Presentation Overview Problem Solution How I-Clock works Planning Strategies SBIR Phases Risks...

Presentation Overview

• Problem

• Solution

• How I-Clock works

• Planning Strategies

• SBIR Phases

• Risks

• Future Plans

• Conclusion

May 3, 2005

Lost your chance at 4.8 million dollars lately?

Retief Goosen lost his chance to play in the Nissan Open due to oversleeping on February 17th, 2005.

Source: http://www.sportinglife.com/story_get.dor?STORY_NAME=golf/05/02/17/manual_080839.html

May 3, 2005

Consequences for Jim

• Missed a key event• Created loss of

– Reputation and Image– Business client– Money

• Pay is supplement by commission

• Could lose his– Job

• All losses will cause financial and/or emotional stress for him

May 3, 2005

Jim’s Schedule

May 3, 2005

182.9 Million Americans Need an Alarm Clock

May 3, 2005

Days per week needing an Alarm Clock

62%

38%

1 to 7

0 or Don't know

Source: http://www.sleepfoundation.org/publications/2001poll.cfm#3

Based on current population of 295,000,000

Source: http://www.internetworldstats.com/am/us.htm

Unsuccessful attempts at waking

How many times have you been late to work due to alarm clock setting incorrectly (yearly average)?

• 43% of those surveyed stated: One or more times

Source: In a recent preliminary survey of 111 randomly selected users conducted by Greenteam Technologies, Appendix

How many times have you been late to work due to alarm not waking you up, but it went off (yearly average)?

• 44% of those surveyed stated: One or more times

42%

23%

10%4%

10%2% 2%

6%

0%

10%

20%

30%

40%

50%

1 2 3 4 5 6 9 Over10

27% 29%

10%

6%

8%

2% 2%

16%

0%

5%

10%

15%

20%

25%

30%

1 2 3 4 5 9 10 Over10

May 3, 2005

Schedule Flexibility

Do you have a flexible work schedule?


No Answer4%

Yes59%

No37%

No Answer6%

Yes51%

No43%

Do you have a varied schedule for wake-up time?

May 3, 2005

Industries Using Alternative Work

Schedules

• Health Care – run 24-hour operations

– Hospitals, Nursing Homes

• Manufacturers

– Utilize machine productivity

– Utilize personal productivity

• Service Organizations

– Servicing different time zones

– Servicing customers around the world

Source: http://www.pmpa.org/resource/public/work_sched.htmMay 3, 2005

Scheduling Software Use

• 54% of those surveyed use scheduling software• Majority use Microsoft Outlook

77%

12% 3% 2% 7%

0%10%20%30%40%50%60%70%80%

Outlook OtherUnix

based

Othercomputersoftware

Source: In a recent preliminary survey of 111 randomly selected users conducted by Greenteam Technologies, Appendix May 3, 2005

Problem

It is too easy for people to forget or

incorrectly set their alarm clocks.

May 3, 2005

Solution

Provide a system that eliminates the need to manually set the alarm.

May 3, 2005

Goal

Provide a device that always wakes us up on time.

May 3, 2005

Objectives

• Develop a system that can synchronize with someone’s schedule

• Capture the critical wake up time

• Synchronize time with the alarm clock to always wake us up on time

May 3, 2005

Solution Characteristics

• Synchronize alarm with– Scheduler we develop and,– Popular scheduler, 100 million licensed Microsoft Outlook users

worldwide

• Set time automatically by entering zip code – Synchronizes to atomic clock

• Contain normal alarm clock features– Snooze, Dual Alarms, Auxiliary Power, Radio

• Customizable Themes• Play MP3’s • Display weather forecast• It will wake you up, not get you up, nor prevent unforeseen

events

May 3, 2005 Source: http://www.ivoice.com/media/Jan242002100035.htm

Schedulers

• Scheduler will be developed– to be packaged with I-Clock

• Other schedulers– Microsoft Outlook – most popular with 100 million licensed

worldwide users– Plan to include other popular scheduler software in the future

including:• Lotus Notes• Act!• OpenOffice

– Future versions of Outlook will be accommodated

Source: http://www.ivoice.com/media/Jan242002100035.htm May 3, 2005

Process Flow – Work

`

Internet

Client Batch Program send appointments to

the datacenter

Clock Batch Program reads appointments from the datacenter

I-Clock

1

4

3

2

May 3, 2005

MFCD – Work

` Internet

Work

Home

GTT DatacenterPotential User’s PC w/ ScheduleUser

PDA

I-Clock

Firewall

Router

InformationServers

Router

Wireless Network (Optional)

May 3, 2005

Process Flow - Home

`

Client Batch Program send appointments to the virtual datacenter

program

Clock Batch Program reads appointments from the datacenter

I-Clock

1

43

2

May 3, 2005

`

Home

I-Clock


Potential User’s PC w/ Scheduler

And Virtual DatacenterUser

PDA

MFCD - Home

May 3, 2005

GTT Data Center

Internet

Cisco 2610 Router

Production Servers

Cisco 2924 Switch

GTT Data Center(MCI Premium

Co-location FacilityAshburn , VA)

BackupServers

(One Rack)

Cisco 2910 Router

(11,000 Clocks per Server)

May 3, 2005

Data Center Performance

Based on Performance Statistics from NSTL Final Report for Microsoft Corporation Performance Evaluation of MSMQ, IBM MQSeries, and MQ Bridge, April, 2000.

Resource Usage Per Server

Used Resources

Available Resources

Bandwidth Usage Per Rack

Used Bandwidth

Available Bandwisth

20% Resource Utilized

80% Cushion

25% Bandwidth Utilized

75% Cushion

May 3, 2005

What We Provide & What The Customer Needs

`

I-Clock

In The Box

Client Software User Manual

Not In The Box

PC w/ Schedule

Wireless Router

Wired RouterOr Hub

OR

Internet

May 3, 2005

See Appendix, Sect B for more details

I-Clock Components

May 3, 2005

Extra Features

• Time synchronized automatically

• Play MP3’s• Display Themes

May 3, 2005

Display Themes

May 3, 2005

Management Plan Overview

• Provide the steps and resources needed to achieve the project’s objectives

• Utilize MS Project to meet project goals

• Facilitate Project Communications

• Work Break Down Structure (WBS)• Assign: tasks, resources, and define task dependencies

• Each Phase Milestones are met on time with successful deliverables

May 3, 2005

Management Plan

• MS Project Server for the Enterprise will be installed.

