DE LA SALLE UNIVERSITY - MANILA

Ramon V. del Rosario College of Business

DEPLOYING BIOMETRICS SYSTEM:

An Effective and Efficient Security System

In Partial Fulfillment
Of the Course Requirement in
Information Management (MIS535M)

Submitted by:
Group 5
MANAMTAM, Cathleen Mae
OCAMPO, Teresa Paige
RELINGO, Julius Paulo
SOBERANO, Leira Angeli
TEJUCO, Angel
Submitted to:
Prof. Jeffrey Roxas

December 3, 2017
 I. Background of the Company

In April 2008, AES seized the opportunity to enter the growing Philippine market
when it acquired a 600-megawatt thermal power plant in Zambales Province in Luzon. By
successfully rehabilitating the ten-year old Masinloc Power Plant, AES not only expanded its
footprint in Asia. It also demonstrated its deep local knowledge and distinctive operational
skills – honed from more than two decades of leadership in the global energy sector and
pioneering advances in many markets.
Upon AES takeover, the company implemented a holistic Rehabilitation Program at
the plant.

As of April 2009, the power plant has:

Rated Capacity: 630-MW (2 x 315-MW vs. nameplate of 2 x 300-MW)
Heat Rate: 9,995.5 btu/kWh average at full load
Availability Factor: greater than (>) 90%
Auxiliary Load: less than (<) 8.5%
Environmental Footprint: Surpasses Philippine and World Bank Standards
AES Philippines completed the rehabilitation in 2010.

Mission
We are a global company with an empowered team. We safely and reliably provide
competitive energy to support socio-economic development in the Philippines

Values
AES people work round the clock each day to provide affordable and sustainable
power. The actions that we each take are guided by these core values:

a. Put safety first – We will always put safety first – for our people, contractors and
communities.
b. Act with integrity – We are honest, trustworthy and dependable. Integrity is at the
core of all we do – how we conduct ourselves and how we interact with one another and all
of our stakeholders.
c. Agility – We honor our commitments to our customers, teammates, communities,
owners, suppliers and partners, and we want our businesses, on the whole, to make a
positive contribution to society but at the same time we move quick to adopt the changing
environment and is a leader in growth.
d. Strive for excellence – We strive to be the best in all that we do and to perform at
world-class levels.
e. Have fun through work – We work because work can be fun, fulfilling and exciting.
We enjoy our work and appreciate the fun of being part of a team that is making a
difference. And when it stops being that way, we will change what or how we do things.

Plant Profile
Location: Masinloc, Zambales
Type of Plant: Coal-fired Power Plant
Type of Ownership: Independent Power Producer (IPP)
Installed Capacity (MW): 2
Unit 1 – 300 MW
Unit 2 – 300 MW

Company Profile

Owner: Masinloc Power Partners Co. Ltd.

Office Address: 18th Floor, Bench Tower, 30th street corner Rizal Drive,
Crescent Park West 5, Bonifacio Global City, Taguig 1634,Metro Manila, Philippines

Wholesale Electricity Supply

AES supplies to the Wholesale Electricity Market. These are the investor-owned
electric utilities or Distribution Utilities (DUs), including Manila Electric Company
(MERALCO), a few local government-owned utilities (NPC-SPUG) and numerous electric
cooperatives (ECs) which sell to households as well as commercial and industrial enterprises
located within their franchise areas at retail rates regulated by the Energy Regulatory
Commission (ERC).
Our Culture
The energy our people bring to what they do is what powers AES. At its essence, our
culture is how we channel that energy through the ways in which we work together.
WIN – We strive to win in everything we do.
GROW – We commit to growing our people, professionally and personally
TEAM – We help each other across our business lines and our support functions.
SPEAK WITH CANDOR – We say what we think in an open and constructive way that moves
us forward.

