Chapter 6 – How to Apply the Project Life Cycle Phases to the PPS Implementation Stages

Chapter 6 – How to Apply the Project Life Cycle Phases to PPS

Implementation Stages

Topics Covered
 Definitions
 Attributes of a Security Project
 Attributes of a Successful Security Project
 Benefits of Project Management
 Overview of Project Phases
 Relationship between PPS Life Cycle Stages and Project Phases
 Explanation of PPS Project Stages

Introduction
Project management has evolved to plan, coordinate, and control the complex
and diverse activities of security projects. Several forces are driving the
development of project management techniques:
 The exponential expansion of human knowledge
 The rapid evolution of new and very sophisticated technologies aimed at
improving detection of and response to security incidents
 The growing demand for customized systems incorporating the latest
technology.
 Highly competitive international markets for security products and
services. These three forces combine to mandate the use of project
teams to solve problems that used to be solved by individuals.

Definitions

Security Project
From the global construction industries’ perspective, a project is a temporary
endeavor undertaken to produce a product, accomplish a service, or create a
specific result. Projects normally involve several people performing activities as
a team; the main sponsor of the project is often interested in the efficient use of
resources to complete the project promptly at reasonable cost. A security

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project meets these criteria from the security manager’s perspective, but not
necessarily from the security system integrator’s perspective. Once the security
system installation is complete, the warranty is satisfied, and the system is
turned over to the owner for operation, the security systems integrator who
installed the system often remains with the system for the life of the system. So
the Closing and Operations Phases of the project have different activities for the
security manager and the security integrator and the word temporary needs to
be further explained.

Project Management
Project Management is the mixture of people, skills, tools, systems, and
techniques applied to project activities to meet or exceed stakeholders’ needs
and expectations. A successful project balances scope, time, quality, cost, and
other factors. Figure 6.1 depicts what needs to be considered. The project
manager’s role is to balance the three often competing goals of time, quality,
and cost. About project managers, it has often been said that “There are really
no good project managers - only lucky ones.” A project manager should have
the following key process oriented skills:
 Well skilled organization
 Self-disciplined
 Follow-up skills
 Capable of multi-tasking
 Logical thought process
 Competent problem solver with the analytical ability to determine root
causes
 Expert estimator
 Competent budget manager.
In addition to good process skills, a project manager must have team leadership
and management abilities including: General management skills needed to
establish processes and make sure that people follow them, set reasonable and
clear expectations of people, and holding them accountable for meeting the
expectations.
o Appropriate leadership skills to communicate a vision to the team and
induce them to follow directions. Good team-building skills so that the
people work together and feel motivated to work hard for the sake of
the project and their project team members.
o Proactive verbal and written communication skills including good
listening skills.
o Ability to give good quality performance feedback to team members.
Project managers work with the stakeholders - the people directly concerned

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with or influenced by project activities including the project sponsor, customers,

project team, support staff, users, suppliers, installers, and even the opponents
of the project.

Attributes of a Security Project

The following attributes of a security project provide more insight into how
projects differ from regular work:
A project has a unique purpose, and it has explicit goals to be completed within
specifications of time and budget.
A project is temporary, and it has a definite beginning and definite end (even
though the end may be several years). It occurs only once and then it is finished.
A project requires resources such as money, people, equipment, and supplies.
Often these are from various areas inside and outside of the organization, they
cross departments, require different knowledge and skills, and sometimes
involve outside contractors and consultants. Resources are limited and they
must fit in the budget and must be used efficiently.
A project must have a customer or sponsor who provides the impetus and
funding for the project.
Every project is unique and involves uncertainty so it may be difficult to define
clearly the project objectives, estimate the cost and time to complete.
Uncertainty is the main reason project management is so challenging, especially
in the case of security projects.

