Form Approved Through 05/2004
OMB No. 0925-0001
LEAVE BLANK—FOR PHS USE ONLY.
Type
Activity
Number
Review Group
Formerly
Department of Health and Human Services
Public Health Services
Grant Application
Council/Board (Month, Year)
Do not exceed character length restrictions indicated.
Date Received
1. TITLE OF PROJECT (Do not exceed 56 characters, including spaces and punctuation.)
STATag - Real Time Equipment Tracking for Hospitals
2. RESPONSE TO SPECIFIC REQUEST FOR APPLICATIONS OR PROGRAM ANNOUNCEMENT OR SOLICITATION
(If “Yes,” state number and title)
Number:
Title:
3. PRINCIPAL INVESTIGATOR/PROGRAM DIRECTOR
New Investigator
3a. NAME (Last, first, middle)
3b. DEGREE(S)
Tubbs, Daniel L.
AS
3c. POSITION TITLE
No
NO
YES
Yes
BS
3d. MAILING ADDRESS (Street, city, state, zip code)
Project Manager
838 Old George Washington Highway
Suite D
Chesapeake, VA 23323
3e. DEPARTMENT, SERVICE, LABORATORY, OR EQUIVALENT
Research
3f. MAJOR SUBDIVISION
None
E-MAIL ADDRESS:
3g. TELEPHONE AND FAX (Area code, number and extension)
TEL:
757-647-5911
FAX:
757-558-5585
4. HUMAN SUBJECTS 4a. Research Exempt
RESEARCH
No
tubbs_d@cs.odu.edu
5. VERTEBRATE ANIMALS
Yes
No
Yes
If “Yes,” Exemption No.
No
4b. Human Subjects
Assurance No.
4c. NIH-defined Phase III
5a. If “Yes,” IACUC
5b. Animal welfare assurance no.
6. DATES OF PROPOSED PERIOD OF
SUPPORT (month, day, year—MM/DD/YY)
approval Date
Clinical Trial
No
Yes
7. COSTS REQUESTED FOR INITIAL
BUDGET PERIOD
8. COSTS REQUESTED FOR PROPOSED
PERIOD OF SUPPORT
From
7a. Direct Costs ($)
8a. Direct Costs ($)
Yes
Through
8/3/2004
12/10/2004
$96,600
9. APPLICANT ORGANIZATION
Name
Digital Inventory Systems
Address
7b. Total Costs ($)
$100,000
8b. Total Costs ($)
$96,600
$100,000
10. TYPE OF ORGANIZATION
838 Old George Washington Highway
Suite D
Chesapeake, VA 23323
Public:

Private:

For-profit: 
Federal
State
Local
Private Nonprofit
General
Woman-owned
Small Business
Socially and Economically Disadvantaged
11. ENTITY IDENTIFICATION NUMBER
Application Pending
DUNS NO.
VA 04
Institutional Profile File Number (if known)
Congressional District
12. ADMINISTRATIVE OFFICIAL TO BE NOTIFIED IF AWARD IS MADE
Name
Tubbs, Daniel, Lee
13. OFFICIAL SIGNING FOR APPLICANT ORGANIZATION
Name
Tubbs, Daniel, Lee
Title
Title
Address
Tel:
Project Manager
838 Old George Washington Highway
Suite D
Chesapeake, VA 23323
757-647-5911
tubbs_d@cs.odu.edu
FAX:
Address
757-558-5585
Tel:
Project Manager
838 Old George Washington Highway
Suite D
Chesapeake, VA 23323
757-647-5911
FAX:
E-Mail: tubbs_d@cs.odu.edu
14. PRINCIPAL INVESTIGATOR/PROGRAM DIRECTOR ASSURANCE: I certify that the SIGNATURE OF PI/PD NAMED IN 3a.
statements herein are true, complete and accurate to the best of my knowledge. I am
(In ink. “Per” signature not acceptable.)
757-558-5585
E-Mail:
aware that any false, fictitious, or fraudulent statements or claims may subject me to
criminal, civil, or administrative penalties. I agree to accept responsibility for the scientific
conduct of the project and to provide the required progress reports if a grant is awarded as
a result of this application.
SIGNATURE OF OFFICIAL NAMED IN 13.
15. APPLICANT ORGANIZATION CERTIFICATION AND ACCEPTANCE: I certify that
the statements herein are true, complete and accurate to the best of my knowledge, and
(In ink. “Per” signature not acceptable.)
accept the obligation to comply with Public Health Services terms and conditions if a grant
is awarded as a result of this application. I am aware that any false, fictitious, or fraudulent
statements or claims may subject me to criminal, civil, or administrative penalties.
PHS 398 (Rev. 05/01)
Face Page
DATE
May 3,
2004
DATE
May 3,
2004
Form Page 1
Principal Investigator/Program Director (Last, First, Middle):
Tubbs, Daniel L.
DESCRIPTION: State the application’s broad, long-term objectives and specific aims, making reference to the health relatedness of the project. Describe
concisely the research design and methods for achieving these goals. Avoid summaries of past accomplishments and the use of the first person. This abstract
is meant to serve as a succinct and accurate description of the proposed work when separated from the application. If the application is funded, this
description, as is, will become public information. Therefore, do not include proprietary/confidential information. DO NOT EXCEED THE SPACE
PROVIDED.
From 1997 to 2001, spending on hospital care increased by $83.6 Billion. Hospital gross margins have
also declined annually every year since 1997. This is due in large part to higher wages due to nurse
shortages and a higher volume of patients. By 2003, 57% of total hospital expenses were due to wages and
benefits.
For nurses alone, wages and benefits account for 36% of all hospital costs. With this in mind, a real
problem is at hand. Hospitals have a history of losing and spending unnecessary money.
This money is wasted consequently on inefficiency of nurses and hospital staff. From our studies, 35-60% of
a nurse’s time is wasted on searching for equipment, clarifying orders, and entering redundant information.
All together this cost of inefficiency rounds in at about $58 - $99 billion annually. At this point, hospitals need
to reduce total costs in order to increase profitability.
The use of STATags will aid in reducing this cost. It provides a solution for real-time equipment tracking
(RTET). With STATags, man-hours searching for equipment will be reduced drastically. As a result, this will
increase staff efficiency and improve equipment utilization. Also, operating costs are higher than it should
be. STATags will lower operating costs by means of reducing overtime, and providing an increased
turnaround rate.
Thus more hospitals will be able to maintain profitability and continue to provide services to the public.
PERFORMANCE SITE(S) (organization, city, state)
Digital Inventory Systems
838 Old George Washington Highway
Suite D
Chesapeake, VA 23323
KEY PERSONNEL. See instructions. Use continuation pages as needed to provide the required information in the format shown below.
Start with Principal Investigator. List all other key personnel in alphabetical order, last name first.
Name
Organization
Role on Project
Daniel Tubbs
Francis Doligosa
Joseph Williams
Jason Sadler
Latricia Simon
Brian Easton
Digital Inventory Systems
Digital Inventory Systems
Digital Inventory Systems
Digital Inventory Systems
Digital Inventory Systems
Digital Inventory Systems
Disclosure Permission Statement. Applicable to SBIR/STTR Only. See instructions.
PHS 398 (Rev. 05/01)
Page 2
Project Lead
Manufacturing Director
Personnel Director
Marketing Director
R&D / QA Manager
Finacial Director
Yes
No
Number pages consecutively at the bottom throughout
the application. Do not use suffixes such as 2a, 2b.
Form Page 2
Principal Investigator/Program Director (Last, First, Middle):
Tubbs, Daniel L.
The name of the principal investigator/program director must be provided at the top of each printed page and each continuation page.
RESEARCH GRANT
TABLE OF CONTENTS
Page Numbers
Face Page ..................................................................................................................................................
Description, Performance Sites, and Personnel ...................................................................................
Table of Contents .....................................................................................................................................
Detailed Budget for Initial Budget Period (or Modular Budget) ..........................................................
Budget for Entire Proposed Period of Support (not applicable with Modular Budget) .............................
1
2
3
4
5
Budgets Pertaining to Consortium/Contractual Arrangements (not applicable with Modular Budget)
Biographical Sketch – Principal Investigator/Program Director (Not to exceed four pages) ..................
Resources .................................................................................................................................................
7
8-12
13
Research Plan ...........................................................................................................................................
14
Other Biographical Sketches (Not to exceed four pages for each – See instructions) .........................
Introduction to Revised Application (Not to exceed 3 pages) .........................................................................................................
Introduction to Supplemental Application (Not to exceed one page) ..............................................................................................
A. Specific Aims ......................................................................................................................................................................
B. Background and Significance .............................................................................................................................................
C. Preliminary Studies/Progress Report/
(Items A-D: not to exceed 25 pages*)
Phase
I Final
ReportReport
(SBIR/STTR),
or Phase II ONLY)
Phase
I Progress
(SBIR/STTR
* SBIR/STTR Phase I: Items A-D limited to 15 pages.
SBIR/STTR
Fast Track
Product...........................................................................................................................................
Development Plan ...........................................................................................................
D. Research
Design
and Methods
E. Human Subjects .................................................................................................................................................................
14
15
15
16
46
Protection of Human Subjects (Required if Item 4 on the Face Page is marked “Yes”) ...................................................
Inclusion of Women (Required if Item 4 on the Face Page is marked “Yes”) .................................................................
Inclusion of Minorities (Required if Item 4 on the Face Page is marked “Yes”) ...............................................................
Inclusion of Children (Required if Item 4 on the Face Page is marked “Yes”) .................................................................
Data and Safety Monitoring Plan (Required if Item 4 on the Face Page is marked “Yes” and a Phase I, II, or III clinical
trial is proposed ......................................................................................................................................................
J. Product Development Plan (SBIR/STTR Phase II and Fast-Track ONLY) ..........................................................................
46
46
46
47
47
Checklist....................................................................................................................................................
48
F. Vertebrate Animals .............................................................................................................................................................
G. Literature Cited ...................................................................................................................................................................
H. Consortium/Contractual Arrangements ...............................................................................................................................
I.
Letters of Support (e.g., Consultants) .................................................................................................................................
Appendix (Five collated sets. No page numbering necessary for Appendix.)
Appendices NOT PERMITTED for Phase I SBIR/STTR unless specifically solicited. .............................................................
Check if
Appendix is
Included
Number of publications and manuscripts accepted for publication (not to exceed 10)
Other items (list):
PHS 398 (Rev. 05/01)
Page 3
Form Page 3
Principal Investigator/Program Director (Last, First, Middle):
Tubbs, Daniel L.
