Improving Mission Critical Decision Making
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This is a small amount of the information shared during Vistacom's workshops on Improving Mission Critical Decision Making within the command and control room spaces.
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Improving Mission Critical Decision Making
- 2. Recognition of Changes • Technology • Workforce • Content • Workflow
- 3. Decision Making Chain • What information is needed? • Who needs to be included? • How are they informed? • Where are they located? Does the current workflow support the need for effective and efficient decision making?
- 4. The Shift… • … from viewing any/ every thing to the right things • … from physical to integrated security • … from operator to analyst • … from protecting assets to protecting the business
- 5. Today’s Command Center • Content includes video, applications, social media feeds, webpages, imagery, and more • Content is available on the network • Integration with intelligent systems • Mobile sharing to and from field operatives • Stakeholders can be located anywhere
- 6. Today’s Control Room • A common operational picture promotes improved situation awareness and decision-making • The RIGHT information to the RIGHT people at the RIGHT time
- 8. Thank You Dan Gundry Control Room Team dgundry@vistacominc.com www.vistacominc.com/controlrooms
Editor's Notes
- Name, role, company
- TECHNOLOGY – Today, we have our iPad and Surfaces and mobile devices; 5-10 years ago it was the age of the laptop; 10-20 years ago it was the age of the PC; think about your own business and what has changed technology-wise over the past 5, 10, 20 years WORKFORCE – Today’s workforce are more tech-savvy, they are use to constant consumption of information, and they are capable of digesting that constant stream of data CONTENT – The information available to us to help us do our job – a command center is not only about cameras anymore; it’s computer applications, access controls, PSIM, video verification, webpages, social media, maps and imagery WORKFLOW – What are you protecting? It’s not just the physical perimeters, it’s executive and employee travel, supply chain, it’s network security, brand security. And where is your security team located? Are they all local to your building? Are they all on the same floor? Inside the suite of the command center?
- WHAT INFORMATION – don’t forget about audio sources; from simple radio communications to gunshot-recognition systems WHO – Operators, supervisors, managers, directors, C-level staff HOW – do you contact them (phone call, instant message, videoconference from desktop); how do you share information (just tell them, show them, bring them into the command center) WHERE – Are they in the same building, the same floor, the same campus, the same country? Are they traveling or in a meeting? Are they attending ASIS right now? How does the decision making chain for blue sky events vs grey sky events vs dark sky events?
- EXCEPTIONS-BASED VIEWING: View all relevant data streams but only when it makes sense; video verification alarms is one example; social media analytics is another PHYSICAL TO INTEGRATED SECURITY: It might be network security or brand defense or involvement with public relations and human resources; how does your silo align with other business groups and objectives OPERATOR TO ANALYST: Less about watching cameras, but interpreting information and, most importantly, acting on that information; also evokes a different level of autonomy in their actions and decisions ASSETS VS THE BUSINESS: Today’s security team must be aligned with business goals and make a business case for its operation and support; protecting the business also speaks to things like brand defense, reputation, etc.
- COMMON OPERATIONAL PICTURE – collection of content that can be viewed by multiple people at the same time; a video wall in a command center or a small collection that is packaged up and sent to other stakeholders so everyone is working off the same, real-time information