Security Projects & Projects Safety

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by Giuseppe Pugliese

Certification Certification Board Member IPMA (International Project Management Association)

mail: giuseppe.pugliese@animp.it

Published in: Technology, Business
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Security Projects & Projects Safety

  1. 1. CPEXPO2013 COMMUNITY PROTECTION Security Projects & Projects Safety (Giuseppe Pugliese – Certification Board Member IPMA ) 30 October 2013 – Fiera di Genova
  2. 2. Technology Security Projects & Projects Safety Project Management We are IPMA 2 ®
  3. 3. Security Projects & Projects Safety Highlighting the following relationship: security experts realize systems "to secure" people and things experts in project management develop systems "to secure“ projects. We are IPMA 3 ®
  4. 4. IPMA (International Project Management Association) Overview History Worldwide Services We are IPMA 4 • Founded 1965 as a Non-Profit-Organisation • Legally registered in Switzerland (Legislation) • INTERNET until 1994 • 56 member associations • Promotor for International Project Management • IPMA World Congress • Quality standard for certifications • ICB – IPMA Competence Baseline • IPMA Young Crew / Expert Seminars / Advanced Courses / Research /Events / Journals ®
  5. 5. ISO 21500 Definition – Project A project is a unique and temporary set of activities that uses resources to create outputs. A project has specific requirements and multiple constraints such as time, cost and resources. Although many projects may be similar, the outputs provided by the project, the stakeholders influencing the project, the resources used and the way processes are adapted to create these outputs may differ. Therefore, each project is unique. Temporary means that every project is time limited with a definite beginning and end. The end is reached when the project’s objectives have been achieved, or the project is terminated. Temporary does not necessarily mean short in duration. We are IPMA 5 ®
  6. 6. Security Projects High Complexity Context (Technical and Managerial) Grade of Innovation Multidisciplinarity Multicultural Integration of specialized and wide spectrum of technologies Organizational Contexts Regulatory and Laws Domain Risk Management We are IPMA 6 ®
  7. 7. To make a (complex) security project succesfully we need project management Any other options?!?! We are IPMA 7 ®
  8. 8. THE PROJECT MANAGEMENT TRIANGLE QUALITY COST TIME Author: Martin Barnes (IPMA UK) 1972 IPMA Stockholm Congress We are IPMA 8 8 ®
  9. 9. We are IPMA 9 ®
  10. 10. ISO 21500 Guidance on Project Management 3.11 Project constraints ………………. There are many different constraints that may be imposed on a project. Some constraints could be: • duration or target date for the project. • budget of the project including all economic and financial means for acquisition. • availability of project resources such as people, facilities, time, equipment, materials, tools and others required to carry out the project activities relating to the requirements of the project. The question here is: Do Security Projects costraints?. We are IPMA 10 have the same ®
  11. 11. No, they don’t. Thanks, bye bye We are IPMA 11 ®
  12. 12. Yes, they have…… We are IPMA 12 ®
  13. 13. IPMA Standards Moving PM competence forward ®
  14. 14. The Competence Standard The ICB3 standard proves its value to PM practitioners and our stakeholders. It highlights PM knowledge, and the key competences expected from managers of: – Projects – Programmes – Portfolios We are IPMA 14 ®
  15. 15. Why a Competence Difference? You may want more than Knowledge ... You board a flight piloted by two “Air Academy” graduates who have never taken off or landed a plane. Your defense lawyer just passed the bar, knows all the case law, but has never practiced before a jury. Your heart surgeon memorized the manual, but has never used a scalpel. Q: What is missing? Competence! We are IPMA 15 ®
  16. 16. Project Manager Competence Profile - IPMA ICB 3.0 We are IPMA 16 ®
  17. 17. Benefits in applying Project Management
  18. 18. Tangible benefits Cost savings Revenue increases Customer retention Increased customer share Greater market share Reduced write-offs and rework We are IPMA 18 ®
  19. 19. Intangible Benefits Improvements in the decision making Enhanced collaboration and communication Improvements in effective work cultures Alignment of approaches, terminology and values within the organization Overall effectiveness of the organization and its management approach Improved transparency, clarity of structures, roles and accountability. We are IPMA 19 ®
  20. 20. Strategic Project Management Strategic Planning provides ideas Project Management achieves results Projects drive strategic changes Feedback loop for continuous change We are IPMA 20 ®
  21. 21. IPMA – 4LC Project Manager Certification 21
  22. 22. The PM in Security Projects Some Issues: Recognize and Engange the Project Sponsors Apply the “right” level of Project Management Process Take care of all Interested Parties expectations Even if expert of “smt” do not fight against your specialist in the team Be neutral in order to be “reliable” in managing conflict&crisis We are IPMA 22 ®
  23. 23. IPMA Result Orientation Competence (2.08 ICB 3.0) The project manager is not paid because he works hard, nor for the plans or reports or for the fact that everybody work hard. He is paid to realise the project results. We are IPMA 23 ®
  24. 24. We are IPMA 24 ®
  25. 25. IPMA ITALY CONTACTS Via E. Tazzoli, 6 20154 Milano Tel. +39 0267100740 Fax +39 0267071785 Giuseppe Pugliese – Director of the Italian Certification Body E-mail: giuseppe.pugliese@animp.it Irina Bolognesi – Segreteria IPMA Italy E-mail: ipmaitaly@animp.it Web Site Italy http:/www.ipma.it/ Web Site International http://www.ipma.ch 25

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