• Core Team will have MS Project 2003 installed and use it to manage the project.

• All team members will update their status online through the MS Project web interface.– Updates entered daily– Allows management to keep project on schedule

May 3, 2005

Management Communication Plan

• Bi-weekly Group Meetings– Discuss

• problems & solutions, planning, goals , budgets, resources, etc.

– Tuesdays & Thursdays, 8:00pm to 9:00pm• Sub-meetings: as needed

– Agenda, Minutes & Assignments posted to web page

• Team Web Page– Project Discussions

• Assignment, Research, Planning

– Sharing Project Research & Documents (with versioning)

• Frequent Communications in Between Meetings– E-mail

– AOL Instant Messenger

– PhoneMay 3, 2005

Phase 0 Organizational ChartDon JerniganTeam Lead

Mike FontanaFinancial Director

Irma PolemeniMarketing Director

Mike FontanaPlanning Director

Jeff PriceTechnical Director

Shomi PatwaryProduct Director

Webmaster

Alan GrimesRisk Director

Jeff PriceServer Manager

Jeff PriceClock Manager

Don JerniganClient Software

Manager/ Engineer

Jeff PriceClock Hardware

Engineer

Alan GrimesClock Hardware/

Software Engineer

Jeff PriceClock Software

Developer

Jeff PriceServer Hardware

Engineer

Jeff PriceServer Software

Engineer

Dr. ZeilCS Server Expert

Shomi PatwaryWeb Developer

Front End

Don JerniganWeb Developer

Back End

Shomi PatwaryVirtual Prototype

Engineer

Dr. Steven ZeilCS Software

Expert

Terry MeeksCo-location/

Firewall Expert

Dr. Larry WilsonOS Software/

HardwareExpert

Larry WoodsManufacturing

Expert

Dr. Steve HsiungEnginnering Technology Hardware

Expert

Jim DuncanChief MeteorologistNBC 12 Richmond

May 3, 2005

Phase 0 MilestonesID Task Name Start Finish Duration

J an 2005

1/2 1/9

1 11d1/26/20051/12/2005Conception

2 19d2/22/20051/27/2005Planning

3 11d3/8/20052/22/2005Initial Research

4 3d3/11/20053/9/2005Feasibility Presentation

Feb 2005

1/16 1/23 1/30 2/6 2/13 2/20

Mar 2005

2/27 3/6

ID Task Name Start Finish DurationMar 2005 Apr 2005 May 2005

3/6 3/13 3/20 3/27 4/3 4/10 4/17 4/24 5/1 5/8

1

2

3

4

13d3/30/20053/14/2005Plan Phases

5d4/5/20053/30/2005Milestone Presentation

19d4/29/20054/5/2005Approval Presentation

2d4/27/20054/26/2005SBIR Submission

May 3, 2005

Phase 1 Organizational Chart

Don JerniganTeam Lead






Webmaster





Manager/ Engineer


Engineer


Software Engineer


Developer


Engineer


Engineer



Front End


Back End


Engineer


Expert


Firewall Expert


HardwareExpert


Expert


Expert

Server Devloper

Clock Hardware Engineer

Computer Hardware Engineer (NOVA) Computer Hardware Engineer (Va Beach)

Q Developer

May 3, 2005


Sep 2005

9/11 9/25

1 7d8/9/20058/1/2005Develop Project Team

2 8d8/19/20058/10/2005Planning

3 11d9/5/20058/22/2005Requirements

4 3d9/8/20059/6/2005Setup

Aug 2005

9/188/288/218/7 10/27/31 9/47/24

ID Task Name Start Finish DurationNov 2005Oct 2005 Dec 2005

11/20 12/1111/610/16 10/23 12/410/3010/2 10/9 11/27

1

2

3

4

22d11/8/200510/10/2005Development

10d11/22/200511/9/2005Testing

3d11/25/200511/23/2005Implementation

15d11/29/200511/9/2005SBIR Phase 2

Oct 2005

5 21d10/7/20059/9/2005Design

8/14

11/13

May 3, 2005

Phase 2 Organizational Chart

Don JerniganTeam Lead






Webmaster





Manager/ Engineer


Engineer


Software Engineer


Developer


Engineer


Engineer



Front End


Back End


Engineer


Expert


Firewall Expert


HardwareExpert


Expert


Expert

Server Devloper



Q Developer

ProcurementManager

Human ResourcesManager

Tech Writer

May 3, 2005


2005

Nov


2 19d1/19/200612/26/2005Planning

3 8d1/31/20061/20/2006Requirements

4 33d3/17/20062/1/2006Setup

Dec J an

ID Task Name Start Finish Duration2006

Sep Oct

1

2

4

137d3/21/20079/12/2006Development

21d4/18/20073/21/2007Testing


50d11/20/20069/12/2006User Documentation

5 126d9/11/20063/20/2006Design

2006

Feb Mar Apr May

3

J un J ul Aug Sep

2007

Nov Dec J an Feb Mar Apr May J un J ul Aug

May 3, 2005

Phase 3 Organizational ChartDon JerniganTeam Lead






Webmaster





Manager/ Engineer


Engineer


Software Engineer


Developer


Engineer


Engineer



Front End


Back End


Engineer


Expert


Firewall Expert


HardwareExpert


Expert


Expert

Server Devloper



Q Developer

ProcurementManager

OperationsManager

Human ResourcesManager

I-Care Rep 1

I-Care Rep 3

I-Care Rep 2

Admin

Bookkeeper

I-Care Rep 4 I-Care Rep 5

May 3, 2005


2007

Apr


2 127d10/17/20074/24/2007Obtain Manufacturer

3 84d8/17/20074/24/2007Obtain Warehouse

4 45d6/25/20074/24/2007Office

May J un

ID Task Name Start Finish Duration2007

Q2

1

2

4

60d7/16/20074/24/2007Financial

271d5/6/20084/24/2007Marketing


101d9/11/20074/24/2007Website

5 60d7/16/20074/24/2007I -Care

J ul Aug Sep Oct

3

Nov

2008

Q3 Q4 Q1 Q2 Q3

2009

Q4 Q1 Q2

May 3, 2005

Out Years Organizational Chart

OperationsManager

I-Care Rep 1

I-Care Rep 3

I-Care Rep 2

Bookkeeper

I-Care Rep 4

I-Care Rep 5

Computer Hardware Engineer (NOVA)

May 3, 2005

Development Plan

• I-Clock– Hardware– Software– GUI

• Data Center– Message Queues

• Home PC– Software

May 3, 2005

Requirements

Design

Testing

Integration

Market

Support

• How will we measure success?• The project will be evaluated based on the

following criteria:– Time

– Cost

– Scope

– Quality

Evaluation Plan Overview

May 3, 2005

Evaluation Plan

• Time – This will be measured against our baseline project plan in MS Project.