Attributes of Successful Projects

A successful project provides noticeable benefits to the company for the costs
incurred and has clear plans goals or targets. Also studies of successful projects
have shown that the common elements for success were:
 Consistent involvement of the end users
 Executive management support
 Clear statement of objectives and requirements
 A positive relationship with an intelligent, involved customer
 Strong project management
 Risk planning and control
 Clear requirements, well managed
 Ruthless change management
 Extensive process focus
 Effective checks and communication
 Excellent technical leadership

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Benefits of the Project Management Process

Project methodology can deliver many advantages; some are evident and some
are hidden. Here is a listing of those the author feels are most important:
 Putting project goals and expectations on paper up front encourages
open communications and provides a commitment and focal point for
the project team throughout the process.
 The customers usually get what they ask for - a fully documented system
that performs to expectations.
 Techniques leveraged from experience help to accelerate projects,
reduce risk, and assure higher quality output.
 Productivity is increased by making maximum use of all resources - each
project team member is held accountable for their assigned tasks.
 Repeatable and documented work practices act as a consistent guideline
to complete the project.
 Comprehensive training and documentation activities help ensure the
project team is well trained.
 A standardized approach provides the pathway to success.
 Project controls help provide early warnings of time and cost overruns.

Relationship between Project Life Cycle Phases and PPS Life Cycle Stages
The Security Industries Association’s (SIA) security project manager body of
knowledge identifies five process phases for a security project. They are:
1) Initiation
2) Planning
3) Execution
4) Project Closing
5) Operation

This chapter describes the life cycle of a Physical Protection System (PPS) and
how the PPS life cycle stages relate to the SIA’s project management phases.
Due to the complexity of many electronic security measures, security managers
must conduct lengthy, complex processes to implement them. The
implementation process can take six to 24 months or longer. Since the
implementation of a PPS is a unique endeavor involving many personnel
performing related activities, the term “project” is appropriate to describe the
implementation.
The PPS may also be an element of the construction of a new or upgraded office
building. In that case, the process can take up to twice as long. Therefore,

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security professionals should start the process far enough in advance to avoid a
crisis with the existing, aging systems, such as escalating maintenance costs,
unreliable equipment, or hopelessly outdated software. The relationship of the
eight PPS implementation stages and the five phases of a security project are
shown in Figure 6.2 and the details within each stage are described below:

Project Initiation Phase

The initial phase of any project is to understand the customers’ needs and
objectives. For a security project, the best way to start is with a Risk and
Vulnerability Assessment. This assessment will identify the client’s critical assets,
the threats against those assets, and the consequences of an attack on the
assets. This helps the project manager and the security manager determine
what countermeasures to implement in the security project. The project
manager also needs to review any existing policies and procedures with the
customer to resolve what revisions need to be made to those. The project
manager needs to determine what existing technology the client is using and
the life cycle status of all the components.

With this information, the project manager can develop a technology roadmap,
recommend new technologies, and make other recommendations based on the
risks, needs, and objectives of the client. After the risk and vulnerability
assessment, one of tools to use is a gap analysis comparing where the client is
with existing technology to where they want to be.
Critical in today’s environment is to analyze the IT capabilities of the client and
the sophistication of the proposed system and to ensure the client’s
infrastructure is capable of supporting the new system. Getting the customer’s
IT department involved and supportive of the project is essential to the success
of the project. They are tasked with keeping the business running smoothly and
adding anything new that resides on their network is of legitimate concern for
them. We need to determine if the IT service is in-house or out-sourced and
whether it is located at the main facility or a remote location.

During the initiation phase, we will need to review the proposed staffing
requirements and other resources necessary to meet the project requirements
and timelines. Later during the planning phase we can use the Work Breakdown
Structure (WBS) to build our timeline projections. We also need to develop a
preliminary budget estimate and review this budget with the customer for
approval. A flow chart of the major activities is shown in Figure 6.3

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PPS Initiation Stage

The initiation stage of a PPS project requires the development of documentation
that supports the organization in accomplishing the implementation of a
security system. The following information is important to document for the
initiation stage:

 Project Overview: Add the business benefit of the project. Share any
business goals and objectives that this project is trying to achieve.

