1. INSTALLATION OF ACCESS CONTROL SYSTEM VIA
FACIAL RECOGNITION & CANTEEN MANAGEMENT
SYSTEM
P R E S E N T E D T O :
M A J O R K H U R R A M B U K H A R I
P R E S E N T E D B Y:
M . A N A S K H A N
SYED ADEEL HAMID
ABDUL MAJID
RAHEEL SHAIKH
FAIZAN QURESHI
M.SHAYAN

3. PROJECT TEAM & HIRARCHY
PROJECT
MANAGER
M.ANAS KHAN
FINANCE
MANAGER
ABDUL MAJID
QUALITY
MANAGER
RAHEEL SHAIKH
PROCUREMENT
MANAGER
FAIZAN QURESHI
SOFTWARE
DEVELOPER
M.SHAYAN
TEAM LEADER
ADEEL

4. INITIATION PHASE OF THE PROJECT

5. EXISTING SYSTEMS & INITIAL REQUIREMENTS
PMI built their head office at Harbor Front and found that the
movement of unauthorized employees in different areas of the office
is haphazard & uncontrolled. With the passage of time they realized
that if unexpected emergency occurs or theft of important documents
happen what will be the investigating grounds.
There canteen management was also uncontrolled despite the
allocation of huge budgets. The cost was raising great concerns for
PMI management.
The requirement raised from the problems mentioned above and to
cater such problem Limton was the ultimate solution. The
requirements include:
Access controlled premises at all 3 floors of head office.
Facial Recognition Devices with ability to incorporate attendance and
integrate fire alarm system.
Canteen Management System with complete reporting.

6. PROJECT FEASIBILITY
Does the project is viable & cost effective?
Yes, because it gives huge benefits in terms of cost and competitive
advantage because human resource, equipment's are all part of
company’s annual budget
Do we meet the technical requirements?
Yes, being the sole distributor of the mature products needed to
overcome the problems, Limton is the only option.
Do we have the right skill set?
Yes, the PM and his team is experienced and competitive in handling
such projects in past with successful completion record.
Do executing this project develops the right marketing strategy?
PMI being an International player will provide a great marketing of
our product and services and raise the standards to a whole new level

7. Project Manager Assigned & Authority level:
M. Anas Khan has been assigned the project manager for this
project. He has been given the authority to lead this project and
develop a competitive team from the existing resource pool
available with the company. He is to determine, manage and
approve changes to budget, schedule, resources etc. after
consultation and approval from top management.
Resource Requirement:
In terms of human resource, a Team leader will be required to
lead and ensure availability of all individual team members. He
will ensure overall project schedule and determine human
resource requirements at all levels. Effective reporting to PM
incase of any abnormality in the project.

8. Finance manager for allocation of budget and payment
released to procurement for timely acquirement of the
equipment's. Ensuring ROI and effective payment follow-ups
internally.
Procurement manager for foreseeing the supply chain
matters and bringing all stakeholders onboard. Maintaining
visibility with all internal & external suppliers.
Quality Manager for implementing all necessary quality
checks and authenticate final go-live of the system in customer
environment as per agreed quality criteria.
Software development lead to ensure development of the
required software and its successful implementation
considering all possible risk factors associated with it.

9. BUSINESS CASE
Philips Morris International intended to secure its internal premises
and control the access of its employees to limited workspace.
Moreover, they wanted a one window solution to manage their
attendance and canteen over heads. The HR of PMI was very much
concerned with over billing of their canteen without any record for
their reference. The foremost requirement was that all data capture
must be via facial recognition and able to integrate their fire
management system with it.
Limton a system integrator company and pioneer in innovative
solutions found an excellent opportunity to take up this project in
terms of profitability, credibility and gaining the competitive edge
through delivering this project. Moreover, PMI being an
international player would be a great success from marketing
perspective as well, for our best product and inclusion In our
portfolio.

