BUILDING AN ACCESS CONTROL SYSTEM SHEENA TAYLOR PROFESSOR HOSKINS CIS210 SUNDAY, JULY 22, 2012 PROJECT OBJECTIVE As a colleague of the Information Security team at a small college, you have been made the project manager to install an access control system (ACS) in a dormitory. The ACS will automatically unlock the dormitory doors via an electronic proximity reader and integrate with an existing security camera system. The cameras are designed to face and rotate to record a person as they use their identification card to unlock the door.

DELIVERABLES Well-trained employees Improved skills Increased performance MILESTONES A process to inform new participants and get them up to speed is in place. An analysis to ensure that alternatives do not have fatal flaws is completed. Procedures to develop and review scientific data are agreed upon. (These procedures can enhance credibility with key parties and appropriate institutions. ) Milestone in the history of the school has been reached. TERMINOLOGY Basics of Developing Mission, Vision and Values Statements 1. Basically, the mission statement describes the overall purpose of the job. 2. When wording the mission statement, consider the organization’s products, services, markets, values, and concern for public image, and maybe priorities of activities for survival. 3. Consider any changes that may be needed in wording of the mission statement because of any new suggested strategies during a recent strategic planning process. The vision statement includes vivid description of the organization as it effectively carries out its operations. 1. Note that originally, the vision was a compelling description of the state and function of the organization once it had implemented the strategic plan, for example, a very attractive image toward which the organization was attracted and guided by the strategic plan. Recently, the vision has become more of a motivational tool, too often including highly idealistic phrasing and activities which the organization cannot realistically seek. Values represent the core priorities in the organization’s culture, including what drives members’ priorities and how they truly act in the organization. Values are progressively important in strategic planning. They often drive the intent and direction for “organic” planners. 1. Incorporate into the strategic plan, actions to arrange in a line actual behavior with five approaches: -Macroeconomic Analysis -The Macroeconomic Analysis part is responsible for analysis, forecasting, research regarding the United States economic activity, and labor markets.

The section also conducts research on consumption and saving, housing, business investment in equipment, structures, and inventories, labor supply, productivity, wage- and price-setting, and business cycles. -Industry Analysis – A market assessment tool designed to provide a business with an idea of the complexity of a particular industry. Industry analysis involves reviewing the economic, political and market factors that influence the way the industry develops. – Industry analysis is a market strategy tool used by businesses to determine if they want to enter a product or service market.

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Company management must carefully analyze several aspects of the industry to determine if they can make a profit selling goods and services in the market. Analyzing economic factors, supply and demand, competitors, future conditions and government regulations will help management decide whether to enter an industry or invest money somewhere else. The word “Strategy” I think is usually associated with activities and decisions concerning the long-term interaction of an organization with its own environment. – Although While competitive-based and product-based trategy formulation generally makes markets and the customers the starting point for the study the resource-based approach tends to place more emphasis on the organization’s capabilities or core competences. -A knowledge-based strategy formulation should thus start with the primary intangible resource: the competence of people. People are seen as the only true agents in business; all tangible physical products and assets as well as the intangible relations are results of human action, and depend ultimately on people for their continued existence.

People are seen to be constantly extending themselves into their world by both tangible means, such as craft, houses, gardens and cars and intangible corporate associations, ideas, and relationships. -Dynamic capabilities and evolutionary thinking -The dynamic capabilities framework analyzes the sources and methods of wealth creation and capture by private enterprise firms operating in environments of rapid technological change. The competitive advantage of colleges is seen as resting on distinctive processes. Implementation ; executing the Strategy -Specific tasks: -Creating a strategy-supportive organization structure -Developing the skills and distinctive competence upon which strategy is grounded -Selecting people for key positions -Establishing a Strategy-supportive budget -Specific tasks: -Seeing that each university unit has the budget to carry out its part of the strategic plan -Ensuring that resources are used efficiently to get “the biggest bang for the buck” -Installing internal administrative support systems -Specific tasks: Establishing and administering strategy-facilitating policies and procedures -Developing administrative and operating systems to give the university strategy-critical capabilities -Generating the right strategic information on a timely basis -Devising rewards and incentives that are linked to objectives and strategy -Specific tasks: -Motivating colleges units and individuals to accomplish strategy -Designing rewards and incentives that induce the desired student performance -Promoting results orientation -Shaping the university culture to fit the strategy -Specific tasks: -Established shared values Setting ethical standards -Creating a strategy-supportive work environment -Building a spirit of high performance into the college -Evaluating performances, reviewing the situation and initiating corrective adjustments -Doing the tasks of strategic management is an ongoing responsibility -The cameras must constantly evaluate performance, monitor the situation, and decide how well things are going -Altering the students long-term direction -Redefining the business -Raising or lowering performance objectives -Modifying the strategy -Improving strategy execution TECHNICAL REQUIREMENTS There shall be no limitations on the number of PC workstations, readers and alarm inputs. -The number of cards/users shall be limited only by memory available in hardware. -At least three active cards per user shall be supported. -At least eight access levels per user shall be supported. -Access levels should be assigned to a user, not to a card, in order to help issue a new card in a fast and easy manner, without reassigning access levels. -The software shall support at least over a thousand holiday dates and have automatic holiday rescheduling feature. -The software shall have the ability to perform scheduled automatic database aintenance and backup tasks at user selected intervals and ability to configure the amount of history stored in the active database. -The software shall have the ability to produce the following report types: system and alarm event reports, user reports, hardware configuration settings, access level reports, student’s time ; attendance reports. -The software shall support an unlimited number of building floor plans. -There shall be at least 2 types of controllers: (i) for one door with an entry reader and an exit button and (ii) for one door with two readers (entry and exit) or for two separate doors with entry readers and exit button.

LIMITS AND EXCLUSIONS The University makes every reasonable effort to plan and control enrollment to ensure that all of our students are qualified to complete the programs to which they are admitted, and to strike a practicable balance between enrollment and available instructional resources. Sometimes such a balance cannot be struck and the number of qualified students exceeds the instructional resources that we can reasonably make available while at the same time maintaining the quality of instruction.

In such cases, we must reserve the right to limit enrollment in the programs, courses, or sections listed in the calendar. The University will not be at fault for any loss, damages, or other expenses that such limitations or withdrawals might cause. Authorized individuals entering a Limited Area or Exclusion Area where Protective Force personnel are not controlling access must ensure that unauthorized individuals do not enter also known as piggyback into the Area.

Authorized persons are permitted to vouch for an individual provided they inspect the individual’s security badge to ensure that it bears the likeness of the individual and that he or she has the proper security clearance. Requires access controls at exclusion areas to include a log and record of all personnel entries and exits, including visitors. Students and staff of an exclusion area are permitted to develop their own log, but it should contain spaces for the entrant’s name, signature, office symbol or university affiliation, family or friends purpose of visits, arrival time, and departure time. [pic] [pic]

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