of elements, including resources both materials and people as
well as any external costs that influence a project
Scope- This includes the tasks necessary to achieve the project’s goals.
Time- This is the project scheduled completion.Managing time is closely related to managing
tasks, as the overall timeline is broken down by individual tasks and their anticipated timing. To
manage this, project managers should identify tasks that must be done in sequential order and
which are interdependent
It is important for project manager to consider parameters so that project is not affected. All
parameters need to be managed so that there is no negative impact. It will enable manager to
complete project on time and within specified budget and scope. If these are not managed
properly than it might have adverse effect (Tereso, Ribeiro,. and Ferreira, 2019).
Similarly, in present project as well there are 3 parameters which needs to be considered. In this
cost of project need to be maintained along with time. It is stated that any change in one of the
7

factors highly affect the another. This is because they are all interrelated to each other. It means
of there is change in budget than it will affect on scope and time. The overall scope might be
high or low. Similarly, there can be increase in time of completion of Smart city OS. In similar
way, if there is change in time then it affect on budget and scope. Any delay in project
completion results in increase in budget. Also, the scope of project might be affected in negative
way. Likewise, any change in scope of Smart city OS lead to affect on time and budget. It means
the project might not be completed within time and also budget required can be more.
Impact of possible change in project
There can occur certain change in project due to which there might be impact on Smart city OS.
For instance- the quality of technology and equipment installed is of poor quality. Thus, this
might impact of project as all equipment have to be installed again. Thus, it will led to delay in
completion. Besides that, another change is there might be lack of finance in project. So, hull city
council need to work with specified budget. It might affect on quality of raw material and scope
of project. Another possible change can be change in need of stakeholders. It will highly impact
of project in negative way (Tereso,, Ribeiro, and Ferreira, 2019). Due to it, goals and objectives
and project planning needs to be modified. However, there can occur conflict between council
and companies working with them or between council and other stakeholders. It will also affect
on project to a great extent. Due to it, project goals might have to be changed. There can be delay
in its completion.
Task 4 – Managing Finances
Management of finance is very important to ensure that work is completed within
allocated time and in addition to this, cost of the project can be managed effectively. Finance
management also involve management of resources required for carrying out and completion of
the project. Resources required for Smart city OS project are-
Capital Resources- This is one of the very important resources that are required for project in
which capital investment creates basis for completion of the project. Capital resources involve all
those resources through which raw material and input is converted into final products.
Material Resources- This is a resource that is concerned with all those material and input that
enables to create project for the purpose of creating Smart city OS project (Villafáñez and et.al.,
8

2020). This means that all the material required for developing infrastructure for Smart City OS
project is included in this resource.
Operations resources- This involves tools, equipments, supplies that are required for operations
of project. These are used for developing project and for Smart City OS project software is also
an important requirement for operations of project.
Human Resources- Human resource is a resource that is required for functioning of all other
resources and without human resource there is no sense of any other resource being owned by
the project.
Financial Resources- Financial resource is most important resource for the project and this
enables project to get all other resources required for the project.
Collectively these resources enable to effectively and timely complete project of Smart
City OS and lack and unavailability of any of these can cause difficulty in completion of the
project for Smart City (Dociu, 2018).
Cost Estimation Technique
This is concerned with estimation of the cost that is involved in project. This enables to
develop a budget for the project and also enables to calculate return and return on investment.
Analogous Estimating
This is an appropriate cost estimation technique for estimation of cost at Hull Smart City
OS project. This is technique of cost estimation in which cost for the project is estimated on the
basis of cost associated with similar projects in past. This method for estimation of project cost is
based upon historical data as well as expert judgement of the project manager. This requires that
manager of the project have effective understanding of cost analysis about different elements and
phases of the project. Along with use and availability of historical data is also play important role
in effective determination of cost of the project.
Regarding Hull Smart City OS project, project like this have not taken place in Hull
before this and this is why project managers are required to consider historical data and cost
estimates of similar projects that took place in other cities with similar projects. This is
9

