Smart City Emergence

Cases From Around the World

Leonidas Anthopoulos

• Publisher: Elsevier
• Year: 2019
• Print ISBN: 9780128161692
• eBook ISBN: 9780128165843
• Topic: Politics & International Relations
• Subtopic: City Planning & Urban Development
• Index: Politics & International Relations

Smart City Emergence: Cases from around the World analyzes how smart cities are currently being conceptualized and implemented, examining the theoretical underpinnings and technologies that connect theory with tangible practice achievements. Using numerous cities from different regions around the globe, the book compares how smart cities of different sizes are evolving in different countries and continents. In addition, it examines the challenges cities face as they adopt the smart city concept, separating fact from fiction, with insights from scholars, government officials and vendors currently involved in smart city implementation.- Utilizes a sound and systematic research methodology- Includes a review of the latest research developments- Contains, in each chapter, a brief summary of the case, an illustration of the theoretical context that lies behind the case, the case study itself, and conclusions showing learned outcomes- Examines smart cities in relation to climate change, sustainability, natural disasters and community resiliency

1

Project management guidelines/frameworks in the era of agility and complexity

Vyron Damasiotis and Panos Fitsilis, General Sciences Department, University of Thessaly, Larissa, Greece

Abstract

Nowadays, the role of project management (PM) as a prerequisite for successful project execution is globally acknowledged. Several PM frameworks have been introduced during the last years to help project managers and project stakeholders to understand their role in projects, to make them be aware of their expected operations, and to systematically guide their actions during project execution. The dominant PM frameworks as well as their similarities and differences are presented with emphasis given to PM body of knowledge guide. Furthermore, the notion and the dimensions of complexity in projects in general and in software projects in particular with its implications in PM are presented.

Keywords

Project management frameworks; project management body of knowledge; project complexity; software project complexity

Chapter Outline

• 1.1 Introduction 1
• 1.2 Project management standards 2
  • 1.2.1 International project management association individual competence baseline guide 2
  • 1.2.2 Project IN controlled environment 3
  • 1.2.3 The ISO21500:2012 5
  • 1.2.4 The project management body of knowledge guide 6
  • 1.2.5 Project management standards’ comparison 11
• 1.3 Project complexity and project management 12
  • 1.3.1 Types of complexity 13
  • 1.3.2 Approaches to complexity 13
  • 1.3.3 Software project complexity 15
• 1.4 Conclusion 16
• About the authors 17
• References 17

1.1 Introduction

A project is a set of activities, tasks, and processes executed together in order to achieve specific project objectives under certain constraints in terms of time, cost, and resources (Kerzner, 2013). For the successful execution of these elements and meeting the project objectives, we need to establish a set of project management (PM) processes. Initially, the term “project management” was introduced at the US aerospace-sector large projects during 1950s and at that time led to the development of two scheduling models: the critical path method and the program evaluation and review technique (Hornstein, 2015). In subsequent years, the need to manage large software projects forced the PM community to develop advanced methodologies and techniques more suitable for large projects. Currently, the application of PM techniques is considered as “sine qua non” in achieving projects goals. The Project Management Institute (PMI), one of the most popular PM professional associations worldwide, defines PM in PM body of knowledge (PMBOK) as the “application of knowledge, skills, tools, and techniques to project activities to meet the project requirements” (PMI, 2017). However, PMBOK is not the only framework focusing on PM. Several PM frameworks have been introduced with the most popular of them being the International Project Management Association (IPMA) Competence Baseline [Individual Competence Baseline (ICB)] (IPMA, 2015), Projects IN a Controlled Environment (PRINCE2) (Axelos, 2017), ISO21500—Guidance on project management (ISO, 2012), etc. In the following sections we will offer a short introduction to each of the aforementioned PM frameworks.

1.2 Project management standards

1.2.1 International project management association individual competence baseline guide

The IPMA issued its first guide in PM named ICB in 1998. IPMA (2015) delivered the fourth version of ICB guide, which reflects latest development in PM. The ICB guide, unlike other PM approaches, is focused on the soft skills required by individuals for effective PM rather than on the hard skills (e.g., methods and techniques). More specifically, ICBv4 guideline describes a comprehensive list of competencies that each individual should have or should develop for a successful management of a project, program, or portfolio. However, ICBv4 does not describe in detail the competencies required for each specific project roles, as it considers that the required competencies for each role may differ according to project type, organization, or industry that undertake the project (Vukomanović, Young, & Huynink, 2016).

