1.  Project Team Members:
 Mr. Larry Khan (Project Manager/ Team Leader)
 Mr. Carmichael Ellis (Telecom Specialist)
 Mr. Vincent Kirk (Security Consultant)
 Ms. Joanna Inniss (Financial Analyst)
 Mr. Nigel La Fleur (Senior IT Consultant)
1

2.  Summary:
Metropolitan Security Monitoring Systems(MSMS) referred to as “Project” was born out
of the need to bring about a definitive change in the reduction of criminal activities in
our Capital City of Port-of-Spain.
The Project was sanctioned and sponsored by The Ministry of National Security and is
expected to be completed within eighteen (18) months , from Jan. 1st 2012 to June 30th
21013 with an approved baseline budget of five (5) million TT dollars.
The Project success criteria will be to ensure key stakeholders cooperation and
satisfaction, maintain deadlines and schedules, and demonstrate the importance of
surveillance and security in our capital city.
MSMS was chosen over other alternatives due to the fact it had numerous advantages to
its methodologies, quality assurances, and depth of scope. The camera monitor system
guarantees a “24-7” option which can span the entire city and is far more effective than
traditional patrols.
Apart from the primary sponsor (Min. of National Security), other stakeholders to
benefit from this Project are: Port-of-Spain City Corporation, Port-of-Spain Police
Division, DOMA, Project beneficiaries (citizens, commuters, employees, pedestrians
etc.)
2

3.  Purpose:
This plan details how the approach to changed will be approached, what defines change, the
functionality of the change control board, and the related change m’gmt. processes.
The change m’gmt. system for the Project will ensure that all proposed changes are clearly defined,
reviewed by the relevant authority, and agreed upon for inclusion and communication to all
stakeholders.
The Change Management approach will consist of the following criteria:
 Changes are within the scope and clearly beneficial
 How the change will be included
 How is the change managed in its inclusion
 Definition of Change:
It will be the Project Manager’s responsibility to maintain communication of approved changes with
the Project’s stakeholders. Additionally, all approved changes must be documented where necessary
and these updates must be communicated to all parties concerned
3

4.  Change Control Authority:
The Ministry of National Security is the designated authority for all proposed
change requests to the Project. They will review all change requests, assess
their impacts on the project risk, scope, cost, and schedule, and approve or
deny each change request accordingly.
Once change requests are submitted to the Project Manager by fellow team
members or stakeholders, they will be documented into the official change
request log and discussed in fortnightly meetings held every Monday for
assimilation. If more information is needed for a particular change request, the
request will be deferred and sent back for more detailed information. For
critical changes, the Project Manager will be given the leeway to contact
Ministry officials before the usual scheduled meetings to assess such change
requests.
4

5.  Roles and Responsibilities:
Project Sponsor Approval:
 All changes to budget and funding
 All changes to project schedule baseline
 Any changes to project scope
Project Manager:
 Collect and document all change requests from project stakeholders
 Conduct preliminary risk, cost, schedule, scope analysis of change before Ministry
referral
 Seek elucidation from change requests pending unusual issues
 Document revisions for all approved changes
 Collaborate with officials from the Ministry of National Security
Project Team and Stakeholders:
 Submit all change requests via standard change request forms
 Provide detailed information on change request forms
 Address in depth questions regarding any submitted change requests
5

6.  Change Control Process:
The Change Control Process for the Project will follow the standard change process method for all
projects. The Project Manager has overall responsibility for executing the change management
process for each change request. The process will follow the stages as described hereunder:
1. Stakeholders identify the need for a change – Request will be submitted on a completed change
request form to the Project Manager
2. Project Manager will document change in the change request log – This log of all submitted change
requests remains active throughout the project’s lifecycle
3. Project Manager / Team and Requestor meet to evaluate the change – The Project Manager will do a
preliminary assessment on the impact to risk, cost, schedule, and scope and seek clarification from
team members and the requestor
4. Project Manager submits change request to Ministry – The Project Manager will submit the change
request, as well as the preliminary assessment, to the Ministry for review
5. Ministry to give decision on change request – The Ministry will discuss the proposed change and
decide whether or not it will be approved based on submitted information.
6. Project Manager incorporates change – If a change is approved by the Ministry, the Project Manager
will update all necessary project documentation accordingly.
6