DETAILED BUDGET FOR INITIAL BUDGET PERIOD
DIRECT COSTS ONLY
PERSONNEL (Applicant organization only)
ROLE ON
PROJECT
NAME
Principal
Investigator
Manufact.
Director
Personnel
Director
Marketing
Director
R&D / QA
Manager
Finacial
Director
Daniel Tubbs
Francis Doligosa
Joseph Williams
Jason Sadler
Latricia Simon
Brian Easton
FROM
THROUGH
8/3/2004
12/10/2004
TYPE
APPT.
(months)
%
EFFORT
ON
PROJ.
12
100.0
27,000
9,000
0
9,000
12
100.0
27,000
9,000
0
9,000
12
100.0
27,000
9,000
0
9,000
12
100.0
27,000
9,000
0
9,000
12
100.0
27,000
9,000
0
9,000
12
100.0
27,000
9,000
0
9000
54,000
0
54,000
DOLLAR AMOUNT REQUESTED (omit cents)
INST.
BASE
SALARY
SUBTOTALS
SALARY
REQUESTED
FRINGE
BENEFITS
TOTAL
CONSULTANT COSTS
Computer Engineer, Drafter
6,600
EQUIPMENT (Itemize)
Office Furniture, Computers, Software
18,000
SUPPLIES (Itemize by category)
Prototype Parts
1,000
TRAVEL
None
PATIENT CARE COSTS
INPATIENT
None
OUTPATIENT
None
0
0
0
ALTERATIONS AND RENOVATIONS (Itemize by category)
0
OTHER EXPENSES (Itemize by category)
0
SUBTOTAL DIRECT COSTS FOR INITIAL BUDGET PERIOD
$
CONSORTIUM/CONTRACTUAL COSTS
17,000
FACILITIES AND ADMINISTRATIVE COSTS
TOTAL DIRECT COSTS FOR INITIAL BUDGET PERIOD (Item 7a, Face Page)
$
96,600
3,400
SBIR/STTR Only: FEE REQUESTED
PHS 398 (Rev. 05/01)
79,600
DIRECT COSTS
Page 4
Form Page 4
Principal Investigator/Program Director (Last, First, Middle):
Tubbs, Daniel L.
BUDGET FOR ENTIRE PROPOSED PROJECT PERIOD
DIRECT COSTS ONLY
BUDGET CATEGORY
TOTALS
PERSONNEL: Salary and
fringe benefits. Applicant
organization only.
CONSULTANT COSTS
EQUIPMENT
ADDITIONAL YEARS OF SUPPORT REQUESTED
2nd
3rd
4th
5th
54,000
6,600
18,000
SUPPLIES
1,000
TRAVEL
PATIENT
CARE
COSTS
INITIAL BUDGET
PERIOD
(from Form Page 4)
0
INPATIENT
0
OUTPATIENT
0
ALTERATIONS AND
RENOVATIONS
0
OTHER EXPENSES
0
SUBTOTAL DIRECT COSTS
79,600
CONSORTIUM/ DIRECT
CONTRACTUAL
COSTS
F&A
TOTAL DIRECT COSTS
0
17,000
96,600
TOTAL DIRECT COSTS FOR ENTIRE PROPOSED PROJECT PERIOD (Item 8a, Face Page)
SBIR/STTR Only
Fee Requested
–––––
$
96,600
$
3,400
3,400
SBIR/STTR Only: Total Fee Requested for Entire Proposed Project Period
(Add Total Fee amount to “Total direct costs for entire proposed project period” above and Total F&A/indirect costs from Checklist
Form Page, and enter these as “Costs Requested for Proposed Period of Support on Face Page, Item 8b.)
JUSTIFICATION. Follow the budget justification instructions exactly. Use continuation pages as needed.
.
PHS 398 (Rev. 05/01)
Page 5
Form Page 5
Principal Investigator/Program Director (Last, First, Middle):
Tubbs, Daniel L.
BUDGET JUSTIFICATION PAGE
MODULAR RESEARCH GRANT APPLICATION
Initial Budget Period
Second Year of Support
Third Year of Support
Fourth Year of Support
Fifth Year of Support
96,600
Total Direct Costs Requested for Entire Project Period
$
96,600
Personnel
Daniel Tubbs, Project Lead (100% effort) - will supervise and coordinate the entire project, and will perform
compter engineering tasks.
Francis Doligosa, Manufacturing Director (100% effort) - will coordinate hardware manufacturing and assist
in software development.
Joseph Williams, Personnel Director (100% effort) - will locate and hire personell and assist in software
development.
Jason Sadler, Marketing Director (100% effort) - will design web interface, raise public awareness, and lead
the marketing campaign.
Latricia Simon, R&D / QA Manager (100% effort) - will assist in product development and ensure quality
assurance standards are met.
Brian Easton, Financial Director (100% effort) - will oversee funding and expenditures and assist in software
development.
Consortium
Fee (SBIR/STTR Only)
A fee of 3.52% of direct costs is requested. This contributes to the capitalization of Digital Inventory
Systems.
PHS 398 (Rev. 05/01)
Page 6
Modular Budget Format Page
Tubbs, Daniel L.
Principal Investigator/Program Director (Last, First, Middle):
BIOGRAPHICAL SKETCH
Provide the following information for the key personnel in the order listed on Form Page 2.
Follow this format for each person. DO NOT EXCEED FOUR PAGES.
NAME
POSITION TITLE
Daniel Lee Tubbs
Project Lead
EDUCATION/TRAINING (Begin with baccalaureate or other initial professional education, such as nursing, and include postdoctoral training.)
DEGREE
(if applicable)
YEAR(s)
A.S.A.S.T.
1996
B.S. Pending)
2000-2004
INSTITUTION AND LOCATION
Thomas Edison State College, Trenton, NJ
Old Dominion University, Norfolk, VA
FIELD OF STUDY
Nuclear Engineering
Technology
Computer Science
A. Positions and Honors. List in chronological order previous positions, concluding with your present position.
List any honors. Include present membership on any Federal Government public advisory committee.
1986-1988
Manager, Adam’s Tri-city Enterprises, Kennewick, WA.
1988-1996
Engineering Watch Supervisor, United States Navy, Norfolk, VA.
1996-2004
Senior Network Analyst, Capital Group Companies, Inc., Norfolk, VA.
2004-Present Owner, Chesapeake Digital Solutions, Chesapeake, VA.
B. Selected peer-reviewed publications or manuscripts in press (in chronological order). Do not include
manuscripts submitted or in preparation.
C. Research Support. List both selected ongoing and completed (during the last three years) research projects
(federal or non-federal support). Begin with the projects that are most relevant to the research proposed in this
application. Briefly indicate the overall goals of the projects and responsibilities of the key person identified on
the Biographical Sketch. Note: Do not include percent of effort or direct costs.
PHS 398/2590 (Rev. 05/01)
Page
7
Continuation Format Page
Principal Investigator/Program Director (Last, First, Middle):
Tubbs, Daniel L.
BIOGRAPHICAL SKETCH
Provide the following information for the key personnel in the order listed on Form Page 2.
Follow this format for each person. DO NOT EXCEED FOUR PAGES.
NAME
POSITION TITLE
Brian E. Easton
Financial Director
EDUCATION/TRAINING (Begin with baccalaureate or other initial professional education, such as nursing, and include postdoctoral training.)
INSTITUTION AND LOCATION
Liberty University, Lynchburg, VA
Old Dominion University, Norfolk, VA
DEGREE
(if applicable)
B.S.(Pending)
YEAR(s)
2001-2002
2002-2004
FIELD OF STUDY
Computer Science
Computer Science
A. Positions and Honors. List in chronological order previous positions, concluding with your present position.
List any honors. Include present membership on any Federal Government public advisory committee.
2001-2002
RESNET Technician, Liberty University, Lynchburg, VA
2000 – Present
Head Technician, Providence Computers, Chesapeake, VA
B. Selected peer-reviewed publications or manuscripts in press (in chronological order). Do not include
manuscripts submitted or in preparation.
C. Research Support. List both selected ongoing and completed (during the last three years) research projects
(federal or non-federal support). Begin with the projects that are most relevant to the research proposed in this
application. Briefly indicate the overall goals of the projects and responsibilities of the key person identified on
the Biographical Sketch. Note: Do not include percent of effort or direct costs.
PHS 398/2590 (Rev. 05/01)
Page
8
Continuation Format Page
Tubbs, Daniel L.
Principal Investigator/Program Director (Last, First, Middle):
BIOGRAPHICAL SKETCH
Provide the following information for the key personnel in the order listed on Form Page 2.
Follow this format for each person. DO NOT EXCEED FOUR PAGES.
NAME
POSITION TITLE
Francis Daniel Hill Doligosa
Manufacturing Director
EDUCATION/TRAINING (Begin with baccalaureate or other initial professional education, such as nursing, and include postdoctoral training.)
INSTITUTION AND LOCATION
Old Dominion University, Norfolk, VA
DEGREE
(if applicable)
B.S. (Pending)
YEAR(s)
1999-2004
FIELD OF STUDY
Computer Science
A. Positions and Honors. List in chronological order previous positions, concluding with your present position.
List any honors. Include present membership on any Federal Government public advisory committee.
2001-2001
Sales Representative, 7-11, Virginia Beach, VA
2001-2003
Instructor/Advisor, C.H.R.O.M.E., Norfolk, VA
2000-Present Teaching Assistant, ODU ME Department, Norfolk, VA
2002-Present System Administrator, ODU CS Department, Norfolk, VA
B. Selected peer-reviewed publications or manuscripts in press (in chronological order). Do not include
manuscripts submitted or in preparation.
C. Research Support. List both selected ongoing and completed (during the last three years) research projects
(federal or non-federal support). Begin with the projects that are most relevant to the research proposed in this
application. Briefly indicate the overall goals of the projects and responsibilities of the key person identified on
the Biographical Sketch. Note: Do not include percent of effort or direct costs.
PHS 398/2590 (Rev. 05/01)
Page
9
Continuation Format Page
Tubbs, Daniel L.
Principal Investigator/Program Director (Last, First, Middle):
BIOGRAPHICAL SKETCH
Provide the following information for the key personnel in the order listed on Form Page 2.
Follow this format for each person. DO NOT EXCEED FOUR PAGES.
