1 – Project Summarycpi/411/blues11/documents/SBIR_Final.docx · Web viewUniversities are...

Personal Alert and Safety SystemSmall Business Innovation Research (SBIR) documentation.

Written by CS410 Blue Team:

Brittany DufortJonathon SzewczakGordon BlandBraden GibsonMarcus HenryDan Cox

10 December 2010

Table of Contents1 – Project Summary...................................................................................................................................5

2 – Problem Description..............................................................................................................................6

2.1 – Historical Data....................................................................................................................................7

2.1.1 On and Around the Old Dominion University Campus in 20082..................................................7

2.2 – Problem Characteristics......................................................................................................................8

2.3 – Customer Definition............................................................................................................................9

3 – Solution Description............................................................................................................................10

3.1 – Objectives.........................................................................................................................................11

3.1.1 How it works.............................................................................................................................11

3.1.2 Goals.........................................................................................................................................11

3.2 – Major Functional Component and Data Flow Diagrams...................................................................13

3.2.1 Major Functional Component Diagram.....................................................................................13

3.2.2 Data Flow Diagram....................................................................................................................14

3.3 – Requirements...................................................................................................................................15

3.3.1 Phase 0......................................................................................................................................15

3.3.2 Phase 1......................................................................................................................................15

3.3.3 Phase 2 (Additional from Phase 1)............................................................................................15

3.3.4 Phase 3 and Beyond (Additional from Phase 2)........................................................................15

3.4 – Software Development.....................................................................................................................16

3.4.1 Milestones.................................................................................................................................16

3.4.1.1 Phase 0 and 1......................................................................................................................16

3.4.1.2 Phase 2................................................................................................................................16

3.4.1.3 Phase 3 and beyond...........................................................................................................16

3.4.2 Database Schema Diagram........................................................................................................17

3.4.3 Data Representation in Master Control Unit.............................................................................17

4 – References...........................................................................................................................................18

5 – Appendix..............................................................................................................................................19

5.1 – Management Plan.............................................................................................................................20

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5.1.1 Program Identification..............................................................................................................20

5.1.1.1 Program Management Overview.........................................................................................20

5.1.1.2 Management Approach.......................................................................................................21

5.1.2 Project Outlook.........................................................................................................................21

5.1.3 Tool Utilization..........................................................................................................................21

5.1.4 Team Organization and Corporate Structure............................................................................21

5.1.4.1 Phase 0 (CS410)..................................................................................................................22

5.1.4.2 Phase 1 (CS411)..................................................................................................................23

5.1.4.3 Phase 2 – Functional Prototype and Development............................................................25

5.1.4.4 Phase 3 – Post Production...................................................................................................26

5.1.4.5 Program Duration...............................................................................................................27

5.1.5 Progress Performance Assessment.............................................................................................27

5.2 – Funding Plan.....................................................................................................................................28

5.2.1 Phase 1 Funding........................................................................................................................28

5.2.2 Phase 2 Funding........................................................................................................................29

5.2.3 Phase 3 Funding........................................................................................................................30

5.3 – Staffing Plan......................................................................................................................................31

5.3.1 Phase 0......................................................................................................................................31

5.3.2 Phase 1......................................................................................................................................31

5.3.3 Phase 2......................................................................................................................................32

5.3.4 Phase 3......................................................................................................................................32

5.4 – Resource Plan...................................................................................................................................33

5.4.1 Phase 0......................................................................................................................................33

5.4.2 Phase 1......................................................................................................................................33

5.4.3 Phase 2......................................................................................................................................33

5.5 – Risk Mitigation Plan..........................................................................................................................34

5.5.1 Summary....................................................................................................................................34

5.5.2 Risk Matrix................................................................................................................................34

5.5.3 Risks and Mitigation..................................................................................................................34

5.5.3.1 Cost to Customer................................................................................................................34

5.5.3.2 Initial Cost Outlay...............................................................................................................35

5.5.3.3 Radio Signal Interference..................................................................................................35

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5.5.3.4 High Maintenance Costs / Requirements...........................................................................35

5.5.3.5 PASS Fails When Triggered.................................................................................................36

5.5.3.6 Possible Misuse / Deviant Usage........................................................................................36

5.5.3.7 FCC Regulation Prohibition.................................................................................................36

5.6 – Evaluation Plan.................................................................................................................................38

5.6.1 Purpose.....................................................................................................................................38

5.6.2 Evaluation Criteria.....................................................................................................................38

5.6.3 Phase 0......................................................................................................................................38

5.6.4 Phase 1......................................................................................................................................39

5.6.5 Phase 2......................................................................................................................................39

5.6.6 Phase 3......................................................................................................................................40

5.7 – Marketing Plan..................................................................................................................................41

5.7.1 Potential Market.......................................................................................................................41

5.7.2 Initial Market.............................................................................................................................41

5.7.3 Product Package........................................................................................................................41

5.7.4 Customer Return on Investment...............................................................................................41

5.7.5 Team Return on Investment.....................................................................................................42

5.8 – WBS per Phase..................................................................................................................................43

5.8.1. Phase 0 WBS.............................................................................................................................43

5.8.2 Phase 1 WBS..............................................................................................................................44

5.8.3 Phase 2 WBS..............................................................................................................................45

5.8.4 Phase 3 WBS..............................................................................................................................46

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1 – Project SummaryIn times of need, people know to call 9-1-1 for assistance. Unfortunately, calling 9-1-1 requires two things to work: a phone and a voice conversation. In the event of a personal crime (i.e. robbery or assault) the victims do not want to be fishing in their pocket or purse for a phone, or trying to place a call for fear of aggravating their assailant. Consequently, they wait until after the crime has been committed to make the call.

Now imagine a system very much like the silent alarms used in banks, but small enough that it can be carried around in a pocket or purse. One push of a button on a small handheld device and a dispatch station knows that a person is trouble, where they are, and that they are in a situation where they cannot call 9-1-1 directly. The Personal Alert and Safety System (PASS) is such a system.

The small device that a user would carry on their person is a device very similar to a modern vehicle’s wireless remote, known as a fob. This device is small, lightweight, unobtrusive, and easy to use. The user only needs to push a button on the fob and the alert signal is on its way to dispatch. There is no audible sound to aggravate or warn an attacker. There is no flashing light to annoy the assailant. It’s just a push of a button.