 Project Objectives: State the goals for the project. The project goals and
project deliverables should support the business goals and objectives.

 Project Scope: Add information as to what the project will produce and
will not produce. In other words, what is out of scope? It is vital to be
clear about what things the project could produce, but will not. This will
make it much easier to deal with scope changes throughout the project.

 Estimated Hours: Estimate the staff hours required. Provide information

on what assumptions were made, and in what manner the estimate was
prepared.

 Estimated Cost: Estimate the cost of labor, based on the staff hours. Add
any non-labor expense such as hardware, software, training and travel.

 Estimated Duration: Estimate how long the project will take to complete,
once it starts. If the start date is known, then the end date can be
indicated here as well.

 Assumptions: What external events must occur for the project to be

successful? Does it look more than likely that these events will occur? If
so, then they should be identified as assumptions. Assumptions are
usually identified through the experience of knowing what activities are
likely to happen in your organization, through brainstorming sessions
with the customers, stakeholders, and team members.

 Significant Risks: For each identified risk, include a clear plan that shows
how you intend to ensure that the risk does not occur, or it is mitigated.
These risk management activities should also be included in the
document.

Project Planning Phase

The Planning Phase is closely related to the Initiation Phase in that the project
manager will develop a system architecture and allocation plan. The project

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manager needs to review any site condition problems or architectural barriers

that have to be overcome and any environmental or sustainability issues
involved. An on-site review should take into consideration the surrounding
landscape that can affect lighting, intrusion detection, and CCTV system
performance. It will be the responsibility of the project manager and security
manager to determine if space is available for all the equipment. The planning
phase will require the project manager to add more detail to the conceptual
design such as security system components, IT requirements, electrical
requirements, door and lock requirements, electrified hardware, power
supplies, monitoring locations, and communication requirements.

PPS Planning Stage

The project plan provides a tool for successfully executing a project. During the
PPS Planning Stage, the project team accomplishes the following tasks as they
proceed through the process:
1. Developing the PPS system objectives
2. Identifying all deliverables associated with the project
a. Definition of the key PPS components and how they will mitigate
the identified risks
b. Requirements document stated in a functional format (no
specific hardware or software stated)
3. Defining and sequencing the tasks to be performed
a. Sequencing all tasks to be performed
b. Estimating each task’s duration
c. Defining the dependency relations between tasks
d. Developing the preliminary schedule (starting and ending dates
and any other scheduling constraints)
4. Estimating the resources required to perform each task
a. Operational justification (Why the system is needed from an
operational viewpoint)
b. Economic justification (How will the new system reduce costs and
improve efficiency or security)
5. Defining a preliminary and other budget estimates for accomplishing the
project
6. Defining the functional area(s) staffing to work on the project
7. Identifying the known risks that could occur during the Execution Phase
of the project
8. Defining how quality will be controlled
9. Defining the change control process

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Please see Figure 6.4 for a flowchart of the PPS Planning Stage.

PPS Design and Estimation Stage

Note that we have defined two PPS Life Cycle stages that are accomplished
during the Project Planning Life Cycle Phase because, in a PPS life cycle, the
Design and Estimating Stage has important specific activities that are unique to a
PPS implementation project. In the PPS Design and Estimation Stage, the
security manager, security staff and other stakeholders develop all the necessary
documentation to support the procurement of the Physical Protection System.
The procurement documents are referred to as the “procurement package” or
“construction documents” consist of these main parts from the PPS Design and
Estimating Stage:
 Contract information and bidders’ instructions
 PPS system specifications
 Statement of work (SOW)
 Drawings
 Equipment schedules
Security staff and the stakeholders also prepare budgetary, preliminary design,
final design, and life cycle cost estimates. Please see Figure 6.5 for a flowchart of
the PPS Design and Estimated Stage.