10. BUSINESS CASE
Limton has the potential and is fully equipped to
meet the technical requirements of the customer by using
the innovative ideas and product required for the project.
Furthermore, the project will incur great financial profits
if compared with the time & resources invested to
complete this project. Being the sole distributor of
suprema & Kyndonesia gives us a huge competitive
advantage in terms of quality of services.
The risk associated with the project are of minute nature.
These risks will be handled and managed with minimum
resource input in terms of cost and time as the developed
team is well experienced to execute such projects.

11.  STAKEHOLDERS:
 Philips Morris International (Customer)
 Limton Innovative systems (Contractor)
 All suppliers & sub-contactors (Suprema, Kyndonesia,3M
& HB Electric)
 Project Manager
DELIVERABLES:
 ACS implementation at all agreed locations as per initial
meetings.
 Attendance & Fire system Integration.
 Deployment of Canteen Management System.
 End result will be a totally access controlled premises for
the customer and a deployed canteen managed system with
desired reporting.

12. CONSTRAINTS:
Project constraints consist of time, scope and cost. The objective
of this project is to achieve the constraint.
Our first focus in this project is to complete the installation
within two months as mentioned in the project plan and
mutually agreed by all stake holders. Import of necessary
equipment's required for installation which could effect the
overall schedule of the project.
The second important goal is to achieve the target within given
the budget and for this purpose the cost for different material
is already estimated so that we would not exceed from the
given budget. The estimated budget is Rs, 5,735,000 which
will be needed for the project.

13. The third important factor in this project is scope
identification. Scope of this project is to install ACS with
integrated CMS & attendance system within given time and
budget. The devices should meet the technical specifications
that is needed for the desired system to work. Project scope
helps to evaluate the boundaries of the project it limits us to
achieve all targets which were agreed initially.
PROJECT APPROVALS:
The final go ahead and procurement approvals will be
authenticated by the MAN. PM will be responsible for the sign
off and a project completion certificate authorized by the
customer will designate the success of the project.

14. PLANNING PHASE OF THE PROJECT
Initiation 3rd to 10th Sep (1 weeks)
Planning 11th to 28th Sep (2.5 weeks)
Execution 08 Oct – 2nd Oct
Monitoring and
control
M&C for whole execution
Closing 30th Oct- 5th Nov (1week)

15. REQUIREMENT MANAGEMENT PLAN
 SCOPE STATEMENT
The main goal of the project is to bring profitability to
the company in terms of monetary benefits while upgrading
the overall status & exposure of the firm. Total budget
allocated to this project by the customer is Rs. 6 million and
the completion criteria was set to 2 months duration.
There are total of 30 machines to be installed on ACS
including all types of civil work & cabling. The ACS module
must be capable of capturing the image, must integrate the
fire system and attendance of the employees fetched from the
main doors.

16. One ACS has to be installed on the Canteen
door and further 1 machine will be installed inside
the canteen for meal type input which will be
integrated tour canteen management application.
The customer will extract meal reports against
individual employees from the application.

17. WORK BREAK DOWN
STRUCTURE

18. PROJECT
ACS & CMS
Survey/
Gathering
Requirements Installation of
EML Locks
Visibility to
initiate the
project
Interlocking
between Machine
& lock
Final Testing
& Training
of the system
to customer
Quantity
analysis
Documenting
requirements/
expectations
Conduct
problem
analysis
Delivery of all
required
materials at
customer place
Preparing
SOW and
gaining
customer
approval on it
Laying of
Network &
Power cable
Connectivity
with the
switches & UPS
Deciding the
cabling route as
per customers
feedback
Installation of
Face ID
machines
Mounting the
machines on
walls/wooden
panels
Deciding a
feasible
location
Proper
alignment of
doors
Testing the
operation of the
system
Ensuring
network &
power
connectivity of
machines &
Locks
Enrollment of
employees
through
BIOSATR 2
Adding the
devices in
BIOSTAR 2
Interface
application
Installation on
customer
server.
Canteen
Management
System
Integrating
CMS with our
machines
Create
Database
of the
software
CMS
software
Developmen
t
Deployment of
software at
customer place
In-house
testing of
software
Develop
understand
ing of the
system to
customer
Ensuring the
quality
standards