The signal is carried over a network of wireless radio transceivers back to the dispatch station where it is caught, processed and presented to the dispatch personnel on duty. The alert is displayed on a map of the network area pinpointing the location of the alarm and basic vital information about the victim. Best of all, once triggered the alert will repeat itself allowing dispatch to track the progress of an alert that is in motion, until it is reset by a first responder.

PASS is intended for large institutions that have a security force that can act as first responders and dispatch monitoring personnel (i.e. civil/business complexes and universities/colleges). PASS is not intended to be a substitute for any 9-1-1 system, but to be an added layer of extra personal security.

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2 – Problem Description1. Historical Data

2. Problem Characteristics

3. Customer Definition

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2.1 – Historical Data

US Department of Justice, Office of Justice Programs, Bureau of Justice Statistics1

2.1.1 On and Around the Old Dominion University Campus in 20082

10 personal crimes on campus

2 in residence halls

4 off campus

46 in the surrounding neighborhoods

That averages 1 crime per week for the entire year.

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2.2 – Problem CharacteristicsSecurity professionals, public and private, often find themselves in a reactive role. A call for help comes in and they must respond as quickly as possible. Therefore by the very nature of reactive roles, the amount of time it takes a security professional to answer the call is critical. In the case of personal crimes (i.e. robbery, assault, etc.) it is even more so. In some extreme cases a savings in response time of even a single minute can mean the difference between life and death.

As a result, as a society that is becoming increasingly security conscious, it is prudent to do everything possible to decrease response times. However, this is an ideal that is easier stated than accomplished. Response time is heavily dependent on a number of factors: the nature of the problem, inadequate information from the victim, the location of the event in regards to the closest first responder, and many others. It is often very difficult to isolate a single cause for the delays that response time can be subject to. PASS aims takes aim at two of the response time factors: verbal communication with responder operators and location.

In existing emergency response models, a victim (or bystander) makes a telephone call to an emergency number like 9-1-1. The call is answered promptly and the victim is then required to give accurate information to the operator about the location and nature of the emergency. This call will usually be made after the incident has taken place. Sometimes the caller is in a panicked state and communication becomes difficult, thus the operators must be well-trained in communication skills in order to render the proper assistance. This model has been the standard for years and it works and yet there is always room for improvement. A properly implemented PASS system can do just that.

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2.3 – Customer DefinitionThere are three main factors that will be considered when our target customer base is established: the size of the potential customer’s installation, the apparent need for our solution, and the ability to financially support PASS. In that regard what is looked for are large complexes set in an environment that is targeted by criminal elements.

The first target customer type will be universities and colleges. These institutions are ideal for PASS because their members are prime targets of personal crimes. They are usually young men and women who may not be accustomed to paying special attention to their personal safety. The amount of acreage that these institutions cover is also ideal for PASS, since pinpointing a location could be difficult for a victim. On the financial side, universities and colleges can use the tuition and fees they charge students to offset the financial burdens of PASS. They can even declare a PASS fob as required so that most financial aid sources will help in covering the costs for the student. Also, there may be special grants and funding that the higher education institutions could apply for that would subsidize the installation of PASS.

Other potential clients include large business complexes, like that of Google, Inc. or Microsoft Corporation. These businesses have a large employee base, their facilities are sprawling, and they already have security professionals on guard. They also have the financial wherewithal to easily support an implementation of PASS.

Civil complexes such as those seen in Washington, D.C. would also be prime candidates. There are a vast number of people working in those buildings and areas. There are a lot of crime-ridden areas surrounding the government buildings. The cost of a large PASS system could be incorporated into the Homeland Security budget and therefore easily paid for with federal tax dollars.

Finally there is one last note on potential customers. PASS implementations do not necessarily need to be used in a sprawling area. Because the location of the intrinsic transceivers will be known to the PASS control unit, PASS could easily be used in a large multi-floor office building such as Trump Tower. The owners of one of these buildings could then support the installation with proceeds from the leases they have issued to tenants.

PASS is an innovative solution to a growing problem. Every large institution that covers a lot of acreage and fields its own security force could benefit from it. The safety of an institution’s members should be one of the paramount concerns for the institution’s governors; especially for those complexes that are situated in a more heavily populated and/or urban setting.

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3 – Solution Description1. Objectives

2. Major Functional Component Diagram

3. Requirements

4. Software Development

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3.1 – ObjectivesA PASS implementation aims to improve response time of first responders attending a personal crime or emergency event. It does this by allowing the user to trigger a silent alarm via a small radio device. The alarm is received by the security force dispatch center and a first responder is routed to the scene. This method allows the first responders to report to the scene faster for several reasons.

The use of the fob allows the victim to initiate a call for help without having to take time to look for a phone or place a call. Also, because the fob is small and unobtrusive, the call for help can be made earlier in the process of an event. As soon as a victim is accosted he/she could push a button and send an alert, thus eliminating the need to wait for the end of the event to call for help.

A PASS system will triangulate a victim’s location and that information back to the dispatch station. This greatly aids in the response factor, since a dispatcher does not need to glean that information from a victim via slow verbal communication.

3.1.1 How it worksA user of the system would be carrying a small radio signal emitting fob. The device would be no larger than an automobile wireless remote. It would also be capable of fitting on a user’s key ring to make it more convenient to carry.

When the user presses a button – or perhaps a simple combination of buttons to avoid inadvertent trigger – the signal would be sent out. This signal would be received by multiple wireless transceivers installed strategically over the entire campus to afford the most coverage. When the first transceivers receive the signal from the fob, the transceiver’s microprocessor appends a prefix code telling the system which transceivers saw the signal first. It then retransmits the signal. The next transceiver inline sees that a prefix has been appended and then retransmits the signal again. This process continues until the signal reaches the dispatch station.

At the dispatch station, a powered receiver senses the incoming signal and passes it to the Master Control Unit (MCU). The MCU is a computer server that will decode and process the signal. It will use the incoming signals to triangulate the location of the fob. Additionally, since each fob will be registered to a single user, the incoming signal can be used to pull vital statistics on the user. It will then display this information and the location to the dispatch operator via a convenient mapping graphic user interface. The dispatcher would then route the nearest first responder to the scene. Additionally, if the first responders had a computer that was linked to the same network as the dispatch station, the map data could be displayed there too.