7.  Definition & Purpose:
This Plan will define the communications structure for the Project. It will serve as a guide for
communications throughout the duration of the Project and will be updated to reflect changing
needs. The plan identifies and defines the roles of persons involved in the Project. It also includes a
communications matrix which maps the communication requirements of the project. An in-depth
guide for conducting meetings details the communications rules and how the meetings will be
conducted, ensuring successful meetings.
 Core Communications Group:
 Project Sponsor
 Key Stakeholders
 Project Manager
 Core Project Team
 Technical Lead
7

8.  Communication Matrix:
8

9.  Scope Statement:
This Project is to develop a comprehensive Camera Monitoring Security System in the City of Port of
Spain. Upon testing and acceptance, the responsibility and maintenance is to be handed over to the
City of Port of Spain. The Project Manager is responsible for the overseeing of the Project and shall
meet the following deliverables, which includes a functional Camera Monitoring Security System
with a Baseline Budget of five million ($5,000.000.00) TT dollars, to be completed on or before June
30th 2013 and Milestones are to be established after every Phase of the Project.
 Business Objectives include:
 Business need/ opportunity/ objective
 Product description
 Deliverables
 Scope of Work (SOW)
 Design
 Cameras
 Completion criteria
 Risk Assessment
 Project controls 9

10.  Initiation:
 Needs assessment
 Creation of Preliminary Scope Statement
 Develop Project Charter
 Define Roles and Responsibilities
 Budget Information
 Planning
 Create Scope Statement
 Determine Project Team
 Project Team Kick-off meeting
 Produce Base Map with Crime Statistics in P.O.S.
 Create Base Map with Network
 Analyze Map and determine ‘Hot – Spots’
 Develop Project Management Plan
 Determine Budget
 Determine Assumptions and Dependencies
 Determine Constraints
10

11.  Execution:
 Project Kick-off meeting
 Design System
 Procure Hardware and Software
 System Installation
 Testing Phase
 Phase 1 (Hardware)
 Phase 2 (Software)
 Phase 3 (Back-up & Recovery)
 Monitor & Control
 Project Management
 Project Status Meetings
 Closeout
 Audit Procurement
 Document Lessons Learned
 Update Files & Records
 Final Sign-off
 Project Hand - Over
11

12.  Purpose:
The purpose of this Schedule Management Plan is to establish a formal process by which
the Project schedule will be created and establishes how schedule management will be
executed. This process includes the tools necessary for schedule creation and
management, the roles and responsibilities of the project participants in creating and
managing the schedule, and the monitoring and control of any proposed schedule
changes. In order to successfully complete this project, it is imperative that formal
schedule management guidelines are created, implemented, and followed.
 Schedule Management Core Group with assigned roles &
responsibilities:
 The Project Sponsor
 Project Manager
 Senior Information (IT) Consultant
 Telecom Specialist
 Security Consultant
 Other Project Stakeholders
12

13.  Schedule Management Approach:
 The schedule for this Project was based on the Project Charter
 The WBS breaks the project work down into manageable work packages with all of
the necessary scheduling detail
 The project schedule will be a result of all required project work in the correct
sequence while accounting for all task dependencies and required resources
 The Project Schedule will be created as a Gantt chart in MS Project
 As tasks are completed the Project Manager will update the schedule accordingly in
order to provide awareness of the project schedule to all team members.
 The creation of the Project schedule will result in many tasks and milestones.
However, the following milestones must be included in the schedule as a minimum
and will require acceptance by the Ministry of National Security:
 Project Approval
 Project Plan Approval
 Acceptance of project deliverables
 Going Live
 Project Close-out review
13

14.  Schedule Monitoring & Control:
The Project will be monitored and controlled aggressively by the Project Manager
and team. In order to provide constant schedule awareness, the Project Manager will
chair bi-weekly project schedule meetings. At these meetings all project team
members will be required to report the status of their assigned work as it relates to
the schedule. This will allow the Project Manager to fully understand the status of
the project schedule and provide him with the opportunity to shift or re-allocate
resources, funding, or submit schedule change requests as necessary.
As each schedule task is completed, the team member responsible for the work will
provide an update to the Project Manager notifying him of such. These notifications
must be immediate and not wait until the next bi-weekly project schedule meeting.
This will allow the Project Manager to track schedule status in real time in order to
provide status updates to the Ministry of National Security or Stakeholders as
necessary with current information. Additionally, as interim project deliverables are
completed, they will be presented to the Ministry of National Security for deliverable
acceptance.
14