• Cost – This will be measured against our baseline project plan in MS Project for Personnel Resources. Hard Resources will be measured against actual expenditures.

May 3, 2005

Evaluation Plan

• Scope – This aspect will be measured by comparing the requirements document prepared in Phase 1 with the product delivered.

• Quality – This aspect will be measured based passing all test simulations developed in Phase 1 and Beta Testing satisfaction survey.

May 3, 2005

Marketing Plan Overview

• Households with the supporting technology– Personal Computers, Internet, & Routers

• Primary Target: Microsoft Outlook Users• Secondary Target: Flexible Scheduler

Workers• Beta Testing• Distribution & Advertising Strategy

May 3, 2005

Technology in American Homes

• Personal Computers

61.8% in 2003

• Internet – all types

68.8% in 2004

From 2001 to 2003:

• Broadband Increasing

22.9 Million Households

Increase of 9.9 Million

• Dial-Up Decreasing

38.6 Million

Decrease of 5.6 Million

(Total of 61.5 Million Households with Internet)

Sources: http://www.ntia.doc.gov/reports/anol/NationOnlineBroadband04.htm http://www.internetworldstats.com/am/us.htm

0

10

20

30

40

50

60

70

80

1997 1998 2000 2001 2003 2004

Years

Perc

ent

PersonalComputer

Internet

Broadband

May 3, 2005

Networks Require Routers

• Do you have a wired network in your home? 58% Yes


3%

40%

58%

0%

10%

20%

30%

40%

50%

60%

No Answer No Yes

May 3, 2005

May 3, 2005

Microsoft Outlook

Users• 100 Million licensed

worldwide• 300 Million including

unlicensed• Use Outlook for their

schedule

Primary Target Market

Source: http://www.ivoice.com/media/Jan242002100035.htm

Source: http://www.wired.com/news/technology/0,1282,48756,00.html

Flexible Schedule Workers

Source: http//www.census.gov

Source: http://www.pmpa.org/resource/public/work_sched.htm

Source:http://tennessean.com/business/archives/04/08/57011547.shtml?Element_ID=57011547

17.4

47

28.7

25

0

5

10

15

20

25

30

35

40

45

50

1991 1997 2001 2012

Mill

ion

s

• Ability to vary the time they begin work

• 28.7 million in 2001

Increasing – Why?• Recognized benefit to have flexible

hours: Used to recruit & retain

• Increases productivity

• Reduces absenteeism

• Attempting to reduce work place stress

•Estimated $300 Billion lost annually in the workplace due to stress

(majority in health expenses)

Projection:• 2012 projection: 162.3 M projected

work force * current 29% = 47 million

May 3, 2005

“Not For”

• Consumers with stable schedules• People who do not need an alarm clock• People who do not keep their schedules on a

computer

May 3, 2005

Varying Schedule Accommodations Competition Matrix

ClocksPhilips AJ3950 CD Stereo Clock 39.99$ Progression Wake Up Clock 49.95$ Sonic Boom with Bed Shaker 57.00$ Grundig Oviation Music System 499.99$

Computer SoftwareAlarm Clock Pro (Software) 15.95$ Music Alarm Clock 19.95$

Wake-up ServicesMyCalls $4.49 mo.IPing $4.95 mo.

Smart Home ProductsDeluxe World Clock 100.98$

I-Clock 250.00$

See appendix for additional matrices: technology incorporated, dependability & alarm sound May 3, 2005

Why Not Just Use a PDA?

• No big snooze button on top

• Clock display too small

• PDA must be recharged, no back-up power supply

• It is not always on your night stand

• Too small, lightweight

(Same applies to cell phones with alarms)May 3, 2005

Beta Test Company

• Nextel Communications, Inc

• 19,000 Employees

• $30 Billion Market Capitalization

• $13 Billion Annual Revenue

• Virtual all employees and contractors depend on Outlook for their schedule with Exchange Server.

May 3, 2005

Distribution & Advertising Strategy

• Distribution– Initial Roll-Out: Washington, DC– Metro areas & then Nationwide

• Advertising Mediums– Washington Post (Technology Section)– Express – condensed daily news handed out every

morning on the Metro Subway– MarketPro Computer Shows– PC World

Source: March 31, 2005 Interview with Kareem Washington, Washington Post

Sources: http://www.pcworld.com; http://marketproshows.com

May 3, 2005

Funding By Phase

Funding By Phase

Phase 1Hardware Costs $25,329Personnel Costs $70,141Total $95,470

Phase 2Hardware Costs $60,372Personnel Costs $492,164Total $552,536

Phase 3Hardware Costs $8,561Personnel Costs $505,774

Total $514,335

Salary Source: See Appendix, Section A

$0

$100,000

$200,000

$300,000

$400,000

$500,000

$600,000

Phase 1 Phase 2 Phase 3

Funding By Phase

Hardware

Personnel

May 3, 2005

Phase 1 BudgetHard ResourcesResource Product # Cost/ Unit Total

Queue Server DELL PowerEdge SC1425 1 $1,549 $1,549Windows 2003 Server 1 $799 $799

Workstation (Client) DELL Precision 370 8 $699 $5,592Microsoft Office 2003 Pro 6 $499 $2,994Microsoft Project 2003 Standard 6 $599 $3,594Microsoft Project Server 2003 1 $999 $999MSDN Universal Subscription 1 $2,799 $2,799

Switch Cisco Catalyst 2950G-24 Switch 1 $1,778 $1,778Cables 25' CAT6 Network Cables 9 $25 $225Contingency Contingency Reserve 1 $5,000 $5,000Total $25,329

Peronnel Resources

Initials Resource Zip Code Group Salary

With Overhead (40%)

Hourly Rate Hours Total

PM Project Manager 23456 Core $75,616 $105,862 $50.90 192 $9,772$0

CDev Client Developer 23456 IT $83,557 $116,980 $56.24 296 $16,647SDev Server Developer 23456 IT $60,213 $84,298 $40.53 336 $13,617QDev Q Developer 23456 IT $83,446 $116,824 $56.17 536 $30,105Total Total $70,141