3.1.2 GoalsThe following is an itemized list of goals that PASS aims to accomplish:

1. Users equipped with radio transmitter fobs.

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2. Wireless Transceivers installed in the most strategic locations to give maximum coverage.3. Transceivers relay received alert signals to dispatch station.4. MCU uses specialized software to process signal and display location in custom graphic user

interface.5. Allow graphic user interface to be viewed in first responder vehicles (if so equipped).

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3.2 – Major Functional Component and Data Flow Diagrams

3.2.1 Major Functional Component Diagram

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When a fob button(s) is pushed a signal would be sent out.

Through a series of transceivers that signal would be translated to dispatch.

The signal will be received by a control unit / server. From there a graphic user interface will display the location of the emergency beacon on a map.

Dispatch would route a responder at a high priority to assess the situation.

Once activated the fob would automatically repeat its broadcast until reset by responders.

10 December 2010

3.2.2 Data Flow Diagram

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Wireless Transceiver Signal

TransmittedPrefix Appended If None

Exists

Key Fob Signal Sent

Wireless Transceiver Signal

Received

In Range

of Maste

r Receiv

er

Master Receiver

Wired Power Long Range

Control UnitServer

Decodes ReceivedMessage Packet

Queries DatabaseTriangulates

Position

Database

Graphic User

InterfaceLocation of

SignalData About

User

No

Yes

Relay to another transceiver

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3.3 – Requirements

3.3.1 Phase 01. Staffing

3.3.2 Phase 11. Facilities (ODU)2. Equipment (ODU)3. Prototype Hardware

3.3.3 Phase 2 (Additional from Phase 1)1. Facilities: (2,000 square foot facility)2. Equipment3. System Hardware to complete first commercial implementation

3.3.4 Phase 3 and Beyond (Additional from Phase 2)1. Marketing

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3.4 – Software Development

3.4.1 Milestones

3.4.1.1 Phase 0 and 11. Prototype GUI2. Base Software3. Transceiver Software4. Fob software5. Database 6. Drivers

3.4.1.2 Phase 21. Develop GUI

a. Menusb. Map Displayc. Database Viewd. Develop Color Scheme and Layout

2. Develop Base Softwarea. Develop Software to Receive signal from key fobb. Develop Software to send signal from fob to base Stationc. Develop Triangulation Algorithmd. Develop map implementation from given location

3. Develop Database4. Develop Drivers

3.4.1.3 Phase 3 and beyond1. Update software based on location/Organization2. Basic Updates for bugs/fixes

[Left blank]

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3.4.2 Database Schema Diagram

3.4.3 Data Representation in Master Control Unit

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4 – References1. U.S. Department of Justice, Office of Justice Programs, Bureau of Justice Statistics. "Criminal

Victimization in the United States, 2007 Statistical Tables" Page 115, Table 107. "Percent distribution of incidents where police came to the victim, by police response time and type of crime" Verified on 11 December 2010. http://bjs.ojp.usdoj.gov/content/pub/pdf/cvus07.pdf

2. ODU Police Department. "Crime Statistics" Verified on 11 December 2010 (http://www.odu.edu/af/police/crimes/statistics.shtml)

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5 – Appendix1. Management plan

2. Funding plan

3. Resource plan

4. Risk mitigation plan

5. Evaluation plan

6. Marketing plan

7. WBS per phase

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Management Plan

Funding Plan

Staffing Plan

Resource Plan

Risk Mitigation Plan

Evalution Plan

Marketing Plan

10 December 2010

5.1 – Management Plan

5.1.1 Program Identification

The purpose of this Program Management Plan (PMP) is to identify key elements of the CS410 Blue Team Project. The project deliverable is the Personal Alert and Safety System (PASS) hardware, software and documentation. The PASS team is responsible for the integration, acceptance testing, and maintenance of the product.

5.1.1.1 Program Management Overview Program execution will be performed according to the standards developed by several PASS project specification documents. These documents are identified as the following: Funding Plan, Staffing Plan, Resource Plan, Risk Mitigation Plan, Evaluation Plan, and Marketing Plan.

This Program Management Plan describes the management philosophy, program organization, schedule, and major milestones that serve as the guide for execution of the Program. The PMP also provides the customer with the information needed to monitor and evaluate the progress of PASS. This plan provides the following information:

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Figure. 1 - Project Specification Document Hierarchy

10 December 2010

Corporate Organization during Phases 0-3 Program Team Organization with Areas of Responsibility Detailed Program Schedule and Milestones Work Breakdown Structure

5.1.1.2 Management ApproachThe project manager (PM) is responsible for all Program-related decisions and commitments with approval, as required, from the Corporate Management Team (Gene Price). A key element of PASS’s program management approach is customer involvement. We encourage the customer to retain an active role in monitoring the progress of all aspects of the program. The customer is encouraged to discuss technical details directly with members of the development team, provide planning and schedule recommendations, and assist in resolution of technical and programmatic issues. In order to facilitate customer involvement, PASS staff will provide access to program information including, but not limited to:

Program Plans and Schedules Program Status Formal Review Material Action Items System Drawings and Documentation

5.1.2 Project OutlookThe goal of PASS is to provide a solution to the problem: in the event of a personal crime or emergency, security professionals at higher education, business and civil complexes need an effective way to allow individuals to quickly and silently communicate their location to first responders. The PASS solution is a key fob that individuals would be equipped with that when pressed, would trigger an alert at a security dispatch center. The alert would be repeated every 30 seconds until first responders reset the unit, creating fast, efficient service to individuals in distress.

5.1.3 Tool UtilizationPASS team members will primarily use recitation meetings to collaborate and communicate ideas. Google Chat and e-mail will be used to supplement in sharing and storing ideas and documents.

5.1.4 Team Organization and Corporate StructureThe PASS Corporation formed in August of 2010 and its members made a commitment to quality innovation and production. The following sections outline the PASS Corporate organizational structure and member responsibilities during the different phases of the project.

[Left blank]

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Gene Price

General Manager

Brittany Dufort

Project Manager

Marcus Henry

Hardware Development, Financial Specialist

Jon Szewczak


Daniel Cox

Assistant Manager,

Web Developer

Braden Gibson

Software Developmen

t, Public Outreach

Ray Bland

Database Specialist,

Public Outreach

10 December 2010

5.1.4.1 Phase 0 (CS410) Among the tasks, phase 0 of the project includes the problem identification and analysis, consultation with a domain expert, preparation of business plans. According to those tasks, the team consists of the following specialists:

Figure 2. Phase 0 Organization Chart

Staff Listing/Skills:

Brittany Dufort: Project ManagerThe project manager maintains and monitors the working schedule of employees. It will be their duty to make sure that deadlines are met by both outside staff as well as our internal team.