Project Execution Phase

When a project steps into the Execution Phase, the project team must have the
vital resources to achieve the project activities. All Project Plans should have
been completed and the schedule developed by this time as well. The project
team, the project manager’s, and the security manager’s focus now shifts from
planning and designing the project efforts to participating in, observing, and
analyzing the work being done.
The project plan execution process ensures that planned project activities are
carried out in an effective and efficient way by ensuring that measurements
between project plans and specifications, and the original project feasibility
concept are collected, analyzed, and acted upon throughout the project life
cycle. During the Project Execution Phase, the entire team relies heavily on the
plans developed in the Planning Phase. The project manager also must support
and monitor the execution of other project plans such as the Communications
Plan, Risk Management Plan, Quality Control Plan, Change Control Plan and
Procurement Plan by interacting with the project team and stakeholders.

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During the Execution Phase, the Project Plan is executed and adapted as
necessary. Project Plan modifications may result from such things as the
following:
• New work to be done
• Changes in work scope
• Changes in functionality of the PPS
• Resource changes
• Other unexpected circumstances
In addition to keeping the Project Plan up to date, Project Execution Phase
activities include scrutinizing risks, reporting status, and authorizing project
changes as needed. Plans for these activities are developed during the Project
Planning Phase and the two PPS Implementation Stages – Planning Stage and
Design and Estimating Stage.

Again, because of their importance, rather than a single project Execution Stage,
we have separated the major activities we accomplish during this Project Phase
as follows:

 PPS Procurement Stage

 PPS Installation Stage

 PPS Commissioning and Warranty Stage

PPS Procurement Stage

The PPS Procurement Stage consists of the activities surrounding advertising for
and selecting a systems integrator to supply and install the PPS. Organizations
use three common types of procurement actions: sole source, request for
proposals, and an invitation for bids. Each procurement type has its own set of
rules that are useful in different situations. These options are explained in detail
in Chapter 11 – PPS Procurement Stage.

Executing the Procurement Plan

Depending on what the PPS project entails, within the Execution Phase, the
customer will most likely have to go to implement the Procurement Plan to
purchase the products and services needed to deliver the PPS. Most
Organizations have a defined set of guidelines and policies for purchasing IT and
security equipment and services. This plan will outline the policy and procedures

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for solicitation, selection criteria, and contract administration that must be

followed by the project team. Please refer to Figure 6.6 for the flowchart of the
PPS Procurement Stage.

PPS Installation Stage

This stage involves finalizing the plans to remove and dispose of any old
equipment at the site, preparing the site for installation of the new system, and
installing the system in an organized fashion. During the installation stage, the
project team needs to monitor the installation of the PPS and the execution of
the quality control plan. If subcontractors are being used for accomplishing
specific tasks for the project, it is critical that the team monitor the
subcontractor’s work to stay within the time and cost agreements. One of the
ways to control this is to have weekly progress meetings to oversee the progress
of the installation and to ensure everyone understands their roles and
responsibilities on the project.
The implementation team may perform some tests during this stage, but they
usually involve testing of components to ensure they have power or are properly
connected to communications ports, etc. Formal testing is done during the PPS
Commissioning and Warranty Stage. During all stages of a project, but especially
during the Execution Stage, the project manager must monitor progress versus
the plan and always anticipate problems and issues that could negatively impact
the project. See Figure 6.7 for a flowchart of the PPS Installation Stage.

PPS Commissioning and Warranty Stage

During this stage, the PPS is commissioned. (Commissioning is a U.S. Navy term
that means to make the system ready for use.) During commissioning, the team
conducts all the tests to formally ensure the new system works as it was
designed. Also during this stage, the team executes the warranty plan that was
prepared during the planning process. The following steps are the heart of the
warranty process:
 Establishing a warranty team
 Selecting one or more Critical Performance Requirements (CPRs) to be
monitored during operation of the system
 Documenting the processes to be followed in a warranty plan
 Monitoring the system operation throughout the warranty period
The warranty plan includes which components, sub-systems, and systems are
covered by the manufacturer, which components are covered by the integrator,
and how each is monitored, reported, and resolved during the warranty period.