Phase 1 Total $95,470

May 3, 2005 Salary Source: See Appendix, Section A

Phase 2 Budget

Hard ResourcesResource Product # Cost/ Unit TotalQueue Server (DEV & TEST) DELL PowerEdge SC1425 20 1549 30980Switch Cisco Catalyst 2950G-24 Switch 2 $1,778 $3,556Router Cisco 2610XM T1 Router 1 $1,478 $1,478Workstation (DEV & TEST) DELL Precision 370 14 $699 $9,786

Microsoft Office 2003 Pro 12 $499 $5,988Cables 25' CAT6 Network Cables 14 $25 $350Prototype Netgear 802.11b Wireless CF Card 1 $65 $65

Prototype Product Cost 1 $8,169 $8,169Total $60,372

Budget continued next page

May 3, 2005

Phase 2 Budget Peronnel Resources


With Overhead (40%) Hourly Rate Hours Total

TasksPM Project Manager 23456 Core $75,616 $105,862 $50.90 160 $8,143PD Product Director 23456 Core $121,086 $169,520 $81.50 152 $12,388TD Technical Director 23456 Core $116,674 $163,344 $78.53 184 $14,450

$0CDev Client Developer 23456 IT $83,557 $116,980 $56.24 856 $48,142SDev Server Developer 23456 IT $60,213 $84,298 $40.53 700 $28,370QDev Q Developer 23456 IT $83,446 $116,824 $56.17 2340 $131,427CHE Clock Hardware Engineer 23456 IT $65,739 $92,035 $44.25 464 $20,531CHEVB Computer Hardware Engineer (VB) 23456 IT $52,557 $73,580 $35.37 264 $9,339CHENVA Computer Hardware Enginner (NOVA) 20170 IT $77,780 $108,892 $52.35 544 $28,479TW Tech Writer 23456 IT $56,926 $79,696 $38.32 400 $15,326Proc Procurement Manager 23456 Front Office $102,037 $142,852 $68.68 72 $4,945HRM HR Manager 23456 Front Office $75,280 $105,392 $50.67 8 $405

Management ManagementPM Project Manager 23456 Core $75,616 $105,862 $50.90 1040 $52,931MD Marketing Director 23456 Core $73,500 $102,900 $49.47 416 $20,580PD Product Director 23456 Core $121,086 $169,520 $81.50 416 $33,904FD Financial Director 23456 Core $107,624 $150,674 $72.44 416 $30,135TD Technical Director 23456 Core $116,674 $163,344 $78.53 416 $32,669Total Total $492,164

Phase 2 Total $552,536


Phase 3 Budget Hard ResourcesWorkstation DELL Precision 370 7 $699 $4,893

Microsoft Office 2003 Pro 7 $499 $3,49325' CAT6 Network Cables 7 $25 $175

Total $8,561

Peronnel Resources



TasksPM Project Manager 23456 Core $75,616 $105,862 $50.90 16 $814MD Marketing Director 23456 Core $73,500 $102,900 $49.47 2160 $106,858FD Financial Director 23456 Core $107,624 $150,674 $72.44 240 $17,385TD Technical Director 23456 Core $116,674 $163,344 $78.53 964 $75,703CHE Clock Hardware Engineer 23456 IT $65,739 $92,035 $44.25 92 $4,071WDev Web Developer 23456 IT $63,114 $88,360 $42.48 800 $33,984WDesign Web Designer 23456 IT $55,668 $77,935 $37.47 800 $29,975CHEVB Computer Hardware Engineer (VB) 23456 IT $52,557 $73,580 $35.37 64 $2,264

Budget continued on next page May 3, 2005 Salary Source: See Appendix, Section A

Phase 3 Budget Personnel Resources continued



TasksProc Procurement Manager 23456 Front Office $102,037 $142,852 $68.68 276 $18,955A Admin 23456 Front Office $28,278 $39,589 $19.03 120 $2,284HRM HR Manager 23456 Front Office $75,280 $105,392 $50.67 240 $12,161OM Operations Manager 23456 Operations $74,840 $104,776 $50.37 612 $30,828I1 I-Care Rep 1 23456 Operations $26,883 $37,636 $18.09 120 $2,171I2 I-Care Rep 2 23456 Operations $26,883 $37,636 $18.09 120 $2,171I3 I-Care Rep 3 23456 Operations $26,883 $37,636 $18.09 120 $2,171I4 I-Care Rep 4 23456 Operations $26,883 $37,636 $18.09 120 $2,171I5 I-Care Rep 5 23456 Operations $26,883 $37,636 $18.09 120 $2,171B Bookkeeper 23456 Front Office $31,060 $43,484 $20.91 120 $2,509

Management ManagementPM Project Manager 23456 Core $75,616 $105,862 $50.90 960 $48,860MD Marketing Director 23456 Core $73,500 $102,900 $49.47 384 $18,997PD Product Director 23456 Core $121,086 $169,520 $81.50 384 $31,296FD Financial Director 23456 Core $107,624 $150,674 $72.44 384 $27,817TD Technical Director 23456 Core $116,674 $163,344 $78.53 384 $30,156Total $505,774

Phase 3 Total 514,335$


Yearly Out Years Budget

Out Years Out Years

Initials Resource Group SalaryHourly Rate Hours Total

I1 I-Care Rep 1 Operations $26,883 $18.09 2080 $37,636I2 I-Care Rep 2 Operations $26,883 $18.09 2080 $37,636I3 I-Care Rep 3 Operations $26,883 $18.09 2080 $37,636I4 I-Care Rep 4 Operations $26,883 $18.09 2080 $37,636I5 I-Care Rep 5 Operations $26,883 $18.09 2080 $37,636B Bookkeeper Front Office $31,060 $20.91 2080 $43,484OM Operations Manager Operations $74,840 $50.37 2080 $104,776CHENVA Computer Hardware Enginner (NOVA) IT $77,780 $52.35 2080 $108,892

Total $445,333


I-Care Rep SupportI-Care Rep Support

Calls per Month per Rep 700Number of Reps 5Number of Months 12Number of Calls per Clock 0.5

Supported Clocks 84000 per year

* We are only estimating sales of 55,000 clocks in the first year. These reps should be able to support calls for the first 4 productions years ( until 2012 )

* 700 calls per month per I-Care rep is estimated from http://techrepublic.com.com/5102-6263-5234052.html