Marcus Henry: Hardware Development, Financial SpecialistThe hardware engineer will decide what components are possible in our key fob as well as what other devices will be needed to setup our nebula of tracking information.

Jon Szewczak: Hardware Development, Financial Specialist

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The hardware engineer will decide what components are possible in our key fob as well as what other devices will be needed to setup our nebula of tracking information.

Daniel Cox: Assistant Manager, Web DeveloperThe Web developer will work with the Google API and ensuring that our software and website interact in a reasonable fashion.

Braden Gibson: Software Development, Public Outreach The software developers will create a Graphical User Interface that will be used by dispatch to help locate users in distress. The Marketing Specialist will design, create, and deliver marketing programs to support expansion and growth of the company services and product

Ray Bland: Database Specialist, Public Outreach The Database expert will plan out how are system will interact with the clients databases, providing us with a means to set up our key fob system and network. The Marketing Specialist will design, create, and deliver marketing programs to support expansion and growth of the company services and product.

5.1.4.2 Phase 1 (CS411) Phase 1 will begin prototype design and development, along with continuation of funding and technical writing. The following specialists will be included to the existing Phase 0 staff: Network Expert, Emergency Consultant.

[Left blank]

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Gene Price

General Manager

Brittany Dufort

Project Manager

Marcus Henry

Hardware Development,

Financial Specialist

Jon Szewczak

Hardware Development,

Financial Specialist

Network Expert

Daniel Cox

Assistant Manager, Web

Developer

Braden Gibson

Software Development,

Public Outreach

Emergency Consultant

Ray Bland


Public Outreach

10 December 2010


Phase 1 Increased Staff Listing:

Network Expert The network consultant works with staff members to provide reliable and optimal performance of network architecture.

Emergency ConsultantThe emergency consultant will provide insight on dispatch procedures, and emergency personnel response protocols.

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Gene Price

General Manager

Brittany Dufort

Project Manager

Marcus Henry


Jon Szewczak


Network Expert

Daniel Cox

Assistant Manager,

Web Developer

Tech Support

Braden Gibson

Software Developmen

t, Public Outreach


Ray Bland


Public Outreach

Outreach Assistant

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5.1.4.3 Phase 2 – Functional Prototype and DevelopmentDuring phase 2, when the actual product is developed from the previously built prototype, the team is increased with the following additional specialists: Tech Support and Outreach Assistant.



Tech Support:Personnel are necessary to facilitate support roles and help solve user problems and frustrations.

Outreach Assistant:Personnel facilitate all inter-office communication necessary for outreach and public relations operations. The assistant would help communicate all current and future goals as they apply to the work schedule.

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5.1.4.4 Phase 3 – Post ProductionTo begin mass production of the PASS, additional staff will need to be acquired, in the following capacities: Accounting Specialist and Administrative Assistant.



Accounting Specialist:Responsibilities include: development, maintenance, and enhancement of current and future fiscal procedures.

Administrative Assistant:Responsibilities include: inter-office communication, contacting of necessary personnel per job requirements.

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Gene Price

General Manager

Brittany Dufort

Project Manager

Marcus Henry


Communication Expert

Jon Szewcza

k


Network Expert

Daniel Cox

Assistant Manager,

Web Developer

Tech Support

Braden Gibson

Software Developmen

t, Public Outreach


Ray Bland


Public Outreach

Outreach Assistant

Administrative Assistant

Accounting Specialist

10 December 2010

5.1.4.5 Program DurationThe PASS program is a 3 year project. The first prototype deliverable will be produced by May 2011 in Phase 1 of the project. Subsequent releases of the prototype will be produced in accordance with client requests.

5.1.5 Progress Performance AssessmentAll PASS Team members will participate in progress reporting and team management. PASS staff will track technical and financial progress of the program, and meetings will be held monthly or as mutually agreeable the project manager and customer to discuss:

Report on progress to date Present work to be performed during the next month Present status of all deliverables and review planned delivery dates Discuss technical or programmatic issues as necessary.

In preparation for the meetings the PASS Project Manager will collect the current status data on relevant on-going activities, progress against schedule and budget, and planned activity for the next reporting period. Quality reviews of all program documentation and procedures will be held periodically. In particular, the quality program will be involved with program deliveries and milestones and will work off of the master program schedule laid out by the work breakdown structure. Following are the details of the project milestones and the work breakdown structure.

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5.2 – Funding Plan

5.2.1 Phase 1 Funding

Phase 1 Staffing

PositionNumber of Employees

Hourly Rate

Hours Needed

CostLoaded (Cost +

40%)

Project Manager 1 $55.00 800 $44,000 $61,600

Software Developer 2 $20.00 840 $33,600 $47,040

Documentation Specialist 1 $15.00 792 $11,880 $16,632

Hardware Engineer 1 $30.00 288 $8,640 $12,096

Network Consultant 1 $40.00 240 $9,600 $13,440

Database Expert 1 $40.00 56 $2,240 $3,136

Web Developer 1 $40.00 72 $2,880 $4,032

Marketing Specialist 1 $20.00 648 $12,960 $18,144

Totals 9$125,80

0 $176,120

Phase 1 Budget

Staffing $176,120.00

Facilities $0.00

Equipment $0.00

Other $100.00

Totals $176,220.00

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Phase 2 Staffing

PositionNumber of Employees

Hourly Rate

Hours Needed

CostLoaded (Cost +

40%)

Project Manager 1 $55.00 704 $38,720 $54,208

Software Developers 4 $20.00 176 $14,080 $19,712


Hardware Engineers 3 $30.00 704 $63,360 $88,704

Network Engineer 2 $40.00 704 $56,320 $78,848

Database Expert 1 $40.00 176 $7,040 $9,856

Web Developers 2 $40.00 176 $14,080 $19,712

Financial Experts 1 $40.00 176 $7,040 $9,856

Marketing Specialists 1 $20.00 704 $14,080 $19,712

Totals 16 $225,280 $315,392

Phase 2 Budget


Facilities $27,000.00

Equipment $30,000.00

Other $430,000.00

Totals $802,392.00

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Phase 3 Staffing

Position Number of EmployeesHourly Rate

Hours Needed Cost Loaded (Cost + 40%)

