ABSTRACT
Security decision makers invariably need to manage large security projects. While some will have the luxury of dedicated project managers inside their organizations or the ability to hire consulting project managers, many will need to manage projects themselves. Organizations may have several projects underway simultaneously, and those projects may or may not be related to a common business goal. Most organizations view expenditures as affecting either revenue or cost. Revenue expenditures, sometimes called “top line” items, are those that increase sales. Project management in its most basic form consists of four distinct sets of activities: development, planning, execution, and closure. Often these are thought of as phases, although they can overlap. For the security project manager, development is the process of obtaining the requisite approval to undertake the security project; delineating the scope, overall budget, and timeframe of the project; establishing an overall solution approach; and deciding whether to use internal resources, external resources, or both.