May 3, 2005

Fixed Costs

Fixed Costs by Phase

Phase 1

Phase 2

Phase 3

Out Years

Fixed Costs

Hardware CostsPhase 1 $25,329Phase 2 $60,372Phase 3 $8,561Hardware Total $94,262

Personnel CostsPhase 1 $70,141Phase 2 $492,164Phase 3 $505,774Out Years $445,333Personnel Total $1,513,412

Total $1,607,674

Phase 1 $95,470Phase 2 $552,536Phase 3 $514,335Out Years $445,333


Data Center Cash Flow AnalysisDiscount Rate 12.00%

Year 0 1 2 3 4 5 6 7 8 9 10 11 12

RevenueClock Revenue 160380

Non-Recurring CostsServer Costs -35980

Recurring CostsRack -9107.14286 -8131.3776 -7260.16 -6482.28 -5787.75 -5167.64 -4613.96 -4119.61 -3678.22 -3284.13 -2932.26 -2618.091M/ sec -6964.28571 -6218.1122 -5551.89 -4957.04 -4425.93 -3951.72 -3528.32 -3150.29 -2812.76 -2511.39 -2242.31 -2002.07

Total Discounted Revenue by Year 160380 0 0 0 0 0 0 0 0 0 0 0 0Total Discounted Costs by Year -35980 -16071.4286 -14349.49 -12812 -11439.3 -10213.7 -9119.36 -8142.29 -7269.9 -6490.98 -5795.52 -5174.57 -4620.15Yearly Discounted Profit by Year 124400 -16071.4286 -14349.49 -12812 -11439.3 -10213.7 -9119.36 -8142.29 -7269.9 -6490.98 -5795.52 -5174.57 -4620.15

Total Discounted Rev 160380Total Discounted Costs -158576

Net Present Value 1804.439

Expenses Number Cost/ Period Period/ Yr TotalProduction Servers 18 1 -1799 -32382Backup Servers 2 1 -1799 -3598Rack 1 -850 12 -102001M /sec 1 -650 12 -7800

Clocks Supported/ Server 11000Needed Revenue/ Clock 0.81

Total Rev 160380Total Clocks 198000

May 3, 2005

Component Quantity Costs

Total Quantity Costs

6W (10W Max.) Speakers 2 $1.41 $2.81Snooze Button Switches 2 $0.15 $0.30LH7A404 Card Engine (Main Board) 1 $55.00 $55.00AM/FM Tuner Chip 1 $1.77 $1.7710W Stereo Amp 1 $2.18 $2.1820x4 LCD + Keypad 1 $36.00 $36.005.7” Color 320x240 LCD 1 $54.52 $54.52Power Supply 1 $5.12 $5.12Plastic Case 2 $8.00 $16.00AA Batt. Holder 1 $0.16 $0.16Total $173.86

Components Costs

* Prices adjusted for expected volume discounts based on actual volume discounts received. May 3, 2005

Product Potential Component Costs

5” Portable DVD Player$142

$142 / 2 = $71

Product PotentialComponent Costs

$71Source:http://www.bestbuy.com/site/olspage.jsp?

skuId=6970931&type=product&productCategoryId=pcmcat139000500

18&id=1099387489297 May 3, 2005

Marginal Profit

Marginal RevenueRevenue/ Clock $250Total $250

Marginal CostsCost/ Clock $173.86Datacenter Cost/ Clock $0.81

$0.00Total $174.67

Marginal Profit $75.33

Cost $174.67 69.87%Profit $75.33 30.13%

Marginal Cost vs Profit

Cost

Profit

May 3, 2005

Annual Sales

Sales Growth Based on PDA Sales Growth in August 2001http://www.clickz.com/stats/sectors/hardware/article.php/5921_902081

020000400006000080000

100000120000140000160000

Number of Clocks Sold Annually

2008 2009 2010 2011 2012 2013 2014 2015 2016 2017

Year

Sales by Year

Sales by Year

Growth Rate 12.00%

Year 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017Clocks Sold 55000 61600 68992 77271 86544 96929 108560 121587 136178 152519Revenue $13,750,000 $15,400,000 $17,248,000 $19,317,760 $21,635,891 $24,232,198 $27,140,062 $30,396,869 $34,044,494 $38,129,833

Total Clocks Sold 965180

May 3, 2005

Annual Cash Flows (ROI)Cash Flow to Date

-$5,000,000.00

$0.00

$5,000,000.00

$10,000,000.00

$15,000,000.00

$20,000,000.00

$25,000,000.00

$30,000,000.00

2005 2006 2007 2008 2009

Year

Cas

h F

low

Cash Flow

Year 2005 2006 2007 2008 2009 2010

Revenue $0.00 $0.00 $0.00 $13,750,000.00 $15,400,000.00 $17,248,000.00Personel Costs $77,130.24 $236,453.20 $391,514.12 $516,569.80 $445,333.00 $445,333.00Hard Resources $25,329.00 67872.25 $8,561.00 $0.00 $0.00 $0.00

Total by Year -$102,459.24 -$304,325.45 -$400,075.12 $13,233,430.20 $14,954,667.00 $16,802,667.00Total Accured -$102,459.24 -$406,784.69 -$806,859.81 $12,426,570.39 $27,381,237.39 $44,183,904.39

May 3, 2005

Break Even AnalysisBreak Even Analysis (Initial)

-$2,000,000

-$1,500,000

-$1,000,000

-$500,000

$0

Clocks Sold

Pro

fit

Profit

# of Clocks Initial Profit Out Years0 -$1,607,674 -$445,333

1000 -$1,532,342 -$370,0012000 -$1,457,009 -$294,6683000 -$1,381,677 -$219,3364000 -$1,306,344 -$144,0035000 -$1,231,012 -$68,6706000 -$1,155,679 $6,6627000 -$1,080,347 $81,9958000 -$1,005,014 $157,3279000 -$929,682 $232,660

10000 -$854,349 $307,99211000 -$779,017 $383,32512000 -$703,684 $458,65713000 -$628,352 $533,99014000 -$553,019 $609,32215000 -$477,687 $684,65516000 -$402,354 $759,98717000 -$327,022 $835,32018000 -$251,689 $910,65219000 -$176,357 $985,98520000 -$101,024 $1,061,31721000 -$25,692 $1,136,65022000 $49,641 $1,211,98250000 $2,158,951 $3,321,292

100000 $5,925,576 $7,087,917200000 $13,458,826 $14,621,167500000 $36,058,576 $37,220,917

1000000 $73,724,826 $74,887,1672000000 $149,057,326 $150,219,667

Break Even Analysis (Out Years)

-$600,000

-$400,000

-$200,000

$0

$200,000

$400,000

$600,000

$800,000

$1,000,000

$1,200,000

020

0040

0060

0080

00

1000

0

1200

0

1400

0

1600

0

1800

0

2000

0

Clocks Sold

Pro

fit

Profit

May 3, 2005

Funding Plan

• National Science FoundationDirectorate for Engineering

Division of Design, Manufacture and Industrial Innovation

Phase I: Solicitation funding award up to: $100k– Proposal Deadline: June 08, 2005, by 5 p.m. EST

– Topic: Electronics (EL) and Security Technologies (ST).