Project Manager 1 $55.00 720 $39,600 $55,440

Software Engineers 3 $20.00 176 $10,560 $14,784

Web Developers 2 $40.00 176 $14,080 $19,712

Database Expert 1 $40.00 176 $7,040 $9,856

Network Engineer 2 $40.00 704 $56,320 $78,848

Hardware Engineers 3 $30.00 704 $63,360 $88,704

Financial Experts 1 $40.00 176 $7,040 $9,856


Marketing Specialists 1 $20.00 704 $14,080 $19,712

Technicians 10 $15.00 704 $105,600 $147,840

Totals 25 $328,240 $459,536

Phase 3 Budget


Facilities $0.00

Equipment $0.00

Other $10,000.00

Totals $469,536.00

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5.3 – Staffing Plan

5.3.1 Phase 0

Staff

Brittany Dufort: Project ManagerThe project manager maintains and monitors the working schedule of employees. It will be their duty to make sure that deadlines are met by both outside staff as well as our internal team.

Marcus Henry: Hardware Development, Financial SpecialistThe hardware engineer will decide what components are possible in our key fob as well as what other devices will be needed to setup our nebula of tracking information.

Jon Szewczak: Hardware Development, Financial SpecialistThe hardware engineer will decide what components are possible in our key fob as well as what other devices will be needed to setup our nebula of tracking information.

Daniel Cox: Assistant Manager, Web DeveloperThe Web developer will work with the Google API and ensuring that our software and website interact in a reasonable fashion.

Braden Gibson: Software Development, Public Outreach The software developers will create a Graphical User Interface that will be used by dispatch to help locate users in distress. The Marketing Specialist will design, create, and deliver marketing programs to support expansion and growth of the company services and product

Ray Bland: Database Specialist, Public Outreach The Database expert will plan out how are system will interact with the clients databases, providing us with a means to set up our key fob system and network. The Marketing Specialist will design, create, and deliver marketing programs to support expansion and growth of the company services and product.

5.3.2 Phase 1

Increased Staff

Network Expert The network consultant works with staff members to provide reliable and optimal performance of network architecture.

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Emergency ConsultantThe emergency consultant will provide insight on dispatch procedures, and emergency personnel response protocols.

5.3.3 Phase 2

Increased Staff:

Tech Support:Personnel are necessary to facilitate support roles and help solve user problems and frustrations.

Outreach Assistant:Personnel will facilitate all inter-office communication necessary for outreach and public relations operations. The assistant would help communicate all current and future goals as they apply to the work schedule.

5.3.4 Phase 3

Increased Staff:

Accounting Specialist:Responsibilities include: development, maintenance, and enhancement of current and future fiscal procedures.

Administrative Assistant:Responsibilities include: inter-office communication, contacting of necessary personnel per job requirements.

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5.4 – Resource Plan

5.4.1 Phase 0No additional materials would be needed excluding initial staff. [See Management Plan]

5.4.2 Phase 1Additional resources include:

Prototype Hardware [See Funding Plan]

Prototype Software (GUI) [See Software Development Milestones]

5.4.3 Phase 2Additional resources include:

Production Hardware [See Funding Plan]

Production Software [See Software Development Milestones]

Facilities

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5.5 – Risk Mitigation Plan

5.5.1 SummaryThis document will identify the risks that have been deemed the most detrimental to the project. There were several factors used to determine the degree of hazard of any particular risk. Each of those factors was weighted for each individual risk. Any risk that posed almost no threat to the project is not listed herein.

5.5.2 Risk Matrix

Prob

abili

ty

Very High Cost to Customer

High Initial Cost Outlay

Medium False Alarms

Signal Interferenc

e

Low System

Maintenance

System Malfunction

Very Low System Abuse FCC

Regulations

Very Low Low Medium High Very High

ImpactAbove is the risk matrix for this project. This matrix illustrates the likelihood and severity of each risk if the worst should happen and the risk prove true. Each risk will be detailed further in the next section along with any plans for mitigation.

5.5.3 Risks and Mitigation

5.5.3.1 Cost to Customer

DescriptionThe cost of PASS to any customer can be summarized to be in the range of $450,000 - $500,000. This indicates that only the largest and most financially stable institutions will be interested in the system. For this reason, this risk has been deemed the largest for the PASS project.

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MitigationThere is not much the PASS team will be able to do to mitigate this risk except for expert marketing and financial consultations. It is the opinion of the PASS project team that targeting universities and colleges for the first round of customers holds the best possible chance of success. This is due in large part to the fact that universities and colleges can pass on a portion of the costs to their student body in the way of fees. Also, since the purpose of the system is to make the institution safer, there’s a good possibility that grants and special funding from the local, state, and federal government level might be available to the university or college.

5.5.3.2 Initial Cost Outlay

DescriptionPASS is a large system. The principles are simple, but the implementation is anything but. It is not unrealistic to consider that an implementation of PASS would consist of 5,000 fob devices and 10,000 transceivers. The scale is very large. As such, it will take a substantial outlay of money just for production costs. After everything is summed, it is possible that the SBIR Phase II money will not cover the costs for getting to Phase 3.

MitigationThere are several ways of limiting the impact of the expenditures. The first is to find a supplier that for the components that is the most cost effective. The second is to seek additional funding from venture capitalists. However this method would probably only work once Phase 1 is complete and we have at least a working agreement with our first customer. Finally, we could partner with a larger firm that has greater resources at its disposal.

5.5.3.3 Radio Signal Interference

DescriptionSince PASS will utilize well known and extensively used frequency bandwidths as laid out by FCC guidelines, there is a possibility that common wireless devices such as cordless phones, wireless home networks, and 2-way radios will interfere with the PASS network.

There are two ways that interference can cause trouble for PASS. The first is that an unauthorized device triggers an alert signal. The other is that another device inhibits the broadcasting (jamming) of the alert signal to the control unit / server.

MitigationTo solve the problem of another device triggering an alert we will use software controls in the control unit / server that will make sure that the received signal is from an authorized fob. To solve the jamming issue we will rely on two principles: the first is that the alert signal is repeated until the fob unit is reset by first responders; and the second is that fob should not be the only method a victim uses to call for help (i.e. 9-1-1).

