Security Project Management Training

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Security Project Management Training

  1. 1. Project Management Methodology in Security Projects<br />Deter - Detect - Delay - Deny<br />1<br />John N. Motlagh, MBA<br />
  2. 2. Project management history<br />Project management defined<br />Team dynamics<br />Project management mechanics<br />Project manager qualities<br />Project estimating<br />Contracting<br />Risk assessment<br />Financials<br />Deter - Detect - Delay - Deny<br />2<br />Agenda<br />
  3. 3. “A project is a temporary endeavor undertaken to create a unique product or service” PMBOK 2001<br />“Any undertaking that has a definite, final objective representing specified values to be used to satisfy some need or desire”. Cleland<br />Deter - Detect - Delay - Deny<br />3<br />Project Defined<br />
  4. 4. Project Management is the application of knowledge, skills, tools and techniques to meet project objectives. PMBOK 2001<br />Deter - Detect - Delay - Deny<br />4<br />Project Management Defined<br />
  5. 5. Kerzner believes successful project management will yield the following:<br />Projects completed within the allotted time and budget<br />Systems having the desired performance level<br />Assigned resources are used effectively and efficiently<br />Customer acceptance<br />Deter - Detect - Delay - Deny<br />5<br />Project Management Defined<br />
  6. 6. “A program is a group of projects managed in a coordinated way to obtain benefits not available from managing them separately.” PMBOK 2001<br />“Operations are ongoing work, similar to programs, with a reduced sense of benefit.” Kerzner<br />Deter - Detect - Delay - Deny<br />6<br />Programs and Operation<br />
  7. 7. Deter - Detect - Delay - Deny<br />7<br />What is the PMBOK?<br />
  8. 8. Integration <br />Scope <br />Time<br />Cost <br />Quality<br />Procurement<br />Communication<br />Risk <br />Human Resources<br />Deter - Detect - Delay - Deny<br />8<br />PMBOK Knowledge Areas<br />
  9. 9. Initiation <br />Planning<br />Execution <br />Control<br />Close<br />Deter - Detect - Delay - Deny<br />9<br />PMBOK Process Groups<br />
  10. 10. Deter - Detect - Delay - Deny<br />10<br />How do Knowledge Areas and Process Groups map?<br />
  11. 11. Definitions<br />History<br />Dashboard<br />Deter - Detect - Delay - Deny<br />11<br />Project management fundamentals<br />
  12. 12. Temporary<br />Limited time frame<br />Definite beginning and end<br />End is when the objectives are met or, <br />It is clear that the objectives cannot be met<br />Unique<br />Something that has not been done before<br />May be unique even if the category it belongs to is large<br />Deter - Detect - Delay - Deny<br />12<br />Project management definitions<br />
  13. 13. Developing a new fighter jet<br />Bringing a new drug to market<br />Installing a security system<br />Programming a DVR<br />Deter - Detect - Delay - Deny<br />13<br />Project definitions<br />
  14. 14. Time<br />Processes required to ensure timely completion of the project<br />Cost<br />Processes required to ensure the project is completed within budget<br />Quality<br />Includes all the process required to ensure the project will satisfy the needs for which it was undertaken<br />Deter - Detect - Delay - Deny<br />14<br />Project definitions<br />
  15. 15. Activity definition<br />Activity sequencing<br />Activity duration estimating<br />Schedule development<br />Schedule control<br />Deter - Detect - Delay - Deny<br />15<br />Time<br />
  16. 16. Resource planning<br />Cost estimating<br />Cost budgeting<br />Cost control<br />Deter - Detect - Delay - Deny<br />16<br />Cost<br />
  17. 17. Quality planning<br />Quality assurance<br />Quality control<br />Deter - Detect - Delay - Deny<br />17<br />Quality<br />