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See Figure 6.8 for a flowchart of the PPS Commissioning and Warranty Stage.

Project Closing Phase

The last phase of the project life cycle is project completion or project closeout.
Project closeout is performed once all defined project objectives have been met
and the customer has accepted the project’s deliverables. Project closeout
includes the following key activities:
 Turnover of project deliverables to operations
 Redistributing resources—staff, facilities, equipment, and automated
systems
 Closing out financial accounts, including Contract Administration
 Completing, collecting, and archiving project records
 Documenting the successes of the project
 Documenting lessons learned
 Planning for Post Implementation Review
These activities are predominantly important for large projects that require
extensive records and resources.
The project is not complete until there's proof that all objectives have been
achieved, along with the necessary transfer of knowledge from the project team
to the operations personnel who are responsible for the systems after
implementation. The most important aspect is that the project must be closed
down, all project knowledge transferred to the operating personnel, and all
project team members returned to their original organizations. Do not allow the
project to enter what is called the “99.9% completion syndrome.” Do whatever
it takes to close out the project and disband the team.

PPS Closing Stage

In a PPS project, once the project has closed the system enters the Operations
Phase where the system transitions to the maintenance phase and the system is
maintained in-house or by contractor provided services. During the Closing
Stage, the PPS is transitioned to the customer after completion of all the testing
and warranty activities and after resolving all the issues identified on punch lists.
Also, the following tasks should be completed:
 Documentation review
 Budget review

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 Lessons learned documentation

 Project team transition
 Review of warranty conditions
 Review of warranty activities
 Development of service contracts
 Final report
While defining the reallocation of resources, processes dealing with
transitioning the technical support into operation and maintenance of the PPS
must be documented. These tasks are distinct and unique to security systems
and include decisions regarding whether the system should be maintained and
operated in-house or through contractors. Please see Figure 6.9 for a flowchart
of the PPS Closing Stage.

Project Operations Phase

There are many project life cycle models available to an organization. Some
project life cycles have only four phases – Initiation, Planning, Execution, and
Closing. Other project life cycles have six phases – Initiation, Definition, Design,
Development, Implementation, and Follow-up. In those projects, the project
team is disbanded, and all the actions described above in the Closing Phase are
accomplished and the customer’s deliverables are the responsibility of their
organization. Security Industries Association has chosen to add a fifth phase
they refer to as the Operations Phase. Some other project methodologies use
the term transition which is another good term to describe this phase. During
this phase, the project team remains on the job and accomplishes some critical
activities to make sure the security system operation transitions to the
responsibility of the customer, and they take over maintenance and
management of the system from the contractor. In Chapter 15, we set out more
details about the project activities during this phase from the project manager’s
point of view and the activities during the PPS Implementation Operations Stage
from the security manager’s perspective.

PPS Operations Stage

To take over the total responsibility of the PPS, the customer must develop
policies, standards, and procedures on how to operate the system to
accomplish the security functions for which it was designed. At the same time,
the customer must train their personnel on the policies, standards, and
procedures so they are able to operate the system properly. Without this

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documentation and especially the training on it, personnel may contribute to

problems by not using the systems properly. The customer also must be trained
on how to “tune” the system to their environment, and how to fix the system
when something goes down. These last four major activities of the PPS Life
Cycle are sub-stages of the PPS Operations Stage since they mostly take place
during other stages or during the operation of the PPS after the project has
been closed. These sub-stages are covered briefly in following paragraphs, and a
complete chapter is devoted to each later in the book. Please see 6.10 for a flow
chart showing the PPS Operations Stage with the four sub-stages.

PPS Operations Stage – Policies, Standards, and Procedures

Policies and procedures are developed for operating and monitoring the PPS,
assessing alarms, dispatching, and response functions. Security program
documentation also is prepared if the security function is new to the
organization. Following the development of policies and procedures, personnel
are trained on them, and they are tested and evaluated along with the PPS
hardware and software.