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5.5.3.4 High Maintenance Costs / Requirements

DescriptionPASS uses thousands of transceivers in its network of devices. Each of these devices will require some maintenance (i.e. battery replacement). Maintaining these devices will be no small undertaking (in time and resources) for the customers.

MitigationThe project team will make every effort to make the transceivers as maintenance free as possible. One way of doing this is to make available a solar powered option. This will greatly reduce the need for battery maintenance (the number one maintenance concern). Another way is to use rugged enclosures that are impervious to most normal-extreme weather conditions.

5.5.3.5 PASS Fails When Triggered

DescriptionThere is a danger in any technological solution that when it is needed the most that it fails. It is possible, although unlikely, that if a victim triggers an alert via their fob, that the device does not trigger an alert at dispatch.

MitigationIt should be made abundantly clear on all packaging, contracts, and all other documentation that PASS is not a substitute for dialing 9-1-1 during an emergency. As such, a victim should never solely rely on the device. A phone call to 9-1-1 should be made as soon as it is possible after triggering the alert via fob.

5.5.3.6 Possible Misuse / Deviant Usage

DescriptionThere were a couple of scenarios that the project team came up with which could be an issue if they were not accounted for. The first is that a lost fob device could be used to trigger false alarms that draw first responders away from the real incident location. The second is that an alert signal could be triggered as part of a prank.

MitigationIt has already been discussed that the control unit / server will have software that will verify that a signal is from an authorized device. So if a user reports that a device is lost or stolen then the authorities can mark that device as unauthorized and then any signals emanating from that device will be ignored by PASS. Also, to act as a deterrent for triggering false alarms as part of a prank, the institution could and should enact policies that make the misuse of the fobs costly to the user. Also, in a university or college setting, the proper usage of the device could be made part of the honor code which affects every student and their privilege to attend the institution.

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5.5.3.7 FCC Regulation Prohibition

DescriptionThere is a small chance that Federal Communications Commission (FCC) regulations will prohibit large radio frequency networks such as PASS across the frequency ranges that we have determined as optimal. Also there is a chance that permits and/or license may be required for the implementation of PASS.

MitigationThe project team will work closely with FCC representatives to ensure that PASS meets all regulations for a large wireless network in the desired frequency ranges. If permits / licenses are required for the customer implementation, then the PASS team should act as a facilitating agent for the customer in obtaining the correct licenses / permits.

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5.6 – Evaluation Plan

5.6.1 PurposeThis document is the Evaluation Plan for the PASS Project. The purpose of the plan is to describe the goals and points at which project milestones can be considered achieved. Each phase of a work-breakdown schedule is considered using select criteria in grading the performance during each step.

5.6.2 Evaluation CriteriaThe evaluation of the phases of the project can be broken down into the following three categories:

Financial Marketing Deliverables

5.6.3 Phase 0Phase 0 is unique in that it represents the starting and planning point for the later phases. During this phase, the initial framework is considered and outlined. Because of its position, two extra grading criteria are added as part of this phase that represents the seed idea and the finalization of the work-breakdown schedule and thus the beginning of Phase One.

Phase 0 is evaluated using the following categories:

Defining Problem and SolutionThe problem and the solution defining can be said to be completed when the problem statement is confirmed by the professor and the proposed solution has been reviewed and discussed by student peers.

Marketing (Feasibility)The marketing stage of phase zero, the feasibility category, can be said to be completed upon the delivering of the second presentation which covers information that satisfies that subject area.

Deliverables (Milestones)Upon the completion of the final presentation, the fourth one, this category can said to be satisfactory achieved. The fourth presentation includes information that would have been presented in the other three presentations as well as the defining and demonstration of a work-breakdown schedule that has set milestones for the project to accomplish (i.e. the next phases of the project).

Final Approval (Website)The last category is only achieved at the professor’s grading period. Upon submission of the website, for review, and after the final presentation has been given, a grade is assigned to the team members. This grade signifies that work, of some degree, was done up to the end of phase zero and officially ends the phase.

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5.6.4 Phase 1Phase one marks the beginning of a second semester and the official end of the initial planning. At this stage, resource requirements are considered and recorded as the first prototype of several key systems are designed and implemented, at least preliminarily.


Financial (system requirements)This category deals primarily with the generation of requirements and the documentation of said requirements. It is said to be completed once the initial grading period or presentation is accomplished.

Additional considerations of SBIR and other funding are finalized during this category as well.

MarketingSince the project is targeted at ODU and other large campuses, this category would not be accomplished until either officials representing campus that fit the target market are met with and a discussion takes place, or sufficient market research is done to point to other alternative target markets.

Deliverables (Prototype Hardware and Software; Testing)The closing category of phase one is the development of prototype hardware, software and the testing of the combination of the two. Once the requirements are met upon the completion of the system requirement category, the results of the documentation and research can be used to generate the design of models of either the whole system or parts of it. These example system can then be tested to find the ideally values for phase two.

5.6.5 Phase 2Phase 2 is the culmination of the two previous stages. The planning and documentation of resource requirements are used here to finalize the design of each area that will then be used in the final phase as the full production.


FinancialUsing information gleamed from the phase one funding cycle, the project would proceed into getting funding for this phase of development. Achievement of this goal would entail the filling out and submitting of the necessary forms.

MarketingThis category can be marked as achieved only when a formal agreement or introduction of new markets are recorded. As this phase represents the end of all major designing, the markets and customers will need to be rather specific and known by this point.

Deliverables (Hardware and Software Design; Documentation)By the end of this phase, all designs and the majority of documentation should be finished.

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During this phase, all designs will be corrected and planned for mass production from the values that were taken from the testing stage part of phase one. Upon the competition of this step, the product will be ready for mass production.

5.6.6 Phase 3Phase 3 represents the summation and culmination of all work done previously. From the planning to the designs, all work is combined and is finally put into large scale practice. This phase marks the end of the beginning for a company or production of a product and the beginning of the product being put into the hands of consumers.


FinancialFor Phase 3, the fiscal responsibilities consist of analyzing the budget and, if needed, seeking additional funding of even investors before the push of mass producing the final product. Before additional funding can be accessed, all other funding specific to each phase must be either used or otherwise marked.

