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BPP Business School
Coursework Cover Sheet
Please use this document as the cover sheet of for the 1st page of your assessment.
Please complete the below table – the grey columns
Module Name Project Management Essentials
Student Reference Number
(SRN) BP……………………..
Assessment Title Hull Smart City OS Project Consultancy Report (PME CW1 [S])
Please complete the yellow sections in the below declaration :
Declaration of Original Work:
I hereby declare that I have read and understood BPP’s regulations on plagiarism and that this is my original work, researched, undertaken, completed and submitted in accordance with the requirements of BPP School of Business and Technology. The word count, excluding contents table, bibliography and appendices, is ______ words.
Student Reference Number: __________ Date: ______
By submitting this coursework, you agree to all rules and regulations of BPP regarding assessments and awards for programmes.
Please note that by submitting this assessment you are declaring that you are fit to sit this assessment.
BPP University reserves the right to use all submitted work for educational purposes and may request that work be published for a wider audience.
PME – CW1 [S]
MSc Management
Project Management Essentials
Summative Coursework Assessment Brief
Submission mode: Turnitin online access
PME – CW1 [S]
1. General Assessment Guidance
• Your summative assessment for this module is made up of this submission which accounts for 100% of the marks
• Please note late submissions will not be marked.
• You are required to submit all elements of your assessment via Turnitin online access. Only submissions made via the specified mode will be accepted and hard copies or any other digital form of submissions (like via email or pen drive etc.) will not be accepted.
• For coursework, the submission word limit is 5000 words. You must comply with the word count guidelines. You may submit LESS than 5000 words but not more. Word Count guidelines can be found on your programme home page and the coursework submission page.
• Do not put your name or contact details anywhere on your submission. You should only put your student registration number (SRN) which will ensure your submission is recognised in the marking process.
• A total of 100 marks are available for this module assessment, and you are required to achieve minimum 50% to pass this module.
• You are required to use only Harvard Referencing System in your submission. Any content which is already published by other author(s) and is not referenced will be considered as a case of plagiarism.
You can find further information on Harvard Referencing in the online library on the VLE. You can use the following link to access this information: http://bpp.libguides.com/Home/StudySupport
• BPP University has a strict policy regarding authenticity of assessments. In proven instances of plagiarism or collusion, severe punishment will be imposed on offenders. You are advised to read the rules and regulations regarding plagiarism and collusion in the GARs and MOPP which are available on VLE in the Academic registry section.
• You should include a completed copy of the Assignment Cover sheet. Any submission without this completed Assignment Cover sheet may be considered invalid and not marked.
PME – CW1 [S]
2. Assessment Brief
This module is assessed through one graded element worth 100%. You must achieve at least 50% to pass this module.
For this assignment you are required to build a Project Management Consultancy Report based on the Development of the Hull Smart City OS.
THE SMART CITY OS CASE STUDY
Hull’s journey to becoming a programmable city
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
PME – CW1 [S]
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.
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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.”
Source: Association of Project Management (APM)
Link: https://www.apm.org.uk/resources/find-a-resource/case-studies/case-study-smart-city-os-hull-s-journey-to-becoming-a-programmable-city/ – accessed 16/2/23
It is recommended that you should also conduct your own independent research to strengthen your knowledge of this project.
END OF CASE STUDY
PME – CW1 [S]
THE HULL SMART CITY OS CONSULTANCY REPORT
In the role of a Project Consultant, you are required to develop a project report for the Hull Smart City OS project by leveraging on the techniques and concepts you have covered in the module.
The report must include the following tasks – ONLY the first three parts of TASK 1 are required for the formative (1000 words). Note – ALL tasks are required for the summative (5,000 words)
TASK 1 – MANAGING PROJECTS [TOTAL: 30 Marks]
1.1 – The Project Manager (10 marks)
Critically discuss what skills the project manager of the Hull Smart City OS project needs to develop to be effective and reflect on possible actions the project manager of the Hull Smart City OS project should take to develop those skills. Support your arguments with academic literature and references to other similar real projects.
1.2 – Stakeholder Management and Engagement (10 marks)
Identify relevant internal and external stakeholders and create a stakeholder influence map for the Hull Smart City OS project and discuss why these are the most critical stakeholders emerging from your analysis. Afterwards, by leveraging on the academic literature and similar real projects, critically discuss how you engage the stakeholders you have identified with the Hull Smart City OS project.
1.3 – The Project Triangle (10 marks)
Critically discuss the importance of the various project triangle parameters that will need to be managed by the Hull Smart City OS project manager over the course of the project, and how they may inter-relate to each other. Discuss the impact of possible changes to this project and how change is controlled managed in an organisation. Support your arguments with academic literature and references to other similar real projects.
TASK 2 – MANAGING RESOURCES AND MITIGATING RISKS [TOTAL: 30 Marks]
2.1 – Managing Finances (10 marks)
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 Hull Smart City OS project and explain why. Support your arguments with academic literature and references to other similar real projects.