II. Organizational Structure

The top head of the AES is the President and CEO. This role is being handle by only
one person. AES is a multinational corporation whose main office is located in Arlington,
USA. Under the CEO are Senior Vice Presidents and Vice Presidents who handles the
different functions of the company. The figure in the next page depicts the organizational
chart of the company.

*CEO – Chief Executive Officer, COO – Chief Operating Officer, VP – Vice President, SVP – Senior Vice President, SBU –
Strategic Business Unit
 III. Statement of the Problem
Existence of access controls are significant in an organization as it ensures security
and controls how users and systems communicate and interact with other systems and
resources. Access controls also allow organizations and businesses to restrict, monitor and
protect resource availability, integrity, and confidentiality. Traditionally, physical keys were
used by different businesses and organizations as a form of security system. However,
continuous influence and stronger presence of technology allowed for the introduction of
physical access cards.
The introduction of physical access cards or “proximity cards” or “proxy” cards,
known as smart cards, allowed employee access without the need to insert a tangible
material into a device reader. It is contactless which can be read by tapping on the
electronic reader. The card contains a microchip that contains the employee information.
The electronic device, once read by the system, logs the time in and time out activity of the
employee. One of identified advantages of deploying this type of security system is it allows
easier monitoring of employees’ whereabouts. In cases of emergencies and disasters, logs
can be automatically reviewed to determine who are missing and if there are employees still
trapped inside the facility.
However, there are also identified disadvantages in deploying physical access cards
in an organization. Continuous and long-term use of physical access cards will result to its
deterioration and can cause additional costs to the company. Another disadvantage of this
type of security system is it can be shared with or used by unauthorized individuals. The
company may face issues such as identify theft, loss, and collusion because of the tangible
and transferable device. The identified disadvantages pose a threat to businesses and
organizations which core operations are heavily reliant on or deals with confidential
information and sensitive data.
To address this problem, several organizations have transitioned into the biometric
technology. This technology records every individual’s unique and intrinsic traits and uses
this information for authentication. Biometric technology can recognize face, fingerprint,
signature, DNA or iris pattern which makes it more secured compared to physical access
cards. In this paper, the group aims to explore whether the above mentioned risks and
disadvantages can be eliminated and/or mitigated by the allowing AES to transition to
biometrics system. Apart from this, the group will also like to find out what are the other
advantages that a biometric system can offer to the business organization that we have
chosen.

IV. Porter's Five Forces Analysis

● Competitive rivalry (Low)
AES Corporation operates in the utilities sector particularly focusing in electricity generation.
According to the 2011 data of Energy Regulatory Commission and Department of Energy,,
San Miguel Corporation was the biggest power producer which accounted for 22 percent or
2,545 megawatt (MW) attributable capacity of the the total sold to the grid, based on their
aggregate share of power produced in plants they own or partly own. Aboitiz Power came
second at 20% (2,350MW), and the Lopez group third with 18% (2,150 MW). However, in
terms of capacity of all existing power plants -- old, depreciated, or still fully efficient --
Aboitiz remains the biggest power producer based on "installed" capacity of 3,426 MW,
accounting for 21% of total power sold to the grid. Aboitiz Power also runs several
independent power players (IPP) that sell to state-run National Power Corporation
(Napocor).

Despite a number of companies generating electricity in the Philippines, the competitive

rivalry remains to be low due to different factors. First, these companies operate in different
major islands in the country which unables them to operate nationwide. For example, the
companies operating in the Visayas region can only reach out to the distributors in Luzon
once they have established or acquired generators situated in that location. Second, there is
a high demand for energy in the Philippines which have not been completely fulfilled yet
due to insufficient investments in power generation.
 ● Bargaining power of suppliers (moderate)
For suppliers, we have determined the coal companies as it remains to be the main source
(47.7 percent) of electricity for the energy sector as of 2016. The group characterized this
force as moderate due to this industry’s heavy reliance on coal importation. According to
BusinessWorld, Philippine coal reserves meet just a fraction of the coal requirements,
hence, requiring power plants to import 70% of coal from neighbors like Indonesia.
Importation of coal of energy producers’ suppliers will result to its higher prices and would
eventually be also absorbed in the prices of energy that would be supplied to distributors.
However, there are also renewable sources of energy which dominates the Visayas and
Mindanao region.