MarketingSimilar to Phase 2, the marketing should be a known item by the point. At least one customer should be lined up with others in talks or about to be contacted.

Deliverables (Ordering Hardware and Software; Documentation)Mass production happens here. Due to the large number of radio devices needed, our project will be outsourcing most of actual building of the devices to other companies or services. All finalizations to software installers and documentation will also be accomplished in this step.

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5.7 – Marketing Plan

5.7.1 Potential MarketThe Personal Alert and Safety System (PASS) has a very broad marketability. PASS may be marketed to a variety of institutions and businesses where safety in densely populated areas is paramount. Though universities are the initial market, business buildings, complexes, correctional facilities, government buildings, hospitals, and public schools are all appropriate customers.

5.7.2 Initial MarketThe initial market of the PASS is Old Dominion University (ODU). ODU’s campus is set in an urban area with a high crime rate. Though the university strives to better protect their students and faculty, safety has had little improvement even with their implementation of a private police force. Furthermore, it appears ODU has reached the limit where more police will not necessarily provide a safer environment, while costs continue to increase. PASS will allow the current police force to better protect the campus via geo-location data to pinpoint where problems arise more rapidly then what their current model provides.

Marketing of the product will be simplified with ODU as the first customer. Statistics from this first implementation will be proof of the effectiveness of the product. Universities are continually looking for new ways to protect the students and faculty, thus this system will spread much by word of mouth, news, and promotional packages. A demonstration may also be setup once more funding is achieved.

5.7.3 Product PackageA base package for PASS will include installation and support, survey of the complex for recommended transceiver locations, 5,000 transceivers, 3,000 fobs, a master receiver, and all necessary software.

This base package costs approximately $300,000; however, some complexes may require additional components. For larger complexes, or complexes with more patrons, additional transceivers and fobs may be purchased.

5.7.4 Customer Return on InvestmentPASS is not meant to necessarily be monetarily profitable to the customer, but instead the return is safety. The question instead becomes sustainability, and for ODU it is very achievable. Once the transceivers are in place on the campus, only new fobs need to be replaced every so often.

The solution for universities, like ODU, is to add the cost of the fob into the housing rates for on-campus living. Concerned parents typically will not mind a small fee for the safety of their children, and over time, it will provide funding for more units to be purchased. As to not upset those who live off-campus, units could be purchased optionally. For ODU, where many students live a few streets off-campus where the crime rate is high, this may be of interest them.

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5.7.5 Team Return on InvestmentThe PASS team’s expected return on investment is expected to start off slow to gain market through real-world use. The key is to produce the product with as little overhead as possible and a narrow profit margin to continually improve the product. Once the product has been established with a strong market, more profit will be made from new installations, upgrades, technical support, and replacement components such as the fobs.

The product will become profitable upon the fifth sale with maintenance and support. At this point we estimate the team will have spent approximately $2.47 million dollars and will have produced at least $2.50 million dollars.

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5.8 – WBS per Phase

5.8.1. Phase 0 WBS

NameDuration Start Finish

Level

PHASE 0 (Conceptual Design) 74 days 9/6/201012/17/201

0 1Define Project Members 1 day 9/6/2010 9/6/2010 2

Define Problem & Identify Solution 36 days 9/6/201010/25/201

0 2Define Problem 6 days 9/6/2010 9/13/2010 3

Define Solution 31 days 9/13/201010/24/201

0 3

Present Project Definition 1 day10/25/201

010/25/201

0 3

Feasibility 8 days10/25/201

0 11/3/2010 2

Define Risks 6 days10/25/201

0 11/1/2010 3

Build ROM Cost Projection 6 days10/25/201

0 11/1/2010 3

Build History Study 6 days10/25/201

0 11/1/2010 3Develop Prelim Hardware

Requirements 6 days10/25/201

0 11/1/2010 3

Develop Prelim Software Requirements 6 days10/25/201

0 11/1/2010 3Present Feasibility Analysis 1 day 11/3/2010 11/3/2010 3

Milestone 8 days 11/4/201011/15/201

0 2

Define Risk Mitigation 8 days 11/4/201011/14/201

0 3

Financial Analysis 8 days 11/4/201011/14/201

0 3

Management Plan 8 days 11/4/201011/14/201

0 3

Work Breakdown Schedules 8 days 11/4/201011/14/201

0 3

Define Hardware Milestones 8 days 11/4/201011/14/201

0 3

Define Software Milestones 8 days 11/4/201011/14/201

0 3

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Present Milestone Analysis 1 day11/15/201

011/15/201

0 3

Final Approval 22 days11/16/201

012/15/201

0 2

Prepare 21 days11/16/201

012/14/201

0 3

Present 1 day12/15/201

012/15/201

0 3

Website 68 days 9/13/201012/15/201

0 2Stand Up Project Wiki 2 days 9/18/2010 9/20/2010 3

Stand Up External Project Website 5 days10/26/201

010/30/201

0 3

Populate External Project Website 34 days10/31/201

012/15/201

0 3

End PHASE 0 0 days12/17/201

012/17/201

0 2

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5.8.2 Phase 1 WBS

ID Name

Duration Start Finish

Level

30 PHASE 1 (Preliminary Design)

100 days 1/3/2011

5/20/2011 1

31 Define System Requirements 11 days 1/4/2011

1/17/2011 2

32 Hardware Requirements 6 days 1/5/2011

1/10/2011 3

33 Software Requirements 6 days 1/6/2011

1/10/2011 3

34 Support Requirements 6 days 1/7/2011

1/10/2011 3

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Generate Requirements Documentation 6 days

1/10/2011

1/17/2011 3

36 Marketing 81 days

1/10/2011 5/2/2011 2

37 Approach ODU 81 days

1/10/2011 5/2/2011 3

38 Assess Further Possible Customers 81 days

1/10/2011 5/2/2011 3

39 Financials 14 days

1/10/2011

1/27/2011 2

40 Define Budget Requirements 3 days

1/10/2011

1/12/2011 3

41 Seek SBIR Funding (Phase 1) 11 days

1/13/2011

1/27/2011 3

42 Prototype 76 days

1/28/2011

5/15/2011 2

43 Acquire Test Hardware 2 days

1/28/2011

1/31/2011 3

44 Hardware 11 days 2/1/2011

2/15/2011 3

45 Create Unique KeyFob Address(es) 4 days 2/1/2011 2/4/2011 446 Modifying Transceivers for Task 4 days 2/7/2011

2/10/2011 4

47 Modify Master Receiver for Task 3 days

2/11/2011

2/15/2011 4

48 Software 35 days 2/1/2011

3/21/2011 3

49 Graphic User Interface 35 days 2/1/2011

3/21/2011 4

50 Database 35 days 2/1/2011

3/21/2011 4

5 Hardware Driver 21 days 2/1/2011 3/1/2011 4

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152 Triangulation 35 days 2/1/2011