appropriate for Hull Smart City OS project because without historical data there is no basis for
estimation of cost for the project (Benala and Mall, 2018). Projects of Bristol and Manchester are
examples where similar projects are taking place and cost associated with those projects can be
considered for basis of Hull Smart City OS projects.
However, there are limitations of using this technique for cost estimation in which no two
or more projects can be completely similar. Hull Smart City Project is also different from all
other smart city project being implemented across cities in UK. This is why it is important to
consider elements that are similar and different and how differences in elements differentiate
cost of the projects. Expertise of project manager along with this project can help in estimation
of effective and nearly accurate estimation of cost for the project.
TASK 5 - Risk Management within the Project
Every project has certain types of risks involved that can restrain project to complete or
might create adverse situation for project occurring additional cost. Hull Smart City Project also
involves several types of risk in different context of the project that can affect completion and
success of the projects (O'Har, Senesi and Molenaar, 2017). Following risk register outlines
risks, their probability, impact, severity and how these risks can be mitigated.
Risk Register for Hull Smart City Project
No
.
Risk Description Likeliho
od of
occurre
nce
Impact
of risk
occurs
Severity Owner Mitigation action
1. Operational risk Smart city project
might get affected
because of
operations not
taking place as
planned and decided
in advance and can
create delays in
High Medium High Project Head
and project
manager
Operations are
clarified before
starting of project
and everyone
involved from top to
lower level is aware
of their role in
project.
10

completion and can
occur additional
cost
Giving adequate
knowledge to how
everyone can
complete their tasks
2. Financial risk More cost occurred
in project than what
was planned earlier
and lack of
availability of
finance for the
project
Low Medium Mediu
m
Finance head in
the project and
also Hull
Council
Developing budget
that involves all
elements and
keeping aside an
contingency budget
for unexpected
situation (Hiscock
and Jones, 2017).
Considering
financial planning of
similar projects
3. Strategic risk Strategies developed
are not appropriate
and have not been
successful in
achieving desired
results for project at
different phases
Medium High High Project head and
manager
Developing
strategies
considering similar
projects and
considering all
factors affecting
strategy while
developing strategies
for project.
Developing other
plans and strategies
in case one doesn’t
work
4. Compliances risk Regulatory elements
did not paid
attention earlier
causing difficulty
during project in
process
Low Low Low Project head and
legal personnel
in project and
Hull city
council
Considering all
compliances and
their impact on
project
11

5. Reputational risk This means that
reputation of project
can get negatively
affected and in this
as other project have
been considered
elements and risk
like copying can
negatively affect
reputation of project
(Rees, Ashley and
Cameron, 2019).
High Low Mediu
m
Hull City
Council and
project head
Ensuring that
elements like
copying are not there
and also having
proof and
justification for new
elements of the
project
6. Environmental
risk
Technical
developments are
likely to cause
negative effect on
environment and for
Smart City project
this is an important
risk
High Medium Mediu
m
Hull City
Council and
project head
Developing plans
according to
environmental
consideration.
Following standards
of environmental
sustainability
7. Time risk Project requiring
and including
additional time and
activities within
project take
additional time than
planned
Low Medium Low Project head and
activity
personnel
involved in
completion of
task that is
getting delayed
Considering extra
time for activities in
advance so that it
does not affect
project during its
working and
operations
(Ghenţulescu and
Grigore-Miclea,
2017).
8. Resource risk Resources required
for project are
insufficient and
required resources
Low Low Low Project head and
manager
Unavailability of
resources can bring
project to end
without completion
12

for project are not
available
Lack of or
unavailability of
resources can create
difficulty in
completion of
project tasks and
activities
and this is why
resources required
for the project needs
to be resourced
firstly so that issues
during project
implementation can
be avoided.
9. Performance risk This means that
Smart City project is
not performing as
expected and
planned
This can be
identified in time of
trial of project and
its working
Medium High Mediu
m
Everyone
involved in
different tasks
and aspects of
project
This is required that
all aspects of project
are completed as
planned and
collectively they
enable project to
work
10. Governance risk This involves that
project is not being
governed
appropriately which
leads to difficulty in
coordination and
collaboration and
Smart city project
requires that it is
effectively governed
because of
involvement of
multiple parties.
Medium High High Project head,
managers and
management
team of the
project
In this adequate and
applicable rules and
regulation should be
developed to assist
effective governance
of the project.
.
13