NAME
POSITION TITLE
Jason Ray Sadler
Marketing Director
EDUCATION/TRAINING (Begin with baccalaureate or other initial professional education, such as nursing, and include postdoctoral training.)
DEGREE
(if applicable)
YEAR(s)
AA&S
B.S.(Pending)
1996-2000
2001-2004
INSTITUTION AND LOCATION
Paul D. Camp Community College, Suffolk, VA
Old Dominion University, Norfolk, VA
FIELD OF STUDY
Computer Science
Computer Science
A. Positions and Honors. List in chronological order previous positions, concluding with your present position.
List any honors. Include present membership on any Federal Government public advisory committee.
1999-1999
Computer Service Technician, Peninsula Computers, Yorktown, VA
1999-2000
Computer Service Technician, NTK Computer, Richmond, VA
2000-2000
Computer Service Technician, Technology Source, Suffolk, VA
2000-2001
Computer Service Technician, Interlink Computer, Newport News, VA
2003-Present
OCCS Student Technology Support, Old Dominion University, Norfolk, VA
B. Selected peer-reviewed publications or manuscripts in press (in chronological order). Do not include
manuscripts submitted or in preparation.
C. Research Support. List both selected ongoing and completed (during the last three years) research projects
(federal or non-federal support). Begin with the projects that are most relevant to the research proposed in this
application. Briefly indicate the overall goals of the projects and responsibilities of the key person identified on
the Biographical Sketch. Note: Do not include percent of effort or direct costs.
PHS 398/2590 (Rev. 05/01)
Page
10
Continuation Format Page
Principal Investigator/Program Director (Last, first, middle):
Tubbs, Daniel L.
BIOGRAPHICAL SKETCH
Provide the following information for the key personnel in the order listed for Form Page 2.
Follow the sample format for each person. DO NOT EXCEED FOUR PAGES.
NAME
POSITION TITLE
Williams, Joseph Lamar
Personnel Manager
EDUCATION/TRAINING (Begin with baccalaureate or other initial professional education, such as nursing, and include postdoctoral training.)
INSTITUTION AND LOCATION
Old Dominion University, Norfolk, VA
DEGREE
(If applicable)
YEAR(s)
B.S. Pending)
2000-2004
FIELD OF STUDY
Computer Science
A. Positions and Honors. List in chronological order previous positions, concluding with your present position.
List any honors. Include present membership on any Federal Government public advisory committee.
2000-2001
Technician, Old Dominion University, Norfolk, VA
2003-2004
Student Worker, Old Dominion University, Norfolk, VA
2003-2004
Floor Manager, Downtown Locker Room, Norfolk, VA
B. Selected peer-reviewed publications or manuscripts in press (in chronological order). Do not include
manuscripts submitted or in preparation.
C. Research Support. List both selected ongoing and completed (during the last three years) research projects
(federal or non-federal support). Begin with the projects that are most relevant to the research proposed in this
application. Briefly indicate the overall goals of the projects and responsibilities of the key person identified on
the Biographical Sketch. Note: Do not include percent of effort or direct costs.
PHS 398/2590 (Rev. 05/01)
Page
11
Continuation Format Page
.
Tubbs, Daniel L.
Principal Investigator/Program Director (Last, First, Middle):
BIOGRAPHICAL SKETCH
Provide the following information for the key personnel in the order listed on Form Page 2.
Follow this format for each person. DO NOT EXCEED FOUR PAGES.
NAME
POSITION TITLE
Latricia Simon
QA and R&D Manager
EDUCATION/TRAINING (Begin with baccalaureate or other initial professional education, such as nursing, and include postdoctoral training.)
DEGREE
(if applicable)
INSTITUTION AND LOCATION
Christopher Newport University, Newport News, VA
Old Dominion University, Norfolk, VA
B.S. Pending)
YEAR(s)
1999
2000-2004
FIELD OF STUDY
Accounting
Computer Science
A. Positions and Honors. List in chronological order previous positions, concluding with your present position.
List any honors. Include present membership on any Federal Government public advisory committee.
1998-2002
Sales Associate, Stein Mart, Virginia Beach, VA
2002-2003
Pool Attendant, Brandywine Apartments, Virginia Beach, VA
B. Selected peer-reviewed publications or manuscripts in press (in chronological order). Do not include
manuscripts submitted or in preparation.
C. Research Support. List both selected ongoing and completed (during the last three years) research projects
(federal or non-federal support). Begin with the projects that are most relevant to the research proposed in this
application. Briefly indicate the overall goals of the projects and responsibilities of the key person identified on
the Biographical Sketch. Note: Do not include percent of effort or direct costs.
PHS 398/2590 (Rev. 05/01)
Page
12
Continuation Format Page
Principal Investigator/Program Director (Last, First, Middle):
Tubbs, Daniel L.
RESOURCES
FACILITIES: Specify the facilities to be used for the conduct of the proposed research. Indicate the performance sites and describe capacities,
pertinent capabilities, relative proximity, and extent of availability to the project. Under “Other,” identify support services such as machine shop,
electronics shop, and specify the extent to which they will be available to the project. Use continuation pages if necessary.
Laboratory:
None
Clinical:
None
Animal:
None
Computer:
None
Office:
None
Other:
None
MAJOR EQUIPMENT: List the most important equipment items already available for this project, noting the location and pertinent capabilities of each.
None
PHS 398 (Rev. 05/01)
Page 13
Resources Format Page
A. Specific Aims
According to a recent Price Waterhouse Coopers study conducted to uncover the reasons for increases in
health care spending over the last decade from 1997 to 2001, spending on hospital care increased by $83.6
Billion and hospital gross margins have declined annually every year since 1997. The study leads one to the
conclusion that Hospitals are being asked to do more with less. 3
Of the total of all health care costs in American hospitals wages and benefits for nurses account for 36%, or
$166.4 Billion annually. 3 That figure is derived by taking the total cost of all health care wages and benefits
($462 Billion), of which 36% is nurses' wages and benefits.
Additionally there are currently 5,794 hospitals registered with the American Hospital Association with a total
of 975,962 registered beds. 2 Our estimate based on these statistics is that there is approximately 10 pieces of
mobile medical equipment in a hospital per registered bed. These items would include EKGs, portable X-Ray
machines, crash carts, IV poles, wheelchairs, mobile beds, glucometers, ultrasound machines, transfusers, drug
carts, and many other pieces of equipment. Additionally, almost every piece of hospital equipment that is not
physically installed in a room is mobile. All hospital equipment is very costly.
According to another recent study performed by Mark Murphy showed that finding needed equipment is
one of the top ten most wasteful activities at hospitals. 1 Therefore, up to the minute inventory tracking is a real
problem in hospitals all across America today.
The goal of the STATag project is to enable hospitals to eliminate waste, reduce operating costs, and stay in
the business of providing health care to the community.
Digital inventory system’s solution for reducing cost in hospitals is the STATag. It is a Real Time
Inventory Tracking system that will reduce the man hours needed to search for equipment, lower operating
costs and increase staff efficiency in maintaining medical devices. All this is accomplished using the five
modules contained inside STATag, the user interface and a database server.
STATags will reduce the effort needed to locate a device by displaying its location on an easy to use
interface. No longer will hospital staff have to go room to room to locate medical devices. All the staff will
have to do is query the database for the item they desire and a picture diagram will appear on the screen,
showing the locations of the device they queried. The viewer of the diagram will be able to tell which device is
not in use because it will show up active on the screen. From there all the staff member will have to do is go
and get the item because the floor and room location of the device will be specified in the diagram.
In addition to reducing searching efforts, operation cost and staff efficiency in maintaining the equipment
will be affected. The type of reports this system will generate will give insight to the duration of time they had
a particular item, price by usage, inventory, equipment utilization, and missing equipment report
The STATag is capable of impacting the hospital community in this fashion because of the hardware
components. IEEE 802.15.4 is a self configuring system capable of communicating in noisy environment using
a minute amount of power. We use flash ram memory to back up the information gained in the environments
where the communication signal may not be to strong. In addition to this, we have a movement module that
tracks the location of the device as it moves around the hospital. All these components together provide the
environment the type of communication that will be productive in a hospital environment.
The Phase I goals are:
1.
Construction and operation of a lab prototype of the STATag. The prototype will demonstrate
network detection, network auto-configuration, and communication between other lab prototypes.
Further, the lab prototype will be able to determine its current position using on-board sensors.
2.
Completion of the detailed specification for the production of the STATag.
B. Background and Significance
From 1997 to 2001, spending on hospital care increased by $83.6 Billion. 3 Hospital gross margins have
also declined annually every year since 1997. 3 This is due in large part to higher wages due to nurse shortages
and a higher volume of patients. By 2003, 57% of total hospital expenses were due to wages and benefits. For
nurses alone, wages and benefits account for 36% of all hospital costs. 3 With this in mind, a real problem is at
hand. Hospitals have a history of losing and spending unnecessary money.
This money is wasted consequently on inefficiency of nurses and hospital staff. From our studies, 35-60%
of a nurse’s time is wasted on searching for equipment, clarifying orders, and entering redundant information.
All together this cost of inefficiency rounds in at about $58 - $99 billion annually. At this point, hospitals need
to reduce total costs in order to increase profitability.
In the near future, profitability of hospitals will become increasingly difficult as the Baby Boomer
generation moves to retirement. This shift of the largest population segment will cause:
1. A more severe shortage of nurses. The number of nurses approaching retirement age is much greater
than the number of nurses currently in training. This will result in greater upward pressure on nurse’s
wages.
2. Increased patients. As the Baby Boomers continue to age, they will account for growing percentage of
patients requiring health care.
3. Decreased reimbursements. The shift of the Baby Boomers from private health insurance to Medicare
and Medicaid will drastically reduce the amount of money that hospitals receive in exchange for their
services. This is the effect of private health insurance paying approximately 90% of costs vs. Medicare
and Medicaid paying only 45%.
C. Preliminary Studies
Mark Murphy of the Murphy Leadership Institute found that reducing wasteful work results in an
increase in the operating margin.1 It is this fact that the STATag will leverage to accomplish its goals of
enabling hospitals to eliminate waste, reduce operating costs, and stay in the business of providing health
care to the community.
Discussions with Cindy Jimmerson, a national lecturer on hospital efficiency, revealed that up to 65% of
nurses’ time is wasted searching for equipment, entering redundant information, and clarifying orders. In
one example, eliminating the need to search for equipment (a glucometer) was found to save the nurse
involved 13 minutes, for each patient.4
The principle of “Dead Reckoning” has been proved in such areas as NASA’s space shuttle program.
