INSTITUTIONAL Working With Project Managers and Architects Be able to explain the basics of a master key system — whether it is three-, four- or five-level system — and share how masters, submasters, change keys differ. They should also know about matching the correct level of key to the key holder. Use an example of corporate hierarchy to explain levels of access. They should understand the difference between keyed alike (KA), keyed differ- ent (KD), single keyed different (SKD) not on the master and mastered only (MO). They need to know how key nomencla- tures work. When the end user orders keys, they get the correct level of access needed. Example C28D-21 is a change under the C28 master, which contains the departmental sub C28D. Using the key plan provided, the end user will have meetings with their staff to discuss how the rooms will be keyed. Have them list each room on the spreadsheet with the room num- ber and how it should be keyed using the nomenclature you taught them. Do not be afraid to let them list the rooms that way. End users really get into the work and a buy-in takes place, adding value to the project. They should know functionality of hardware. Explain the difference be- tween privacy, office-entry, storeroom, classroom functions and when they should be used. The project manag- er and the end user make changes if the architect missed something. The project manager can put in a change order. Make it very clear that once the spreadsheet has been submitted, change requests in the key system will be a chargeable item. It is important that the end users have two delegated people who are responsible to serve as key managers. Only those two people can authorize keys requested. The reason two key 12 KEYNOTES JULY/AUGUST 2022 managers are needed is that one can act as a backup approver. It is good to have a primary and secondary approval. Qualifications for this job will be discussed in another article. Stress the timely way the spreadsheets need to be completed. Key Shop Staff-Locksmiths Responsibilities — First Meeting Fully explain end user’s responsibili- ties and role in the master key system design. Get contact information from end us- ers as to who the go-to people are re- garding key issuance and key changes. Keep precise records, storing infor- mation on a digital database or paper notebooks. Encourage the end users to protect the master key system. Report lost or stolen keys quickly, requesting mitigation of affected doors. Educate using bullet points from the above end user’s responsibilities. Communicate to the end users that you are there to help with every aspect of the master key system. Give the end user your contact information. Give them a deadline in which the spreadsheets are due. Set high expectations, following up midway in the spreadsheet process, asking if they need assistance. All of this helps you achieve positive re- sults when conducting a key consultation. It is not the only way. Find what works best for you. A lot of what I share is from personal experience. In time, you develop your own style through trial and error. I hope you found the information useful. Working with project managers and ar- chitects is oſten a blessing and a curse at times. It all depends on how patient you are with people. It is not the architects’ fault that they did not learn that single-point hardware with a mullion will give better performance than external vertical rods that get knocked off by every deliveryman in town. They were trained to make open- ings and buildings beautiful, not func- tional. That’s why we as physical security professionals should have the final say on hardware selection. If this does not take place, we find ourselves repairing the same openings repeatedly — wasting time and resources that we cannot afford. On this same subject of having pa- tience, I would like to say that project managers know the timing of every part of their projects. They know weeks and months in advance when substantial completion is. So why are we oſten given a short notice as to when cores or cylin- ders should be installed? Sorry for this rant. It defies understanding. At some point, you must put your foot down and stop being an enabler. I know you can relate to what I am sharing. OK, I got most of that out of my system. Yes, we must have patience and under- standing. At some point, the last-minute approach needs to be trained out of the peo- ple organizing small projects. I want to end this article on a positive note. Most project managers and architects are wonderful hu- man beings; they just need to know how to help you to help them. That means giving us ample time to complete our work. Steve B. Fryman, CRL, CAI, CISM, AFDI, has worked in the physical security field for more than 40 years. Now working as the key compli- ance manager at Florida State University, he previously served as an institutional locksmith at the University of Florida and in the private sector with his own locksmith business. He developed the first curriculum and testing for the Certified Institutional Shop Manager designation, mak- ing him the first recipient of this credential. WWW.ALOA.ORG