PPS Operations Stage - Training

Training is critical to the success of the PPS. Training involves several important
steps:
1. Analyze the training needs - When you develop training, we take a look
at what knowledge, skills, and attitudes the trainees need to have upon
completing program, what knowledge, skills, and attitudes they have
now, and then determine how to bridge the gap between them. We also
consider the schedule for the training, how the trainees are likely to
learn best, and any tools or resources available.
2. Design the training program - Based on the results of the analysis, we
design the training which consists of identifying learning objectives that
describe what the trainees should be able to do upon completion of the
training. We also determine how the course is delivered, such as by an
instructor in a classroom, online, or a blended approach.
3. Develop the training program - In developing the program, we use the
objectives and other materials created during the previous stages
including the Policies and Procedures. The training materials can include
classroom training, online training components, instructor guides,
quizzes, and handbooks for students.
4. Implement the training program – The training is conducted either
online or in the classroom or a combination.

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5. Evaluate the training program – Using questionnaires and feedback

sessions, we determine if the students obtained the knowledge and skills
we identified. We use this information to make changes to the design
and delivery of the training program the next time we offer it.

Training Lessons Learned

Training on a PPS is a continuous ongoing process and another good reason to
have a service contract with the integrator. The following are key points:
1. Keep a record of what training was conducted, by whom, and when.
2. Maintain a log requiring all who attended the training to sign.
3. Plan training needs according to the functions that will be performed
such as operator or administrator of the security system.
4. Train each individual completely in what they need to know to perform
their assigned tasks.
5. Observe the actual operations to ensure that training was effective.
6. Display all of the characteristics and advantages of your system to
selected personnel.

PPS Operations Stage - Maintenance

Once the integrator has completed the warranty commitment, maintenance of
the PPS must be assumed by the customer or company organization. Sometimes
an organization will train its personnel to maintain the PPS. More commonly,
the organization will have the integrator continue to perform maintenance.
Another option is to solicit bids from several maintenance contractors for the
maintenance work. We cover the pros and cons of various approaches to PPS
maintenance in Chapter 17 – PPS Maintenance.

PPS Operations Stage – Evaluation and Replacement

Eventually, the system will fulfill its serviceable life, and the process of
replacement will begin. To justify the replacement cost, factors such as the cost
of maintenance, lack of spare parts, obsolete hardware and software, operating
costs, unreliability, and other negative aspects should be considered. Also, new
technologies and features that provide improved security, reduced manpower,
or other benefits will help justify the replacement cost. During the Operations
Stage, the system is operated, and records are maintained by the operators, the
maintenance personnel, and the software group regarding problems,
performance, and improvements needed to justify replacing the system.

Project Deliverables
Deliverables are the products that are produced by the work activities defined.

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Identifying the deliverables for each phase of the PPS life-cycle is important. It is
crucial to differentiate between the PPS life cycle stages and the project phases.
Examples of some of the project deliverables for each PPS Stage are:

Initiation Stage
a. Risk and Vulnerability Study
b. Project Concept Document
c. Project Charter
d. Project Success Definitions
e. Project Description Statement
f. Project Feasibility Document
g. Other: Assumptions and Comments (Team frustration, obtaining
management commitment, customer indecision, scarcity of resources, lack
of coordinated leadership, no consensus on objectives, lack of management
sponsor)

Planning Stage
a. Objectives and Scope Definitions
b. Work Breakdown Structure
c. Organizational Breakdown Structure
d. Activity Definition and Sequencing
e. Cost Benefit Analysis
f. Resource Planning
g. Design Criteria
h. Performance Requirements
i. Capacity Requirements
j. Project Schedule
k. Budget Plan
l. Communications Plan

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m. Risk and Contingency Plan

n. Change Management Plan
o. Procurement Plan and Justifications
p. Quality Plan
q. Project Planning Transition Checklist
r. Project Plan

