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Security Project Management Training

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Learning Objectives01

Name key points of

execution on the Project Plan 02

Time and Scope ManagementGantt Chart

Project Objectives

03Change

Management

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Managing Vendors and

Subcontractor Relationships05

Communications Skills /

Documentation

06Contingency Management

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Procurement and Cost

Management

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Focus

Understand that executing consists of the processes used to complete the work defined in the project management plan to accomplish the project's requirements.

Comprehend the coordinating of people and resources, as well as integrating and performing the activities of the project in accordance with the project management plan.

Recognize that the deliverables are produced as outputs from the processes performed as defined in the project management plan.

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Key Point for Project Execution

✓ Time Management

✓ Security Systems Technologies

✓ Scope Management

✓ Change Management

✓ Communications Management

✓ Change Orders

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Execution: Time Management

• The act or process of planning and exercising conscious control of time.

• time spent on project specific activities

• Goal: increase effectiveness, efficiency, productivity

• may be aided by a range of:

• skills

• Tools

• people

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Six Steps of Time Management:

✓Define Activities

✓ Plan sequence of activities - phases, milestones, details

✓ Estimate resource allocation needs for Project activities

✓ Plan duration and effort estimates

✓Develop the Project Schedule

✓ Establish schedule control & monitoring cadence

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1. Define Activities

• Breakdown high-level requirements into High-level tasks or deliverables

• Break tasks / deliverables into activities in the form of “Work Breakdown Structure” – WBS

• Detailed list of required tasks needed to complet project

• PM determines required level of detail for the WBS

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Establish Sequence of Activities

• Activities required are usually multiple or overlapping

• sometimes conflict

• May require completion prior to start of next

• Weigh priorities

• goals cannot be accomplished without the application of effort, which requires the use of time.

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ID Task Name Start Finish Duration

Feb 2004

18 19 20 21 22 23 24 25 26

1 2d2/19/20042/18/2004Order Cameras

2 2d2/20/20042/19/2004Pull Wire

3 1d2/23/20042/23/2004Install and terminate Cameras

4 1d2/24/20042/24/2004Install and terminate Multiplexer

5 1d2/25/20042/25/2004Start-up system

Estimating Time Required for Project Activities

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Time Management: Resources

Techniques used to manage time when accomplishing specific tasks

✓ Is often considered necessary because:

o Available time is limited

o Time cannot be stored

o If unused it is lost forever

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Time Management:

Schedule Development

• Establish any project phases

• Create Milestones

• Add line item detail

• Include sub-trades

• Assign responsibilities

• Establish time required: Days/Hrs

• Roll up to Phase totals

• Show: Holidays/black out dates/conflicts

• Consider “personal” time out (i.e. vacation)

• Include SOV/Invoice submission dates

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General ContractorProject Schedule Sample

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Time Management – Schedule Control

After planning the schedule:

✓ Make adjustments with consideration for:

oOther connected/reliant Trade work

o Installation plans (verify schedule & fit)

oContingency allowances where needed

oRisk: Backup Plans

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Change Execution - Change Management

✓Personnel Changes – external team

✓Personnel Changes – internal team

✓Product obsoletion during project

✓Product unavailability

✓Weather Factors

✓Mobilization and Re-Mobilization

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Schedule of Values

• Detailed Statement furnished by:

• Construction Contractor

• Builder

• Others

• Outlines portions of contract sum

• Allocates values for parts of work

• Used as basis for submitting and reviewing payments

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Execution: Change Management Considerations

✓Personnel Changes

o Internal Team

o External Team

✓Product obsoleting during project

✓ Job site conditions

✓Weather factors (snow to hurricanes)

✓Mobilization/re-mobilization

✓Weekly/monthly Progress Reports

✓Start Dates, Targeted Completion Dates, Completion Dates

✓Assigned Resources

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Change Order Execution

✓Requesting a Change Order

✓Executing a Change Order

✓Closing out a Change Order

✓What are expected response times

✓Add, moves and deletes

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BOM Management

✓Scheduling procurement and delivery

✓Stored materials

✓Document changes from original

✓Deviation from prior change orders

✓Always maintain clear history

✓Date specific notes

✓Change Order Process

oPositive, Negative, No Cost

oAdd “1” of these “on the fly”

✓Scope/Out of Scope

oKnow, Document, Manage

✓Process for Close Out

oPayables, Receivables

oProject Invoicing

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Learning Objectives01

Practice

quality

assurance as

planned 02

Monitor

subcontractors /

vendors

03Monitor

schedules

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Monitor

Costs05

Monitor for

Variances

06Track

Variances

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Project

performance is

observed and

measured regularly

to identify variances

from the project

management plan.

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Focus

Monitoring consists of those processes performed

to observe project execution so that potential

problems can be identified in a timely manner and

corrective action can be taken, when necessary, to

control the execution of the project.

That this process helps improve performance

and achieve results. Its goal is to improve

current and future management of outputs,

outcomes and impact.

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WHY to Monitor and Evaluate?