15.  Schedule Change Process:
 Must be approved by senior management
 Can be submitted by any team –member
 Review is done by PM and project team
 Review must include evaluation of the impact on schedule, cost, scope,
and resources
 Once approved, it must follow the guidelines in the Change M’gmt.
Plan
 Once change exceeds boundary, it must be forward to Project
Sponsor for further review and approval
 Once a change request has been approved, the changes will be
implemented and the Project Manager is responsible for updating
the project schedule, all project plans/documentation, and
communicating the change(s) to all project participants
15

16. Purpose:
To define the methodology by which costs associated with the project will be managed. It
is necessary to ensure the successful completion of the project within it’s allotted budget
constraints. Project success in part dependent on key stakeholders & project members
adhering to and working within this plan and the overall project plan it supports.
Cost Management Plan - Core Personnel:
 Project Sponsor (Ministry of National Security): The approval of project’s Cost
Management Plan, budget & any additional funding needed.
 Project Manager (Mr. Nigel Khan): The day to day management of project funds,
development of the WBS, execution of expenditure in accordance with project cost
management plan & budget.
 Project Team (Nigel La Fleur, Vincent Kirk, Carmichael Ellis, Joanna Inniss):
Execution of assigned work as per cost management plan, to assist project manager with
implementation of metrics and variance analysis tools to ensure project deliverables are
performed within allocated budget constraints.
16

17. Project Baseline Approved Expenditure:
17

18. Cost Control Measures:
If the Project exceeds its thresholds at any time, corrective measures will be considered
and implemented in order to bring the project back into an acceptable range of
performance. The Project Manager and Project Team will consider all control measures
which will result in correcting the project performance. A detailed analysis of all control
measures will be presented to the Ministry of National Security. The analyses will consist
of:
 General descriptions of the control measure
 Personnel involved
 Timeline to implement
 Issues or concerns regarding implementation
 Expected effect on project performance
All control measures will be reviewed by the Ministry of National Security. Upon
approval from the Ministry, the Project Manager will lead the implementation of the
authorized control measure.
18

19. Purpose:
The purpose of this Plan is to define procurement parameters for the Project in order to
ensure its successful completion. Procurement is a deliberate process which involves
many internal departments as well as external vendors. This Procurement Management
Plan has been created to provide a framework in which all procurement actions will be
managed across all of the organizations involved.
Procurement Requirements:
19

20. Procurement Management Plan - Core Personnel:
20

21. Vendor Identification and Selection:
 Project team identifies vendors based on procurement requirements.
 All vendor proposals evaluated by project team using the following selection criteria:
 Vendor most capable of meeting procurement requirements delivery dates.
 Past performance of the vendor (if applicable)
 Cost of procurement items
 Quality assurance measures
 Clear policies Defining Warranty & License arrangements
 Project Manager works with the Procurement Manager & vendor(s), to draft and finalize
the necessary contract(s) as selected and approved by the Ministry of National Security.
 When complete, Project Manager begins the vendor management phase of the
procurement process.
21

22. Vendor Management:
The Project Manager is responsible for vendor management and will work with the
Procurement Manager to oversee vendor performance for the Project. The Project
Manager will measure the ongoing performance of each selected vendor as it applies to
the requirements stated in their respective contracts. In order to ensure acceptable
vendor performance, service level agreements (SLAs) will be included in the contracts
which must be met by the vendors. SLAs for vendor performance include:
 Delivery of item(s) on or before date as agreed upon in the contract
 Delivery of item(s) at or below cost as agreed upon in the contract
 Acceptable performance/quality of item as agreed upon in the contract.
Failure of a vendor to adhere to these SLAs will result in the Procurement Manager
submitting a formal dispute as appropriate.
22

23. Purpose:
To establish a process to ensure that all project goals, objectives, and deliverables are met
in compliance with acceptable and formally approved quality standards. The intent being
to provide our customers with the product they require to meet the organization’s
objectives. Roles and responsibilities, and the strategy to be used to achieve acceptable
quality standards in the areas of technical design and documentation along with product
and process development are defined here in.
Quality Management Plan - Core Personnel:
 Project Sponsor
 Project Manager
 Quality Manager / Telecom specialist
 Design Engineer
 Project Stakeholders
23

24. Quality Control:
For each deliverable the Project Manager will ensure that the following below are met:
 As the project plan evolves, more deliverables may be added and the quality standards
may change (i.e. technological improvements in security equipment).
 The Project Manager is responsible for communicating any changes made to the project
team and updating all project plans and documentation.
 The Ministry of National Security will be responsible for the formal acceptance of each
deliverable meeting the established quality standards.
24