● Bargaining power of customers (low)

The bargaining power of customers of the companies in the electricity generation and
distribution industry is characterized as low due to small number of market players that
generate electricity. The companies in this industry supply to the wholesale electricity
market which are comprised of investor-owned electricity utilities or distribution utilities.
Over the past decades, the Philippine government have actively privatized current power
plants and enticed investors to build additional ones to address lack of capacity, insufficient
reserve margins, and the resulting spikes in spot prices.

● Threat of new entrants (low)

The threat of new entrants for the electricity generation and distribution industry in the
Philippines is characterized as low which means there is less competition and the profit
potential of firms operating is high. New entrant are deterred by barriers to entry as
significant upfront capital investments are required to start a business within the electricity
generation and distribution industry. In addition, contracts between companies that
generates electricity and distributors are long-term in nature which makes it hard for new
entrants to secure

● Threat of substitute products or services (High)

For the threat of substitute products or services, we characterized this as high. Recently,
several Filipino households and business have started shifting to use of solar panels as
source of electricity. Solar panel prices have fallen 90 percent over the last 10 years—50
percent in the last three years alone which will make it more affordable for Filipino
households to purchase. Usage of solar panels will allow Filipino families to save in
electricity costs.

V. Balanced Scorecard
There are different factors that affect the direction of AES. Such factors include:
1. Rise of distributed generation
2. Expansion of renewable energy
3. Energy-efficient technologies
4. Electric vehicles
5. Smart cities and smart homes
Huge electricity consumers including the construction companies, government
agencies, and other high megawatt consuming businesses are little by little switching
to renewable energy for sustainable growth.

Framework and objectives for scorecards

1. Sustainability - optimizing current operations, reducing environmental
impact, focusing on low-carbon energy systems. Technologies that utilizes
small amount of coal but produces more more megawatts of electricity.
2. Renewable energy - working on new energy technologies
 Financials:
● Increase total shareholders return
● Shorter payback period
● Increase return on capital

Customers:
● Produce energy that benefits the customers
● Help customers reduce the environmental impact
● Help in uplifting the way of life of the customers the company serves

Business Processes:
● Improve operational efficiency and effectiveness
● Reducing environmental impact of the operations (gas emissions etc.)
● Research and development and advancement in technologies

Learning and Growth

● Safe working environment - safety as everyone’s priority
● People with constant learning opportunities

VI. SWOT
In analyzing AES’ strengths and weaknesses, the group decided to look into it
through value chain analysis to have a better understanding of the firm’s internal activities.
On the other hand, we will be using the PESTEL framework to analyze and monitor the
macro-environmental factors which have an impact on the organization. The results of
which would be used to identify the threats and opportunities for AES.

Strengths Weaknesses

Operations ● Global network - Being part of AES’ Fewer local connections

global network, it gave the compared to their competitors-
Philippine company access to local players can secure big
massive technical know hows contracts
Outbound ● Competitive power rates -
Logistics customers enjoy competitive
power rates for their end-users

Services ● CSR Activities - AES created

partnership with their clients to
provide financial support to its
various community programs

Opportunities Threats

Political ● PH Government prioritizes energy ● Corruption allegations on

security- Department of Energy’s ERC - "Corruption within
Strong support for the increased the ERC could result in the
used of renewable energy through proliferation of
implementation of incentives such anticompetitive behavior,
as Feed-in-Tariff Program which would be disastrous
to the stability of the
country’s electricity
supply”.