3/21/2011 4

53 Testing 30 days

3/21/2011 5/1/2011 3

54 Signal Strength of KeyFobs 3 days

3/21/2011

3/23/2011 4

55 Testing at Various Locations 4 days

3/23/2011

3/28/2011 4

56

Ensure Location Algorithm Correctness 7 days

3/23/2011

3/31/2011 4

57 GUI and Database Functionality 7 days

3/23/2011

3/31/2011 4

58 Test Result Analysis 22 days 4/1/2011 5/1/2011 459 Presentation of Prototype 1 day

5/13/2011

5/13/2011 3

60 End PHASE 1 1 day

5/15/2011

5/15/2011 3

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5.8.3 Phase 2 WBS

ID NameDuration Start Finish

Level

61 PHASE 2 (Detailed Design)230 days

11/15/2010

10/1/2011 1

62 Financials 22 days 6/1/20116/30/201

1 2

63 Budget Analysis 22 days 6/1/20116/30/201

1 3

64 Seek SBIR Funding (Phase 2) 8 days 6/1/20116/10/201

1 365 Project Team Expansion 23 days 6/1/2011 7/1/2011 2

66 Design 88 days 6/1/201110/1/201

1 2

67 Hardware 88 days 6/1/201110/1/201

1 3

68 Finalize Transceiver Design 22 days 6/1/20116/30/201

1 4

69 Antenna 13 days 6/1/20116/17/201

1 5

70 Battery 13 days 6/1/20116/17/201

1 5

71 Enclosure 9 days 6/20/20116/30/201

1 5

72 Finalize FOB Design 21 days 6/1/20116/29/201

1 473 Button Arrangement 7 days 6/1/2011 6/9/2011 5

74Anti-Accidental Trigger

Mechanism 14 days 6/10/20116/29/201

1 5

75 Finalize Main Receiver Design 22 days 6/1/20116/30/201

1 4

76 Antenna 13 days 6/1/20116/17/201

1 5

77 Battery 13 days 6/1/20116/17/201

1 5

78 Enclosure 9 days 6/20/20116/30/201

1 5

79 Production Drawings 67 days 7/1/201110/1/201

1 4

80 Software 22 days 6/1/20116/30/201

1 3

81 Finalize Graphic User Interface 21 days 6/1/20116/29/201

1 482 Alert Mapping 21 days 6/1/2011 6/29/201 5

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1

83 Transceiver Status 21 days 6/1/20116/29/201

1 5

84 Logging 21 days 6/1/20116/29/201

1 585 Finalize Database 5 days 6/1/2011 6/7/2011 486 Schema 5 days 6/1/2011 6/7/2011 587 Technology 5 days 6/1/2011 6/7/2011 588 Finalize Triangulation 7 days 6/1/2011 6/9/2011 489 Optimize for Speed 7 days 6/1/2011 6/9/2011 5

90 Finalize Drivers 14 days 6/1/20116/20/201

1 4

91 Fob Registration Utility 22 days 6/1/20116/30/201

1 4

92 Testing 44 days 7/1/20118/31/201

1 3

93 Battery Consumption 44 days 7/1/20118/31/201

1 494 Rolling Frequency 3 days 7/1/2011 7/5/2011 495 Signal Strength 5 days 7/1/2011 7/7/2011 496 Duty Cycle 5 days 7/1/2011 7/7/2011 4

97 Software BETA Tests 88 days11/15/201

03/16/201

1 4

98 Marketing 66 days 7/1/20119/30/201

1 2

99 Establish formal agreements with ODU 14 days 6/1/20116/20/201

1 310

0 Seek New Customers 89 days 6/1/201110/1/201

1 310

1 Documentation 30 days 6/15/20117/26/201

1 210

2 User Manual 30 days 6/15/20117/26/201

1 310

3 Online Help Documentation 30 days 6/15/20117/26/201

1 310

4 End PHASE 2 1 day 10/1/201110/1/201

1 2

5.8.4 Phase 3 WBS

ID NameDuration Start Finish

Level

105 PHASE 3 (Operational Production) 90 days 10/2/2011 2/3/2012 1

106 Financials 22 days 10/2/2011 11/1/2011 2

10 Budget Analysis 23 days 10/2/2011 11/1/2011 3

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710

8 Seek Funding 14 days 10/2/201110/19/201

1 310

9 Project Team Expansion 23 days 10/2/2011 11/1/2011 211

0 Hardware Order (Out Sourced) 80 days 10/3/2011 1/20/2012 211

1 Choose Manufacturer 11 days 10/3/201110/17/201

1 311

2 Issue Manufacturing Order 4 days10/17/201

110/20/201

1 311

3 Scout Warehouse Space 11 days 10/3/201110/17/201

1 311

4 Receive Hardware 23 days 11/3/2011 12/5/2011 311

5 Full System Test 30 days 12/5/2011 1/13/2012 311

6 Package for Shipment 5 days 1/16/2012 1/20/2012 311

7 Software Order 24 days 10/3/2011 11/3/2011 211

8 Installers 24 days 10/3/2011 11/3/2011 311

9 Marketing 90 days 10/3/2011 2/3/2012 212

0Establish Formal Agreements with

Customers 14 days 10/3/201110/20/201

1 312

1 Seek New Customers 90 days 10/3/2011 2/3/2012 312

2 Documentation 30 days 10/3/201111/11/201

1 212

3 Installation Guide 30 days 10/3/201111/11/201

1 312

4 User Manual 30 days 10/3/201111/11/201

1 312

5 Contracts 14 days 10/3/201110/20/201

1 212

6 Finalize contract with ODU 14 days 10/3/201110/20/201

1 312

7 Ship to Customer (ODU) 1 day 2/1/2012 2/1/2012 212

8 End PHASE 3 1 day 2/3/2012 2/3/2012 2

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