The document summarizes a presentation on security projects and project safety given by Giuseppe Pugliese, a member of the IPMA certification board. It discusses how project management can help secure projects, as security experts work to secure people and things, while project managers develop systems to secure projects. It provides an overview of IPMA, covering its history, worldwide presence, and services. It also discusses key aspects of security projects like complexity, innovation, and risk management. Finally, it emphasizes that project management is needed to successfully deliver complex security projects on time, on budget, and meeting quality standards.

1. CPEXPO2013
COMMUNITY PROTECTION
Security Projects & Projects Safety
(Giuseppe Pugliese – Certification Board Member IPMA )
30 October 2013 – Fiera di Genova

2. Technology
Security Projects
&
Projects Safety
Project Management
We are IPMA 2
®

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. 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. 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. 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. To make a (complex)
security project
succesfully we need
project management
Any other options?!?!
We are IPMA 7
®

8. THE PROJECT MANAGEMENT TRIANGLE
QUALITY
COST
TIME
Author: Martin Barnes (IPMA UK) 1972 IPMA Stockholm Congress
We are IPMA 8
8
®

9. We are IPMA 9
®

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. No, they don’t.
Thanks, bye bye
We are IPMA 11
®

12. Yes, they have……
We are IPMA 12
®

13. IPMA Standards
Moving PM competence
forward
®

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. 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. Project Manager Competence Profile - IPMA ICB 3.0
We are IPMA 16
®

17. Benefits in applying
Project Management

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. 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. 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. IPMA – 4LC Project Manager Certification
21

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. 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. We are IPMA 24
®

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
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