Economic ● Increase in electricity consumption

- The year 2016 is characterized by
a significant increase in electricity
consumption at 10% and peak
demand at 8.7%
● Capital Intensive - The threat of
new entrants is low since it is an
industry that has an capital
intensive and expensive
 requirements.
Social ● Increase in population - positive
correlation between increase in
population and energy
consumption
Technological ● Technological innovations -
advance technology contributes to
the improvement of processes and
quality of services the energy
sectors provide.
Environmental ● Booming renewable energy sector
- The Duterte administration is
promoting a major change in the
energy industry through changing
the approval systems of new
energy projects from a multi-year
gantlet to a 30-day process.
Legal ● Renewable energy act of 2008 - An
Act promoting the development,
● Cyber threat - According
to World Energy Council
report, the critical role that
the energy sector plays in
the functioning of a
modern economy, with its
increasing interconnection
and digitisation, with the
emergence of smart grids
and smart devices, make
the energy sector a highly
attractive target for cyber-
attacks aimed at disrupting
operations
● Climate change - the
Philippines is one of the
countries most susceptible
to the effect climate
change.With this, there is
an urgent need to adopt to
a more environment
friendly solutions.
● Highly regulated industry -
since the industry is highly
 utilization and commercialization of
renewable energy resources and
for other purposes
regulated, the processes
for each country is
different. Every country
has their own regulations
and any energy company
will find it hard to
standardize the processes
across the globe.

VII. Corporate Plan (long-term and short term goals)

In line with the corporate goals and objectives of the company to be the leading energy
supplier, we must develop our internal processes to cope up with technological advances.
The company (AES as a whole), eyes itself as the leading provider of energy that caters to
the community it serves. As a leader, the company should be at par in advancement of
technology at every aspect of the business. Technological advancement in both the primary
operations of the company and support functions. Primary operation is the production of
electricity including the newest technology in metering system. In recent months, the
company retrofitted its turbine and other machineries in order to efficiently produce higher
megawatts of electricity in a fewer coal consumption level. Support functions include IT,
Finance, HR and Admin department.

Long Term Strategic Plan

As the number one provider of electricity in the community it serves, AES has set its
long term objective to be a provider of cleaner and renewable energy. A company that
provides energy solution and at the same time cares for the society and the environment.
The company will focus its research and development into utilising its resources primarily
for renewable energy. AES has taken steps in order to achieve this strategic plan by
deploying several reorganizations including acquisitions and divestitures. AES started to
acquiring small producers of renewable energy in some other countries and the market
businesses leadership team were tasked to develop businesses focusing on solar and wind
as additional investments. AES also started selling its coal businesses. Business units that
produce electricity through burning coals are now classified as held for sale. These steps are
huge steps for AES and the company knows that it has to take steps to be ahead of the
competition.

Short Term Plan

The company targets to successfully transition its different coal businesses to their
respective buyers. Several due diligence are being conducted and biddings were held in
order to proceed with the sale. In the next year, the company will experience a new
organization where the coal businesses were already diversified.
Also, another short term plan is the successful reorganization of the company. There
were streamlinings of positions and responsibilities done across the global function. One
example is the integration of Asia and Europe Strategic function. The new organization is
now called EURASIA. This organization will only have one key senior leadership position
thereby eliminating separate senior leadership positions each for Asia and Europe. Since
there is only one key leadership function as opposed to having separate, savings are
expected to flow for the next years to come. The salaries and travel expenses of the people
having key leadership positions in the company comprised primarily all of the middle
management up to the lowest ranking positions’ salaries of the company or just above 50%
of the total salaries and expenses of a business unit.

VIII. IT Strategy (including priority projects)

Due to confidentiality of some of the IT projects of the company, below are
the only IT projects that we can list down:
1. Deployment of microsoft office 360 - aiming to utilise cloud based emailing system.
2. BPC 10 - financial reporting system that integrates SAP and excel function for
financial reporting purposes.
3. Workday integration - connecting workday and payroll systems.
4. Payment automation - integration of SAP transaction codes to bank’s portal. It will
enable the payment officer to automatically upload the payment instructions to
bank’s portal through SAP, eliminating the need to separately logging in to online
bank portal.
 IX. Internal Processes
A. Providing Access Process Flow:

Once an employee is hired, Human Resources Department (HR) will prepare the
details needed in order to create the ID and prepare the access card.
Currently, access cards are being ordered from the manufacturer. Once the access
cards are received by the IT department, they will program the access card to include the
details of the employee.