  18. 18. Project manager<br />Management team<br />Subcontractors<br />Sales team<br />Consultants <br />Customers<br />Deter - Detect - Delay - Deny<br />18<br />Stakeholders<br />
  19. 19. An MS Project gantt chart is not a WBS<br />Base line planning document<br />If it is not in the WBS it is not in scope<br />Deter - Detect - Delay - Deny<br />19<br />Work breakdown structure<br />
  20. 20. Time oriented display of activity<br />Activity along the left<br />Calendar along the top<br />Duration represented by bars<br />Deter - Detect - Delay - Deny<br />20<br />Gantt or Bar chart<br />
  21. 21. Critical path method (CPM)<br />Used to predict project duration<br />Analyze the activities with the least amount of scheduling flexibility<br />Late start<br />Early finish<br />Deter - Detect - Delay - Deny<br />21<br />Network diagram<br />
  22. 22. PERT Statistical estimating<br />Optimistic<br />Most likely<br />Pessimistic<br />Deter - Detect - Delay - Deny<br />22<br />
  23. 23. No shortage of literature on team dynamics<br />The Joiner Team Handbook is the best there out there <br />Deter - Detect - Delay - Deny<br />23<br />Managing the project team<br />
  24. 24. Team building stages<br />Forming<br />Feelings<br />Behaviors<br />Storming<br />Norming<br />Performing<br />Recipe for a successful team<br />Clear goals<br />Continuous improvement<br />Clear roles<br />Clear communication<br />Beneficial team behaviors<br />Well defined decision process<br />Established ground rules<br />Awareness of group process<br />Use scientific approach<br />Deter - Detect - Delay - Deny<br />24<br />Highlights from the Team Handbook<br />
  25. 25. Deter - Detect - Delay - Deny<br />25<br />Break?<br />
  26. 26. Late 1800’s<br />Faced with large projects<br />Unprecedented amounts of raw materials<br />Managing 1000’s of laborers<br />Transcontinental railroad<br />Deter - Detect - Delay - Deny<br />26<br />Project management history<br />
  27. 27. Early 1900’s<br />Demand for harder and longer hours from workers force science of efficiency<br />WWI, New deal projects<br />Gantt chart developed around 1900<br />PM unchanged for almost 100 years<br />Deter - Detect - Delay - Deny<br />27<br />Project management history<br />
  28. 28. Late 1900’s<br />WWII<br />Shrinking war time labor<br />New organization <br />Pert chart<br />Critical Path Methodology (CPM)<br />Highly complex projects for military, industrial, construction<br />Deter - Detect - Delay - Deny<br />28<br />Project management history<br />
  29. 29. Today<br />Internet based systems<br />Global resources working in real time<br />Deter - Detect - Delay - Deny<br />29<br />Project management history<br />
  30. 30. Pre-sales<br />Defining phase<br />Planning phase<br />Implementation phase<br />Closing phase<br />Deter - Detect - Delay - Deny<br />30<br />Phase breakdown<br />
  31. 31. Divided into unique phases, starts after sales cycle is complete<br />Deter - Detect - Delay - Deny<br />31<br />Security specific project management<br />Defining<br />Planning<br />Closing<br />Implementing<br />
  32. 32. Defining<br />Get organized<br />Review the contract<br />Interview sales and customer<br />Prepare a riser diagram<br />Update the BOM<br />Assume control of cash flow and cost<br />Hold kick off meeting<br />Deter - Detect - Delay - Deny<br />32<br />Project dashboard checklist<br />Planning<br /><ul><li>Preliminary schedule
  33. 33. Work breakdown schedule
  34. 34. Cost Re-Estimate
  35. 35. Critical path
  36. 36. Project schedule</li></ul>Implementation<br /><ul><li>Controlling
  37. 37. Documentation tools
  38. 38. Procurement
  39. 39. Manage the field work</li></ul>Closing<br /><ul><li>Customer training
  40. 40. As built drawing
  41. 41. Final security testing
  42. 42. Final acceptance
  43. 43. Warranty
  44. 44. Service turnover