19. PROJECT RISK MANAGEMENT
RBS LEVEL 0 RBS LEVEL 1 RBS LEVEL 2
ALL SOURCES
OF RISK
TECHNICAL RISK
• Platform of the devices
• Server crash
• Software Development web based
• Damages incurred at customer place
MANAGEMENT RISK • Resource Shortage/Unavailability
• Organizational breakdown
COMERCIAL RISK
• Contractual terms & condition for the
project
• Import equipment's delivery on time
• Suppliers & Vendors
EXTERNAL RISK • Import duty fluctuation & Exchange
rates
• Competitor involvement

20. PROJECT SCHEDULE
MANAGEMENT

21. PROJECT SCHEDULE MANAGEMENT
It is an organized methodology for scheduling, in
order to finish project in time and complete task
according to plan.
These are the elements in Project schedule management;
 Plan Schedule Management
 Define Activities
 Sequencing activities
 Estimate activities durations
 Develop schedule
 Control Schedule

22. PLAN SCHEDULE MANAGEMENT
Inputs
• Project management plan
• Project Charter
• Enterprise environmental factors
• Organizational Process Assets
Technique
s
• Expert judgment
• Analytical techniques
• Meetings
Outputs • Schedule management plan

23. Mandatory Tasks Target Date
Approval of Charter/PO
issuance
3rd Sep 2018
Project plan completion 26th Sep 2018
Approval of project plan 28th Sep 2018
Selection of project team 1st Oct 2018
Project Logistic Activity 03rd Oct 2018
Execution started 8th Oct 2018
Execution completed 2nd Nov 2018
Closing 5th Nov 2018

24. DEFINE ACTIVITIES
• Identified activities
• Specific functions to be
performed.
• Helps to determine work
packages into schedule
activities
• Activity list and attributes
• Milestones list
• Meetings with functional
heads
• Draft activities table
ACTIVITIES
Deployment of Duct in all 3 floors of the
office
Network & Power Cable laying for Access
Control Machine
Installation
Interlocking
Application installation (Biostar 2)
Interfacing of ACS with application
Develop, Create database for CMS
Load Testing in Real Time

25. SEQUENCING ACTIVITIES
• Activity list
• Activities attributes
• Environmental factors
• Project Management plan
• Dependency
determination
• Precedence diagramming
• Activity networkdiagram

26. Activity Activity Description Predecessor
Estimated
Duration
A
Deployment of Duct in all 3 floors of the
office
- 5 days
B
Network & Power Cable laying for Access
Control Machine
A 5 days
C
Installing of Patch panel/ mounted rack for
Networking
A, 2 days
D
Installation of Access Control Machines
& configuration
B,C 3 days
E Installation of electromagnetic lock D 5 days
F Interlocking between devices and EML D, E 1 days
G Application installation (Biostar 2) E, F 1day
H Interfacing of ACS with application G 2 days
I Develop software for CMS A 15 days
J Create database for CMS H, I 5 days
K Load Testing in Real Time E, H, I 1 day

27. ACTIVITY NETWORK DIAGRAM

28. ESTIMATE ACTIVITY
DURATIONS
• Duration Estimates
• Basis estimates
• Parametric estimating
• Three point estimating
• Resource breakdown structure
• Expert judgment
• Slack LF-EF (Tool)

29. FORWARD PASS

30. BACKWARD PASS

31. PATH IDENTIFICATION
PATH LENGTH
A-I-J-H-K 
A-I-J-K 
A-C-D-E-K 
A-C-D-F-G-H-K 
A-C-D-E-F-G-H-K 
A-C-D-E-G-H-K 
A-B-D-F-G-H-K 
A-B-D-E-F-G-H-K 
A-B-D-E-K 
5+15+5+2+1= 28
5+15+5+1 = 26
5+2+3+5+1= 16
5+2+3+1+1+2+1 = 15
5+2+3+5+1+1+2+1 = 20
5+2+3+5+1+2+1 = 19
5+5+3+1+1+2+1= 18
5+5+3+5+1+1+2+1 = 23
5+5+3+5+1= 19

