SECURITY PROJECT MANAGEMENT BEST PRACTICES AND GAP ANALYSIS - - PowerPoint PPT Presentation

SECURITY PROJECT MANAGEMENT

BEST PRACTICES AND GAP ANALYSIS Presented to the PSWG - WECC

August 7, 2019

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Introductions The ClearVue Team Benefits of Project Management Project Management Phases Ideal PM Process for Security Projects Typical Gaps Amongst Delivery Methods Efficiencies Gained through Technical Project Management Essential Roles for Security Projects Securing Infrastructure Sites

AGENDA

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Steven Lemmer, PMP, CPP, PSP ClearVue

INTRODUCTIONS

Presenters

Steven Lemmer is a Principal Systems Consultant/Deputy Project Manager at ClearVue. Steven has 15 years of experience security system planning, security project management, technology and construction assessments, security system design and vendor management. ClearVue provides: Program and Project Management; Engineering, Design and Drafting Services; Resource Management; Construction Management; Vendor Management; Site Assessments, 3rd party engineering reviews, constructability analysis and security consulting services.

Jeffrey Morris Protech

Jeffrey Morris is the National Sales Manager for Protech. Over 15 years of technical security product knowledge in high-end surveillance equipment, including Radars, Stereo Doppler, Passive IR Sensors, Fence Detection and Active Infrared Technology. Over 10 years of Sales & Marketing, Business Development and Project Management experience. Protech/Sorhea offers a complete range of perimeter intrusion detection systems and technologies (PIDS) including video analytic object detection and tracking.

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• Unique mixture of project management and security

industry experience

• Experienced team members averaging 15+ year in

industry

• Consultants
• Designers & Engineers
• Project Managers & Coordinators
• Construction & Vendor Managers

THE CLEARVUE TEAM

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BENEFITS OF PROJECT MANAGEMENT

FLEXIBILITY QA/QC TIMELY DELIVERY COST SAVINGS RISK MITIGATION

More efficient

• nboarding

processes

• 3. PROJECT MANAGEMENT PHASES

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Starting the Project

Setting and Managing Expectations

Initiation Phase

PROJECT MANAGEMENT

Business Case Feasibility Study Project Charter

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PROJECT MANAGEMENT

Initiation Phase

Industry Best Practice (PMI)

Business Case Feasibility Study Project Charter

Unique to Security

RISK AND THREAT ASSESSMENTS REPORT ASSET IDENTIFICATION & DEFINITION COST/BENEFIT ANALYSIS TECHNICAL SITE SURVEY

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PROJECT MANAGEMENT

Planning Phase

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Planning

Saving Time and Money

Planning Phase (Pre-Construction)

PROJECT MANAGEMENT

Collect Security Requirements Project Management Plan

Scope Management Plan Budget Management Plan Schedule Management Plan High Level Design Detail Design

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PROJECT MANAGEMENT

Planning Phase (Pre-Construction)

Industry Best Practice (PMI)

Project Management Plan Scope Management Plan Collect Requirements, Define Scope and Create WBS, Define Activities, Sequence Activities, and Estimate Activity Durations Schedule Management Plan Cost Management Plan, Determine Budget Stakeholder Management Plan Risk Management Plan, Plan Risk Response

Unique to Security

FUNCTIONAL, OPERATION, AND PERSONNEL REQUIREMENTS SECURITY SYSTEM DESIGN INITIATED, EVALUATED AND COMPLETED SYSTEM SUPPORT REQUIREMENTS INSTALLATION REQUIREMENTS SYSTEM INTERDEPENDENCY DIAGRAM SYSTEM ACCEPTANCE TESTING CRITERIA (FAR, SYSTEM AVAILABILITY) SYSTEM PERFORMANCE PLAN TESTING AND ACCEPTANCE

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Getting It Done and Avoiding Pitfalls

Execution Phase (Construction Process)

PROJECT MANAGEMENT

Direct and Manage Work

On-Site Coordination

Interdisciplinary coordination

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PROJECT MANAGEMENT

Execution Phase (Construction Process)

Industry Best Practice (PMI)

Direct and Manage Work Manage Project Team Manage Communications Manage Stakeholder Engagement

Unique to Security

ON-SITE COORDINATION SECURITY VENDOR MANAGEMENT INTERDISCIPLINARY COORDINATION

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Ensuring Success Through Oversight

Monitor and Control Phase (Construction Process)

PROJECT MANAGEMENT

Project Updates

Security Vendor Management QA/QC of Security Installation

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PROJECT MANAGEMENT

Monitor and Control Phase (Construction Process)

Industry Best Practice (PMI)

Status Updates Work Performance Reports Schedule Controls QA/QC

Unique to Security

SECURITY PROJECT STATUS MEETINGS SECURITY VENDOR MANAGEMENT QUALITY OPTIMIZATION

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Hand Off

Project Close Phase

PROJECT MANAGEMENT

Reconcile issue logs Equipment warranty

documents

Equipment Operating Manuals

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PROJECT MANAGEMENT

Project Close Phase

PMI

Formally Close Project Upload Lessons Learned and final project documents Project Document Updates, if needed.