However, until recently, the technology has been too expensive to practical for large scale adoption, but
advances in Micro-Electro-Mechanical Systems (MEMS) have changed that.
The technology to needed to build the STATag is already commercially available. The basic building
blocks that make the STATag function are the MEMS accelerometers, MEMS gyroscopes, 802.15.4 radios,
and the ZigBee protocol standard.
D. Research Designs and Methods
The STATag project will be broken down into four phases. The overall objective of our multiple phase
work breakdown structure is to design, develop, test, evaluate, benchmark and (deploy) bring to production
release an equipment tagging system that will affectively monitor hospital devices. This project will be
broken into the following four phases:
Phase 0 - Establish the feasibility and technical ability to produce STATag. Phase 0 will consist of seven
major tasks. Following is a list of specific tasks that will address the key objectives of phase 0 research.
1.
Develop an initial concept and a starting point.
1
1.1
2.
3.
4.
5.
6.
7.
Select a project topic to develop further.
Research the topic to gain background knowledge of the ideal.
Research the feasibility of our topic.
Research the milestones that will define our coarse schedule.
Research all the components of an SBIR grant proposal write-up.
Develop STATag’s webpage.
Phase 1 - Develop a lab prototype and all its specifications. Phase 1 will consist of five major tasks.
Following is a list of specific tasks that will address the key objectives of phase 1 research.
1.
2.
3.
4.
5.
Hire personal such as a technical writer and a software engineer to maintain integrity in all
aspects of STATag’s production.
Specify, implement, test, and design our lab prototype. In addition to this we will develop,
execute, and evaluate test problems to demonstrate the feasibility (compatibility) of the software
and hardware components.
Update the webpage information.
Prepare phase two grant proposal.
Submit phase two grant proposal.
Phase 2 - Establish, in a hospital, a real world functioning model. Phase 2 will consist of nine major.
Following is a list of specific tasks that will address the key objectives of phase two research.
1.
2.
3.
4.
5.
6.
7.
8.
9.
Hire additional staff.
Develop a software design and a plan for integration.
Design a software web interface.
Specify, implement, test, and design for real world integration. In addition to this we will
develop, execute, and evaluate test problems to demonstrate interface compatibility of the
software and hardware components.
Develop user and testing documentation.
Produce finalized result of the extensive software testing.
Contract a legal representative.
Begin the three phase real world installment of STATag.
Develop a market plan for the continuation of DIS without grant assistance.
Phase 3 – Achieve self-sustaining. Phase 3 will consist of nine major tasks. Following is a list of specific
tasks that will address the key objectives of phase 3 research.
1.
We will hire additional staff.
2.
Produce Ramp up.
3.
Establish full production of STATag.
4.
Develop a support Department.
5.
Establish a support Department.
6.
Train installation engineers.
7.
Enhance our marketing and sales techniques.
8.
Establish ourselves in tradeshows.
9.
Develop an in-depth support team which will consist of updates, warranty and telephone support.
Work Breakdown Structure
Phase 0 Concept
Project Start
1/12/2004
8:00
1/12/2004
17:00
5/3/2004
17:00
1/12/2004
17:00
81
days
0 days
Daniel Tubbs,Latricia Simon,Jason Sadler,Brian
Easton,Francis Deligosa,Joseph Williams
1.2
Project Selection
Project Topic
Ideas
Team Members
Selected
1/12/2004
8:00
1/12/2004
8:00
1/13/2004
8:00
2/11/2004
17:00
1/12/2004
17:00
1/15/2004
17:00
23
days
1 day
1.2.1
1.2.3
Team
Organization
1/16/2004
8:00
1/22/2004
17:00
5 days
1.2.4
Define Team
Responsibilities
1/23/2004
8:00
1/29/2004
17:00
5 days
1.2.5
Individual Project
Research
1/13/2004
8:00
2/11/2004
17:00
22
days
1.2.6
2/11/2004
17:00
2/12/2004
8:00
2/12/2004
8:00
2/17/2004
8:00
2/18/2004
8:00
2/18/2004
8:00
2/11/2004
17:00
2/17/2004
17:00
2/16/2004
17:00
2/17/2004
17:00
3/17/2004
17:00
3/17/2004
17:00
0 days
1.4.1
Individual Project
Presentation
Projects
Research
Projects
Research
Team Project
Selection
Feasibility
Research
Market Research
1.4.2
Risk Analysis
2/18/2004
8:00
3/17/2004
17:00
21
days
1.4.3
Research
Competitors
2/18/2004
8:00
3/17/2004
17:00
21
days
1.4.4
Feasibility
Presentation
Milestone
Research
Work break
Down Structure
3/17/2004
17:00
3/18/2004
8:00
3/18/2004
8:00
3/17/2004
17:00
4/14/2004
17:00
4/6/2004
17:00
0 days
1.5.2
Budget
3 days
1.5.3
ROI Analysis
3 days
Brian Easton[75%]
1.5.4
Marketing Plan
3 days
Jason Sadler[60%]
1.5.5
Finance Plan
3 days
Brian Easton[37%]
1.5.6
Management
Plan
Evaluation Plan
4/9/2004
17:00
4/14/2004
17:00
4/9/2004
17:00
4/9/2004
17:00
4/13/2004
17:00
4/9/2004
17:00
4/14/2004
17:00
5/3/2004
17:00
5/3/2004
17:00
Daniel Tubbs[75%],Latricia Simon[75%],Jason
Sadler[60%],Brian Easton[75%],Francis
Deligosa[75%],Joseph Williams[75%]
Brian Easton[37%],Joseph Williams[75%]
5 days
Francis Deligosa[75%]
3 days
Latricia Simon[75%]
0 days
Daniel Tubbs,Latricia Simon,Jason Sadler,Brian
Easton,Francis Deligosa,Joseph Williams
5/3/2004
0 days
1.2.2
1.3
1.3.1
1.3.2
1.4
1.5
1.5.1
1.6.1
SBIR Grant
Proposal
4/7/2004
8:00
4/12/2004
8:00
4/7/2004
8:00
4/7/2004
8:00
4/7/2004
8:00
4/7/2004
8:00
4/14/2004
17:00
2/18/2004
8:00
2/18/2004
8:00
1.6.2
SBIR Grant
5/3/2004
1.5.7
1.5.8
1.6
Milestone
Presentation
SBIR Research
3 days
Daniel Tubbs,Latricia Simon,Jason Sadler,Brian
Easton,Francis Deligosa,Joseph Williams
Daniel Tubbs[50%],Latricia Simon[50%],Jason
Sadler[50%],Brian Easton[50%],Francis
Deligosa[50%],Joseph Williams[50%]
Daniel Tubbs[50%],Latricia Simon[50%],Jason
Sadler[50%],Brian Easton[50%],Francis
Deligosa[50%],Joseph Williams[50%]
Daniel Tubbs[50%],Latricia Simon[50%],Jason
Sadler[50%],Brian Easton[50%],Francis
Deligosa[50%],Joseph Williams[50%]
Daniel Tubbs[50%],Latricia Simon[50%],Jason
Sadler[50%],Brian Easton[50%],Francis
Deligosa[50%],Joseph Williams[50%]
Daniel Tubbs,Latricia Simon,Jason Sadler,Brian
Easton,Francis Deligosa,Joseph Williams
4 days
3 days
1 day
21
days
21
days
20
days
14
days
54
days
54
days
Daniel Tubbs,Latricia Simon,Jason Sadler,Brian
Easton,Francis Deligosa,Joseph Williams
Daniel Tubbs,Latricia Simon,Jason Sadler,Brian
Easton,Francis Deligosa,Joseph Williams
Daniel Tubbs[25%],Latricia Simon[25%],Jason
Sadler[20%],Brian Easton[25%],Francis
Deligosa[25%],Joseph Williams[25%]
Daniel Tubbs[25%],Latricia Simon[25%],Jason
Sadler[20%],Brian Easton[25%],Francis
Deligosa[25%],Joseph Williams[25%]
Daniel Tubbs[25%],Latricia Simon[25%],Jason
Sadler[20%],Brian Easton[25%],Francis
Deligosa[25%],Joseph Williams[25%]
Daniel Tubbs,Latricia Simon,Jason Sadler,Brian
Easton,Francis Deligosa,Joseph Williams
Daniel Tubbs[25%],Latricia Simon[25%],Jason
Sadler[20%],Brian Easton[25%],Francis
Deligosa[25%],Joseph Williams[25%]
Daniel Tubbs,Latricia Simon,Jason Sadler,Brian
1.7
Application &
Presentation
Website
1.7.1
Website Draft
1.7.2
Website Update
1
Website Update
2
Website
Complete
Phase 1 - Proof
of Concept
Hire Personnel
1.7.3
1.7.4
2
2.1
2.2
2.2.1.2
Build Lab
Prototype
Prototype
Documentation
Prototype
Specification
QA
2.2.1.3
Rework
2.2.1.4
2.2.2.1
Prototype
Specifications
(Draft) Complete
Prototype
Specification
Complete
High Level
Design
Vendor Selection
2.2.2.2
Parts Selection
2.2.2.3
Acquire Parts
2.2.2.4
Parts Acquired
2.2.3
2.2.3.1.1
Develop
Prototype
Computer
Interface Module
Design Circuits
2.2.3.1.2
Build Circuit
2.2.3.1.3
Test Circuit
2.2.3.1.4
QA
2.2.3.1.5
Rework
2.2.3.1.6
Computer
Interface
Complete
Dead Reckoning
Module
Design Circuits
2.2.1
2.2.1.1
2.2.1.5
2.2.2
2.2.3.1
2.2.3.2
2.2.3.2.1
17:00
17:00
Easton,Francis Deligosa,Joseph Williams
2/18/2004
8:00
2/18/2004
8:00
3/18/2004
8:00
4/15/2004
8:00
5/3/2004
17:00
8/23/2004
8:00
8/23/2004
8:00
8/23/2004
8:00
8/23/2004
8:00
8/23/2004
8:00