32. CRITICAL PATH
ACTIVITY SLACK
= LF-EF
ON CRITICAL PATH
A 5-5= 0 Yes
B 18-10= 8 No
C 18-7= 11 No
D 21-13= 8 No
E 27-18= 9 No
F 22-19= 3 No
G 25-20= 5 No
H 27-27= 0 Yes
I 20-20= 0 Yes
J 25-25= 0 Yes
K 28-28= 0 Yes

33. ACTIVITY GANTT CHART
8-Oct 13-Oct 18-Oct 23-Oct 28-Oct 2-Nov
Duct fitting
Cable laying for ACM
Installing patch panel
Installation of ACM & configuration
Installation of electromagnetic lock
Interlocking devices and EML
App insatll
Interfacing application
Develop software
Create database
Testing
Start date
Duration
End date

34. DEVELOP SCHEDULE
INPUT TOOLS TECHNIQUES
• Activities
attributes
• Activity list
• Basis of
estimates
• Milestone list
• Risk Register
• Agreements
• Environmental
factors
• Network
Analysis
• Critical Path
• Data Analysis
• Project
Management
Information
System
• Schedule data
• Project
calendar
• Project
documents
updated

35. CONTROL SCHEDULE
INPUT
• Lesson Learned
register
• Project calendar
• Schedule data
• Work
performance
data
OUTPUT
• Work
Performance
information
• Schedule
forecasts
• Change request
• Schedule data
TOOLS
• Data Analysis
• Performance
reviews
• Critical path
• Resource
optimization

36. PROJECT RESOURCE
MANAGEMENT

37. PROJECT RESOURCE MANAGEMENT
In order to complete project, PM must identify
the required resources for the completion of project at
the right time. Project resource management
processed are:
• Plan Resource Management
• Estimate Activity resources
• Acquire resources
• Develop team
• Manage Team
• Control resources

38. • Project Charter
• Quality management plan
• Project schedule
• Stakeholder register
• Risk register
• Environmental factors
Plan
Resource
Management
PLAN RESOURCE MANAGEMENT

39. ESTIMATE ACTIVITY RESOURCES
• Estimating team resources
• Quantity of materials, equipment and
supplies if necessary to perform
project work
• Resource location and availability
• Resource breakdown structure

40. TOOLS
• Availability
• Skills
• Attributes
• Experience
• Knowledge
• Cost
• External factors
• Virtual Teams
OUTPUTS
• Physical resource
assignments
• Team Assignments
• Resource calendar
• PM plan updates
ACQUIRE RESOURCES

41. DEVELOP TEAM

42. MANAGE TEAM
> Project Team
>Assignments
>Work Performance
report
• INPUT
> Conflict manag.
> Decision making
> Emotional intelligence
Influencing
• TECHNIQUES
> Change request
> Management plan
update
> Lesson learned
• OUTPUT

43. CONTROL RESOURCES
• Alternative analysis
• Cost benefit analysis
• Trend and
performance analysis
• Work performance
information
• Risk register Resource
breakdown structure

45. Role Responsibility
Project Manager
M. Anas Khan
• Ensures that a Cost Plan is created and executed
• Determines the Project Management approach, according to
project size, risk and complexity
• Ensures the implementation of Cost activities throughout the
project
Team Members
Adeel Hamid (Team
Leader)
Abdul Majid (Finance)
Quality (Raheel)
Procuremnet (Faizan )
.Net dev. (Shayan)
• Provide input to the Cost Plan
• Assist the Project Manager in monitoring and controlling
cost activities.
Project Steering Committee
Chairman
Board of director
CFO
Project Manager
• Approve Cost Plan
Project Sponsor
• Review status reports
• Identify funding and resources
• Review and approve deliverables
• Approve change requests
COST PLANNING

46. COST MANAGEMENT PHASES

47. RESOURCE PLANNING
 Project WBS
 Resource skills are determined based on the needs
of the project
 How the resource planning activities will be
conducted.