2.2 – Risk Management within the Project (10 marks)
Develop a risk analysis by constructing a risk register to critically evaluate the importance of risk management for the Hull Smart City OS project. You should identify at least six risks that the Hull Smart City OS project should be aware of by using the appropriate categories (e.g., environmental, operational, financial, strategic, reputational, compliance, etc…). For this analysis, an appropriate risk register format should be used.
PME – CW1 [S]
2.3 – Change Management (10 marks)
Critically discuss the importance of managing change in the Hull Smart City OS over the course of the project. Detail how change arising from projects is controlled and managed in an organisation. Support your arguments with academic literature and references to other similar real projects.
TASK 3 – MANAGING PEOPLE AND TEAMS [TOTAL: 30 Marks]
3.1 – Conflicts and Negotiation (10 marks)
Identify at least six conflicts that may arise when running the Hull Smart City OS project and their sources. Once you have identified those potential conflicts, critically discuss which actions can be taken by the project manager to resolve them and suggest appropriate conflict management and/or negotiation strategies to address these. Support your arguments with academic literature and references to other similar real projects.
3.2 – Leadership (10 marks)
Identify, compare and contrast leadership styles and management behaviours for the Hull Smart City OS project and discuss why these are critical to improving the effectiveness and success of the project. Afterwards, by leveraging on the academic literature and similar real projects, critically discuss which leadership style or combination of leadership styles you would recommend for the Hull Smart City OS project.
3.3 – Teamwork (10 marks)
Critically discuss what the project manager can do to build a highly successful team for the Hull Smart City OS project. In particular, focus on the importance of how a diverse team can improve project performance. Critically reflect on what actions the project manager can take to build a diverse team for the Hull Smart City OS project, and detail what are some of the challenges of working in diverse teams in terms of EDI (Equality, Diversity & Inclusion)?
Presentation and Structure (10 marks)
The report must be in clear font (e.g., Arial/Calibri point size 11) with consistent format styles, automatic page numbers and table of contents. Line spacing should be 1.5.
Word count: 5000 words (Summative)
PME – CW1 [S]
Your report structure should include the following sections:
Cover page (University cover sheet)
Table of Contents
Table of Figures (optional)
List of Abbreviations (if appropriate)
Introduction
1 – MANAGING PROJECTS
1.1 Project Manager
1.2 Stakeholder Engagement and Management
1.3 The Project Triangle
2 – MANAGING RESOURCES AND MITIGATING RISKS
2.1 Managing Finances
2.2 Risk Management within the project
2.3 Change Management
3 – MANAGING PEOPLE AND TEAMS
3.1 Conflict and Negotiation
3.2 Leadership
3.3 Teamwork
Conclusion
References
Appendix (if appropriate)
NOTE: The word count of (5,000 words) only applies to the main body (shown in bold); i.e., cover page, table of contents, list of abbreviations, references, assessment self-evaluation and appendix are not part of the word count.
All submissions must be written in an academic style (not first person) and any figures, diagrams and independent research must be appropriately referenced using the Harvard Referencing System.
If you have any further questions about this coursework assignment, please contact the module leader or the tutor.
PME – CW1 [S]
Tip for Mapping the Assessment towards Module Topics and Module Learning Outcomes (LOs)
Assessment Task Module Topic Marks Module LOs
TASK 1 – MANAGING PROJECTS
The Project Manager
30
Strategically apply relevant project management practices within organisations
Stakeholder Management and Engagement
The Project Triangle
TASK 2 – MANAGING RESOURCES AND MITIGATING RISKS
Managing Finances
30
Critically appraise project management principles and environmental contexts in which projects can be delivered.
Risk Management Within a Project
Change Management
TASK 3 – MANAGING PEOPLE AND TEAMS
Conflicts and Negotiation
30
Critically evaluate how project management behaviours can promote organisational success.
Leadership
Teamwork
Presentation and Structure
10
Total
100
PME – CW1 [S]
3. Marking Guide (Student Version)
TASK ONE: Assignment task Mark Distinction Merit Pass Fail 1.1 The Project Manager
10 Critical discussion of the key skills needed by the project manager for running the project and how to develop these skills. Student is leveraging on the concepts presented in the module and is applying them to the case study. Discussion is supported by strong evidence from academic literature and by the comparison with at least one other similar real project. Good discussion of the key skills needed by the project manager for running the project and how to develop these skills. Student is leveraging on the concepts presented in the module and is applying them to the case study. Discussion is supported by solid evidence from academic literature. Basic discussion of the key skills needed by the project manager for running the project and how to develop these skills. Student is leveraging on the concepts presented in the module and is applying them to the case study. Discussion is supported by some basic evidence from academic literature. No critical discussion. No leverage on the concepts presented in the module. No application of the module concepts to the case study. 1.2 Stakeholder Management and Engagement
10 Detailed stakeholders influence map, critical discussion of the projects’ key stakeholders and of the stakeholder engagement techniques that can be adopted by the project manager. Student is leveraging on the concepts presented in the module and is applying them to the case study. Discussion is supported by strong evidence from academic literature and by the comparison with at least one other similar real project. Good stakeholders influence map, good discussion of the projects’ key stakeholders and of the stakeholder engagement techniques that can be adopted by the project manager. Student is leveraging on the concepts presented in the module and is applying them to the case study. Discussion is supported by solid evidence from academic literature. Basic stakeholders influence map, basic discussion of the projects’ key stakeholders and of the stakeholder engagement techniques that can be adopted by the project manager. Student is leveraging on the concepts presented in the module and is applying them to the case study. Discussion is supported by some basic evidence from academic literature. No critical discussion. No leverage on the concepts presented in the module. No application of the module concepts to the case study. 1.3 Project Triangle
10 Critical discussion of the importance of the project triangle parameters and their interrelation and potential impact on project scope. Student is leveraging on the concepts presented in the module and is applying them to the case study. Discussion is supported by strong evidence from academic literature and by the comparison with at least one other similar real project. Good discussion of the importance of the project triangle parameters and their interrelation and potential impact on project scope. Student is leveraging on the concepts presented in the module and is applying them to the case study. Discussion is supported by solid evidence from academic literature. Basic discussion of the importance of the project triangle parameters and their interrelation and potential impact on project scope. Student is leveraging on the concepts presented in the module and is applying them to the case study. Discussion is supported by some basic evidence from academic literature. No critical discussion. No leverage on the concepts presented in the module. No application of the module concepts to the case study
PME – CW1 [S]
TASK TWO: Assignment task Mark Distinction Merit Pass Fail 2.1 Managing Finances
10
Critical discussion and justification of what can be the cost estimation approach and technique appropriate for the case study.
