Security Dealer & Integrator

JAN 2014

Find news and information for the executive corporate security director, CSO, facility manager and assets protection manager on issues of policy, products, incidents, risk management, threat assessments and preparedness.

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programmable features, especially where human interaction is involved. Requirements can include peopleper-minute capacity for revolving door access control, seconds-to-card-acceptance for elevator or gate access control, and sharpness of image for critical camera fields of view. Commonly troublesome requirements with video are recording retention capacity, and video analytics object/behavior detection and identity recognition. 5 Get Your Project Managers Certified Getting your project manager trained and certified has the broadest impact on project profit factors, and is probably the highest-ROI strategy of those presented here. The Certified Security Project Manager program from SIA is intended to ensure that project managers fully understand how to manage the costs, to ensure the quality and to schedule projects throughout all phases of the project lifecycle. The certification also covers other success factors such as stakeholders, estimating, revenue, cash flow and risk management. A highly proficient project manager can achieve significantly better project performance than is typical for most security system projects, providing his or her company with both professional and financial competitive advantages. Project stress factors are usually reduced for everyone, including project managers. Here are just a couple excerpts from the strong endorsements I received from CSPMs about the value of the program: "This course provides the necessary framework to allow you to manage the project from its inception to close out. Working from the aspect of putting out fires can cost more money than managing the project correctly . . . the course cost up front will be made back many times over." "The class was developed specifically for the security industry. There is a lot of material that goes beyond general project management principles." based on your current recollection of project history, should be included. Involve operations managers, project managers and sales personnel in the review to cover the full project lifecycle. Use the findings and recommendations that result to help make a better path forward with regard to project profitability. ❚ Ray Bernard, PSP, CHS-III, is a security consultant and author, who over 26 years has led many noteworthy security projects for airports, nuclear facilities, sports stadiums, water districts, utilities, hotels, manufacturing plants and multiple-tower high-rise facilities. (www.go-rbcs.com) Jerry Bidmead, CSPM, is a Senior Field Engineer with more than 35 years in security, including base computer security and TEMPEST in the U.S. Air Force, and electronic physical security systems design and project management. (www.linkedin.com/in/jerrybidmead) Immediately available in 11 contact styles, High-Security switches create the ultimate security protection for Jewelry Stores, Document Vaults, Gun Safes and other high value targets. Reality Check You can get a good idea of the value of these strategies by reviewing previous projects to identify the causes underlying any significant variances from the initial project cost, checking for the factors related to the strategies described above. Some integrators already perform project "post-mortems" — identifying what went right; what went wrong; how to prevent future wrongs; and things to do better to make the next project even more profitable. Use material from the five strategies above to create a checklist to review past projects, with a clear eye to the profit factors. Incorporate any other elements which, Request information: www.securityinfowatch.com/10215295 www.SecurityInfoWatch.com | SD&I; | January 2014 49

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