TASK 6 - Conflicts and Negotiation
Conflict can be defined as a state in which individuals or parties involved in conflict have
different opinion or interest and this cases lack of or difficulty in agreement. Types of conflict
are-
Intrapersonal Conflict- This is a type of conflict that is experienced by single individual when
their goals their values and roles are different. This means that when an individual is required to
work on something that they perceive are considered as wrong according to the values or incase
goals of individual are different then what the role they are playing (Rauhut and Winter, 2017).
In this conflict of employees in project because of difference in their goals and role there they are
having in project can create conflict for them. Source of this conflict is goal incompatibility and
values.
Interpersonal Conflict- Interpersonal conflict is a type of conflict in which do individuals find it
difficult to agree on something because of difference in their goals values and styles of working.
This is one of the most common types of conflict and can easily merge between individual. Two
individuals or members of a team having different styles of working can create conflict between
them. Source of this conflict is Interdependence, and lack of role clarification.
Intra-team conflict- This is the type of conflict that emerge between a group and a team of the
project. For example if members of a team are not able to agree on a single goal or decision and
because of this team experience conflict this is known as intra-group conflict. A team having
members with different objective and values is also likely to face intra-group conflict because of
members not being able to agree on something. Source of this conflict is
Inter-team conflict- Intergroup conflict is experienced between groups inside and outside
organisation or project because of this agreement on different issues. Hull Smart City who is
project is likely to face this kind of conflict because of several groups involved in
implementation of project (Arias and et.al., 2020). In addition to this intergroup conflict can
image between two or more groups within organization project because of difference of opinion
and interest. Source of this conflict is poor processes communication problems and values.
14

Task Conflict- Task conflict when two individuals all parties are not able to go ahead on a task
because of difference in needs, behaviour and attitude. Distribution of resources on methods of
means of completing task can create task conflict. Source of this conflict is lack of performance
standards and lack of resources.
Value Conflict- Value conflict is the type of conflict that arises from fundamental differences in
identities and values of individuals or group involved in project. Difference in their values
creates difficulty for them to agree on same thing. Source of this conflict is values.
Actions taken by project manager to address these conflicts
Role clarity- Managers of project should ensure role clarity because role ambiguity can
contribute conflicts including intrapersonal, interpersonal and intra-group conflict.
Adequate distribution of resources- Intergroup conflict can be sourced by inadequate and
unequal distribution of resources however equal distribution of resources might avoid conflict
(Mayer, 2020). This involves considering that all teams or areas get appropriate amount of
resources.
Linking individual interest with role and expected performance- Intrapersonal conflict is
sourced by difference in individual interest and role given to them. Managers should ensure that
roles and performance of individuals are linked so that conflict does not arise.
Conflict Management Strategies
Avoiding- This involves avoiding conflict or ignoring it considering it will resolve itself.
Accommodating- This involves taking steps for resolving conflict and this involves satisfying
concerns of both the parties involved in conflict.
Compromising- This involves developing a solution for the problem causing conflict which
partially satisfy needs of affected parties and involves bringing parties in conflict to acceptable
resolution.
Competing- This involves creating a competitive situation for parties and in this the party wins
the competition, conflict is resolved in their favour (Dineva and et.al., 2020).
15