  45. 45. Project audit</li></li></ul><li>Defining<br />Site survey report<br />Estimating worksheet checklist<br />Pre-bid review<br />Sales to ops turnover form<br />Validate scope<br />Hold kick off meeting<br />Deter - Detect - Delay - Deny<br />33<br />Project dashboard activities<br />Planning<br /><ul><li>Project plan
  46. 46. Kick off meeting action items</li></ul>Implementation<br /><ul><li>Weekly meetings
  47. 47. Daily onsite project controls
  48. 48. Weekly onsite documentation</li></ul>Closing<br /><ul><li>Punch list
  49. 49. Project closeout
  50. 50. Ops to service turnover</li></li></ul><li>Align project with company objectives<br />Increase profit<br />Reduce risk<br />Generate additional revenue<br />Face to the customer<br />Create competitive advantage<br />Deter - Detect - Delay - Deny<br />34<br />Role of the Project Manager<br />
  51. 51. Manage design process<br />Manage costs<br />Balance activities<br />Ensure customer satisfaction<br />Project scope<br />Project costs<br />Project schedule<br />Not price<br />Deter - Detect - Delay - Deny<br />35<br />Responsibilities<br />
  52. 52. Understand and interpret the scope of work to the project team<br />Continually validate scope with customers<br />Continually search for ways to reduce costs<br />Plan project phases and tasks<br />Manage cash flow<br />Coordinate sub-contractors<br />Communicate to the stakeholders<br />Deter - Detect - Delay - Deny<br />36<br />Tactical tasks<br />
  53. 53. Project leader<br />Administrator<br />Coordinator<br />Politician<br />Advocate <br />for the firm <br />and the customer<br />?<br />Deter - Detect - Delay - Deny<br />37<br />Qualities of a Project Manager<br />
  54. 54. The project manager is responsible for <br />Project definition<br />Project planning<br />Project implementation<br />Project closing<br />The PM must make sure the project is <br />On time<br />Within budget<br />Within scope, and <br />Meets customer expectations<br />Deter - Detect - Delay - Deny<br />38<br />Project manager summary<br />
  55. 55. Security equipment specifications<br />Tools and techniques<br />Risks associated with estimating<br />Inputs to an accurate estimate<br />Deter - Detect - Delay - Deny<br />39<br />Estimate security projects<br />
  56. 56. Removed from electric subsystem<br />Now they are considered under Division 28<br />Deter - Detect - Delay - Deny<br />40<br />Specifications<br />
  57. 57. Order of magnitude<br />Expert judgment<br />-25% to +75%<br />Parametric modeling<br />Cost /sq ft, budgetary<br />-10% to +25%<br />Bottom up<br />Cost of individual items<br />-5% to +10%<br />Unit price<br />-5% to +5%<br />Deter - Detect - Delay - Deny<br />41<br />Cost estimating techniques<br />
  58. 58. Scope<br />Loosely defined scope<br />No specs<br />Poor requirements<br />Time<br />Rushed timeline<br />Unanticipated overtime<br />Quality<br />Customer asks for work beyond scope without change order<br />Other<br />Legislative requirements<br />Might change during project<br />Deter - Detect - Delay - Deny<br />42<br />What can affect your estimates?<br />
  59. 59. “Make it up on the next job”<br />Poor scope interpretation<br />Inaccurate WBS<br />Rework<br />Optimistic schedule<br />?<br />Deter - Detect - Delay - Deny<br />43<br />Estimating risks<br />
  60. 60. Work breakdown structure<br />Resource requirements<br />Resource rates<br />Activity durations<br />Historical information<br />Deter - Detect - Delay - Deny<br />44<br />Estimating inputs<br />
  61. 61. List resources required for each WBS item<br />Need resource quantity<br />Need resource cost<br />Resource types<br />Equipment<br />Labor<br />Subs<br />Special tools<br />Deter - Detect - Delay - Deny<br />45<br />Resource requirements<br />
  62. 62. Unit price for each resource<br />Consider using burdened labor rate<br />Deter - Detect - Delay - Deny<br />46<br />Resource rates<br />