48. COST ESTIMATING
• Obtained from the people responsible for managing the work
packages.
Estimates are created for each WBS item
The necessary skill sets and staff labour categories are
identified for each WBS element.
Resource/labour costs are allocated by resource category and
total.
estimates are then used to request funding or funding
adjustments for the project.
Estimates based on:
Direct costs are costs directly linked to the project, i.e. the
cost of resources
Indirect costs are costs that cannot be directly linked to a

49. COST BUDGETING
Project Breakdown structure with costing

50. COST CONTROL / TRACKING
 Monitoring cost performance (actual vs budget)
 Communicating changes to Project Sponsor, Project
Team members and Project Stakeholders.
 Identifying and documenting changes and adjusting the
budget as required.

51. Project Name: Installation of
ACS integrated with CMS at
PMI
Project Cost Tracking Sheet
Project No.: 174
Budgeted
Cost:
60,16,000.0
0
Date: 3 sep 2018 Actual Cost
3,34,9000.0
1
Project Mgr.: M. Anas Khan
Description
Cost
code
Labor Materials/Equipment Budget vs Actual BALANCE
HR
HR/Day/PK
R
UNITS
PKR/UNIT
S
freight Vendor
P.O
number
MISC BUDGET ACTUAL
UNDER/O
VER
Project: Installation of ACS
and CMS
6,016,000.00 3,349,000.00 2,667,000.00
Suprema face station 2 4.00 1,000.00 28.00 90,000.00
140,000.0
0
Suprema.i
nc
174-003 0.00 4,284,000.00 2,664,000.00 1,620,000.00
kyndonesia eml 600 lbs 4.00 1,500.00 27.00 4,000.00 27,000.00
Kyndonesi
a.Malaysia
174-007 0.00 459,000.00 141,000.00 318,000.00
Biostar 2 licenced (AC) 0.00 0.00 1.00 45,000.00 0.00
Suprema.i
nc
174-003 0.00 75,000.00 45,000.00 30,000.00
16 port RJ-45 jack patch
pannel
0.00 0.00 2.00 45,000.00 0.00 3M 174-011 0.00 160,000.00 90,000.00 70,000.00
3M Network cable (cat-6) ft 4.00 500.00 7,000.00 25.00 0.00 3M 174-008 0.00 490,000.00 177,000.00 313,000.00
Power cable 3*2.55 sq 0.00 0.00 4,000.00 25.00 0.00 3M 174-009 0.00 300,000.00 100,000.00 200,000.00
MU converter for auto polling 0.00 0.00 1.00 5,000.00 0.00 In-house N/A 0.00 20,000.00 5,000.00 15,000.00
CMS 0.00 0.00 1.00 25,000.00 0.00 In-house N/A
100,000.
00
225,000.00 125,000.00 100,000.00
Training & delivery of
Equipment
2.00 1,000.00 0.00 0.00 0.00 In-house N/A 0.00 3,000.00 2,000.00 1,000.00
PROJECT SUBTOTAL 14,000.00
3,068,000.0
0
167,000.0
0
100,000.
00
6,016,000.00 3,349,000.00
2,667,000.0
0