9/8/2004
8:00
9/9/2004
8:00
9/10/2004
17:00
5/3/2004
17:00
3/2/2004
17:00
4/6/2004
17:00
5/3/2004
17:00
5/3/2004
17:00
12/10/2004
17:00
9/17/2004
17:00
12/3/2004
13:39
9/10/2004
17:00
9/7/2004
17:00
9/8/2004
17:00
9/10/2004
17:00
9/10/2004
17:00
54
days
10
days
14
days
13
days
0 days
9/10/2004
17:00
9/10/2004
17:00
0 days
9/13/2004
8:00
9/13/2004
8:00
9/20/2004
8:00
9/27/2004
8:00
10/8/2004
17:00
9/20/2004
8:00
9/20/2004
8:00
9/20/2004
8:00
10/13/2004
13:39
10/19/2004
13:39
10/21/2004
13:39
10/28/2004
13:39
10/29/2004
13:39
10/8/2004
17:00
9/17/2004
17:00
9/24/2004
17:00
10/8/2004
17:00
10/8/2004
17:00
11/19/2004
13:39
10/29/2004
13:39
10/1/2004
17:00
10/15/2004
13:39
10/21/2004
13:39
10/22/2004
13:39
10/29/2004
13:39
10/29/2004
13:39
20
days
5 days
Daniel Tubbs[25%],Francis Deligosa[90%]
5 days
Daniel Tubbs[25%],Francis Deligosa[90%]
10
days
0 days
Francis Deligosa[10%],Parts Vendor
9/23/2004
8:00
9/23/2004
11/1/2004
13:39
10/11/2004
27.58
days
10
80
days
20
days
74.58
days
15
days
12
days
1 day
2 days
0 days
44.58
days
29.58
days
10
days
2 days
Jason Sadler[20%]
Jason Sadler[20%]
Jason Sadler[20%]
Jason Sadler
Joseph Williams[10%]
Daniel Tubbs,Latricia Simon[25%],Francis
Deligosa[25%],Drafter[21%]
Latricia Simon
Daniel Tubbs,Latricia Simon[25%],Francis
Deligosa[25%]
Daniel Tubbs,Latricia Simon[25%],Francis
Deligosa[25%]
Daniel Tubbs[90%],Computer Engineer[39%]
Daniel Tubbs[90%]
2 days
Daniel Tubbs[90%]
1 day
Latricia Simon
1 day
Daniel Tubbs[90%]
0 days
Daniel Tubbs[90%],Computer Engineer[39%]
2.2.3.2.2
Build Circuit
2.2.3.2.3
Test Circuit
2.2.3.2.4
QA
2.2.3.2.5
Rework
2.2.3.2.6
2.2.3.3
Dead Reckoning
Module Complete
802.15.4 Module
2.2.3.3.1
Design Circuits
2.2.3.3.2
Build Circuit
2.2.3.3.3
Test Circuit
2.2.3.3.4
QA
2.2.3.3.5
Rework
2.2.3.3.6
2.2.3.4.4
802.15.4 Module
Complete
Software
Interface
Design Software
Interface
Build Software
Interface
Test Software
Interface
QA
2.2.3.4.5
Rework
2.2.3.4.6
2.2.3.5.1
Software
Interface
Complete
Integrate
Components
Design Circuits
2.2.3.5.2
Build Circuit
2.2.3.5.3
Test Circuit
2.2.3.5.4
QA
2.2.3.5.5
Rework
2.2.3.5.6
2.2.4
Lab Prototype
Built
Prototype Testing
2.2.4.1
Test Prototype
2.2.4.2
QA
2.2.4.3
Rework
2.2.3.4
2.2.3.4.1
2.2.3.4.2
2.2.3.4.3
2.2.3.5
8:00
10/15/2004
13:39
10/25/2004
13:39
10/27/2004
13:39
10/29/2004
13:39
11/1/2004
13:39
9/20/2004
8:00
9/20/2004
8:00
10/11/2004
13:39
10/21/2004
13:39
10/25/2004
13:39
10/27/2004
13:39
10/28/2004
13:39
10/29/2004
13:39
10/29/2004
13:39
11/10/2004
13:39
11/12/2004
13:39
11/16/2004
13:39
11/17/2004
13:39
11/18/2004
13:39
13:39
10/19/2004
13:39
10/27/2004
13:39
10/28/2004
13:39
11/1/2004
13:39
11/1/2004
13:39
10/28/2004
13:39
9/29/2004
17:00
10/13/2004
13:39
10/25/2004
13:39
10/26/2004
13:39
10/28/2004
13:39
10/28/2004
13:39
11/18/2004
13:39
11/10/2004
13:39
11/12/2004
13:39
11/16/2004
13:39
11/17/2004
13:39
11/18/2004
13:39
11/18/2004
13:39
days
2 days
Daniel Tubbs[90%]
2 days
Daniel Tubbs[90%]
1 day
Latricia Simon
1 day
Daniel Tubbs[90%]
11/1/2004
13:39
11/1/2004
13:39
11/11/2004
13:39
11/15/2004
13:39
11/17/2004
13:39
11/18/2004
13:39
11/19/2004
13:39
11/19/2004
13:39
11/19/2004
13:39
11/23/2004
13:39
11/24/2004
13:39
11/19/2004
13:39
11/11/2004
13:39
11/15/2004
13:39
11/17/2004
13:39
11/18/2004
13:39
11/19/2004
13:39
11/19/2004
13:39
11/25/2004
13:39
11/23/2004
13:39
11/24/2004
13:39
11/25/2004
13:39
14
days
8 days
Daniel Tubbs[90%],Computer Engineer[39%]
2 days
Daniel Tubbs[90%]
2 days
Daniel Tubbs[90%]
1 day
Latricia Simon
1 day
Daniel Tubbs[90%]
0 days
Daniel Tubbs[90%]
0 days
28.58
days
6 days
Daniel Tubbs[90%],Computer Engineer[39%]
2 days
Daniel Tubbs[90%]
2 days
Daniel Tubbs[90%]
1 day
Latricia Simon
1 day
Daniel Tubbs[90%]
0 days
14
days
8 days
Brian Easton[90%],Daniel Tubbs[10%]
2 days
Brian Easton[90%],Daniel Tubbs[10%]
2 days
Brian Easton[90%],Daniel Tubbs[10%]
1 day
Latricia Simon
1 day
Brian Easton[90%],Daniel Tubbs[10%]
0 days
4 days
2 days
Daniel Tubbs[90%],Brian Easton[90%]
1 day
Latricia Simon
1 day
Daniel Tubbs[90%],Brian Easton[90%]
2.2.4.4
2.2.5
2.2.6
2.2.7
2.3
Lab Prototype
Testing Complete
Update Design
Specifications
Product
Specification
(final) Complete
Prototype
Demonstration
Webpage
2.4
SBIR Phase 2
Application
2.5
SBIR Phase 2
Application
Submitted
Phase 2 Product
Development
Obtain SBA Loan
3
3.1
3.2
3.3
3.4
3.4.1
3.4.2
SBA Loan
Obtained
Hire Staff - Phase
2
Software
Development
Software Design
3.4.3.5
Develop
Integration Plan
Database
Development
Database
Selection
Finalize
Database Design
Develop Assets
Table
Develop History
Table
QA
3.4.3.6
Rework
3.4.3.7
Reports
3.4.3.7.1
3.4.3.7.5
Finalize Report
Design
List Reports
Here!
List Reports
Here!
Cost Per Use
Report
Aging Report
3.4.3.7.6
Inventory Report
3.4.3.7.7
Missing
Equipment
3.4.3
3.4.3.1
3.4.3.2
3.4.3.3
3.4.3.4
3.4.3.7.2
3.4.3.7.3
3.4.3.7.4
11/25/2004
13:39
11/25/2004
13:39
12/2/2004
13:39
11/25/2004
13:39
12/2/2004
13:39
12/2/2004
13:39
0 days
12/2/2004
13:39
11/18/2004
13:39
8/23/2004
8:00
5 days
Daniel Tubbs[90%]
0 days
Daniel Tubbs[90%]
12/3/2004
13:39
12/2/2004
13:39
12/10/2004
17:00
1 day
Daniel Tubbs,Latricia Simon,Jason Sadler,Brian
Easton,Francis Deligosa,Joseph Williams
Jason Sadler[50%]
12/10/2004
17:00
12/10/2004
17:00
0 days
1/3/2005
8:00
5/2/2006
17:00
1/3/2005
8:00
2/25/2005
17:00
4/5/2005
8:00
1/3/2005
8:00
1/3/2005
8:00
1/3/2005
8:00
2/14/2005
8:00
2/14/2005
8:00
3/1/2005
8:00
4/4/2005
8:00
3/29/2005
8:00
4/11/2005
8:00
4/12/2005
8:00
2/22/2005
8:00
2/22/2005
8:00
3/7/2005
8:00
3/8/2005
8:00
3/14/2005
8:00
3/15/2005
8:00
3/21/2005
8:00
3/22/2005
8:00
2/25/2005
17:00
2/25/2005
17:00
5/4/2005
17:00
9/28/2005
13:02
2/11/2005
17:00
2/1/2005
17:00
5/9/2005
17:00
2/25/2005
17:00
3/7/2005
17:00
4/8/2005
17:00
4/4/2005
17:00
4/11/2005
17:00
4/13/2005
17:00
5/9/2005
17:00
3/4/2005
17:00
3/11/2005
17:00
3/14/2005
17:00
3/18/2005
17:00
3/21/2005
17:00
3/25/2005
17:00
3/28/2005
17:00
10
days
80
days
Daniel Tubbs[10%],Latricia Simon[10%],Jason
Sadler[10%],Brian Easton[10%],Francis
Deligosa[10%],Joseph Williams[10%]
Daniel Tubbs,Latricia Simon,Jason Sadler,Brian
Easton,Francis Deligosa,Joseph Williams
347
days
40
days
0 days
Brian Easton[10%]
20
days
192.5
days
30
days
20
days
61
days
10
days
5 days
Joseph Williams[10%]
5 days
Jason Sadler
5 days
Joseph Williams
1 day
Latricia Simon[90%]
2 days
Joseph Williams
55
days
9 days
Joseph Williams,Jason Sadler
5 days
Jason Sadler
5 days
Joseph Williams
5 days
Jason Sadler
5 days
Joseph Williams
5 days
Jason Sadler
5 days
Joseph Williams
Francis Deligosa[50%],Joseph Williams
Latricia Simon[90%],Daniel Tubbs
Joseph Williams,Jason Sadler
Joseph Williams
3.4.3.7.9
Report
Equipment
Utilization Report
QA
3.4.3.7.10
Rework
3.4.3.8
Database
Development
Complete
Web Interface
3.4.3.7.8
3.4.4
3.4.4.1
3.4.4.3
Web server
Selection
Finalize Web
Interface Design
Mapping Module
3.4.4.4
Setup Module
3.4.4.5
3.4.4.6
Inventory Entry
Module
Alarm Module
3.4.4.7
Help Screens
3.4.4.8
QA
3.4.4.9
Rework
3.4.4.10
3.4.5.1
Web Interface
Development
Complete
Integration
Testing
Hardware Testing
3.4.5.2
Database Testing
3.4.5.3
Reports Testing
3.4.5.4
3.4.5.4.1
Web Interface
Testing
Internet Explorer
3.4.5.4.2
Netscape
3.4.5.4.3
3.4.5.5
Pocket PC
Testing
QA
3.4.5.6
Rework
3.4.5.7
3.5
Integration
Testing Complete
Documentation
3.5.1
User Manual
3.5.1.1
Write User
Manual
QA
3.4.4.2
3.4.5
3.5.1.2
3/28/2005
8:00
4/4/2005
8:00
5/5/2005
8:00
5/9/2005
17:00
4/1/2005
17:00
4/5/2005
17:00
5/9/2005
17:00
5/9/2005
17:00
5 days
Jason Sadler
2 days
Latricia Simon[90%]
3 days
Joseph Williams
2/14/2005
8:00
2/14/2005
8:00
3/7/2005
9:02
3/21/2005
9:02
3/21/2005
9:02
4/18/2005
9:02
4/18/2005
9:02
5/16/2005
9:02
8/4/2005
9:02
8/8/2005
9:02
8/11/2005
9:02
8/11/2005
9:02
3/7/2005
9:02
3/21/2005
9:02
4/18/2005
9:02
4/18/2005
9:02
5/16/2005
9:02
8/4/2005
9:02
5/30/2005
9:02
8/8/2005
9:02
8/11/2005
9:02
8/11/2005
9:02
128.13
days
10
days
10
days
20
days
20
days
20
days
15
days
10
days
2 days
8/11/2005
9:02
8/11/2005
9:02
8/11/2005
9:02
9/1/2005
9:02
8/11/2005
9:02
8/11/2005
9:02
8/18/2005
9:02
8/25/2005
