Personal Alert and Safety System
Small Business Innovation Research (SBIR) documentation.
Written by CS410 Blue Team:
Brittany Dufort
Jonathon Szewczak
Gordon Bland
Braden Gibson
Marcus Henry
Dan Cox
10 December 2010
Table of Contents
1 – 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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10 December 2010
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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10 December 2010
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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10 December 2010
1 – Project Summary
In 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 Description
1. Historical Data
2. Problem Characteristics
3. Customer Definition
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10 December 2010
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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10 December 2010
2.2 – Problem Characteristics
Security 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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10 December 2010
2.3 – Customer Definition
There 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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10 December 2010
3 – Solution Description
1. Objectives
2. Major Functional Component Diagram
3. Requirements
4. Software Development
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10 December 2010
3.1 – Objectives
A 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 works
A 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
Goals
The following is an itemized list of goals that PASS aims to accomplish:
1. Users equipped with radio transmitter fobs.
2. Wireless Transceivers installed in the most strategic locations to give maximum coverage.
3. Transceivers relay received alert signals to dispatch station.
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10 December 2010
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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10 December 2010
3.2 – Major Functional Component and Data Flow
Diagrams
3.2.1
Major Functional Component Diagram
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.
Once activated the fob
would automatically repeat
its broadcast until reset by
responders.
When a fob
button(s) is
pushed a
signal would
be sent out.
Dispatch would
route a
responder at a
high priority to
assess the
situation.
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10 December 2010
3.2.2
Data Flow Diagram
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10 December 2010
3.3 – Requirements
3.3.1
Phase 0
1. Staffing
3.3.2
Phase 1
1. 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. Equipment
3. System Hardware to complete first commercial implementation
3.3.4
Phase 3 and Beyond (Additional from Phase 2)
1. Marketing
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10 December 2010
3.4 – Software Development
3.4.1
Milestones
3.4.1.1 Phase 0 and 1
1. Prototype GUI
2. Base Software
3. Transceiver Software
4. Fob software
5. Database
6. Drivers
3.4.1.2 Phase 2
1. Develop GUI
a. Menus
b. Map Display
c. Database View
d. Develop Color Scheme and Layout
2. Develop Base Software
a. Develop Software to Receive signal from key fob
b. Develop Software to send signal from fob to base Station
c. Develop Triangulation Algorithm
d. Develop map implementation from given location
3. Develop Database
4. Develop Drivers
3.4.1.3
Phase 3 and beyond
1. Update software based on location/Organization
2. Basic Updates for bugs/fixes
[Left blank]
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10 December 2010
3.4.2
Database Schema Diagram
3.4.3
Data Representation in Master Control Unit
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10 December 2010
4 – References
1. 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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10 December 2010
5 – Appendix
1. 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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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.
Funding Plan
Staffing Plan
Resource Plan
Management
Plan
Risk Mitigation
Plan
Evalution Plan
Marketing Plan
Figure. 1 - Project Specification Document Hierarchy
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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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 Approach
The 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:





5.1.2
Program Plans and Schedules
Program Status
Formal Review Material
Action Items
System Drawings and Documentation
Project Outlook
The 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 Utilization
PASS 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 Structure
The 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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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:
Gene Price
General
Manager
Brittany
Dufort
Project Manager
Marcus
Henry
Jon
Szewczak
Hardware
Development,
Financial
Specialist
Hardware
Development,
Financial
Specialist
Daniel
Cox
Assistant
Manager, Web
Developer
Braden
Gibson
Software
Development,
Public
Outreach
Ray Bland
Database
Specialist,
Public
Outreach
Figure 2. Phase 0 Organization Chart
Staff Listing/Skills:

Brittany Dufort: Project Manager
The 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 Specialist
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.