Collaborating- This is a strategy of conflict resolution in which both the parties in conflict are
collaborated and in this both the parties become able to satisfy their concerns.
TASK 7 – Teamwork
Teamwork is the practice in which all the teams or the groups contribute together in
making effective work achieve goals and objectives. The project manager can build highly
successful teams for the Smart City OS project. The project manager by enabling and forming
the teams will make the work more effective and this will initiate the work to be more effective
and efficient (Vogler and et.al., 2018). The project manager will analyze key skills and
capabilities if the team members for the project to be successfully done and through that team
will be able to make the efforts as proposed by the project manager of the Smart City OS project.
Therefore, with the help of the project manager, the project will be done and formed in an
effective manner.
Importance of how diverse team can increase project performance is done as by making
many teams with the people, the project will be have different suggestions and ideas which will
be generated in the minds of people and this increase and enhance the performance of the
individuals (Jimenez and et.al., 2017). By creating diverse teams for the project to be
accomplished, various ideas by the individuals will be generated which will help in making the
work more on terms of how to accomplish quickly and effectively. The main thing which is
concerned for the project is that the team members will be able to contribute and manage the
work accordingly. Therefore, by diversifying the teams work will be accomplished on a better
note and the project will be accomplished.
Actions the project manager can take to build a diverse team for Smart City OS project
can be done through managing individuals in the team according to their capabilities and work
which they can perform significantly (Novo and et.al., 2017). The project manager can take up
certain tasks and allot them to individuals and through that project manager will be able to
analyze which individual has performed task appropriately. The main thing in accomplishing
project will be done when project manager will initiate steps towards forming team in diversified
forms. Project manager is only person who can help take initiatives for project so that project is
16

being followed on note to make team work successful and making efforts to accomplish task and
complete the project for Smart City OS.
Challenges of working in diverse teams can be very conflicting. There can be conflicts
which can be impact negatively on work and upon the individuals who are working together. The
main thing while working in diverse teams is that due to different point of opinions and different
perspectives which individuals hold. This is the biggest challenge for team while working along
together (Kim and et.al., 2017). There may be clashes and conflicts due to different viewpoints
of the team member which may bring difficulties in working together for Smart City OS project.
Also along with this, diversity in team can create mismanagement sometimes as what work is
allotted top individual may create confusion for project to be done successfully. These factors
can be challenging for project to achieve objective.
Therefore, teamwork is very important tool which helps in creating the review to which
the Smart City OS project has been introduced. Without effective and efficient formation of
teams it is impossible for the project to achieve success. Through this, project manager is also
able to make the teams effective which in turn are the major benefit for project to be
accomplished. There are various challenges and positive effects of the teamwork which is
important but on the contrary it becomes very important for formation of teamwork for project.
This is the main key source to which project achieves success.
CONCLUSION
Thus, it is concluded from the above report that skills which project manager needs to
imbibe for the Smart City OS project. Identification of the stakeholders and stakeholders
influence map was framed for project and why there are considered as most emerging
stakeholders from analysis. This was also done by how to engage the stakeholders. Various
project triangle parameters were discussed that were to be managed for Smart City OS project
along with how they interrelated to each other. Advice was provided to project manager on what
resources would be required by project to be accomplished. Effective cost estimation technique
for project was explained. Further risk register was made for analysis of risk for project and in
this ten risks were identified. Six conflicts were mentioned that may have risen during project
formation and while covering up sources and in this project manager’s actions which were being
17

took were highlighted. Negotiation and conflict management strategies were framed for the
project. How the team can be successfully built by project manager was analyzed and along with
this, importance of diverse team for Smart City OS project was identified. Challenges working in
diverse teams were defined by process through which teams would have created conflicts for
work which was to be performed.
18