Phase II: SBIR funding limited to $750k or 2 years, whichever is reached 1st

• CIT Corporate Giving Program Commercial Finance Group

• Additional funds needed above $100k - No deadline

May 3, 2005

Risk Management Plan

• Identify Risk• Log risk into risk management tracking system

on the website• Categorize risk based on severity and

probability• Reduce risks on all identified risks using risk

reduction methods• Evaluate risk level.

May 3, 2005

Risk Reduction Methods

• Avoidance

• Acceptance

• Transference

• Mitigation

May 3, 2005

Risk Matrix

• Very likely = 0.9• Likely = 0.7• 50/50 = 0.5• Unlikely = 0.3• Slightly Probable = 0.1

• Showstopper = 0.9• High = 0.7• Medium = 0.5• Low = 0.3• Very Low = 0.1

Severity Probability

May 3, 2005

Risk Evaluation Method

• Use the following risk factor formula:

(S + P) – (S * P)

S = Severity

P = Probability

* Risks are managed to a sufficient level when the risk factor is below 0.8 for all risks.

Source: Systems Engineering Management Guide (see Sources in Appendix) May 3, 2005

Phase 0 Top 5 Risks

Already been done

Find out you can't do it

No research to support project

Competition too great

No market, people don't want it

00.1

0.20.3

0.40.5

0.6

Phase 0

Rating

Probability

Severity

May 3, 2005

Phase 1 Top 5 Risks

Cost too much

Expert attrition

General Equipment risk

Main board resource limitations

Logic errors

0 0.1 0.2 0.3 0.4 0.5 0.6 0.7 0.8 0.9

Phase 1

Rating

Probability

Severity

May 3, 2005

Phase 2 Top 5 Risks

Excessive component cost

Major issues arise during testing

Acoustic issues

Electrical engineering issues

Mechanical issues

0 0.1 0.2 0.3 0.4 0.5 0.6 0.7 0.8 0.9

Phase 2

RatingProbabilitySeverity

May 3, 2005

Phase 3 Top 5 Risks

no manufacturer

cant find a distributor

society changes making product obsolete

new competition may enter the market

Over optimistic marketing

0 0.1 0.2 0.3 0.4 0.5 0.6 0.7 0.8 0.9

Phase 3

Rating

Probability

Severity

May 3, 2005

Out Years Top Risks

No market

Clock is too complex for the consumer

00.1

0.20.3

0.40.5

0.6

Out Years

Rating

Probability

Severity

May 3, 2005

Future Plans

• Accommodate other popular schedulers

• Monitor– National Emergency Services

• Tornado

• Hurricane

– Traffic

– Delays & Closings

• Travel Model– Incorporating GPS for the

international traveler

May 3, 2005

Conclusion

• As personal schedules become more complex, we depend on technology more and more.

• Information is entered into ONE place ONE time

• The I-Clock synchronizes with a consumer’s scheduler and provides the modern features expected from new Internet Appliances.

May 3, 2005

Appendix

Section

A: Financials

B: Technical

C: Risks

D: Marketing

E: Sources

May 3, 2005

Section A: Financials

Salary Determination

To determine salaries we went to:

• www.salary.com

• Entered in the Virginia Beach, VA zip code: 23456

• The only exception was our Hardware Engineer maintaining the Data Center located in Ashburn, Virginia. We used the Herndon zip code: 20170

May 3, 2005

Annual Personnel

2005Client Developer 296 $56.24 $16,647Financial Director 0 515 $0.00 $0HR Manager 8 $50.67 $405Marketing Director 0 552 $0.00 $0Procurement Manager 8 $68.68 $549Product Director 64 $81.50 $5,216Product Director 0 764 $0.00 $0Project Manager 208 $50.90 $10,587Project Manager 0 852 $0.00 $0Q Developer 536 $56.17 $30,107Risk Director 0 364 $0.00 $0Server Developer 336 $40.53 $13,618Technical Director 0 644 $0.00 $0Total $77,130

2006Client Developer 680 $56.24 $38,243Clock Hardware Engineer 288 $44.25 $12,744Computer Hardware Engineer (VB) 88 $35.37 $3,113Computer Hardware Enginner (NOVA) 368 $52.35 $19,265Procurement Manager 64 $68.68 $4,396Product Director 112 $81.50 $9,128Q Developer 1748 $56.17 $98,185Server Developer 564 $40.53 $22,859Tech Writer 400 $38.32 $15,328Technical Director 168 $78.53 $13,193Total $236,453 May 3, 2005

Annual Personnel, continued2007

Admin 120 $19.03 $2,284Bookkeeper 120 $20.91 $2,509Client Developer 176 $56.24 $9,898Clock Hardware Engineer 268 $44.25 $11,859Computer Hardware Engineer (VB) 240 $35.37 $8,489Computer Hardware Enginner (NOVA) 176 $52.35 $9,214Financial Director 240 $72.44 $17,386HR Manager 240 $50.67 $12,161I-Care Rep 1 120 $18.09 $2,171I-Care Rep 2 120 $18.09 $2,171I-Care Rep 3 120 $18.09 $2,171I-Care Rep 4 120 $18.09 $2,171I-Care Rep 5 120 $18.09 $2,171Marketing Director 1488 $49.47 $73,611Operations Manager 612 $50.37 $30,826Procurement Manager 276 $68.68 $18,956Project Manager 16 $50.90 $814Q Developer 616 $56.17 $34,601Server Developer 176 $40.53 $7,133Technical Director 980 $78.53 $76,959Web Designer 800 $37.47 $29,976Web Developer 800 $42.48 $33,984Total $391,514