Jon Szewczak: Hardware Development, Financial Specialist
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10 December 2010
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 Developer
The 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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10 December 2010
Gene Price
General Manager
Brittany
Dufort
Project Manager
Marcus
Henry
Jon
Szewczak
Hardware
Development,
Financial
Specialist
Hardware
Development,
Financial
Specialist
Braden
Gibson
Daniel Cox
Assistant
Manager, Web
Developer
Ray Bland
Database
Specialist, Public
Outreach
Software
Development,
Public Outreach
Network Expert
Emergency
Consultant
Figure 3. Phase 1 Organization Chart
Phase 1 Increased Staff Listing:
 Network Expert
The network consultant works with staff members to provide reliable
and optimal performance of network architecture.

Emergency Consultant
The emergency consultant will provide insight on dispatch procedures,
and emergency personnel response protocols.
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10 December 2010
5.1.4.3 Phase 2 – Functional Prototype and Development
During 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.
Gene Price
General
Manager
Brittany
Dufort
Project Manager
Marcus
Henry
Jon
Szewczak
Hardware
Development,
Financial
Specialist
Hardware
Development,
Financial
Specialist
Assistant
Manager, Web
Developer
Software
Development,
Public
Outreach
Network
Expert
Tech Support
Emergency
Consultant
Daniel
Cox
Braden
Gibson
Ray Bland
Database
Specialist,
Public
Outreach
Outreach
Assistant
Figure 4. Phase 2 Organization Chart
Phase 2 Increased Staff Listing:
 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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10 December 2010
5.1.4.4 Phase 3 – Post Production
To begin mass production of the PASS, additional staff will need to be acquired, in the following
capacities: Accounting Specialist and Administrative Assistant.
Gene
Price
General
Manager
Brittany
Dufort
Administrative
Assistant
Accounting
Specialist
Braden
Gibson
Ray Bland
Project
Manager
Marcus
Henry
Jon
Szewczak
Hardware
Development,
Financial
Specialist
Hardware
Development,
Financial
Specialist
Assistant
Manager, Web
Developer
Software
Development,
Public
Outreach
Communicatio
n Expert
Network
Expert
Tech Support
Emergency
Consultant
Daniel
Cox
Database
Specialist,
Public
Outreach
Outreach
Assistant
Figure 3. Phase 3 Organization Chart
Phase 3 Increased Staff Listing:
 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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10 December 2010
5.1.4.5 Program Duration
The 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 Assessment
All 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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10 December 2010
5.2 – Funding Plan
5.2.1
Phase 1 Funding
Phase 1 Staffing
Position
Number of
Employees
Hourly
Rate
Hours
Needed
Cost
Loaded (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
$125,800
$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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10 December 2010
5.2.2
Phase 2 Funding
Phase 2 Staffing
Number of
Employees
Position
Hourly
Rate
Hours
Needed
Cost
Loaded (Cost +
40%)
Project Manager
1
$55.00
704
$38,720
$54,208
Software Developers
4
$20.00
176
$14,080
$19,712
Documentation Specialist
1
$15.00
704
$10,560
$14,784
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
$225,280
$315,392
Totals
16
Phase 2
Budget
Staffing
$315,392.00
Facilities
$27,000.00
Equipment
$30,000.00
Other
$430,000.00
Totals
$802,392.00
29
10 December 2010
5.2.3
Phase 3 Funding
Phase 3 Staffing
Position
Number of Employees
Hourly
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
Documentation Specialist
1
$15.00
704
$10,560
$14,784
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
Staffing
$459,536.00
Facilities
$0.00
Equipment
$0.00
Other
$10,000.00
Totals
$469,536.00
30
10 December 2010
5.3 – Staffing Plan
5.3.1
Phase 0
Staff
 Brittany Dufort: Project Manager
The 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 Specialist
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.

Jon Szewczak: Hardware Development, Financial Specialist
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 Developer
The 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.
31
10 December 2010

Emergency Consultant
The 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.
32
10 December 2010
5.4 – Resource Plan
5.4.1
Phase 0
No additional materials would be needed excluding initial staff. [See Management Plan]
5.4.2
Phase 1
Additional resources include:
Prototype Hardware [See Funding Plan]
Prototype Software (GUI) [See Software Development Milestones]
5.4.3
Phase 2
Additional resources include:
Production Hardware [See Funding Plan]
Production Software [See Software Development Milestones]
Facilities
33
10 December 2010
5.5 – Risk Mitigation Plan
5.5.1 Summary
This 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
Cost to
Customer
Very High
Initial Cost
Outlay
Probability
High
Medium
False Alarms
Signal
Interference
System
Maintenance
Low
Very Low
System
Abuse
Very Low
System
Malfunction
FCC
Regulations
Low
Medium
High
Very High
Impact
Above 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
Description
The 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.