Student is leveraging on the concepts presented in the module and is applying them to the case study.
Discussion is supported by strong evidence from academic literature and by the comparison with at least one other similar real project.
Good discussion and justification of what can be the cost estimation approach and technique appropriate for the case study.
Student is leveraging on the concepts presented in the module and is applying them to the case study.
Discussion is supported by solid evidence from academic literature.
Basic discussion and justification of what can be the cost estimation approach and technique appropriate for the case study.
Student is leveraging on the concepts presented in the module and is applying them to the case study.
Discussion is supported by some basic evidence from academic literature.
No critical discussion and justification.
No leverage on the concepts presented in the module.
No application of the module concepts to the case study. 2.2 Risk Management within the Project
10
Detailed presentation of at least six risks.
Risk register used.
Identified risks are specific to the case study and leverage on the risk categories seen in the module
Student is leveraging on the concepts presented in the module and is applying them to the case study.
Discussion is supported by strong evidence from academic literature and by the comparison with at least one other similar real project.
Good presentation presentation of at least six risks.
Risk register used.
Identified risks are specific to the case study and leverage on the risk categories seen in the module.
Student is leveraging on the concepts presented in the module and is applying them to the case study.
Discussion is supported by strong evidence from academic literature and by the comparison with at least one other similar real project.
Basic presentation of at least six risks.
Risk register used.
Identified risks are specific to the case study and leverage on the risk categories seen in the module.
Student is leveraging on the concepts presented in the module and is applying them to the case study.
Discussion is supported by strong evidence from academic literature and by the comparison with at least one other similar real project.
Less than six risks identified.
No use of the risk register.
No use of risk categories seen in the module.
No leverage on the concepts presented in the module.
No application of the module concepts to the case study
PME – CW1 [S]
TASK TWO: Assignment task Mark Distinction Merit Pass Fail 2.3 Change Management
10
Detailed presentation of the importance of managing change in the Hull Smart City OS over the course of the project and discussion of how change arising from projects should be controlled and managed in an organisation. Support your arguments with academic literature and references to other similar real projects.
Student is leveraging on the concepts presented in the module and is applying them to the case study.
Discussion is supported by strong evidence from academic literature and by the comparison with at least one other similar real project.
Good presentation of the importance of managing change in the Hull Smart City OS over the course of the project and discussion of how change arising from projects should be controlled and managed in an organisation. Support your arguments with academic literature and references to other similar real projects.
Student is leveraging on the concepts presented in the module and is applying them to the case study.
Discussion is supported by solid evidence from academic literature.
Basic presentation of the importance of managing change in the Hull Smart City OS over the course of the project and discussion of how change arising from projects i should be controlled and managed in an organisation. Support your arguments with academic literature and references to other similar real projects.
Student is leveraging on the concepts presented in the module and is applying them to the case study.
Discussion is supported by some basic evidence from academic literature.
No detailed discussion and justification.
No leverage on the concepts presented in the module.
No application of the module concepts to the case study.
TASK THREE: Assignment task Mark Distinction Merit Pass Fail 3.1 Conflicts and Negotiation
10
Detailed presentation of at least six conflicts and their sources. Critical discussion of actions that can be taken to resolve those conflicts.
Student is leveraging on the concepts presented in the module and is applying them to the case study.
Discussion is supported by strong evidence from academic literature and by the comparison with at least one other similar real project.
Good presentation of at least six conflicts and their sources. Good discussion of actions that can be taken to resolve those conflicts.
Student is leveraging on the concepts presented in the module and is applying them to the case study.
Discussion is supported by solid evidence from academic literature.
Basic presentation of at least six conflicts and their sources. Basic discussion of actions that can be taken to resolve those conflicts.
Student is leveraging on the concepts presented in the module and is applying them to the case study.
Discussion is supported by some basic evidence from academic literature.
