CPEXPO2013COMMUNITY PROTECTION

Security Projects & Projects Safety(Giuseppe Pugliese – Certification Board Member IPMA )(Giuseppe Pugliese – Certification Board Member IPMA )

30 October 2013 – Fiera di Genova

Security Projects

&

Technology

We are IPMA 2 ®

&

Projects Safety

Project Management

Security Projects & Projects Safety

Highlighting the following relationship:

security experts realize systems "to

We are IPMA 3 ®

security experts realize systems "to secure " people and things

experts in project management develop systems "to secure“ projects.

IPMA (International Project Management Association)

Overview• Founded 1965 as a Non-Profit-Organisation

• Legally registered in Switzerland (Legislation)

• INTERNET until 1994History

• 56 member associations

• Promotor for International Project Management

• IPMA World CongressWorldwide

We are IPMA 4 ®

• Quality standard for certifications

• ICB – IPMA Competence Baseline

• IPMA Young Crew / Expert Seminars / Advanced Courses / Research /Events / Journals

Services

ISO 21500 Definition – Project

A project is a unique and temporary set of activities that uses resources to create outputs.

A project has specific requirements and multiple constraints such as time, cost and resources.

Although many projects may be similar, the outputs provided by the project, the stakeholders influencing the project, the resources used

We are IPMA 5 ®

project, the stakeholders influencing the project, the resources used and the way processes are adapted to create these outputs may differ. Therefore, each project is unique .

Temporary means that every project is time limited with a definite beginning and end. The end is reached when the project’s objectives have been achieved, or the project is terminated. Temporary does not necessarily mean short in duration.

Security ProjectsHigh Complexity Context (Technical and Managerial)

�Grade of Innovation�Multidisciplinarity�Multicultural

We are IPMA 6 ®

�Multicultural�Integration of specialized and wide spectrum

of technologies�Organizational Contexts�Regulatory and Laws Domain�Risk Management

To make a (complex) security project

succesfully we need

We are IPMA 7 ®

succesfully we needproject management

Any other options?!?!

QUALITY

THE PROJECT MANAGEMENT TRIANGLE

We are IPMA 8 ®

TIMECOST

Author: Martin Barnes (IPMA UK) 1972 IPMA Stockholm Congress

8

We are IPMA 9 ®

ISO 21500 Guidance on Project Management

3.11 Project constraints……………….There are many different constraints that may be imposed on a project. Some constraints could be:

• duration or target date for the project.• budget of the project including all economic and financial means foracquisition.

We are IPMA 10 ®

acquisition.• availability of project resources such as people, facilities, time, equipment,materials, tools and others required to carry out the project activities relating tothe requirements of the project.

The question here is:Do Security Projects have the samecostraints?.

No, they don’t.

We are IPMA 11 ®

Thanks , bye bye

Yes, they have……

We are IPMA 12 ®

IPMA IPMA StandardsStandards

Moving PM competence Moving PM competence

forwardforward

®

The Competence StandardThe ICB3 standard proves its value to PM practitioners and our stakeholders.

It highlights PM knowledge, and the key competences

We are IPMA 14 ®

and the key competencesexpected from managers of:

– Projects– Programmes– Portfolios

Why a Competence Difference?You may want more than Knowledge ...

You board a flight piloted by two “Air Academy” graduates who have nevertaken off or landed a plane.

Your defense lawyer just passed the

We are IPMA 15 ®

Your defense lawyer just passed the bar, knows all the case law, but has never practiced before a jury.

Your heart surgeon memorized the manual, but has never used a scalpel.

Q: What is missing? Competence!

Project Manager Competence Profile - IPMA ICB 3.0

We are IPMA 16 ®

Benefits in applying Project Management

Tangible benefits

� Cost savings

� Revenue increases

� Customer retention

� Increased customer share

We are IPMA 18 ®

� Increased customer share

� Greater market share

� Reduced write-offs and rework

Intangible Benefits� Improvements in the decision making

� Enhanced collaboration and communication

� Improvements in effective work cultures

� Alignment of approaches, terminology and values within the organization

We are IPMA 19 ®

values within the organization

� Overall effectiveness of the organization and its management approach

� Improved transparency, clarity of structures, roles and accountability.

Strategic Project Management

Strategic Planning provides ideas

Project Management achieves results

Projects drive strategic changes

We are IPMA 20 ®

Projects drive strategic changes

Feedback loop for continuous change

IPMA – 4LC Project Manager Certification

21

The PM in Security ProjectsSome Issues:

Recognize and Engange the Project SponsorsApply the “right” level of Project Management Process

We are IPMA 22 ®

Take care of all Interested Parties expectationsEven if expert of “smt” do not fight against yourspecialist in the team Be neutral in order to be “reliable” in managingconflict&crisis

IPMA Result Orientation Competence (2.08 ICB 3.0)

The project manager is not paid because he workshard, nor for the plans or reports or for the fact thateverybody work hard.

We are IPMA 23 ®

He is paid to realise the project results.

We are IPMA 24 ®

CONTACTS

Via E. Tazzoli, 620154 Milano

Tel. +39 0267100740

IPMA ITALY

25

Tel. +39 0267100740 Fax +39 0267071785

Giuseppe Pugliese – Director of the Italian Certificati on BodyE-mail: giuseppe.pugliese@animp.itIrina Bolognesi – Segreteria IPMA ItalyE-mail : ipmaitaly@animp.it

Web Site Italy http:/www.ipma.it/

Web Site International http://www.ipma.ch