Mitigation
There 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
34
10 December 2010
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
Description
PASS 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.
Mitigation
There 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
Description
Since 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.
Mitigation
To 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).
5.5.3.4
High Maintenance Costs / Requirements
Description
PASS 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.
35
10 December 2010
Mitigation
The 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
Description
There 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.
Mitigation
It 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
Description
There 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.
Mitigation
It 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.
5.5.3.7
FCC Regulation Prohibition
Description
There 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.
36
10 December 2010
Mitigation
The 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.
37
10 December 2010
5.6 – Evaluation Plan
5.6.1
Purpose
This 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 workbreakdown schedule is considered using select criteria in grading the performance during each step.
5.6.2
Evaluation Criteria
The evaluation of the phases of the project can be broken down into the following three categories:



5.6.3
Financial
Marketing
Deliverables
Phase 0
Phase 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 workbreakdown schedule and thus the beginning of Phase One.
Phase 0 is evaluated using the following categories:
Defining Problem and Solution
The 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 workbreakdown 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.
38
10 December 2010
5.6.4
Phase 1
Phase 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.
Phase 1 is evaluated using the following categories:
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.
Marketing
Since 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 2
Phase 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.
Phase 2 is evaluated using the following categories:
Financial
Using 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.
Marketing
This 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.
39
10 December 2010
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 3
Phase 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.
Phase 3 is evaluated using the following categories:
Financial
For 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.
Marketing
Similar 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.
40
10 December 2010
5.7 – Marketing Plan
5.7.1
Potential Market
The 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 Market
The 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 Package
A 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 Investment
PASS 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.
41
10 December 2010
5.7.5
Team Return on Investment
The 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.
42
10 December 2010
5.8 – WBS per Phase
5.8.1. Phase 0 WBS
Name
PHASE 0 (Conceptual Design)
Define Project Members
Define Problem & Identify Solution
Define Problem
Define Solution
Present Project Definition