9:02
9/1/2005
9:02
9/7/2005
9:02
9/28/2005
13:02
1/3/2005
8:00
1/3/2005
8:00
1/3/2005
8:00
1/28/2005
9/28/2005
13:02
9/1/2005
9:02
9/1/2005
9:02
9/22/2005
9:02
9/1/2005
9:02
8/18/2005
9:02
8/25/2005
9:02
9/1/2005
9:02
9/7/2005
9:02
9/28/2005
13:02
9/28/2005
13:02
3/18/2005
15:59
2/4/2005
15:59
1/28/2005
15:59
2/1/2005
34.38
days
15
days
15
days
15
days
15
days
5 days
0 days
3 days
Francis Deligosa[90%],Software Engineer
Francis Deligosa[90%],Software Engineer
Francis Deligosa
Software Engineer
Software Engineer
Francis Deligosa
Software Engineer
Latricia Simon[90%]
Francis Deligosa[90%],Software Engineer
0 days
Daniel Tubbs
Francis Deligosa[90%],Software Engineer
Francis Deligosa[90%],Software Engineer
Joseph Williams,Jason Sadler
5 days
Joseph Williams,Jason Sadler
5 days
Joseph Williams,Jason Sadler
4 days
Latricia Simon[90%]
10
days
0 days
Francis Deligosa[90%],Jason Sadler,Joseph
Williams,Daniel Tubbs
54.87
days
24.87
days
10
days
2 days
Daniel Tubbs[75%],Brian Easton[10%],Francis
Deligosa[10%],Technical Writer
Latricia Simon[90%]
3.5.1.3
Editing
3.5.2
Training Manual
3.5.2.1
3.5.2.2
Write Training
Manual
QA
3.5.2.3
Editing
3.5.3
Training CBT
3.5.3.1
3.5.3.2
Create Training
CBT
QA
3.5.3.3
Editing
3.5.3.4
3.6.2
Documentation
Complete
Sample
Production
Contract Vendor
Selection
Plastic Tooling
3.6.3
Engineering
3.6.4
Sample Run
3.6.5
Hardware Testing
3.6.6
QA
3.6.7
Update Design
Specification
Design Finalized
3.6
3.6.1
3.6.8
3.7
3.7.2
Finalize
Production
Plastic Tooling
Update
Engineering
3.7.3
Sample Run 2
3.7.4
Retest Hardware
3.7.5
QA Certification
3.7.6
FCC Approval
Testing
FCC Approval
Paper work
FCC Approval
Received
FCC Labeling
3.7.1
3.7.7
3.7.8
3.7.9
3.7.10
STATags ready
for Real World
Testing
15:59
2/1/2005
15:59
2/4/2005
15:59
2/4/2005
15:59
2/18/2005
15:59
2/22/2005
15:59
2/25/2005
15:59
2/25/2005
15:59
3/11/2005
15:59
3/15/2005
15:59
2/25/2005
15:59
1/3/2005
8:00
1/3/2005
8:00
1/21/2005
17:00
1/21/2005
17:00
2/11/2005
17:00
3/28/2005
8:00
4/18/2005
8:00
4/22/2005
8:00
4/26/2005
17:00
4/27/2005
8:00
4/27/2005
8:00
4/27/2005
8:00
6/8/2005
8:00
7/20/2005
8:00
8/10/2005
8:00
7/20/2005
8:00
10/12/2005
8:00
1/3/2006
17:00
12/21/2005
8:00
1/10/2006
17:00
15:59
2/4/2005
15:59
2/25/2005
15:59
2/18/2005
15:59
2/22/2005
15:59
2/25/2005
15:59
3/18/2005
15:59
3/11/2005
15:59
3/15/2005
15:59
3/18/2005
15:59
2/25/2005
15:59
4/26/2005
17:00
1/21/2005
17:00
2/11/2005
17:00
2/11/2005
17:00
3/25/2005
17:00
4/15/2005
17:00
4/21/2005
17:00
4/26/2005
17:00
4/26/2005
17:00
1/10/2006
17:00
6/7/2005
17:00
5/17/2005
17:00
7/19/2005
17:00
8/9/2005
17:00
8/16/2005
17:00
10/11/2005
17:00
1/3/2006
17:00
1/3/2006
17:00
1/10/2006
17:00
1/10/2006
17:00
3 days
15
days
10
days
2 days
3 days
15
days
10
days
2 days
3 days
Daniel Tubbs[75%],Brian Easton[10%],Francis
Deligosa[10%],Technical Writer
Daniel Tubbs[75%],Brian Easton[10%],Francis
Deligosa[10%],Technical Writer
Latricia Simon[90%]
Daniel Tubbs[75%],Brian Easton[10%],Francis
Deligosa[10%],Technical Writer
Daniel Tubbs[75%],Brian Easton[10%],Francis
Deligosa[10%],Technical Writer
Latricia Simon[90%]
Daniel Tubbs[75%],Brian Easton[10%],Francis
Deligosa[10%],Technical Writer
0 days
82
days
15
days
15
days
15
days
30
days
15
days
4 days
Francis Deligosa[50%],Daniel
Tubbs[25%],Contract Manufacturer
Francis Deligosa[10%],Contract
Manufacturer[33%]
Francis Deligosa[10%],Contract
Manufacturer[33%]
Francis Deligosa[10%],Contract
Manufacturer[33%]
Daniel Tubbs
3 days
Daniel Tubbs[50%],Francis Deligosa[50%]
Latricia Simon[90%]
0 days
185
days
30
days
15
days
30
days
15
days
5 days
Francis Deligosa[10%],Contract
Manufacturer[33%]
Francis Deligosa[10%],Contract
Manufacturer[33%]
Francis Deligosa[10%],Contract
Manufacturer[33%]
Daniel Tubbs
Latricia Simon[90%]
60
days
60
days
0 days
FCC Test Lab,Latricia Simon[10%]
15
days
0 days
Printers,Latricia Simon[10%]
FCC Test Lab,Latricia Simon[10%]
FCC Test Lab,Latricia Simon[10%]
3.8
Legal
3.8.1
Develop EULA
3.8.2
Liability Study
3.8.3
Warrenty Study
3.9
Real-World
Testing
Phase 1 - Ward
3.9.1
3.9.1.1
3.9.1.3
Hospital
Installation Ward
Debugging &
Enhancements
QA
3.9.2
Phase 2 - Floor
3.9.2.1
Hospital
Installation Floor
Debugging &
Enhancements
QA
3.9.1.2
3.9.2.2
3.9.2.3
3.9.3
3.9.3.1
3.9.3.2
3.9.3.3
3.9.3.4
3.10
4
Phase 3 - Entire
Hospital
Hospital
Installation Whole Hospital
Debugging &
Enhancements
QA
STATags Ready
for Sale
Marketing
4.1
Phase 3 Production Out
Years
Hire Personnel
4.2
Product Ramp up
4.3
Full Production
4.4
Establish Support
Department
Support
Department
Established
Train Installation
Engineers
Installation
Engineers
Trained
Marketing/Sales
4.5
4.6
4.7
4.8
1/3/2005
8:00
1/3/2005
8:00
1/31/2005
8:00
5/23/2005
8:00
1/11/2006
8:00
1/11/2006
8:00
1/11/2006
8:00
9/9/2005
17:00
1/28/2005
17:00
5/20/2005
17:00
9/9/2005
17:00
5/2/2006
17:00
2/27/2006
17:00
1/31/2006
17:00
180
days
20
days
80
days
80
days
80
days
34
days
15
days
2/1/2006
8:00
2/22/2006
8:00
2/28/2006
8:00
2/28/2006
8:00
2/21/2006
17:00
2/27/2006
17:00
3/30/2006
17:00
3/13/2006
17:00
15
days
4 days
3/14/2006
8:00
3/28/2006
8:00
3/31/2006
8:00
3/31/2006
8:00
3/27/2006
17:00
3/30/2006
17:00
5/2/2006
17:00
4/13/2006
17:00
10
days
3 days
4/14/2006
8:00
4/28/2006
8:00
5/2/2006
17:00
10/5/2005
8:00
5/3/2006
8:00
4/27/2006
17:00
5/2/2006
17:00
5/2/2006
17:00
5/2/2006
17:00
12/31/2007
17:00
10
days
3 days
150
days
434
days
Jason Sadler
5/3/2006
8:00
5/3/2006
8:00
8/8/2006
17:00
6/14/2006
8:00
7/11/2006
17:00
6/13/2006
17:00
8/8/2006
17:00
8/8/2006
17:00
7/11/2006
17:00
7/11/2006
17:00
30
days
70
days
0 days
Joseph Williams[10%]
20
days
0 days
Joseph Williams
6/14/2006
8:00
8/8/2006
17:00
8/8/2006
17:00
8/8/2006
17:00
40
days
0 days
Daniel Tubbs,Brian Easton
6/14/2006
8:00
12/31/2007
17:00
23
days
10
days
23
days
10
days
Lawyer[25%]
Lawyer[25%]
Lawyer[25%]
Joseph Williams
Joseph Williams,Francis Deligosa
Latricia Simon
Joseph Williams
Joseph Williams,Francis Deligosa
Latricia Simon
Joseph Williams
Francis Deligosa,Joseph Williams
Latricia Simon
0 days
404
days
Francis Deligosa[10%],Contract
Manufacturer[10%]
4.8.1
Tradeshows
4.8.2
Publications
4.8.3
Marketing
4.8.4
Develop New
Markets
Support
4.9
4.9.1
4.9.2
4.9.3
4.10
4.10.1
4.10.2
4.10.3
4.10.4
4.10.5
4.10.6
4.10.7
4.10.8
4.10.9
4.10.10
4.10.11
Software
Updates
Warranty Support
Telephone
Support
Plastic Tool
Replacement
Plastic Tool
Replacement
(every 50000
units)
Plastic Tool
Replacement
(every 50000
units)
Plastic Tool
Replacement
(every 50000
units)
Plastic Tool
Replacement
(every 50000
units)
Plastic Tool
Replacement
(every 50000
units)
Plastic Tool
Replacement
(every 50000
units)
Plastic Tool
Replacement
(every 50000
units)
Plastic Tool
Replacement
(every 50000
units)
Plastic Tool
Replacement
(every 50000
units)
Plastic Tool
Replacement
(every 50000
units)
Plastic Tool
Replacement
(every 50000
units)
6/14/2006
8:00
6/14/2006
8:00
6/14/2006
8:00
6/14/2006
8:00
7/12/2006
8:00
7/12/2006
8:00
7/12/2006
8:00
7/12/2006
8:00
8/15/2006
8:00
9/1/2006
8:00
12/31/2007
17:00
12/31/2007
17:00
12/31/2007
17:00
12/31/2007
17:00
12/31/2007
17:00
12/31/2007
17:00
12/31/2007
17:00
12/31/2007
17:00
12/31/2007
17:00
9/28/2006
17:00
404
days
404
days
404
days
404
days
384
days
384
days
384
days
384
days
360
days
20
days
Sales Staff[15%]
10/2/2006
8:00
10/27/2006
17:00
20
days
Francis Deligosa[10%],Contract
Manufacturer[10%]
11/1/2006
8:00
11/28/2006
17:00
20
days
Francis Deligosa[10%],Contract
Manufacturer[10%]
12/1/2006
8:00
12/28/2006
17:00
20
days
Francis Deligosa[10%],Contract
Manufacturer[10%]
1/1/2007
8:00
1/26/2007
17:00
20
days
Francis Deligosa[10%],Contract
Manufacturer[10%]
2/1/2007
8:00
2/28/2007
17:00
20
days
Francis Deligosa[10%],Contract
Manufacturer[10%]
3/1/2007
8:00
3/28/2007
17:00
20
days
Francis Deligosa[10%],Contract
Manufacturer[10%]
4/2/2007
8:00
4/27/2007
17:00
20
days
Francis Deligosa[10%],Contract
Manufacturer[10%]
5/1/2007
8:00
5/28/2007
17:00
20
days
Francis Deligosa[10%],Contract
Manufacturer[10%]
6/1/2007
8:00
6/28/2007
17:00
20
days
Francis Deligosa[10%],Contract
Manufacturer[10%]