  63. 63. Use standard labor for installation<br />NECA manual<br />Man hours<br />16 man hours = 2 techs for 1 day<br />Deter - Detect - Delay - Deny<br />47<br />Activity duration<br />
  64. 64. How much did this cost in the past?<br />Use it as a check rather than lead estimating tool<br />Deter - Detect - Delay - Deny<br />48<br />Historical information<br />
  65. 65. General conditions<br />Bid bond<br />Performance bond<br />Insurance<br />Workman’s comp<br />Permits<br />Performance<br />Contract types<br />RFP<br />Fixed price<br />Cost re-imbursement<br />Time and materials<br />Deter - Detect - Delay - Deny<br />49<br />Contracting<br />
  66. 66. First step to manage security risks<br />Evaluate the likelihood that a threat will be successful, and then considers<br />The potential severity of if the event comes to pass<br />The objective is to identify <br />Hazards<br />Threats and <br />vulnerabilities<br />Deter - Detect - Delay - Deny<br />50<br />Security vulnerability assessment<br />
  67. 67. Evaluate countermeasures to provide protection to the<br />Public<br />Employees<br />National interests<br />Environment<br />Countermeasures come in the form of <br />CCTV<br />Intrusion detection<br />Access control<br />Barrier technology<br />Lighting<br />Policy<br />Deter - Detect - Delay - Deny<br />51<br />What does a firm do with the results?<br />
  68. 68. Risk<br />Deter - Detect - Delay - Deny<br />52<br />SVA Concepts<br />
  69. 69. Risk variables<br />Deter - Detect - Delay - Deny<br />53<br />SVA Concepts<br />
  70. 70. Deter - Detect - Delay - Deny<br />54<br />SVA Process<br />
  71. 71. Deter - Detect - Delay - Deny<br />55<br />Risk assessment steps<br />Asset <br />characterization<br />Threat<br />Assessment<br />Vulnerability<br />Analysis<br />Risk Assessment<br />Countermeasures<br />Analysis<br />
  72. 72. NFPA 101 (National Fire Protection Association)<br />Highlights<br />AHJ<br />Fire exit hardware (exit doors should get your full and undivided attention)<br />Means of egress (NFPA chapter 7, IBC ch. 10)<br />Area of refuge<br />Deter - Detect - Delay - Deny<br />56<br />Life safety codes<br />
  73. 73. NFPA – 70 National electric code<br />NFPA – 72 National fire alarm code<br />NFPA – Standard for emergency and safety power systems<br />NFPA – 730 Premise security<br />UL924 – Standard for safety emergency lighting and power<br />UL325 – Gate operators<br />ASTM F-1184 and F-2200 – posts and gates<br />Deter - Detect - Delay - Deny<br />57<br />Other governing codes<br />
  74. 74. Markup vs. margin<br />Earned value<br />Change order<br />Deter - Detect - Delay - Deny<br />58<br />Project financial management<br />
  75. 75. Markup vs. Margin<br />Markup is cost plus a %<br />Don’t use it<br />Margin is preferred<br />Deter - Detect - Delay - Deny<br />59<br />
  76. 76. Comparison of <br />Budgeted value of work (Planned value, PV)<br />Earned value, function of<br />Percentage complete and<br />Planned value <br />Actual cost<br />Deter - Detect - Delay - Deny<br />60<br />Earned value measurement<br />
  77. 77. Cost variance<br />Measurement according to budgeted amount in terms of<br />Dollar amount over/under<br />% of budget over/under<br />Schedule variance<br />Measurement according to scheduled activity in terms of<br />Time over/under schedule<br />% of time over under<br />Deter - Detect - Delay - Deny<br />61<br />Earned value measurement<br />
  78. 78. Cost performance index<br />Less than 1 means over budget<br />Greater than or equal to 1 is on budget<br />Schedule performance index<br />Less than 1 means behind schedule<br />Greater than or equal to 1 is on schedule<br />Deter - Detect - Delay - Deny<br />62<br />Earned value measurement<br />
  79. 79. Deter - Detect - Delay - Deny<br />63<br />Had enough?<br />

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