B. Employee Time-in and Time-out Process Flow (for overtime charging

computation)
The company is still currently employing a manual system for its time keeping
process. Even the employee’s overtime charging are through filling up a form
and having their direct supervisor/manager approve the document for HR’s
payroll processing.

OT charging is based on the existing OT policy which is applicable only to non-

managerial positions. Per policy, employees will have to count their OT based
 on the start time in the office so it is vital to know what time the employee
enters the office. In cases when the employee rendered OT outside the office,
it is up to his/her manager to assess the chargeability of the OT.

C. Lost/Stolen ID/Access Card Process Flow

Lost/Stolen ID/Access Cards are immediately reported to the Admin
department. The employee will be required to fill up an incident report form
for submission to the IT and Admin Department. The said form will be
approved by the employee’s direct supervisor or manager for approval. Once
approved, the employee will have to pay for the costs of new ID and access
card. Together with the form, the employee will submit to Admin the deposit
slip or proof of deposit/payment. Depending on the number of cards to be
procured or the amount, admin may request for payment to supplier via
purchase order or via the use of petty cash. Admin will then inform the IT
department to deactivate the access of the lost/stolen ID/Access Card and
will process a new ID/Access Card for the employee. This process would
usually take around two weeks. The employee also needs to pay for the
lost/stolen identification or access card.

D. Request for Temporary ID/Access Card Process Flow (for IDs/Access cards
left at home)
For employees or company personnel who left their identification or access
cards at home, AES has implemented a policy wherein they need to sign a form
requesting for a temporary badge. This form is available at the company’s lobby area
and can be requested from the guard on duty. After the form has been completed,
the employee needs to submit it to the Administration Office to get a temporary
badge. At the end of the day, the employee needs to surrender the badge to guard
on duty.

X. Proposed Access System and Processes

A. Capability and Specification of Biometric Systems
 In a report, the American Payroll Association (APA) has estimated that time theft,
tardy arrivals, buddy punching, lollygagging (wasting time getting to the work area),
extended breaks and early departures costs businesses 1.5 to 5 percent of gross payroll,
amounting to hundreds of billions of dollars annually. Industry studies also has supported
these estimates and in recent APA surveys, employees were reported to be stealing an
average of 4.5 hours each week, equivalent to a six-week paid vacation per year.
According to a Nucleus Research study, buddy punching has been experiencing by 74
percent of organizations.. Further empirical studies from the USA and United Kingdom show
that time and attendance management are closely negatively related to labor cost. A global
provider of IT advisory and research services, found that 74% of organizations experience
payroll losses that are directly related to ‘buddy punching’. Nucleus Research found that
organizations can save 2.2% of gross payroll annually on average by eliminating ‘buddy
punching’ through the use of innovative biometric technology.
To resolve this matter, the researcher used the biometric technology to facilitate the
recording of the employees’ attendance and generate automatically the payroll. This
proposed technology minimizes the buddy punching and payroll losses as experienced by
the other organizations. The employee uses the fingerprint reader to verify and identify the
fingerprint image and record their attendance in the school or company, basis for the
generation of payroll. The system generates the daily time record (DTR), computes the tardy
and under time of an employee, automates income tax deduction, and manages refunds,
allowances, and deductions.
To eliminate time theft, tardy arrivals, buddy punching, lollygagging (wasting time
getting to the work area), extended breaks and early departures and achieve better
productivity, the group decided to propose the implementation of a biometric system for
AES.
The group researched available biometric systems in the Philippines that can be
proposed to AES. From the units that we found, we identified only two kinds of system that
potentially can be used by AES in their plant and main office. We also indicated the
specifications and the price of the two systems for performance comparison.
 Details: SKU TC550U SKU TA100C