In general, the purpose of monitoring & evaluation is:

✓ To assess project results: to find out if and how objectives

are being met

✓ To improve project management and process planning: to

better adapt to contextual and risk factors such as social

and power dynamics that affect the research process.

✓ To promote learning: to identify lessons of general

applicability, to learn how different approaches to

participation affect outcomes, impact, and reach, to learn

what works and what does not.

✓ To understand different stakeholders' perspectives: to allow,

through direct participation in the monitoring and evaluation

process, the various people involved in a research project to

better understand each others views and values and to

design ways to resolve competing or conflicting views and

interests.

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Efficiency, Effectivenessand Relevance

Underlying reasons for monitoring and

evaluating are frequently framed in terms of:

✓ Efficiency refers to the amount of time and

resources put into the project relative to the

outputs and outcomes. A project evaluation may

be designed to find out if there was a less

expensive, more appropriate, less time-

consuming approach for reaching the same

objectives.

✓ Effectiveness describes whether or not the

research process was useful in reaching project

goals and objectives, or resulted in positive

outcomes.

✓ Relevance or appropriateness describes the

usefulness, ethics, and flexibility of a project

within the particular context

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Project Monitoring

✓Procurement & Contract

✓Quality Control

✓Communications & Documentation

✓Risk

✓Codes, Laws

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Monitoring Project Time Requirements

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Project Schedule Monitoring

✓Use of PM Software tools

✓Customer/End User

✓Major Milestones identified

✓Dependencies identified

✓Deliverables identified

✓Resource efforts

✓Post Completion requirements

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Security Project Schedule Sample

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Scope Monitoring and Management

✓Review/update of Project Documents

✓Plan within the Plan

✓Project duration

✓Scope Creep

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Components of Quality Control

❑Product Receipt & Confirmation

❑Pre-Build, Program, Testing

❑Quality Control Sign-Off

❑Performance Standards

❑Storage Needs

❑Site Conditions

❑Documentation

❑Acceptance Standards

❑RMA Process

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Quality Defined✓Quality of Workmanship

✓ Adherence to commonly accepted Standards

✓ Adherence to Requirements

✓Quality Assurance

✓Quality Control

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Quality Assurance

✓Quality Control is a “process”

✓Evaluation of activities and elements for conformance

✓Requires regular inspections

✓Comparison to the norm or accepted standard

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Monitoring and Controlling Breakdown Processes

Measure against the performance measurement

baselines.

Measure according to the management plans.

Determine variances and if they warrant

corrective action or a change.

Scope verification. Configuration management.

Recommend changes, defect repair,

preventive and corrective actions.

Integrated change control.

Approve changes, defect repair,

preventive and corrective actions.

Risk audits. Manage reserve. Use issue logs. Facilitate conflict

resolution.

Measure team member performance.

Report on performance.

Create forecasts. Administer contracts.

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Quality Assurance

✓ Identification ,correction and prevention of mistakes or defects

✓ Involves administrative and procedural activities

✓ Quality systems guard against defects and deficiencies

✓ Compared to a Standard or requirement

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Learning Objectives• Understand the traditional and

agile aspects of closing a project• Traditional

• End of project• Lessons Learned

• Individual teams/working groups

• Meeting ground rules

• Was the project successful?

• What did we do well?

• What are the opportunities for improvement?

• Project Closure Report• Implementation tasks at next project

• Agile• End of each project iteration• Retrospective

• Productive/enjoyable

• Confusing

• Frustrating

• Need more of

• Keep the same

• Need less of

• New ideas

• Implementation tasks at next iteration

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Learning Objectives

• Closing tasks within a project (review) and at the end of the project.

• Evaluate if the project delivered the expected benefits to all stakeholders.

• Identify changes to improve the delivery of future projects.

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Implementing project closure involves:✓ Getting acceptance of required deliverables from the

customer.✓ Shutting down resources and releasing them to new uses.✓ Reassigning project team members.✓ Archiving all project documentation and records.✓ Closing accounts and seeing that all bills are paid.✓ Evaluating the project team and its members, suppliers and

subcontractors, and the project manager.

✓ Projects come to an end.

✓ The most common circumstance for product closure is a completed project.

✓ But projects may also be prematurely closed when they are completed early with some parts of the project eliminated.

✓ Or they may be simply terminated and abandoned because of insurmountable problems within reasonable bounds of cost, schedule, and minimum scope required.

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Purpose

✓ To retain and transfer knowledge

✓ To assess review the project and identify the lessons learned

✓ To get customers official acceptance of the final deliverable

✓ To officially close the project

✓ To make sure that any potential outstanding activities and tasks are assigned to the right people

Objective

✓ There should be a final project report, or close-out report, at the end of the meeting.

✓ The report should capture: o What went well, o What were the challenges, o The lessons learned, o Recommended future actions, and o Any information you think would

be helpful to future projects and teams.

Security Project Closure Checklist

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The Attendees

✓ Security Project Manager

✓ Project Team

✓ Project Sponsor

✓ Important project stakeholders (e.g. the client)

✓ Not obligatory, but a good addition: moderator/facilitator who is not directly involved in the project. This will ensure a structured meeting procedure and also the necessary objectivity to lead the meeting effectively.