7/2/2007
8:00
7/27/2007
17:00
20
days
Francis Deligosa[10%],Contract
Manufacturer[10%]
Sales Staff[25%]
Sales Staff[50%]
Sales Staff[10%]
Development Staff
Support Staff[50%]
Support Staff[50%]
Francis Deligosa[10%],Contract
Manufacturer[10%]
4.10.12
4.10.13
4.10.14
4.10.15
4.10.16
4.10.17
Plastic Tool
Replacement
(every 50000
units)
Plastic Tool
Replacement
(every 50000
units)
Plastic Tool
Replacement
(every 50000
units)
Plastic Tool
Replacement
(every 50000
units)
Plastic Tool
Replacement
(every 50000
units)
Break Even Point
8/1/2007
8:00
8/28/2007
17:00
20
days
Francis Deligosa[10%],Contract
Manufacturer[10%]
9/3/2007
8:00
9/28/2007
17:00
20
days
Francis Deligosa[10%],Contract
Manufacturer[10%]
10/1/2007
8:00
10/26/2007
17:00
20
days
Francis Deligosa[10%],Contract
Manufacturer[10%]
11/1/2007
8:00
11/28/2007
17:00
20
days
Francis Deligosa[10%],Contract
Manufacturer[10%]
12/4/2007
8:00
12/31/2007
17:00
20
days
Francis Deligosa[10%],Contract
Manufacturer[10%]
8/15/2006
8:00
8/15/2006
8:00
0 days
Management Plan
Program Identification
This Program Management Plan (PMP) is for the STATag. The program will deliver the STATag
hardware, software and documentation for the STATag.
Program Management Overview
Execution of the Program will be performed in accordance with the procedures defined by the set of
planning documents. These documents include Program Management Plan*, System Quality Program
Plan (SQPP), Software Management Plan (SMP), Configuration Management Plan (CMP), Engineering
Management Plan (EMP), Manufacturing Plan (MP), and Risk Management Plan (RMP) (see Figure 1).
* This Program Management Plan shall be deemed to meet the contractual requirement of a Project
Management Plan.
Quality Program
Management
System Quality
Program Plan
Program
Management
Program
Management Plan
Engineering
Management Plan
Software
Management Plan
Data Management
Plan
Figure 1. Program Management
Integrated Logistics
Support Plan
Configuration
Management Plan
Acceptance Plan
Installation Plan
Risk Management
Plan
This Program Management Plan describes the management philosophy, program organization, schedule,
and major milestones that serve as the guide for execution of the Program. The PMP also provides the
customer and the quality team with the information they need to monitor and evaluate the progress of the
effort. This plan provides the following pertinent information:







Corporate Organization
Program Team Organization With Areas of Responsibility
Work Breakdown Structure
Program Planning
Progress Reporting and Team Management
Detailed Program Schedule and Milestones
Program Reviews
The Program Management Plan provides guidance for the content and execution of the following plans:








Risk Management
Engineering Management
Software Management
ILS Support
Data Management
Installation
Configuration Management
Acceptance Management
Corporate Structure



The entirety of Digital Inventory Systems Corporation supports the STATag Program. The following is
Digital Inventory Systems STATag Corporate organizational structure:
CEO & President, Digital Inventory Systems Corporation.
Group Vice President.
STATag Program Office. STATag Program Office will execute the program and provide day-to-day
senior management supervision, management, engineering, and administrative resources necessary to
manage and administer the STATag program.
Management Approach
Digital Inventory Systems’ management goal is to work closely with the customer to fully understand
the system requirements and field a system that meets those requirements. The management approach to
executing contracts at Digital Inventory Systems is based on the philosophy that successful Programs are
delivered by goal-oriented teams. A Program Manager (PM) will lead the Digital Inventory Systems team.
The PM is responsible for all planning, programmatic, technical, and financial aspects of the Program. The
PM is the primary Point of Contact (POC) for the customer. The primary duties include supervision of all
planning, scheduling, financial, and technical activities, and customer liaison. The PM is responsible for all
Program-related decisions and commitments with approval, as required, from the Corporate Management
Team.
A key element of Digital Inventory Systems’ program management approach is customer involvement.
Digital Inventory Systems encourages 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 Program team, provide planning and schedule recommendations, and assist in resolution of






technical and programmatic issues. In order to facilitate customer involvement, Digital Inventory Systems
will provide access to program information including, but not limited to:
Program Plans and Schedules
Program Status
Earned Value
Formal Review Material
Action Items
System Drawings and Documentation
Program Team





The Program Team is committed to provide the best value by delivering COTS, open architecture, and
low-risk systems at the lowest cost. This commitment is attainable because it is based on the re-use of
existing technology that is field-proven. Through strategic teaming and an extensive system selection
process, Digital Inventory Systems has assembled a cohesive Program Team that is experienced with the
implementation of each component that will comprise the STATag Total Ship Computing Environment.
Project Lead. Overall management responsibility for STATag is assigned to a Project Lead who is
responsible for planning and coordination of the day-to-day technical, contractual, and financial aspects
of the program. He is responsible for the generation and management of all program schedules, for the
coordination of program staff assignments and for coordinating all program activities. His principal
assistants are:
Manufacturing Director. The Manufacturing Director is responsible for all system electronics hardware
components, production, and test activities at Digital Inventory Systems. He will ensure production,
testing, and installation schedules. The Production Manager is assigned responsibility to provide
technical oversight during installation phase, Set-to-Work, and formal testing. His primary
responsibilities include coordination of installation plans; managing the configuration, and developing
system level installation documentation.
Personel Director. The Personal Director administers the personnel and contract workers hired at
Digital Inventory Systems. In addition to supporting the Project Lead he is primarily responsible for the
selection, recommendation, orientation, and training of all new employees. He is involved in the
oversight of the team of installation engineers, the support help desk, and all contractual workers
throughout the project.
Marketing and Web Development Director. The Marketing and Web Development Director is
primarily responsible for market analysis, marketing of the STATag, marketing decisions, the sales team
and all customer relations prior to installation. He will also oversee the development of the STATag and
Digital Inventory Systems marketing web site.
Research and Development / Quality Assurance Director. The Research and Development / Quality
Assurance Director is primarily responsible for the oversight and evaluation of all research, prototype
development, production prototype development, software development, quality assurance, and research
documentation. Additionally, they are responsible for accurate and timely documentation of all research
and development activities.
Financial Director. The Financial Directory is primarily responsible for the oversight of all financial
activities of the STATag team and Digital Inventory Systems. The FD is responsible for oversight of the
Office Manager, the Customer Accounts Manager, and the Accounts Receivable. They will work
closely with the Project Lead to provide accurate financial information and they will ensure accurate and
timely financial reporting. They will ensure the STATag team is on schedule and within the provided
budget.