ICBv4 identifies 29 competence elements which are divided into three competence areas as follows (IPMA, 2015):

1. 1. People competencies: Includes 10 personality/behavioral traits required by PMs needed in the context of a project, program, or portfolio management. Therefore in this category, competences such as communication, leadership activities are included.
2. 2. Practice competencies: Includes 14 elements describing the methods, tools, and techniques that should be used in the management of projects, programs, or portfolios to realize their success. A person working in a project needs to master skills such as how to manage the scope and the requirements or how to develop a schedule. These skills are related mainly with technical aspects of the management of a project.
3. 3. Perspective competencies: Includes 5 elements describing the methods, tools, and techniques required to support the development of projects, programs, and portfolios, through which individuals interact with the environment. For example, knowing the cultural traits of the project stakeholders is an important asset for the project managers.

In Table 1.1 the elements that are included in each competency area are presented.

Table 1.1

Competency elements per competency area.

People competencies	Practice competencies	Perspective competencies
Self-reflection and self-management	Design	Strategy
Personal integrity and reliability	Goals, objectives, and benefits	Governance, structures, and processes
Personal communication	Scope	Compliance, standards, and regulation
Relationships and engagement	Time	Power and interest
Leadership	Organization and information	Culture and values
Teamwork	Quality
Conflict and crisis	Finance
Resourcefulness	Resources
Negotiation	Procurement
Results orientation	Plan and control
	Risk and opportunity
	Stakeholders
	Change and transformation
	Select and balance

It should be made clear that ICBv4 was developed to be the global standard for individual competencies in project, program, and portfolio management, and it can be used supplementary to other popular PM standards. It focuses on the ability of individuals to acknowledge disciplines from the side of the processes, methodology tools, and techniques, and to apply them successfully to projects, programs, and portfolio in order to enhance the possibilities for project success (Vukomanović et al., 2016).

1.2.2 Project IN controlled environment

PRINCE2 is among the most known and widely used PM methodology around the globe, used by a wide range of people, organizations, and industries in both public and private sectors. Initially PRINCE2 was introduced in 1996 by the Office of Government Commerce in the United Kingdom, as a generic PM method and increasingly became very popular and de facto methodology for PM worldwide. Since 2013, the ownership and the responsibility for the development and promotion of PRINCE2 were transferred to a company named AXELOS Ltd. PRINCE2 was updated in 2017 in order to adopt the latest changes in business practices and to capitalize the feedback received by the PRINCE practitioners. This PRINCE update was aiming to provide trusted guidance and authority to customers and project stakeholders in a dynamic project environment with continuously raised expectations and new emerging technologies (Axelos, 2017). Currently, PRINCE2 can be used as a guide for managing projects regardless of their type or size. It consists of four basic but integrated elements: project environment, principles, themes, and processes. These elements are described and defined in PRINCE2 as follows (Axelos, 2017).

The processes consist of the core of PRINCE2 framework, describing the main steps that should be followed during the project life cycle. Seven process groups have been identified, which are:

1. 1. starting up the project,
2. 2. directing a project,
3. 3. initiating a project,
4. 4. controlling a stage,
5. 5. managing product delivery,
6. 6. managing stage boundaries, and
7. 7. closing a project.

For each one of these processes, checklists with recommended activities, responsibilities, and guidance for tailoring the process to the specific project environment are provided.

One of the main constructs of PRINCE2 is the theme. The themes are the parts of the project which need to be continually tackled throughout the project. They are knowledge areas on a specific PM areas (e.g., the business case, planning, quality). For each theme, PRINCE2 provides the necessary guidance on how to apply them into projects and defines the minimum requirements needed to be fulfilled in each theme. The PRINCE2 themes are the following:

• • Business case: It refers ...

Table of contents

• Cover image
• Title page
• Table of Contents
• Copyright
• List of Contributors
• Foreword
• Introduction
• 1. Project management guidelines/frameworks in the era of agility and complexity
• 2. The smart city of Évora
• 3. The smart city of Torino
• 4. The smart city of Leuven
• 5. The smart city of Vienna
• 6. A smart city needs more than just technology: Amsterdam’s Energy Atlas project
• 7. The smart city of Trikala
• 8. The evolution of smart city policy of Korea
• 9. The smart city of Hangzhou, China: the case of Dream Town Internet village
• 10. The smart city of Changsha, China
• 11. Smart city evolution in India: the cases of Dehradun, Nagpur, and Allahabad
• 12. The smart city of Pune
• 13. The smart city of Nara, Japan
• 14. A smart city case study of Singapore—Is Singapore truly smart?
• 15. The smart city of Newark, NJ: data analytics platform for economic development and policy assessment
• 16. The case of Quayside, Toronto, Canada
• 17. The Brazilian smart cities: a national literature review and cases examples
• 18. Porto Alegre, Brazil: the smart health case of Gerint
• 19. Smart city of Algiers: defining its context
• 20. The smart city of Johannesburg, South Africa
• 21. The smart city of Tunisia
• Conclusions: putting “sustainable” in smart cities
• Author index
• Subject index