Security

RECONCILE ISSUE LOGS EQUIPMENT WARRANTY DOCUMENTS EQUIPMENT OPERATING MANUALS SYSTEM MAINTENANCE AND MANAGEMENT PLAN UPDATE SECURITY PLANS, PROCESSES AND PROCEDURES FOR SITE (TVA, PSP, SOP). SECURITY OPERATIONAL READINESS REVIEW AS-BUILT DESIGNS ARE COLLECTED

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IDEAL PM PROCESS FOR SECURITY PROJECTS

Initiation planning Close Execution Monitor and Control

Industry Best Practices– Design-Bid-Build with Security Project Management (ClearVue)

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TYPICAL GAPS AMONGST DELIVERY METHODS

Monitor and Control Close Monitor and Control

Initiation

Planning

Execution

Outsource to Integrator – Design-Build Design-Bid-Build with a non technical PM

Planning

Monitor and Control

Initiation

Execution Close

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EFFICIENCIES GAINED THROUGH TECHNICAL PM

*Sandia National Laboratories. (2017). Systems Engineering Model (SAND2017-0910).

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EFFICIENCIES GAINED THROUGH TECHNICAL PM

38.6 37.6 37 32.8 32.5 32.1 31.9 25.6 23.8 23 22.8 21.7 5 10 15 20 25 30 35 40 45 Schedule estimating Customer satisfaction Strategic business alignment Cost/hors estimating Time and budget Schedule performance Quality Labor hours performance Cost performance Response time Staff productivity Time to market % Improvement

*Value of Project Management in IT Organizations survey, Center for Business Practices, 2002, cited in PM Netw ork, p. 16

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Security Project Management – Construction Support - Engineering

ESSENTIAL ROLES FOR SECURITY PROJECTS

Construction Support Design Constructability Reviews Construction Meetings/Status updates Field Supervision and QA/QC System Commissioning Support Testing and Commissioning Procedures and Checklists Scheduling reviews and logistic planning Security Project Management Requirements Gathering and Validation Project Scope Development Schedule Development Budget Development and Analysis Communications Management Security Engineering&Design Site Plans, Floor Plans Detailed device connectivity Wire/Cable Schedules Rack Elevation Layout One-Line Power and Comm. Diagrams Bill of Material Step-by-Step Work Instructions

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Protech – Perimeter Security Solutions

SECURING INFRASTRUCTURE SITES

• Who is Protech?

40+ years manufacturing company in the security industry Located in Reno, NV. Established in the high security / enterprise level markets All technologies are manufactured to provide the highest probability of detection with the lowest nuisance false alarm rate possible

• What do we Manufacture?

Dual Technology Motion Sensors Active Infrared Barriers Accelerometer Fence Detection

• Partnership with Protech & ClearVue

Access to in-depth knowledge from extensive experience Site Evaluations / Technology Selection Open discussions with other Electrical Utilities applying Protech technologies to their own sites

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Technologies

SECURING INFRASTRUCTURE SITES

Dual Technology Motion Sensors

PIRAMID XL2

• Critical Asset Protection
• Gap Filler
• 2nd Layer of Defense

Installations: ➢ Electrical Co-Ops ➢ High Tier Substations ➢ CIP 14 Sites ➢ Generation Sites ➢ Department of Energy

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Technologies

SECURING INFRASTRUCTURE SITES

Active Infrared Barriers

Miris 3100

• Invisible Wall of Linear

Detection

• Mounted inside of fence
• Takes up very little space
• Weather / Sun is NOT a

factor Installations: ➢ Electrical Co-Ops ➢ High Tier Substations ➢ CIP 14 Sites ➢ Generation Sites ➢ Department of Energy

Solaris Maxiris 3100

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Technologies

SECURING INFRASTRUCTURE SITES

Accelerometer Fence Detection

• Detection on Axis with individual sensors
• Easy handling, no risk of damaging the

cable during installation

• No special cable installation requirements
• No extensive system maintenance is

required

• Greater probability of detection with lower

nuisance and false alarm

• No alarms caused by wind, heavy rain or

small animals vibrating the cable Installations: ➢ Electrical Co-Ops ➢ High Tier Substations ➢ CIP 14 Sites ➢ Generation Sites ➢ Department of Energy