Less than six conflicts identified, and source of the conflicts not specified.
No conflict management techniques/negotiation strategies presented.
No leverage on the concepts presented in the module.
No application of the module concepts to the case study.
PME – CW1 [S]
TASK THREE: Assignment task Mark Distinction Merit Pass Fail 3.2 Leadership
10
Detailed presentation of leadership styles and management behaviours for the Hull Smart City OS project and discuss why these are critical to improving the effectiveness and success of the project.
Student is leveraging on the concepts presented in the module and is applying them to the case study.
Discussion is supported by strong evidence from academic literature and by the comparison with at least one other similar real project.
Good presentation of leadership styles and management behaviours for the Hull Smart City OS project and discuss why these are critical to improving the effectiveness and success of the project.
Student is leveraging on the concepts presented in the module and is applying them to the case study.
Discussion is supported by solid evidence from academic literature.
Basic presentation of leadership styles and management behaviours for the Hull Smart City OS project and discuss why these are critical to improving the effectiveness and success of the project.
1Student is leveraging on the concepts presented in the module and is applying them to the case study.
Discussion is supported by some basic evidence from academic literature.
No critical discussion.
No leverage on the concepts presented in the module.
No application of the module concepts to the case study 3.3 Teamwork
10
Detailed discussion of what can be done to build highly successful, diverse and inclusive teams, and the challenges of working in diverse teams.
Student is leveraging on the concepts presented in the module and is applying them to the case study.
Discussion is supported by strong evidence from academic literature and by the comparison with at least one other similar real project.
Good discussion of what can be done to build highly successful, diverse and inclusive teams, and the challenges of working in diverse teams.
Student is leveraging on the concepts presented in the module and is applying them to the case study.
Discussion is supported by solid evidence from academic literature.
Basic discussion of what can be done to build highly successful teams, diverse and inclusive teams, and the challenges of working in diverse teams.
Student is leveraging on the concepts presented in the module and is applying them to the case study.
Discussion is supported by some basic evidence from academic literature.
No critical discussion.
No leverage on the concepts presented in the module.
No application of the module concepts to the case study
PRESENTATION AND REFERENCING Assignment task Mark Distinction Merit Pass Fail
Presentation and
Referencing
10
For a distinction the report will use a consistent approach to headings, tables and graphs. Sources will be correctly cited and there will be a complete set of references in the correct format and in alphabetical order. There is evidence of extensive independent reading and research. Formatting and presentation is professional throughout.
Referencing has few if any errors. The report is reasonably well presented but could be improved by greater attention to detail. There is evidence of wider reading and research.
There is a limited number of references, but the correct format is used, albeit with some errors. There may be some errors in formatting and presentation, but the report is reasonably professional in appearance.
References are inappropriate, irrelevant and/or incorrectly formatted. The references themselves suggest they have simply been copied from another source without accessing the material by the student. Total 100 (Summative Assessment)
PME – CW1 [S]
4. Marking Guide (Tutor Version)
This guidance should be read in conjunction with the general grading criteria in Appendix A. TASK ONE: Assignment task Mark Distinction (7-10 marks) Merit (6 marks) Pass (5 marks) Fail (0-4 marks) 1.1 The Project Manager
10 Critical discussion of the key skills needed by the project manager for running the project and how to develop these skills. Student is leveraging on the concepts presented in the module and is applying them to the case study. Discussion is supported by strong evidence from academic literature and by the comparison with at least one other similar real project. Good discussion of the key skills needed by the project manager for running the project and how to develop these skills. Student is leveraging on the concepts presented in the module and is applying them to the case study. Discussion is supported by solid evidence from academic literature. Basic discussion of the key skills needed by the project manager for running the project and how to develop these skills. Student is leveraging on the concepts presented in the module and is applying them to the case study. Discussion is supported by some basic evidence from academic literature. No critical discussion. No leverage on the concepts presented in the module. No application of the module concepts to the case study. 1.2 Stakeholder Management and Engagement
10 Detailed stakeholders influence map, critical discussion of the projects’ key stakeholders and of the stakeholder engagement techniques that can be adopted by the project manager. Student is leveraging on the concepts presented in the module and is applying them to the case study. Discussion is supported by strong evidence from academic literature and by the comparison with at least one other similar real project. Good stakeholders influence map, good discussion of the projects’ key stakeholders and of the stakeholder engagement techniques that can be adopted by the project manager. Student is leveraging on the concepts presented in the module and is applying them to the case study. Discussion is supported by solid evidence from academic literature. Basic stakeholders influence map, basic discussion of the projects’ key stakeholders and of the stakeholder engagement techniques that can be adopted by the project manager. Student is leveraging on the concepts presented in the module and is applying them to the case study. Discussion is supported by some basic evidence from academic literature. No critical discussion. No leverage on the concepts presented in the module. No application of the module concepts to the case study. 1.3 Project Triangle
10 Critical discussion of the importance of the project triangle parameters and their interrelation and potential impact on project scope. Student is leveraging on the concepts presented in the module and is applying them to the case study. Discussion is supported by strong evidence from academic literature and by the comparison with at least one other similar real project. Good discussion of the importance of the project triangle parameters and their interrelation and potential impact on project scope. Student is leveraging on the concepts presented in the module and is applying them to the case study. Discussion is supported by solid evidence from academic literature. Basic discussion of the importance of the project triangle parameters and their interrelation and potential impact on project scope. Student is leveraging on the concepts presented in the module and is applying them to the case study. Discussion is supported by some basic evidence from academic literature. No critical discussion. No leverage on the concepts presented in the module. No application of the module concepts to the case study
PME – CW1 [S]
TASK TWO: Assignment task Mark Distinction (7-10 marks) Merit (6 marks) Pass (5 marks) Fail (0-4 marks) 2.1 Managing Finances
10
Critical discussion and justification of what can be the cost estimation approach and technique appropriate for the case study.