2008Marketing Director 1440 $49.47 $71,237Total $71,237 May 3, 2005

Expected Revenue

How much would you pay for an alarm clock that provided all the above features? 4% answered they would pay over $250 for I-Clock

Expected Customer Base - 400,000 consumers*

Price Point - $250

___________________________________________

Expected Revenue - $100 million

*Formula Used:

100 million Outlook Users * 4% said they were Outlook users & would pay over $250 * 10% (expected sales at least 1 in 10)

Sources: In a recent preliminary survey of 111 randomly selected users conducted by Greenteam Technologies, 4% said they would pay over $250 for the I-Clock. http://greenteamtech.com/main.aspx

Source: http://www.ivoice.com/media/Jan242002100035.htm (Outlook at 100 Million) May 3, 2005

Appendix Section B: I-Clock ComponentsSharp LH7A404 Card EngineProcessor - Sharp LH7A404 32 bit ARM922TDMI RISC

microprocessor - Running up to 200 MHz (0 to 70 Degrees C) with 100 MHz

bus speed SDRAM Memory - 32, 64, or 128 MBytes on board Flash Memory - Up to 32 MBytes on board Display - Programmable color LCD controller - Built in driver supports up to 1024 x 768 x 16 bit color - Supports STN, Color STN, Dual STN, HR-TFT, AD-TFT,

TFT Touch Screen - Four or Five wire integrated touch interface Network - Support 10/100 BASE-T Ethernet controller

(application/debug) - SMSC LAN 91C111 (MAC & PHY) Audio - Audio Codec AC97 (Wolfson WM9708) Memory Card Expansion - CompactFlash Type 1 card (memory storage only) - Smart

Card Interface (ISO7816) - Dual PCMCIA interface - MMC/SD

USB - 2 X USB host and 1 device interface (USB 1.1) Serial Ports - 3 X 16C550 like, standard UARTs IrDA - SIR supports up to 115.2 Kbps PS2 - PS2 Keyboard & Mouse GPIO - Programmable depending on peripheral requirements SSP - Supports either Motorola SPITM, National

Semiconductor MICROWIRETM, TI SSI Software - WindowsTM CE and Linux BSPs available -

LogicLoaderTM (bootloader/monitor) Mechanical - Compact Size: 2.37" (60.2 mm) long x 2.67" (67.8 mm)

wide x 0.17" (4.4 mm) high - 144 pin SODIMM Connector for connection to custom

peripheral board - Two high density 80-pin expansion connectors for

peripheral access

May 3, 2005

May 3, 2005

` Internet

`

Work

Home

GTT DatacenterPotential User’s PC w/ ScheduleUser

PDA

I-Clock

Firewall

Router

InformationServers

Router


Potential User’s PC w/ ScheduleUser

PDA

May 3, 2005

Appendix Section CRisks

• Expected Revenue may not be realized• Costs may be higher than expected• Suppliers may not be able to meet component demands• Components may be more difficult to integrate than expected• Trademark and Patent Problems• Liability

May 3, 2005

Societal Impacts

• Pros– Enter information into one place all at once– Utilize a central information store– Alleviate stress by eliminating a routine task– Time and effort spent on more productive tasks

• Cons– Datacenter servers may not be secure– Fear of losing personal privacy

May 3, 2005

Customer Risks

• Fear of losing personal privacy– Clocks only identified by long ID number

• Variations in schedule must be entered into Outlook or bundled software– Target Market majority already using scheduler

• Customer comfort with technology– Survey indications

May 3, 2005

Table 2. Projected U.S. Broadband Usage, At-Home, 2002-2008

Year Usage Increase2002 18.9 n/a2003 26.2 7.32004 33.5 7.32005 41 7.52006 48.1 7.12007 55.2 7.12008 61.5 6.3

Millions

Note: includes cable modem, DSL, T1 lines, broadband wireless,satellite, first mile fiber, and powerline broadband.Source: Yankee Group, August 2003Retrieved from: http://www.internetworldstats.com/am/us.htm

Appendix D: Marketing

May 3, 2005

Technology Incorporation Competition Matrix

ClocksPhilips AJ3950 CD Stereo Clock 39.99$ Progression Wake Up Clock 49.95$ Sonic Boom with Bed Shaker 57.00$ Grundig Oviation Music System 499.99$


Wake-up ServicesMyCalls 4.49$ IPing 4.95$


I-Clock $250.00

Possible future developments

May 3, 2005

Dependability Competition Matrix

ClocksOregon Scientific RRM968PA 39.88$ Progression Wake Up Clock 49.95$ Sonic Boom with Bed Shaker 57.00$ Grundig Oviation Music System 499.99$


Wake-up Services

Smart Home ProductsDeluxe World Clock 100.98$ (runs off battery all the time)

I-Clock 250.00$

•Computer must have a back-up power supply – sufficient for all night (worst-case)

•If a person only has cordless or cell phone they won't get the call from the Wakeup service if the power goes out (home or cell battery.) In addition, recall how dependable a wake-up service was for pro-golfer Mr. Goosen. May 3, 2005

Alarm Sound Competition Matrix

ClocksPhilips AJ3950 CD Stereo Clock 39.99$ I Robot Alien MP3 Download Songs 39.95$ Sonic Boom with Bed Shaker 57.00$ Grundig Oviation Music System 499.99$

Computer SoftwareAlarm Clock Pro (MAC Software) 15.95$ Music Alarm Clock 19.95$

Wake-up ServicesMyCalls 4.49$ IPing 4.95$


I-Clock 250.00$

May 3, 2005

Customer Base for MP3 Incorporation

• Survey in 2005 conducted by Pew Internet and American Life Project

• 11 % of adults in the United States own MP3’s– “Broadband users four times more likely to own one”

• More than 22 million

• Numbers do not include teens. Pew surveys do not poll those under age 18.