25. Purpose:
The most important aspect of the Risk Management Plan is to identify which type of risk
will have the highest overall impact on the Project as scheduled by the Project Team of
the Metropolitan Security Monitoring Systems. As this Project has a large and expensive
IT component necessary for a target of 95-100% efficiency according to standards defined
in the Scope, then the strategies will emphasize Project risk over Process risk.
25

26. Risk Identification Method:
This activity entails identifying, monitoring, prioritizing, responding and testing
effectiveness of the solutions throughout the Project life cycle. Having classified 6 key
areas as important, it is recommended that the following summary be used as a template
guide to detail additional possible threats.
26

27. Preliminary Risk Assessment Check List:
 Equipment Theft & Vandalism
 Internal Technical IT difficulties
 Systems’ Maintenance Costs
 Natural disasters
 Communication & Disagreements
 Mitigation Strategy
Risk Probability/Impact Matrix:
27

28. Risk Assessment Matrix Strategy:
Risk Assessment Matrix & Strategy_JI.docx
Risk Response Strategy:
The Risk Manager will ensure that documentation of all preliminary assessments is met
in accordance as stipulated by the Project Team. Furthermore, it is expected that said
Manager will develop the response strategies with a standard Risk Register and Project
Risk Log along with the supporting Risk Identity Chart. This will include an official Risk
Mitigation Plan for risk correction, as well as a Risk Management Form for action
planning. Upon Project completion, these documents will be handed over to the Project
Manager as defined in article 1.2 on responsibility for Project Risk Management.
28

29. Purpose:
The staffing management plan highlights the human resource requirements for the
project and identifies the selection, training & enumeration processes.
Project Team - Organization Chart:
29

30. Staffing Management Plan – Core Project Team:
 Project Manager (Full Time):
 To plan, execute, and finalize the project according to strict deadlines and within budget.
 Coordinate all team workflow in order to achieve the project’s objectives and scope.
 Financial Analyst (Full Time):
 Monthly reporting and analysis, Ad hoc reporting, Budgeting, Forecasting and projections.
 Telecommunications Specialist (Full Time):
 Monitor quality & installation of surveillance and other equipment.
 To trouble shoot & resolve issues due to faulty equipment.
 To distribute work assignments contractors and serve as a technical resource.
 Senior IT Consultant (Full Time):
 Define software, hardware and for surveillance network requirements..
 Develop agreed solutions and implement new systems across surveillance network.
 Designing, testing, installing and monitoring new system.
 Security Consultant (Full Time):
 Responsible for implementing and managing the information encryption system for the
network.
 Liaise with key stakeholders to determine the specific security requirements of the Network.
30

31. Project Team selection:
Selection for these positions will be determined through interviews carried on by a
selection board which will include the Project Manager. A heavy weighting in selection
will be given to expertise, experience and qualifications. However, these conditions will
not apply to third party consultants from the supporting Public Utilities who are also
stakeholders and thus come highly recommended in their field
Project Team Training:
As needed, any training required will be made available to the entire project team, the
objective being to ensure a full understanding of the projects requirement and that these
are met.
Project Team Enumeration:
Enumeration will be based on international professional standards. No consideration
will be given to overtime or extra wages, however, at the conclusion of the project a bonus
of 40% of earnings will be awarded based on assessment carried out by an independent
board of project managers set up for this purpose.
31

32. Project Title: M.S.M.S. – Metropolitan Security Monitoring Systems
Project Start Date: Jan 1st, 2012
Project Finish Date: Jun 30, 2013
Budget Information
The sponsorship on this project amounts to $5,000,000.00 TT dollars. The costs will be
broken down into three areas of expenditure:
 Infrastructure & equipment $3,300,000.00
 Deployment, rentals & installations $1,200,000.00
 Training & contingency needs $500,000.00
Key Stakeholder / Project Sponsor: The Ministry of National Security
32

33. Project Objectives:
To establish a comprehensive security camera network monitoring system in the capital
city of Port-of-Spain, with the intention of reducing crime and / or to act as a deterrent
for future criminal activities, thereby make Port of Spain a safer place for commuters and
business owners.
Project Team Rolls & Responsibilities:
33

34. Questions / Comments
34

35. Thank You
35