Student is leveraging on the concepts presented in the module and is applying them to the case study.
Discussion is supported by strong evidence from academic literature and by the comparison with at least one other similar real project.
Good discussion and justification of what can be the cost estimation approach and technique appropriate for the case study.
Student is leveraging on the concepts presented in the module and is applying them to the case study.
Discussion is supported by solid evidence from academic literature.
Basic discussion and justification of what can be the cost estimation approach and technique appropriate for the case study.
Student is leveraging on the concepts presented in the module and is applying them to the case study.
Discussion is supported by some basic evidence from academic literature.
No critical discussion and justification.
No leverage on the concepts presented in the module.
No application of the module concepts to the case study. 2.2 Risk Management within the Project
10
Detailed presentation of at least six risks.
Risk register used.
Identified risks are specific to the case study and leverage on the risk categories seen in the module
Student is leveraging on the concepts presented in the module and is applying them to the case study.
Discussion is supported by strong evidence from academic literature and by the comparison with at least one other similar real project.
Good presentation presentation of at least six risks.
Risk register used.
Identified risks are specific to the case study and leverage on the risk categories seen in the module.
Student is leveraging on the concepts presented in the module and is applying them to the case study.
Discussion is supported by strong evidence from academic literature and by the comparison with at least one other similar real project.
Basic presentation of at least six risks.
Risk register used.
Identified risks are specific to the case study and leverage on the risk categories seen in the module.
Student is leveraging on the concepts presented in the module and is applying them to the case study.
Discussion is supported by strong evidence from academic literature and by the comparison with at least one other similar real project.
Less than six risks identified.
No use of the risk register.
No use of risk categories seen in the module.
No leverage on the concepts presented in the module.
No application of the module concepts to the case study
PME – CW1 [S]
TASK TWO: Assignment task Mark Distinction (7-10 marks) Merit (6 marks) Pass (5 marks) Fail (0-4 marks) 2.3 Change Management
10
Detailed presentation of the importance of managing change in the Hull Smart City OS over the course of the project and discussion of how change arising from projects should be controlled and managed in an organisation. Support your arguments with academic literature and references to other similar real projects.
Student is leveraging on the concepts presented in the module and is applying them to the case study.
Discussion is supported by strong evidence from academic literature and by the comparison with at least one other similar real project.
Good presentation of the importance of managing change in the Hull Smart City OS over the course of the project and discussion of how change arising from projects should be controlled and managed in an organisation. Support your arguments with academic literature and references to other similar real projects.
Student is leveraging on the concepts presented in the module and is applying them to the case study.
Discussion is supported by solid evidence from academic literature.
Basic presentation of the importance of managing change in the Hull Smart City OS over the course of the project and discussion of how change arising from projects i should be controlled and managed in an organisation. Support your arguments with academic literature and references to other similar real projects.
Student is leveraging on the concepts presented in the module and is applying them to the case study.
Discussion is supported by some basic evidence from academic literature.
No detailed discussion and justification.
No leverage on the concepts presented in the module.
No application of the module concepts to the case study.
TASK THREE: Assignment task Mark Distinction (7-10 marks) Merit (6 marks) Pass (5 marks) Fail (0-4 marks) 3.1 Conflicts and Negotiation
10
Detailed presentation of at least six conflicts and their sources. Critical discussion of actions that can be taken to resolve those conflicts.
Student is leveraging on the concepts presented in the module and is applying them to the case study.
Discussion is supported by strong evidence from academic literature and by the comparison with at least one other similar real project.
Good presentation of at least six conflicts and their sources. Good discussion of actions that can be taken to resolve those conflicts.
Student is leveraging on the concepts presented in the module and is applying them to the case study.
Discussion is supported by solid evidence from academic literature.
Basic presentation of at least six conflicts and their sources. Basic discussion of actions that can be taken to resolve those conflicts.
Student is leveraging on the concepts presented in the module and is applying them to the case study.
Discussion is supported by some basic evidence from academic literature.
Less than six conflicts identified, and source of the conflicts not specified.
No conflict management techniques/negotiation strategies presented.
No leverage on the concepts presented in the module.
No application of the module concepts to the case study.
PME – CW1 [S]
TASK THREE: Assignment task Mark Distinction (7-10 marks) Merit (6 marks) Pass (5 marks) Fail (0-4 marks) 3.2 Leadership
10
Detailed presentation of leadership styles and management behaviours for the Hull Smart City OS project and discuss why these are critical to improving the effectiveness and success of the project.