Before the Meeting

✓ The close-out meeting should be planned right from the beginning.

✓ Create a meeting agenda: get input from the participants and add agenda to the meeting minutes before the meeting

✓ Send agenda to participants beforehand so they can prepare for the meeting

✓ Prepare all project documentation project, e.g. project plan, project scope and requirements specification statements, relevant data analyses, As-Builts

Security Project Closure Checklist

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Before the Meeting

✓ Prepare discussion questions, here are some

example questions:

o What went really well?

o How can we replicate the successes in

future projects?

o What challenges did we meet and how

did we manage the challenges?

o How could we have managed the

challenges better?

Security Project Closure Checklist

o Did we stay on budget, scope and time?

How much did it deviate from the project

plan?

o Did everyone know exactly what their

responsibilities and role was?

o Did we assess and manage risks effectively?

o What risks and changes did we fail to

anticipate?

o How can we assess unforeseen events

better?

o How can we used the gained experience and

knowledge for future projects?

o What recommendations can we give future

projects, managers and teams?

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Security Project Closure ChecklistDuring the Meeting

Team identifies, discusses and documents project

successes

Identify areas for improvement, lessons

learned, recommendations for future projects etc.

Discuss the next steps and any possible outstanding

project actions

Lessons learned:✓ What went right and

what went wrong✓ What can be improved,

Recommendations for future projects

Meeting agenda:✓ Explanation of the purpose of the

meeting✓ Introduction of participants that are

not known to everyone (e.g. the outside moderator or external stakeholders)

✓ Introduction of the project✓ Evaluation of project✓ Identifying lessons learned✓ Next steps✓ Official project closure

Evaluation of project success: by looking at

planned and actual deliverables, comparing achievements with the

project’s objective, indicators such as quality

and ROI.

Feedback: request and give feedback to project team

Discuss next steps:

✓ Outstanding tasks or project follow-up activities

✓ Creating final close-out report✓ Make project documentation, including

close-out report, available to future projects and teams, i.e. retain knowledge

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After the meeting

✓ Immediately write up meeting minutes including

important decisions and action items

✓ Get approval for the meeting minutes and send it to

participants

✓ Create close-out report

✓ Project manager reviews report

✓ Send close-out report to project team, project sponsor

and other meeting attendees

✓ Add close-out report to project folder and archive it

✓ Make folder accessible to future project teams

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Critical Project Closing Items – Change Orders

• Change Orders have a defined deliverable and must be closed out properly during a job.

• Initial signed authorization

• Associated orders, commitments

• Final closing of change order documents

• This often includes:

• Documents of scope and/or contract modifications changing schedule and price.

• Provisions for customer acceptance of deliverables.

• Invoice procedures.

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Critical Project Closing Items –

Procurement

• Procurement contracts can be issued for goods or services and have a lifecycle of their own.

• Proper closure ensures:

• All contracted goods/services have been received.

• Vendors have been paid.

• Any Liens or encumbrances have been released.

• Manufacturer requirements such as licenses or registrations have been initiated.

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Critical Project Closing Items – Sign off

• Customer sign-offs for deliverables

• These sign-offs become part of the closing documents and are used:

• To initiate payment requests, including release of retention.

• As part of the final customer acceptance documentation.

• Determine a Go/No-go decision for the next section of the project.

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Critical Project Closing Items - Quality

Quality assurance reviews or inspections become part of the project closing process by:

✓Signifying that the work being done meets the quality standards developed during the Quality Control Planning Phase.

✓Becoming part of the end of project testing documentation for the customer.

o Indicating the ability to release resources no longer needed for the task.

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Critical Project Closing Items - Risks

✓Most risks identified for a project don’t endure to the end of the project.

✓When identified risks expire, a closing process is initiated that can include:o The release of resources for mitigating or responding to the risk.

o The release of contingency funds associated to the risk.

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Critical Project Closing Items for Completion✓ Common documentation close out that occurs at the end of projects includes:

– Milestone or deliverable acceptance by end user

– Systems test documentation

– Punch list with corrective measures shown

– As built drawings for customer and service personnel

– O&M Manuals for end user

– Final acceptance by customer

– Training manuals and quick reference guides

– Service contract initiation

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Critical Project -Closing Items

✓ Review of project budget and actual cost is essential in good project management.

o Review financial performance (ratios) on job

o Did cost differ from budget due to

1) Scope creep

2) Incorrect bid or estimate performance

3) Poor implementation performance (rework or loss)

4) Predecessor / collaborating trade impacts

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Critical Project Closing Items - Warranties

Review warranty with client and service department

o Make sure all parties understand expectations and demarcation of responsibilities.

o Define contacts and procedures for initiating warranty call

o Schedule any preventative maintenance tasks within warranty period

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Critical Project Closing Items -Lessons learned

Catalog WBS elements

Catalog templates Transfer customer specific information

Implement change management

Plan training

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