Design and Estimating Stage

a. Contract Information
b. Bidders Instructions
c. Requirements Document
d. System Specifications
e. Evaluation Criteria
f. Implementation Plan
g. Equipment Lists
h. Security Devices Schedules
i. Door Hardware Schedules
j. CCTV Camera Schedules
k. Drawings
l. Testing Plans

Procurement Stage
a. Bidders Conference Minutes and Questions
b. Technical Evaluations
c. Cost Evaluations
d. Interview Results
e. Due Diligence Results
f. Contract

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Installation Stage
a. Factory Test Plan
b. Acceptance Test Plan
c. Site Acceptance Test Plan
d. Reliability Test Plan
e. Factory Acceptance Test Results and Recommendations
f. Site Acceptance Tests Results and Recommendations
g. As Built Drawings
h. Product Data
i. Commissioning Plan
j. Quality Test Results and Recommendations
k. Punch Lists From Each Testing Activity
l. Commissioning Certificate of Completion

Commissioning and Warranty Stage

a. Factory Test Plan
b. Acceptance Test Plan
c. Site Acceptance Test Plan
d. Reliability Test Plan
e. Factory Acceptance Test Results and Recommendations
f. Site Acceptance Tests Results and Recommendations
g. As Built Drawings
h. Product Data
i. Commissioning Plan
j. Quality Test Results and Recommendations
k. Punch Lists From Each Testing Activity
l. Commissioning Certificate of Completion
m. Warranty Plan

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n. List Of Component Warranties

o. Upgrades

Closing Stage
Action Plan to Resolve Any Existing Problems
Customer Sign Offs on All Pertinent Documents and Deliverables
A Post Implementation Review Report – Showing Objectives and Critical
Success Factors Achieved.
Lessons Learned Report Including Feedback from the Customer and Your
Team
Turnover to Operations - Preparation of organizational entities that will
continue technical support and operational support once the system is
commissioned. Information technology, maintenance personnel, and
security officers are the key support staff that must be prepared.
Collect and Archive All Project Data
Reassign Facilities and Equipment Used by the Project
Financial Closeout
Project Transition Checklist

Operations Stage
a. Training Syllabus
b. Training Manuals
c. Instructor Guides
d. Tests
e. Trouble Shooting Guides
f. Training Class Evaluations
g. Trouble Shooting Guides
h. Operating Procedures
i. Response Procedures
j. Maintenance Procedures
k. Maintenance Records
l. Trouble Reports
m. Upgrades
n. PPS Operating Procedures
o. Policies and Procedures for Monitoring, Assessing, Dispatching, and
Response

Evaluation and Replacement Stage

a. Review of Operations Logs and Records

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b. Operating Costs and Maintenance Records

c. Replacement Study
d. Replacement Justification

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Figures and Tables

Figure 6.1 Security Project Management Brainstorming (Photo by Fotolia)

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 Chapter 6 – How to Apply the Project Life Cycle Phases to the PPS Implementation Stages

Project Life Cycle Phase PPS Implementation Life Cycle Stage

Phase 1 - Initiation Initiation Stage

Phase 2 - Planning Planning Stage

Design & Estimation Stage

Phase 3 - Execution Procurement Stage

Installation Stage

Commissioning and Warranty

Stage

Phase 4 - Project Closing Closing Stage

Operation Stage
a) Policies and Procedures
Phase 5 - Operation
b) Training

c) Maintenance

d) Evaluation and Replacement

Figure 6.2 – Relationship between Project Life Cycle Phases and PPS
Implementation Life Cycle Stages

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Initiation Stage

Risk & Vulnerability

Assessment
Prepare Authorization,
Justification,
Expectations,
Governance

Develop project
Select Project overview, objectives,
Manager scope
Form Implementation Estimate Cost and
Team Time Required,
Involve Stakeholders Identify Resources
Define Roles

Prepare Project Prepare Project

Concept document Charter Document
Develop Business Develop Purpose,
Case document Assumptions, Major
Risks, Senior
Management
Commitment