Ability to Adjust Each Individual Sensor’s Sensitivity Level & Number of Impacts with a Selectable Time Window

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Contact Information

PRESENTERS

Steven Lemmer Principal Systems Consultant Ph: (480) 292-2328 Two North Central Ave., 18th Floor Phoenix, Arizona 85004 Steven.Lemmer@ClearVue.us Jeffrey Morris National Sales Manager, USA Ph: (775) 997-6477 529 Vista Blvd., A-3 Sparks, Nevada 89434 Jeffrey@Protechusa.com

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DISCUSSION

Thank You

More efficient

• nboarding

processes

DESIGN-BUILD ⚫ DESIGN-BID-BUILD ⚫ CMAR ⚫

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DELIVERY APPROACH

Design-Bid-Build DBB Best Practice

• Owner contracts with A/E to design the security project
• Owner’s Statement of Requirements/Performance Specification/Output Specification to

be prepared by A/E Firm.

• A/E firm administers contract
• Owner opens project to contractors

for bids.

• Awarded Contractor is responsible

for:

• Procurement, construction, testing,

commissioning

• Following project designs and meeting
• wner’s requirements

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DELIVERY APPROACH

Design-Bid-Build DBB GAPS

• Requires significant owner expertise and resources
• Since process is linear, any delay in one of the phases usually sets back the entire

schedule

• Construction costs are not firmly established until design stage is completed
• Lack of accountability of performance requirements from the Design to

Implementation.

• Limited pool of qualified Security Project Managers
• PMs on Security projects are typically from
• utside departments (IT, T&D, or Facility).
• Are not aware of security performance

requirements, system interdependencies, and commissioning processes.

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DELIVERY APPROACH

Design-Bid-Build DBB Mitigation Tips

• Clearly define roles for the parties involved
• Ensure A/E firm supports through the building phase
• Extensive ability to inspect, test and reject based on approved security designs
• Provide project oversight to promote cooperation and coordination among team
• Assign a project manager that are well versed in security technology, communication,

construction, and the interdependencies in the projects.

• Assign a Security Implementation Manager to:
• Oversee project and report field status to PM
• Perform QA/QC inspections
• Discover deviations from the standards in the field
• Provide guidance and support to system integrator

during the building, commissioning and testing phases

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DELIVERY APPROACH

Design-Build DB Best Practice

• Owner contracts with D-B Contractor to design and construct a project
• Owner’s Statement of Requirements/Performance Specification/Output Specification to

be prepared by Owner, Owner's Consultant

• Owner's Consultant administers contract
• D-B Contractor is responsible for:
• Design, preparation of detailed

technical specifications and drawings, procurement, construction, testing, commissioning

• Meeting Owner’s Requirements

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DELIVERY APPROACH

Design-Build DB GAPS

• Loss of control and reduced owner involvement in design
• Difficulty/time consuming comparing different designs
• Cost of risks and contingencies
• Danger of Design-Build becoming Build-Design
• Limited pool of qualified Security Design-Builders
• High bid costs and fewer bidders
• QA/QC largely in contractor’s hands
• Disputes tend to be larger and more complex
• Lack of project definition prior to contract award

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DELIVERY APPROACH

Design-Build DB Mitigation Tips

• Clear performance specifications and milestone dates
• Clear, enforceable performance standards
• Extensive inspection and testing
• Extended warranties and liability for latent defects beyond those available under

Design-Bid-Build

• Contract change provisions that require strict notice procedures and define Owner’s

view of “reasonable” schedule extensions and compensation

• During performance of D-B contract, Owner’s

Consultant can help identify gaps or problems in system designs.

• Owner’s Consultant is essential to protect and

advocate for owner’s performance requirements

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DELIVERY APPROACH

Key Benefits of CMAR Include…

Collaborative working relationship on behalf of the

• wner

More detailed cost estimate Project Continuity from Design to Commissioning Excellent QA/QC Controls Reduces probability of change orders. Improved communication and accelerated schedules

▪ Similar to Design-Bid-Build, but the CMAR approach adds the CM when design is between 30%-60%. ▪ The CMR provides construction input to the

• wner during the design phases

▪ The CMAR works closely with the designer and the owner to determine the desired “bid packages” for all aspects of the project ▪ Enables the design firm and CM to develop strong, collaborative working relationship on behalf of the owner.

CMAR (Construction Management at Risk)

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PROJECT MANAGEMENT PHASE

Planning – V Diagram

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PROJECT MANAGEMENT PHASE

Planning – Reinforced V Diagram

• 4. SECURITY PROJECT LIFECYCLE