Student is leveraging on the concepts presented in the module and is applying them to the case study.
Discussion is supported by strong evidence from academic literature and by the comparison with at least one other similar real project.
Good presentation of leadership styles and management behaviours for the Hull Smart City OS project and discuss why these are critical to improving the effectiveness and success of the project.
Student is leveraging on the concepts presented in the module and is applying them to the case study.
Discussion is supported by solid evidence from academic literature.
Basic presentation of leadership styles and management behaviours for the Hull Smart City OS project and discuss why these are critical to improving the effectiveness and success of the project.
1Student is leveraging on the concepts presented in the module and is applying them to the case study.
Discussion is supported by some basic evidence from academic literature.
No critical discussion.
No leverage on the concepts presented in the module.
No application of the module concepts to the case study 3.3 Teamwork
10
Detailed discussion of what can be done to build highly successful, diverse and inclusive teams, and the challenges of working in diverse teams.
Student is leveraging on the concepts presented in the module and is applying them to the case study.
Discussion is supported by strong evidence from academic literature and by the comparison with at least one other similar real project.
Good discussion of what can be done to build highly successful, diverse and inclusive teams, and the challenges of working in diverse teams.
Student is leveraging on the concepts presented in the module and is applying them to the case study.
Discussion is supported by solid evidence from academic literature.
Basic discussion of what can be done to build highly successful teams, diverse and inclusive teams, and the challenges of working in diverse teams.
Student is leveraging on the concepts presented in the module and is applying them to the case study.
Discussion is supported by some basic evidence from academic literature.
No critical discussion.
No leverage on the concepts presented in the module.
No application of the module concepts to the case study
PRESENTATION AND REFERENCING Assignment task Mark Distinction (7-10 marks) Merit (6 marks) Pass (5 marks) Fail (0-4 marks)
Presentation and
Referencing
10
For a distinction the report will use a consistent approach to headings, tables and graphs. Sources will be correctly cited and there will be a complete set of references in the correct format and in alphabetical order. There is evidence of extensive independent reading and research. Formatting and presentation is professional throughout.
Referencing has few if any errors. The report is reasonably well presented but could be improved by greater attention to detail. There is evidence of wider reading and research.
There is a limited number of references, but the correct format is used, albeit with some errors. There may be some errors in formatting and presentation, but the report is reasonably professional in appearance.
References are inappropriate, irrelevant and/or incorrectly formatted. The references themselves suggest they have simply been copied from another source without accessing the material by the student. Total 100 (Summative Assessment)
PME – CW1 [S]
5. Appendix A – General Grading Criteria (Level 7)
Criterion 0-29%30-39% Fail 40-49% Low Fail 50-59% Pass 60-69% Merit 70-79%80-100% Distinction
Knowledge and Understanding
Knowledge base
Inadequate and often implicit knowledge base with some omissions and/or lack of theory of discipline and its ethical dimension.
Weak and often implicit knowledge base with some omissions and/or lack of theory of discipline and its ethical dimension
Limited and increasingly explicit knowledge base that begins to explore and analyse the theory and ethical issues of the discipline.
Satisfactory knowledge base; explores and explicitly analyses the discipline, its theory and ethical issues with some originality, detail and autonomy. explores and explicitly analyses the discipline, its theory and ethical issues with some originality, detail and autonomy.
Good knowledge base, exploring and analysing the discipline, its theory and ethical issues with considerable originality and autonomy.
Excellent information and knowledge base which deeply explores and analyses the discipline, its theory and ethical issues with clear originality and autonomy.
Outstanding information and knowledge base which deeply and extensively explores, critiques and analyses the discipline, its theory and ethical issues with clear originality, innovation and autonomy.
Understanding of Knowledge
Inadequate introduction to a basic appreciation of a wider field with little or no clarity and precision to the thoughts and practices related to the required discipline indicated.
Weak introduction to a basic appreciation of a wider field with some clarity and precision to the thoughts and practices related to the required discipline indicated.
Limited knowledge base;
Some appreciation of a basic wider field with clarity and precision to the thoughts and practices related to the required discipline indicated.
Satisfactory appreciation of and explicit links to a wider field.
Emerging application of thoughts and practices at the forefront of the discipline.
Good and clear understanding of, and explicit links to, some aspects of a wider field.
Application of current and emerging thoughts and practices from the discipline.
Thorough and deep knowledge and understanding of the topic and explicit evidence of the wider contexts of the topic with coherence and the ability to synthesise appropriate principles by reference to
Thorough, balanced and deep knowledge and understanding of the topic and explicit evidence of the wider contexts of the topic with coherence and the ability to synthesise appropriate principles by
PME – CW1 [S]
appropriate primary sources.
Excellent and detailed usage of recent emerging thought at the forefront of the discipline and/or practices from a range of appropriate disciplines.
reference to appropriate primary sources with no areas of weakness.
Outstanding and extensive usage of recent emerging thought at the forefront of the discipline and/or practices from a range of appropriate disciplines.
Cognitive Skills
Organisation & self- direction
Inadequate use of learning resources with some self-direction. Some input to teamwork.