Price: Php 20,150 Php 24,000

Fingerprint Capacity: 2,000 12,000

Processor: USA TI 300MHz DSP 400 MHz

microprocessor

Log Capacity: 50,000 200,000

Verification time: < 1 second <1 second

Memory: Not disclosed 256MB flash memory

Verification method: FP/ID+PWD/ID+FP/Card/ID Fingerprint (1:1, 1:N),

+Card Password

Built-in RF Card RFID/Mifare/HID Card N/A

Readers:

Communication: Memory: USB/485 Method: TCP/IP,

RS232, RS485, USB
Baud rates: flash disk
57600, 9600 (RS485 )
Baud rates:
9600, 19200, 38400,
57600, 115200

Power Supply: DC 12V/1A Ⅰ(Working) DC5V 2A

0.29A Ⅰ(sleeping) 0.26A

Operating -10-60℃/ 20％-80％ 0-45 ℃

Temperature:
 Dimension (L x W x 126(w)*189(h)*35(d) 190 x 52 x 140
D):

Software: Bio-office Fingerprint Manages data fast and

Attendance System effectively via software

Special Features: ● High speed and stability •Work codes are available to
● New generation fully allow users to input clocking
sealed, waterproof and reasons.
dustproof fingerprint • Short message display on
sensor screen to broadcast company
● User name display and information to users.
human voice prompt • Private short message
● Real Time data transfer and display intended for particular
● WEB online tracking users.
● Optional access controller • Local language greetings and
for separate type secure display available.
access control 6-digit work • TCP/IP, RS232 and RS485 to
code, 15 groups, 32 time connect to PC.
zones, 30 bell schedulers • USB port available to ease
and 50 short messages data transfer. • Multi-readers
managed by powerful TCMS
V2 software.

To fully implement the biometric system, the proposed layout plan below should be
followed by AES. We have indicated different types of layout plans depending on what will
work best for the organization.
 Proposed Layout Plan
B. To-be Process Flows

Proposed System Architecture

As you can see above, the system architecture for the biometric system will consist
of a computer (server, client), a fingerprint reader, and a webcam device connected in the
network. The fingerprint reader would be installed in the client computer and used to
register and capture the fingerprint image of the employee. The database component is
situated at the server computer and used as the repository of data (login & logout,
fingerprint image) pertaining to the employees. The webcam device is used to capture an
image of the employee in the registration module, and to monitor the users in using the
fingerprint reader and the system.
When the employees place a finger on the fingerprint reader, the device captures
the fingerprint image and matches it sequentially on the different fingerprint images stored
in the database. Once a match is found, the searching and matching of images automatically
stops. Otherwise, a message prompted on screen informing that no match was found. In
recording the employee’s attendance, the system provides a security features when using
the fingerprint reader, a high resolution camera was attached to the client computer and
used to capture the images of the users.
Through the system, the employee can easily perform the recording of attendance
(arrival and departure) in the DTR required by the administrators every end of the month.
The daily attendance of the employee is recorded correctly by the system by pressing one
finger in the fingerprint reader. The payroll of the employees is provided or generated on
time by the company. The administrator can provide quality of service to the employees by
adopting biometric technology and payroll system in the company or institution. The system
generates the daily time record DTR which computes the tardy and under time of an
employee, automates income tax deduction, and manages refunds, allowances, and
deductions. Thus, the submission of the DTR of an employee and preparing of payroll makes
easy, fast, and, accurate.
In addition, implementation of the biometric system will eliminate problems related
to lost or stolen identification or access cards. It will also eliminate the process of requesting
for a temporary access card when the employee left it at home or somewhere else. Overall,
this system would help AES to save on costs associated with replacement of lost and stolen
cards and having extra temporary access cards for left access cards. It will also allow
company’s Human Resources individuals to focus other significant tasks which will help the
organization and employees to achieve personal and company’s overall goals.
 C. Costing and Financials
The comparative analysis of the two products under consideration is as follows:

Supplier Digital CCTV Digital CCTV

Product SKU SKU

TC550U TA100C

Price per unit P 20,150 P24,000

Required No. of units 2 2

Total Expected Capital P 40,300 P 48,000

Expenditure

XI. Project Implementation

A. Project Risk Management

Risk management is a very important aspect of any project. Risks can never be
eliminated but it may be mitigated with proper planning, execution and monitoring. As
defined is the process of identifying, analyzing and then responding to any risks that arises
over the life cycle of a project to help the project remain on track and meet its goal.
A crucial part of the risk management is being aware of potential hazards.
Technology and systems implementations are full of risks. The types of system
implementation are end user involvement, requirements definition and project scope,
getting the business rules, process documentation and training materials, system interfaces
and integration, data conversion, user acceptance of change, benefits attainment and
process measurement.
Thus, these risks should be managed accordingly to ensure that success of the
system implementation.
 To avoid risk there are several steps that must be undertaken, the model based risk
assessment methodology is a good framework that can be used in this proposal.

Risk Management process- it is important for the company to determine the risks
involved in the implementation of the project. In this part, several processes will be
determined such as steps on how data could be transmitted from the biometrics machine to
the main server. In this process also, it is determined here the possible threats upon
implementation, such delays on data transmission or problems when it comes to availability
of electricity.

System documentation and framework- one of the best ways to avoid risk is by
proper documentation, in this part, the team should ensure documentation from the start
of the process until the end. With this, if a problem occur in a specific part of the process,
the team could easily determine as to where in the process they should focus on. The
documentation could also be the way to check and enhance processes that need to be
improved.

Integrated Risk Management and Development Process- in this part, it is not the
concerned IT team or group that should take measure on the possible problems that this
project might encounter. It should be a responsibility of all the employees in the
organization. Risk management doesn’t rely only in the risk management people but also to
everyone.

Platform for tool inclusion based on data integration- whatever information and data
gathered from the several processes involved must be integrated to one report or one
system. With this, future problems that the proposed system might encounter could be
avoided. The tool can be used by the proponents to easily prevent system problems.

B. Timeline and Requirements

What Who When

Build a plan Management team, IT 2 weeks

● Identifying the department, and HR
implementation team, tasks department
and resources needed
(hardware, software and
network)
● Prepare a budget and
timeline

Executing the plan Implementation team 1 month

● Identify the specification and Purchasing team
needed for the biometrics
● Canvass for suppliers/Decide
on the best option
● Process for requisition
● Installation of Hardware,
software and network
○ Determination of the
Location and
Positioning of the
Installation
 ○ Mounting of
Terminals
○ Wiring of power
supply
○ Setting up Data
communications
○ Finalizing the
installation

Running pilots and tests Implementation Team 2 weeks

● A pilot should be made in a and Sample targeted
small scale implementation in population
order to facilitate the
integration, installation,
provisioning and training with
a small set of targeted
population

Informing and training users Implementation team; 1 month

entire organization

Support and maintenance Implementation team; Continuous

This includes the following: IT department
● Managing failures
● Publishing information for
users
● Completing updates
● Making changes
XII. References
https://www.unikcctv.com/images/stories/virtuemart/product/1421115017_pro.pdf
http://searchdatamanagement.techtarget.com/feature/Change-management-and-
system-implementations-Nine-major-risks
http://cdn.ttgtmedia.com/searchDataManagement/downloads/Lientzch15.pdf
http://www.fingertec.com/customer/download/postsales/IG-TA100C-Series.pdf
http://www.bworldonline.com/content.php?section=TopStory&title=bmi-coal-to-remain-
primary-power-source&id=149471