REFERENCES
Books and Journals
Arias, Y.M.A and et.al., 2020. Labor conflicts types and their management in nursing
practice. Enfermería Global. 19(1). pp.470-478.
Benala, T.R. and Mall, R., 2018. DABE: Differential evolution in analogy-based software
development effort estimation. Swarm and Evolutionary Computation. 38. pp.158-172.
Dineva, D and et.al., 2020. Consumer responses to conflict-management strategies on non-profit
social media fan pages. Journal of Interactive Marketing. 52. pp.118-136.
Dociu, M.M., 2018. The importance of human resources in project management. Knowledge
Horizons. Economics. 10(3). pp.8-14.
Ghenţulescu, R. and Grigore-Miclea, L., 2017. Risk Register Implementation in a Department of
Foreign Languages and Communication-Case Study. Quality Assurance Review. 7(2).
Gómez, P.M., 2018, July. TRIANGLE Portal: An User-Friendly Web Interface for Remote
Experimentation. In Smart Industry & Smart Education: Proceedings of the 15th
International Conference on Remote Engineering and Virtual Instrumentation (Vol. 47,
p. 110). Springer.
Gray, K. and Ulbrich, F., 2017. Ambiguity acceptance and translation skills in the project
management literature. International Journal of Managing Projects in Business.
Hiscock, K. and Jones, A., 2017. Assessing the extent to which the UK’s National Risk Register
supports local risk management. Sustainability. 9(11). p.1991.
Jimenez, A. and et.al., 2017. Working across boundaries: Current and future perspectives on
global virtual teams. Journal of International Management.23(4).pp.341-349.
Kim, M. and et.al., 2017. Data scientists in software teams: State of the art and challenges. IEEE
Transactions on Software Engineering.44(11).pp.1024-1038.
Mayer, C.H., 2020. Types of Conflicts. In Intercultural Mediation and Conflict Management
Training (pp. 15-17). Springer, Cham.
Meredith, J.R. and Zwikael, O., 2020. Achieving strategic benefits from project investments:
Appoint a project owner. Business Horizons, 63(1), pp.61-71.
Novo, B. and et.al., 2017. Leadership and its role in the success of project management. Journal
of Leadership, Accountability, and Ethics.14(1).pp.73-78.
O'Har, J.P., Senesi, C.W. and Molenaar, K.R., 2017. Development of a risk register spreadsheet
tool for enterprise-and program-level risk management. Transportation research
record. 2604(1). pp.19-27.
19

Pollack, J., Helm, J. and Adler, D., 2018. What is the Iron Triangle, and how has it
changed?. International journal of managing projects in business.
Radujković, M. and Sjekavica, M., 2017. Project management success factors. Procedia
engineering, 196, pp.607-615.
Rauhut, H. and Winter, F., 2017. Types of normative conflicts and the effectiveness of
punishment. Social Dilemmas, Institutions, and the Evolution of Cooperation, 1(1),
pp.239-258.
Rees, S., Ashley, M. and Cameron, A., 2019. North Devon Marine Pioneer 2: A Natural Capital
Asset and Risk Register.
Rogo, V., Rarasati, A.D. and Gumuruh, H., 2020, April. The influence of transformational
leadership and soft skills on project manager for project success factors. In IOP
Conference Series: Materials Science and Engineering (Vol. 830, No. 2, p. 022057).
IOP Publishing.
Tabish, S.Z.S. and Jha, K.N., 2018. Beyond the iron triangle in public construction
projects. Journal of Construction Engineering and Management, 144(8), p.04018067.
Tabish, S.Z.S. and Jha, K.N., 2018. Beyond the iron triangle in public construction
projects. Journal of Construction Engineering and Management, 144(8), p.04018067.
Tereso, A., Ribeiro, P.. and Ferreira, M., 2019. Project management practices in private
organizations. Project Management Journal, 50(1), pp.6-22.
Villafáñez, F and et.al., 2020. Portfolio scheduling: an integrative approach of limited resources
and project prioritization. Journal of Project Management. 5(2). pp.103-116.
Vogler, J.S. and et.al., 2018. The hard work of soft skills: augmenting the project-based learning
experience with interdisciplinary teamwork. Instructional Science.46(3).pp.457-488.
20