Figure 6.3 PPS Initiation Stage Activities

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 Chapter 6 – How to Apply the Project Life Cycle Phases to the PPS Implementation Stages

Planning Stage
Identify Critical Success
Factors

Create Work Breakdown

Structure
Organization
Breakdown Structure
Cost Benefit Analysis Research Market
Refine Objectives Resource Plan Conduct site visits
and Scope Preliminary Schedule View Demonstrations
Involve Stakeholders and Budget Refine Requirements
Risk Management Plan Qualify Bidders
Procurement Plan Develop Proposal
Quality Plan Evaluation Criteria
Communications Plan
Change Management
Plan

Figure 6.4 PPS Planning Stage Activities

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Design & Estimating

Stage

Prepare Design Criteria

Develop Specification Format

Develop Develop Drawings And

Operational Schedules
Procedures

Prepare Specification

Prepare Statement Of Work

Prepare Bidders Instructions

And Plan Bidder’s
Conference

Prepare Bond Requirements,

Insurance, And Bid
Evaluation Criteria
Prepare
Prepare Preliminary Prepare Preliminary
Final & Schedule
Estimate Intermediate
Estimates

Prepare Bid
Package

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Chapter 6 – How to Apply the Project Life Cycle Phases to the PPS Implementation Stages

Figure 6.5 PPS Design and Estimating Stage Activities

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Implementing Physical Protection Systems –A Project Management Guide

Procurement
Stage

Identify bidders

Issue bid package Schedule bidders conference

Conduct bidders
Respond to questions conference

Receive bids
Evaluate bids

Change
Orders

Conduct
negotiations

Award
Contract

Figure 6.6 PPS Procurement Stage Activities

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Chapter 6 – How to Apply the Project Life Cycle Phases to the PPS Implementation Stages

Installation
Stage

Prepare Plan for

Receiving and Storing
New System Parts

Remove Legacy
Equipment Change
Prepare The Site Orders

Install Infrastructure

Install components

Complete
installation

Figure 6.7 PPS Installation Stage Activities

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 Implementing Physical Protection Systems –A Project Management Guide

Commissioning
&
Warranty
Stage

Establish Warranty
Conduct Factory
Team
Acceptance Test

Determine Type Of
Warranty
Conduct Site
Acceptance Tests Change
Orders
Prepare Warranty Plan

Complete Reliability
And Availability
Tests

Carry out
Maintenance System
Activities During Commissioned
Warranty Period

Document Warranty End

Activities Warranty
Period

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Chapter 6 – How to Apply the Project Life Cycle Phases to the PPS Implementation Stages

Figure 6.8 PPS Commissioning & Warranty Stage Activities

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 Implementing Physical Protection Systems –A Project Management Guide

Figure 6.9 PPS Closing Stage Activities

Closing
Stage

Customer Sign Off & Reassign Personnel and Adminstrative and Financial
Post Implementation Review
Approvals Facilities Closeout
Report
Lessons Learned Report

Collect and Archive

all Project Data
Prepare
Transition
Checklist

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 Chapter 6 – How to Apply the Project Life Cycle Phases to the PPS Implementation Stages

Operations
Stage

Policies and Procedures System Training Maintenance Evaluation

Evaluation and
and Replacement
Replacement
Stage

Develop Record Keeping

Define Policies, Standards & Analyze Training Procedures
Procedures Requirements
Document Replacement
Define Maintenance Plan
Develop System Operating, Requirements
Monitoring, And Dispatching Conduct training
Procedures
Develop Life Cycle Cost
Parameters
Establish Maintenance
Contract Or In House
Capability

Track System Down Time

Repairs, and spare parts
Keep Maintenance Logs

Prepare Replacement
Documentation
And
Start New Project

Figure 6.10 PPS Operations Stage Activities

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References
CSPM Security Project Manager Common Body of Knowledge Guidebook,
Security Industries Association, 2014

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