Feasibility
Define Risks
Build ROM Cost Projection
Build History Study
Develop Prelim Hardware Requirements
Develop Prelim Software Requirements
Present Feasibility Analysis
Milestone
Define Risk Mitigation
Financial Analysis
Management Plan
Work Breakdown Schedules
Define Hardware Milestones
Define Software Milestones
Present Milestone Analysis
Final Approval
Prepare
Present
Website
Stand Up Project Wiki
Stand Up External Project Website
Populate External Project Website
End PHASE 0
Duration
74 days
1 day
36 days
6 days
31 days
1 day
8 days
6 days
6 days
6 days
6 days
6 days
1 day
8 days
8 days
8 days
8 days
8 days
8 days
8 days
1 day
22 days
21 days
1 day
68 days
2 days
5 days
34 days
0 days
Start
9/6/2010
9/6/2010
9/6/2010
9/6/2010
9/13/2010
10/25/2010
10/25/2010
10/25/2010
10/25/2010
10/25/2010
10/25/2010
10/25/2010
11/3/2010
11/4/2010
11/4/2010
11/4/2010
11/4/2010
11/4/2010
11/4/2010
11/4/2010
11/15/2010
11/16/2010
11/16/2010
12/15/2010
9/13/2010
9/18/2010
10/26/2010
10/31/2010
12/17/2010
Finish
Level
12/17/2010
1
9/6/2010
2
10/25/2010
2
9/13/2010
3
10/24/2010
3
10/25/2010
3
11/3/2010
2
11/1/2010
3
11/1/2010
3
11/1/2010
3
11/1/2010
3
11/1/2010
3
11/3/2010
3
11/15/2010
2
11/14/2010
3
11/14/2010
3
11/14/2010
3
11/14/2010
3
11/14/2010
3
11/14/2010
3
11/15/2010
3
12/15/2010
2
12/14/2010
3
12/15/2010
3
12/15/2010
2
9/20/2010
3
10/30/2010
3
12/15/2010
3
12/17/2010
2
43
10 December 2010
5.8.2
Phase 1 WBS
ID Name
30 PHASE 1 (Preliminary Design)
31
Define System Requirements
32
Hardware Requirements
33
Software Requirements
34
Support Requirements
35
Generate Requirements Documentation
36
Marketing
37
Approach ODU
38
Assess Further Possible Customers
39
Financials
40
Define Budget Requirements
41
Seek SBIR Funding (Phase 1)
42
Prototype
43
Acquire Test Hardware
44
Hardware
45
Create Unique KeyFob Address(es)
46
Modifying Transceivers for Task
47
Modify Master Receiver for Task
48
Software
49
Graphic User Interface
50
Database
51
Hardware Driver
52
Triangulation
53
Testing
54
Signal Strength of KeyFobs
55
Testing at Various Locations
56
Ensure Location Algorithm Correctness
57
GUI and Database Functionality
58
Test Result Analysis
59
Presentation of Prototype
60
End PHASE 1
Duration
100 days
11 days
6 days
6 days
6 days
6 days
81 days
81 days
81 days
14 days
3 days
11 days
76 days
2 days
11 days
4 days
4 days
3 days
35 days
35 days
35 days
21 days
35 days
30 days
3 days
4 days
7 days
7 days
22 days
1 day
1 day
Start
1/3/2011
1/4/2011
1/5/2011
1/6/2011
1/7/2011
1/10/2011
1/10/2011
1/10/2011
1/10/2011
1/10/2011
1/10/2011
1/13/2011
1/28/2011
1/28/2011
2/1/2011
2/1/2011
2/7/2011
2/11/2011
2/1/2011
2/1/2011
2/1/2011
2/1/2011
2/1/2011
3/21/2011
3/21/2011
3/23/2011
3/23/2011
3/23/2011
4/1/2011
5/13/2011
5/15/2011
Finish
Level
5/20/2011
1
1/17/2011
2
1/10/2011
3
1/10/2011
3
1/10/2011
3
1/17/2011
3
5/2/2011
2
5/2/2011
3
5/2/2011
3
1/27/2011
2
1/12/2011
3
1/27/2011
3
5/15/2011
2
1/31/2011
3
2/15/2011
3
2/4/2011
4
2/10/2011
4
2/15/2011
4
3/21/2011
3
3/21/2011
4
3/21/2011
4
3/1/2011
4
3/21/2011
4
5/1/2011
3
3/23/2011
4
3/28/2011
4
3/31/2011
4
3/31/2011
4
5/1/2011
4
5/13/2011
3
5/15/2011
3
44
10 December 2010
5.8.3
Phase 2 WBS
ID
Name
61 PHASE 2 (Detailed Design)
62
Financials
63
Budget Analysis
64
Seek SBIR Funding (Phase 2)
65
Project Team Expansion
66
Design
67
Hardware
68
Finalize Transceiver Design
69
Antenna
