Life After Design

February 2004
Security Technology & Design Magazine

After what seems like a long lull, there is a current flurry of implementation activity in our industry. Much of what we see is programmatic in nature, in that whole segments of a particular industry are overhauling their approach to security. The efforts directed at our infrastructure are an example of this.

Organizations approach the implementation phase differently, depending on their particular culture and preferences as well as the skill sets of the available staff. Some manage the process, others monitor, still others outsource. Whatever the approach, all recognize the importance of continuing the care and diligence that has been invested in the earlier portions of the project. The primary focus of implementation-phase activities is to obtain a system that meets or exceeds the requirements of the contract documents reflecting the needs of the end user. Implementation can take a lot of forms, including the following.

Fully Developed Design Package: The traditional approach is to have two or three integration contractors respond to a bid package consisting of design drawings and associated project performance specifications. Defining the project in this way has many advantages; however, an increasing number of projects are proceeding without a fully developed bid package.
Concept-Level Design Package: While still consisting of drawings and specifications, the level of project definition is less than that provided in a full design package. This approach relies on the skill and experience of the integrator to expand on the concept information to provide a system that, like before, meets or exceeds the expectations of the end user.
Design/Build: In some cases, implementation projects begin with a written scope of work, primarily defining the required performance of the ultimate system. This essentially places all of the responsibility for system design and implementation activities on the selected integrator.

Whatever approach is taken, the end user continues to hold the final responsibility for obtaining the desired and, in the eyes of organizational stakeholders, the required system performance. Basic project management principles have been honed over time to address the complete spectrum of installation projects, including security implementation. Here are some basic project management guidelines for smooth and successful project implementation.

Communication: This is one area where regular meetings are necessary to ensure that issues are identified and dealt with before the project is adversely impacted. Have a well-planned kick-off meeting to make sure everyone starts with a consistent understanding of how the project will proceed. Some key topics include the following.

Scope: What is the scope of the project? Do not assume that everyone has the same understanding of the project as you do. Make sure that you, your staff, and your integrator partner have an identical understanding of the project.
Special Equipment: Review any system performance requirements that are dependent on a specific piece of equipment. Make sure that the critical, long-lead-time items are accommodated in the project schedule.
Site Restrictions: What are the peculiarities of the site? What are the work hours? Where can the integrator park and store materials? What provisions are available to protect expensive tools and equipment overnight?
Key Contacts: Where does the integrator go for necessary support such as locating site utilities? How does he get access to existing communications infrastructure? Will you designate one person to handle all site interfaces or provide a key contact list?
Project Meetings: Once a week is not too often. Early on and depending on the size of the project, they may take an hour or so. Once the project gets rolling, 30 minutes should be the goal. Review the previous week, identify and resolve shortfalls, get things ready for the current week.
Schedule: Keep a schedule even if you have to change it every week (and you will). This keeps everyone informed about where you are and where you expect to be next week. Expect the integrator to adhere to the schedule. Do everything you can to make sure he is able to do so.
Changes: Establish a method for handling changes because they will come. Do it in writing so there is no misunderstanding; however, do not make the system cumbersome. One of the main ways for an end-user to expedite the implementation phase is to quickly and fairly resolve changes.
Invoicing: Your integrator is a businessman just like you. Help him through your particular business processes. Difficulty here will translate into project difficulties in other areas.
Require Results: No matter how well you communicate and establish processes, the project is no benefit to you or the integrator without results. Establish intermediate milestones to ensure real progress is being made toward a workable system that will provide real benefit. Milestones vary with the project but could include getting the new head end up and running, cutting over specific buildings or areas, and establishment and testing of new communication paths. Push the integrator to finish identifiable elements of the project as the work progresses.
Test: When almost all is said and done, test the system. Test every point and function, no matter how seemingly insignificant. If it is not worth testing to see if it works, it probably is not worth spending the money on in the first place. Keep records of the testing to establish a baseline performance level with which future testing can be compared. Make testing part of the integrator's scope of work using test procedures approved by you. Make certain the contract requires your presence or representation at all testing activities.

Because of the full range of services often required by post-contract award activities, consulting support is often solicited. Use of consultants provides the end user with a much broader range of capabilities than is often available with in-house staff. This is especially true when the project is large, requires new facilities or extensive facility modification, involves significant expansion of existing infrastructure, or is on a fast-track schedule. It is also usually much easier to find dedicated consultant resources than it is to dedicate existing staff to a long-term project.

Regardless of the staffing source, managing the ongoing installation of a new or upgraded security project is essential to its ultimate, long-term success. The investment made in either consultants or in-house resources will pay handsome, long-term dividends.

Randall R. Nason, PE is a corporate vice president and manager of the Security Consulting Group at C.H. Guernsey & Co. His experience spans a broad spectrum of the security profession including threat assessment, vulnerability analysis and master plan development through complete system design and construction management.

Randall Nason, PE
Vice President
Manager, Security

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