Weak use of learning resources and input to teamwork. Some lack of structure/accuracy in expression.
Limited management of learning resources with consistent self-direction. Structured and mainly accurate expression.
Satisfactory management of learning resources complemented by self-direction/exploration. Structured/ accurate expression.
Good management of learning resources complemented by assured self-direction/exploration. An exemplar of structured/accurate expression.
Excellent management of learning resources using a range of tools, complemented by assured self-direction/exploration. An exemplar of structured/accurate expression.
Outstanding management of learning resources using a full range of current and emerging tools, complemented by assured self-direction/exploration. An exemplar of structured/accurate expression.
Academic skills
Inadequate academic/ intellectual skills with some difficulties. Largely imitative and descriptive. Some difficulty with structure and accuracy in
Weak academic/intellectual skills with few difficulties. Largely original work with some evidence of reflection and critique. Structure and
Limited academic/intellectual skills. Original work with personal reflection and broad evidence-based critique. Solid structure and accuracy in
Satisfactory academic/intellectual skills. Wholly original work with good reflection and solid, well-reasoned judgements forming from
Good academic/intellectual skills. Demonstrates intellectual originality and imagination
Excellent academic/intellectual skills. Demonstrates intellectual originality, integrity, coherence and imagination.
Outstanding academic/intellectual skills. Demonstrates intellectual originality, integrity, coherence, creativity and imagination
PME – CW1 [S]
expression but developing practical/professional skills.
accuracy in expression beginning to emerge.
expression. Practical/professional skills evident.
evidence-based critique. Consistent structure and accuracy in expression. Practical/professional skills established.
working consistently in the higher cognitive domains to a professional standard.
Referencing
Inadequate references and notes but may contain inconsistencies, errors or omissions.
Weak references and notes with minor or insignificant errors or omissions.
Limited and full and appropriate references and notes with minor or insignificant errors
Satisfactory with precise, full and appropriate references and notes.
Good with precise, full and appropriate references and notes at a high standard.
Excellent with precise, full and appropriate references and notes at near-publishing standard.
Outstanding with precise, full and appropriate references and notes at publishing standard.
Numerical skills
Inadequate numeric analysis that is mostly complete but contains errors with significant effect, or methods that are applied inappropriately.
Weak numeric analysis that is complete and mostly free from significant or critical errors with appropriate application of methods.
Limited numeric analysis that is complete and mostly free from errors with relevant and effective application of methods.
Satisfactory numeric analysis that is complete and mostly free from errors with fluent and appropriate application of methods.
Good numeric analysis that is complete and free from errors with application of methods that may be insightful or original.
Excellent numeric analysis that is complete and free from errors with application of methods that will be insightful and original.
Outstanding numeric analysis that is complete and free from errors with application of methods that will be insightful and original and may lead to new knowledge.
Personal research skills
Inadequate use of a range of personal research which is largely critically evaluated for key conceptual issues although this may not be consistent throughout.
Weak use of a wide range of personal research which is critically evaluated for key conceptual issues and is largely consistent throughout.
Limited, clear evidence of considerable personal research and the use of a diverse range of appropriate sources but may contain problems with consistency in
Satisfactory and substantial research and evidence of an innovative use of a wide range of personal research with clear and consistent conceptual evaluation.
Good evidence of an innovative or original use of extensive personal research which has been thoroughly evaluated conceptually.
Excellent evidence of an innovative or original use of extensive personal research which has been thoroughly critically evaluated both conceptually and
Outstanding evidence of an innovative and original use of extensive personal research which has been thoroughly critically evaluated, conceptually and methodologically
PME – CW1 [S]
the conceptual evaluation.
methodologically.
with deep reflection.
Performance, Professional and Practice skills
Ability to adapt to external expectations
Inadequate identification of external expectations and simple adaptation of own performance accordingly.
Weak identification of external expectations and variable adaptation of own performance accordingly.
Limited identification of a range of external expectations and adaptation of own performance accordingly based on a reflective account.
Satisfactory identification of a wide range of external expectations and frequent adaptation of own performance accordingly based on a reflective account.
Good identification of a wide range of external expectations and established cyclical recognition, adaptation and reflection of own performance.
Excellent identification of a full range of external expectations and established cyclical recognition, adaptation and reflection of own performance.
Outstanding identification of a full range of external expectations and established cyclical recognition, adaptation and reflection of own performance.
Ability to understand own performance in the context of others
Inadequate analysis of performance of self and others and suggests some improvements.
Weak analysis of performance of self and others and suggests improvements through action planning and/or risk management.
Limited analysis of performance of self and others and suggests improvements and may evidence a coaching approach.
Satisfactory self-analysis of own and others performance. Plans and documents improvements and may evidence a mentoring approach.
Good self-analysis of own and others performance. Plans and documents performance reviews and improvements and will evidence a mentoring or coaching approach as required.
Excellent self-analysis of own and others performance. Fully reflective of own performance. Plans and documents performance reviews and improvements and will evidence a mentoring or coaching approach as required.
Outstanding self-analysis of own and others performance. Fully reflective of own performance. Extensively plans and documents performance reviews and improvements and will evidence multiple mentoring or coaching approaches as required.