52. 60,16,000.00 ActualCost 3,34,9000.01
BALANCE
HR HR/Day/PKR UNITS
PKR/UNIT
S
freight Vendor
P.O
number
MISC BUDGET ACTUAL
UNDER/
OVER
Project:InstallationofACSand
CMS
6,016,000.00 3,349,000.00 2,667,000.00
Supremafacestation2 4.00 1,000.00 28.00 90,000.00 140,000.00 Suprema.inc 174-003 0.00 4,284,000.00 2,664,000.00 1,620,000.00
kyndonesiaeml600lbs 4.00 1,500.00 27.00 4,000.00 27,000.00
Kyndonesia.M
alaysia
174-007 0.00 459,000.00 141,000.00 318,000.00
Biostar2licenced(AC) 0.00 0.00 1.00 45,000.00 0.00 Suprema.inc 174-003 0.00 75,000.00 45,000.00 30,000.00
16portRJ-45jackpatchpannel 0.00 0.00 2.00 45,000.00 0.00 3M 174-011 0.00 160,000.00 90,000.00 70,000.00
3MNetworkcable(cat-6)ft 4.00 500.00 7,000.00 25.00 0.00 3M 174-008 0.00 490,000.00 177,000.00 313,000.00
Powercable3*2.55sq 0.00 0.00 4,000.00 25.00 0.00 3M 174-009 0.00 300,000.00 100,000.00 200,000.00
MUconverterforautopolling 0.00 0.00 1.00 5,000.00 0.00 In-house N/A 0.00 20,000.00 5,000.00 15,000.00
CMS 0.00 0.00 1.00 25,000.00 0.00 In-house N/A 100,000.00 225,000.00 125,000.00 100,000.00
Training&deliveryofEquipment 2.00 1,000.00 0.00 0.00 0.00 In-house N/A 0.00 3,000.00 2,000.00 1,000.00
PROJECTSUBTOTAL 14,000.00 3,068,000.00 167,000.00 100,000.00 6,016,000.00 3,349,000.00 2,667,000.00
Description
Cost
code
Budgeted
Cost:
ProjectCostTrackingSheetProjectName:Installationof
ACSintegratedwithCMSat
PMI ProjectID174
Date:03sep2018 ProjectMgr.:M.AnasKhan
BudgetvsActualMaterials/EquipmentLabor

53. PROJECT COMMUNICATION
MANAGEMENT
COMMUNICATION
PLAN = SUCCESS

54. SYNCHRONOUS
COMMUNICATIONS
Live meeting: Gathering of team members at the same
location
Computer-assisted conference: Audio conference with
a connection between computers that can display a
document or spreadsheet that can be edited by both
parties
IM (instant messaging): Exchange of text or voice
messages using pop-up windows on the
participants’ computer screens

55. ASYNCHRONOUS COMMUNICATIONS
Mail and Package Delivery
Fax
Email

56. COMMUNICATION PLAN TEMPLATE
Identify stakeholders (to whom)
Identify stakeholder expectations (why)
Identify communication necessary to satisfy stakeholder
expectations and keep them informed (what)
Identify time-frame and/or frequency of communication
messages (when)
Identify how the message will be communicated (the
stakeholder’s preferred method) (how)
Identify who will communication each message (who)

57. USE A PROJECT COMMUNICATION
PLAN
Share It With The Team
Stay On Track

58. PROJECT COMMUNICATION
DIRECTORY
Name Tile Email Office Phone Cell Phone
Anas PM anas@limton.com 03111111 030320303
Adeel Team Leader adeel@limton.com 03222222 02020200
Majid Finance
Manager
majid@limton.com 03333333 03033033
Shayan .Net Developer
Lead
MohammadShayan
50@gmail.com
03211234567 034005643456
Raheel Quality
Manager
raheel@limpton.co
m
3444444 0363333030
Faizan Procurement
Manager
faizan@limpton.co
m
0355555 03323232

59. PROJECT CHANGE MANAGEMENT

60. CHANGE MANAGEMENT PLAN
If there is a change in scope or time required by developer,
team lead has to discuss it with PM before making the
changes.
PM will let know top management if there is a change in
schedule required.

61. <Project Name>
VERSION HISTORY
Version Implemented Revision Approved Approval Reason
# By Date By Date
1.0
Page 2 of 9

62. <Project Name>
Appendix A: Change Management Plan Approval
The undersigned acknowledge they have reviewed the Leave Management
System Change Management Plan and agree with the approach it presents.
Changes to this Change Management Plan will be coordinated with and
approved by the undersigned or their designated representatives.
Signature: Date:
Print Name:
Title:
Role:
Signature: Date:
Print Name:
Title:
Role:
Signature: Date:
Print Name:
Title:
Role:
Page 8 of 9

63. P R O J E C T P L A N N I N G & S C H E D U L I N G