(does not include 20.4 million teens 15-19)

Source: http://www.msnbc.msn.com/id/6986861/May 3, 2005

Source: http://www.cch.com/Absenteeism2004/Images/RateAndCost.asp

“According to the 2004 CCH Unscheduled Absence Survey, conducted for CCH by Harris Interactive®, the absenteeism rate rose to 2.4 percent in 2004 up from 1.9 percent in 2003, while the average annual per-employee cost of absenteeism declined slightly to $610, from $645 in 2003. The annual cost of employee no-shows can range from an estimated $60,000 for small employers to over a million dollars annually for large companies. “

May 3, 2005

Advertising Costs

Source: March 31, 2005 Interview with Kareem Washington, Washington Post

April 29, 2005 Interview with Kevin Dammeyer, Express

Sources: http://www.pcworld.com

Placement Type of Ad Time CostWashingtonpost.com banner 3 months $30,000PC World 1/4 page, 4 color 12 months $26,380PC World 1/4 page, black & white 12 months $21,540Express 6 x 6, color 50x annual $1,400***Express Getting Ahead 6 x 6, color 6x annual $1,400

Advertising

May 3, 2005

Appendix E: Sources• http://www.apcc.com • :http://www.bestbuy.com/site/olspage.jsp?

skuId=6970931&type=product&productCategoryId=pcmcat13900050018&id=1099387489297• http://www.census.gov/population/socdemo/foreign/ppl-176/tab01-1.xls• http://www.cit.org/goal3-05.asp• http://www.clickz.com/stats/sectors/hardware/article.php/5921_902081• http://www.internetworldstats.com• http://www.internetworldstats.com/america.htm#us• http://www.ivoice.com/media/Jan242002100035.htm• http://www.marketing.pcworld.com/site/advertising.html• http://www.marketproshows.com/faq.asp• http://www.msnbc.msn.com/id/6986861/• http://www.nbc4.com/advertise/1131462/detail.html• http://www.nielsen-netratings.com/pr/pr_030618_us.pdf• http://www.ntia.doc.gov/reports/anol/NationOnlineBroadband04.htm• http://www.pmpa.org/resource/public/work_sched.htm• http://www.sleepfoundation.org/publications/2001poll.cfm#3• http://www.sportinglife.com/story_get.dor?STORY_NAME=golf/05/02/17/manual_080839.html• http://tennessean.com/business/archives/04/08/57011547.shtml?Element_ID=57011547• http://www.techplan.virginia.gov/• http://www.wired.com/news/technology/0,1282,48756,00.html• Our Website: http://www.greenteamtech.com/• Sources for Competition Matrices can be viewed at our website: Go to Presentations, download the PowerPoint slides,

click to the slide and they are stored in the excel table.• Defense Systems Management College. Systems Engineering Management Guide. Washington DC: US Department of

Defense, 1989.

May 3, 2005

http://www.apcc.com/

http://www.internetworldstats.com/

http://www.internetworldstats.com/america.htm#us

http://www.msnbc.msn.com/id/6986861/

http://www.nbc4.com/advertise/1131462/detail.html

http://www.nielsen-netratings.com/pr/pr_030618_us.pdf

http://www.ntia.doc.gov/reports/anol/NationOnlineBroadband04.htm

http://www.pmpa.org/resource/public/work_sched.htm

http://www.sleepfoundation.org/publications/2001poll.cfm#Lost%20your%20chance%20at%204.8%20%20million%20dollars%20lately?

http://www.sportinglife.com/story_get.dor?STORY_NAME=golf/05/02/17/manual_080839.html

http://www.greenteamtech.com/

Technical Sources6W (10W Max.) Speakers - http://www.digikey.com/scripts/DkSearch/dksus.dll?PName?Name=GF1004M-ND

Snooze Button Switches - http://www.digikey.com/scripts/DkSearch/dksus.dll?PName?Name=SW416-ND

LH7A404 Card Engine - http://www.logicpd.com/eps/som/sharp/LH7A404/

AM/FM Tuner Chip - https://www.em.avnet.com/pns

/home/0,5533,CID%3D0%26CCD%3DUSA%26SID%3D0%26DID%3DDF2%26LID%3D0%26BID%3DDF2%26CTP%3DPNS,00.html?ref=https://

emwcs.avnet.com/webapp/wcs/stores/RedirectWCSLogon?langId=-1&storeId=500201&catalogId=500201&reLogon=https://www.em.avnet

.com/auth/framelogin/&URL=RemoteAdvancedSearchView

%3FlangId%3D%2D1%26storeId%3D500201%26catalogId%3D500201%26manufacturerPartNum%3DTEA5757HLBE

10W Stereo Amp - http://www.digikey.com/scripts/DkSearch/dksus.dll?PName?Name=296-2464-5-ND

20x4 LCD + Keypad - http://www.crystalfontz.com/cgi-bin/pricing.pl?product=635

5.7” Color 320x240 LCD - http://www.mouser.com/index.cfm?handler=displayproduct&lstdispproductid=404582&e_categoryid=221&e_

pcodeid=68700

Power Supply - http://www.digikey.com/scripts/DkSearch/dksus.dll?PName?Name=T371-P5P-ND

AA Batt. Holder - http://www.digikey.com/scripts/DkSearch/dksus.dll?PName?Name=2474K-ND

May 3, 2005

http://www.digikey.com/scripts/DkSearch/dksus.dll?PName?Name=GF1004M-ND











http://www.digikey.com/scripts/DkSearch/dksus.dll?PName?Name=SW416-ND











http://www.logicpd.com/eps/som/sharp/LH7A404/







https://www.em.avnet.com/pns/home/0,5533,CID%3D0%26CCD%3DUSA%26SID%3D0%26DID%3DDF2%26LID%3D0%26BID%3DDF2%26CTP%3DPNS,00.html?ref=https://emwcs.avnet.com/webapp/wcs/stores/RedirectWCSLogon?langId=-1&storeId=500201&catalogId=500201&reLogon=https://www.em.avnet.com/auth/framelogin/&URL=RemoteAdvancedSearchView%3FlangId%3D%2D1%26storeId%3D500201%26catalogId%3D500201%26manufacturerPartNum%3DTEA5757HLBE


































http://www.digikey.com/scripts/DkSearch/dksus.dll?PName?Name=296-2464-5-ND











http://www.crystalfontz.com/cgi-bin/pricing.pl?product=635





http://www.mouser.com/index.cfm?handler=displayproduct&lstdispproductid=404582&e_categoryid=221&e_pcodeid=68700











Interviews• Dammeyer, Kevin. Personal Interview. 29 April 2005. Account Executive for

the Express. (202)-334-4532.

• Duncan, Jim. Personal Interview. 23 March 2005. Chief Meteorologist of NBC12, Richmond, Virginia. (804)230-1212

• Harrison, Donna. Personal Interview. 4 March 2005. Benefits Manager, Human Resources, Central State Hospital, Petersburg, Virginia. (804)-524-7175.

• Washington, Kareem. Personal Interview. 31 March 31 2005. National Account Manager of Washington Post and Newsweek Interactive. (703)-469-2625.

May 3, 2005

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