PME – CW1 [S]
Ability to undertake complex and non-routine tasks
Inadequate undertaking of complex and non-routine performance tasks with some awareness of planning.
Weak and growing evidence of undertaking complex and non-routine performance tasks. Has an awareness of planning and management of tasks.
Limited and strong evidence of planning and undertaking complex and non-routine performance tasks.
Satisfactory and varied evidence of planning and undertaking complex and non-routine performance tasks.
Good planning, undertaking and analysis of complex and non-routine performance tasks at a high level.
Excellent undertaking of complex and non-routine performance tasks at a semi-professional level.
Outstanding undertaking of complex and non-routine performance tasks at a professional level.
Ability to work within a team
Interacts on an inadequate level within a team, giving and/or receiving information and ideas. May modify responses where appropriate.
Weak, consistent interaction within a team, giving and receiving information and ideas and modifies responses where appropriate.
Limited interaction within a team, giving and receiving information and ideas on a consistent basis and modifies responses where appropriate. Identifies position in a team.
Satisfactory interaction within a team, giving and receiving information and ideas on a consistent basis and modifies responses where appropriate. May take a leadership role within a team.
Good interaction on almost all levels within a team, giving and receiving information and ideas on a consistent basis and modifies responses where appropriate. Has an established leadership role within a team.
Excellent interaction on all levels within a team, giving and receiving information and ideas on a consistent basis and modifies responses where appropriate. Has an established leadership role within a team or may be the leader of several teams.
Interacts in an outstanding and professional capacity within a team, giving and receiving information and ideas on a consistent and considered basis and modifies responses where appropriate. Has an established leadership role within a team or may be the leader of several teams.
Awareness of personal responsibilities and ability to work within professional codes of conduct
Inadequate awareness of personal responsibility and professional codes of conduct.
Weak and growing consistent awareness of personal responsibility and professional codes of conduct.
Limited awareness of personal responsibility and professional codes of conduct. Begins to critically analyse
Satisfactory awareness and demonstration of personal responsibility and professional codes of conduct. Thorough critical
Good awareness and demonstration of personal responsibility and professional codes of conduct. Meaningful
Excellent awareness and demonstration of personal responsibility and professional codes of conduct. Deep and meaningful
Outstanding awareness, sensitivity and demonstration of personal responsibility and professional codes of conduct. Deep
PME – CW1 [S]
professional practice.
analysis of professional practice and codes.
critical analysis of professional practice and codes.
critical analysis of professional practice and codes.
and meaningful critical analysis of professional practice and codes.
Personal and enabling skills
Assessment of own capabilities
Inadequate assessment of own capabilities using simple justification criteria set by self-and/or others with some evidence of taking the wider needs of the context into account.
Weak assessment of own capabilities using justification criteria set by self-and others, taking the wider needs of the context into account.
Limited assessment of own capabilities using a range of justification criteria set by self-and others, taking the wider needs of the context into account.
Satisfactory assessment of own capabilities using a diverse range of justification criteria set by self-and others, taking the wider needs of the context into account.
Good assessment of own and others capabilities using a diverse range of justification criteria set by self-and others, taking the wider needs of the context into account.
Excellent assessment of all stakeholder’s capabilities using a diverse and critiqued range of justification criteria set by self-and others, taking the wider needs of the context into account.
Outstanding assessment of all stakeholder’s capabilities using a diverse and critiqued range of justification criteria set by self-and others, taking the wider needs of the context into account.
Use of feedback
Inadequate use of feedback to adapt own actions to reach a desired aim.
Weak use of feedback to adapt own actions to reach a desired aim and some review of impact.
Limited and regular use of feedback to adapt own actions to reach a desired aim and periodic review of impact.
Satisfactory and consistent use of feedback to adapt own actions to reach a desired aim and regular review of impact and risk.
Good and consistent use of feedback to adapt own actions to reach a desired aim and reviews impact and risk. Takes some calculated risk.
Excellent and consistent use of feedback and feedforwards to adapt own actions to reach a desired aim and reviews impact and risk. Takes calculated risk.
Outstanding and consistent use of feedback and feedforwards to adapt own actions to reach a desired aim and reviews impact and risk. Has a strategic view of project(s) and manages calculated risk.
Development of interpersonal and communication skills
Inadequate, simple adaptation of interpersonal and communication skills to a
Weak ability to adapt interpersonal and communication skills to a range of situations and audiences and
Limited interpersonal and communication skills adapted to a wide range of situations and audiences and
Satisfactory interpersonal and communication skills evidenced at a high level and adapted to a wide range of
Good interpersonal and communication skills evidenced at a semi-professional level and
Excellent interpersonal and communication skills evidenced at a near-professional level and
Outstanding interpersonal and communication skills evidenced at a professional level and adapted to suit
PME – CW1 [S]
situation and/or audience.
with some degree of complexity.
with emerging degrees of complexity.
situations and audiences and with high degrees of complexity.
adapted to suit all situations and audiences and with high degrees of complexity.
adapted to suit all situations and audiences and with near-professional degrees of complexity.
all situations and audiences and with professional degrees of complexity.