70
Battery
71
Enclosure
72
Finalize FOB Design
73
Button Arrangement
74
Anti-Accidental Trigger Mechanism
75
Finalize Main Receiver Design
76
Antenna
77
Battery
78
Enclosure
79
Production Drawings
80
Software
81
Finalize Graphic User Interface
82
Alert Mapping
83
Transceiver Status
84
Logging
85
Finalize Database
86
Schema
87
Technology
88
Finalize Triangulation
89
Optimize for Speed
90
Finalize Drivers
91
Fob Registration Utility
92
Testing
93
Battery Consumption
94
Rolling Frequency
95
Signal Strength
96
Duty Cycle
97
Software BETA Tests
98
Marketing
Duration Start
230 days 11/15/2010
22 days
6/1/2011
22 days
6/1/2011
8 days
6/1/2011
23 days
6/1/2011
88 days
6/1/2011
88 days
6/1/2011
22 days
6/1/2011
13 days
6/1/2011
13 days
6/1/2011
9 days
6/20/2011
21 days
6/1/2011
7 days
6/1/2011
14 days
6/10/2011
22 days
6/1/2011
13 days
6/1/2011
13 days
6/1/2011
9 days
6/20/2011
67 days
7/1/2011
22 days
6/1/2011
21 days
6/1/2011
21 days
6/1/2011
21 days
6/1/2011
21 days
6/1/2011
5 days
6/1/2011
5 days
6/1/2011
5 days
6/1/2011
7 days
6/1/2011
7 days
6/1/2011
14 days
6/1/2011
22 days
6/1/2011
44 days
7/1/2011
44 days
7/1/2011
3 days
7/1/2011
5 days
7/1/2011
5 days
7/1/2011
88 days
11/15/2010
66 days
7/1/2011
Finish
Level
10/1/2011
1
6/30/2011
2
6/30/2011
3
6/10/2011
3
7/1/2011
2
10/1/2011
2
10/1/2011
3
6/30/2011
4
6/17/2011
5
6/17/2011
5
6/30/2011
5
6/29/2011
4
6/9/2011
5
6/29/2011
5
6/30/2011
4
6/17/2011
5
6/17/2011
5
6/30/2011
5
10/1/2011
4
6/30/2011
3
6/29/2011
4
6/29/2011
5
6/29/2011
5
6/29/2011
5
6/7/2011
4
6/7/2011
5
6/7/2011
5
6/9/2011
4
6/9/2011
5
6/20/2011
4
6/30/2011
4
8/31/2011
3
8/31/2011
4
7/5/2011
4
7/7/2011
4
7/7/2011
4
3/16/2011
4
9/30/2011
2
45
10 December 2010
99
100
101
102
103
104
5.8.4
Establish formal agreements with ODU
Seek New Customers
Documentation
User Manual
Online Help Documentation
End PHASE 2
14 days
89 days
30 days
30 days
30 days
1 day
6/1/2011
6/1/2011
6/15/2011
6/15/2011
6/15/2011
10/1/2011
6/20/2011
10/1/2011
7/26/2011
7/26/2011
7/26/2011
10/1/2011
3
3
2
3
3
2
Phase 3 WBS
ID
Name
105 PHASE 3 (Operational Production)
106
Financials
107
Budget Analysis
108
Seek Funding
109
Project Team Expansion
110
Hardware Order (Out Sourced)
111
Choose Manufacturer
112
Issue Manufacturing Order
113
Scout Warehouse Space
114
Receive Hardware
115
Full System Test
116
Package for Shipment
117
Software Order
118
Installers
119
Marketing
Establish Formal Agreements with
120 Customers
121
Seek New Customers
122
Documentation
123
Installation Guide
124
User Manual
125
Contracts
126
Finalize contract with ODU
127
Ship to Customer (ODU)
128 End PHASE 3
Duration Start
90 days
10/2/2011
22 days
10/2/2011
23 days
10/2/2011
14 days
10/2/2011
23 days
10/2/2011
80 days
10/3/2011
11 days
10/3/2011
4 days
10/17/2011
11 days
10/3/2011
23 days
11/3/2011
30 days
12/5/2011
5 days
1/16/2012
24 days
10/3/2011
24 days
10/3/2011
90 days
10/3/2011
Finish
Level
2/3/2012
1
11/1/2011
2
11/1/2011
3
10/19/2011
3
11/1/2011
2
1/20/2012
2
10/17/2011
3
10/20/2011
3
10/17/2011
3
12/5/2011
3
1/13/2012
3
1/20/2012
3
11/3/2011
2
11/3/2011
3
2/3/2012
2
14 days
90 days
30 days
30 days
30 days
14 days
14 days
1 day
1 day
10/20/2011
2/3/2012
11/11/2011
11/11/2011
11/11/2011
10/20/2011
10/20/2011
2/1/2012
2/3/2012
10/3/2011
10/3/2011
10/3/2011
10/3/2011
10/3/2011
10/3/2011
10/3/2011
2/1/2012
2/3/2012
3
3
2
3
3
2
3
2
2
46