Program Duration
The STATag program is a 4-year project through delivery of fully integrated STATag systems in
approximately 300 hospitals. The Phase 0 schedule consists of a preliminary design down selection
milestone in the first quarter of 2004. To be completed at the end of the second quarter of 2004. Phase
1 is primarity the prototype fabrication phase and will begin in the third quarter of 2004 and end in the
fourth quarter of 2004. Phase 2 is primarily the product development phase and will last from the first
quarter of 2005 to the end of the second quarter of 2006. Phase 3 is open ended and will begin at the
end of phase 2 in the second quarter of 2006.
Work Breakdown Structure
The program Work Breakdown Structure (WBS) reflects the budgeted cost versus resources required to
complete each task. The WBS phase numbers are integrated as part of the master program schedule.
Budgets for work planned are entered into Digital Inventory Systems’ financial tracking system for each
WBS element, actual costs and estimates to complete are managed by the Program Manager. The WBS
element numbers will be structured according to the Contract Statement of Work and will be used to
track program costs, progress, earned value and progress relative to the master program schedule. The
WBS management tool that Digital Inventory Systems will use is Microsoft Project 2003.
Program planning
The Digital Inventory Systems Team Lead will maintain the program master schedule. The master
schedule contains a line item for each WBS element and will be used to track the progress of each
element. All deviations from the master schedule must be coordinated with the program office. It is the
responsibility of each team member to call attention to possible schedule deviations at the earliest
opportunity. The team lead will coordinate the program schedule with the STATag team members. The
program will be developed in phases; within each phase, formal reviews will play an integral part in
monitoring program progress. All formal reviews will be announced four weeks in advance of the
starting date.
Digital Inventory Systems will take a “top down approach” to the Program Schedule, meaning that we
will pace our workload to fit the overall Program requirements. Particular attention will be given to
timely milestone completions. It is recognized that the schedule is particularly tight, containing critical
program milestones during the first year, and adequate personnel will be available in order to keep the
program moving forward.
Progress PERFORMANCE ASSESSMENT





All Digital Inventory Systems Team members will participate in progress reporting and team
management. Digital Inventory Systems will track technical and financial progress of the program.
Reviews will be held monthly or as mutually agreeable between Digital Inventory Systems team
members.
Report on progress to date
Present work to be performed during the next month
Present status of all deliverables and review planned delivery dates
Plan and coordinate activities
Discuss technical or programmatic issues as necessary.
In preparation for the meetings the Digital Inventory Systems Program 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 to plan program audits. Technical, financial and
quality progress and status reporting will be conducted according to the following general guidelines.
Technical Progress and Reporting
The schedule for the program is established during the planning phase and monitored throughout the
performance period. The schedule contains an entry for each WBS element. The percentage of
completion for each WBS element is determined as necessary to manage program progress and is
reviewed at least quarterly during the General Manager’s review.
Financial Management and Reporting
The financial profile for the Program is established during the planning phase and monitored throughout
the performance period. This profile is generated by assigning accounting phase numbers to every
Program activity that has been identified as a scheduled event. A budget representing labor costs, materials
purchase, and other expenditures (such as travel expenses) is then prepared for every phase. The schedule
and budgets are then integrated to provide a spending profile for the phase. The Program spending profile
represents a summary of phase spending profiles.
The Team Lead is provided an information package that identifies the phase numbers assigned to each
activity, the corresponding budgets and schedules, the overall spending profile for the program, and a
synopsis of all major deliverables and milestones specified in the contract. The Team Lead uses this
information, combined with an on-line financial summary of the Program to track its financial status on a
weekly basis. An updated spending profile is provided automatically by the Financial Director on a
monthly basis, or upon request from the Team Lead. The Team Lead uses the financial summary in
conjunction with his assessments of technical progress to track the overall status of the efforts.
Earned Value
Earned Value Ratios will be reported as required. At a minimum, Digital Inventory Systems will
determine earned value quarterly at the overall Program level and will report at the 2 nd level of WBS
indenture in order to provide additional information.
Ratios will be reported in the form of the Schedule Performance Index (SPI) and the Cost Performance
Index (CPI). Ratios below 0.90 will be explained in further detail.
SPI is to be calculated as follows:
SPI = BCWP (Budgeted Cost of Work Performed)
BCWS (Budgeted Cost of Work Scheduled)
CPI is to be calculated as follows:
CPI = BCWP (Budgeted Cost of Work Performed)
ACWP (Actual Cost of Work Performed)
Digital Inventory Systems will use a combination of its Peachtree Accounting and Microsoft Project
Software Programs in order to calculate the ratios. On a monthly basis, actual costs will be downloaded
into Project into Peachtree.
Quality Process and Reporting
Quality management on the program will be a team effort. The Research and Development / Quality
Assurance Director will coordinate conduct, quality reviews, and audits. The Team Lead is ultimately
responsible for the development and implementation of the System Quality Program Plan. The SQPP is an
umbrella plan which incorporates the quality programs of the program team members. The SQPP
describes a team quality concept, including Process Coordination and Quality Evaluators. Team members
are responsible for performing the processes required to complete Program tasks. Quality Evaluators are
responsible for verifying that the development, production, and handling of all documentation, software,
and hardware are performed in accordance with the SQPP and its component processes. The team is also
responsible for conducting periodic reviews and evaluations of work-in-process; attending in-house test
events, and supporting in-house Program reviews. All planned quality program activities and quality
evaluations (internal audits) are submitted to the Team Lead for review.
Monthly Progress Report















Digital Inventory Systems will submit a monthly progress reports. The report shall cover, at a minimum,
the following:
Progress Summary;
The variance statement;
Critical Path Analysis;
Milestone Deliverables, planned actual and forecast;
Earned Value Schedule and Cost Performance Indices;
Dependencies: a ‘critical items list’ of all items, whether or not the Contractor’s direct responsibility,
which could jeopardize timely completion of the work or any significant parts of the program;
Risk Status: update of risk register;
Look Ahead (Future action and Forecast);
Resource Profile;
Work Package/Activities planned, actual & forecast status;
Milestone/Deliverables planned, actual & forecast status;
Configuration Change Control issues;
Quality Actions (Reviews, audits);
One Page Plans and Reports summarising the above for inclusion in the Purchaser’s monthly report; and
Commercial: amendments to Contract status report; No later than meeting + 10 working days.
Reviews
Reviews will play an integral part in the management and monitoring of all phases of the STATag
Program. Informal reviews with the Program team members will be held at all levels on a weekly basis
to ensure that the program stays on track. Formal technical reviews will be held to ensure that the
program is proceeding as planned. The types of reviews, their purpose and presented information are
addressed in the following paragraphs.
Program Management Reviews
Program Management Reviews (PMRs) will be conducted with STATag and subcontract representatives.
The first PMR will be conducted in July 2004; thereafter PMRs will be conducted approximately every six
months (immediately preceding each technical review). The PMRs are scheduled to discuss programmatic
issues related to the development and implementation of the Program. The reviews will provide the
opportunity to review the progress of the effort; as well as to conduct milestone reviews of deliverables,
and identifies and resolves any issues that may arise during the execution of the tasking.
The Team Lead will ensure that all program-related information required to meet the objectives of the
review are prepared and delivered not later than two weeks prior to the scheduled review date. The
Team Lead will also be responsible for identifying the Digital Inventory Systems STATag Program
Team personnel who will attend the review. The Team Lead will attend all Program Management
Reviews. The following information will be prepared in support of each PMR. Recorded during the
review and delivered before the completion of the review.
Technical Reviews
Formal technical reviews will be conducted on the dates specified in the master schedule. The reviews
will be held jointly with STATag, Digital Inventory Systems Team members and sub-suppliers as





necessary. An agenda and review material will be submitted to STATag two weeks prior to the
scheduled meeting. Review meeting minutes will be delivered before the completion of the review. The
objectives for each review are outlined below.
Reviews will be held to validate the direction taken for the design, development and test of the system.
The System Requirements Review (SRR), Preliminary Design Review (PDR), and Critical Design
Review (CDR) will be formal reviews held at Digital Inventory Systems’ facility. The Test Readiness
Reviews (TRR) will be formal reviews held prior to HAT & SAT.
System Requirements Review is conducted to ensure that the Program team fully understands the system
performance requirements specified in the System/Segment Specification. A detailed review of
requirements for the system and each subsystem will be reviewed. The System/Segment Specification
(Technical Specification) will be used in the review.
System Design Review is conducted to present and review the system design. System requirement
allocation to each system component will be discussed. The general approach to be taken for the
integration of each system component will be presented. The documents listed below will be used in the
review. This will be an informal review. The data will be included in the PDR.
System/Segment Design Document
System Interface Design Document
Software Requirements Review is conducted to review the software specification and interface
requirement specifications. This review will be conducted as part of the PDR.
Preliminary Design Review is conducted to present the preliminary design of the Program System. The
functional requirements of each subsystem will be discussed in detail. The following documents will be
used in the review:
Critical Design Review is conducted to review system integration issues. In particular the review will
focus on system interfaces.
Test Readiness Reviews are held to determine if the system is ready to proceed to the next level of test.
Test configurations and results from the previous test efforts will be presented. The test report from the
previous test will be used in the review. The following TRRs will be performed:
Prior to FAT
Prior to HAT
Prior to SAT
Quality Reviews
The Team Lead supported by the Research and Development / Quality Assurance Directory will establish
the time and identify attendees for all formal reviews. He will also coordinate with the appropriate
managers to conduct quality reviews at key program milestones, and in preparation for formal reviews
with the customer. Informal peer review and engineering planning meetings will also be held at the
discretion of each subsystem manager to discuss technical issues, conduct internal comment reviews, and
provide technical guidance to members of the Program team. As part of the quality activities for the
program, the quality team will conduct informal reviews to:




Evaluate the processes used by the Program team members to perform program tasks;
Evaluate deliverable products for compliance with contract requirements;
Evaluate work-in-process during engineering reviews;
Document results of each evaluation; and
Recommend corrective and preventive actions if necessary.
Evaluation Plan
Our company, Digital Inventory System, will conduct evaluations for each phase of STATag’s
development. These evaluations will contain a checklist of deliverables needed at the end of each phase.
During these evaluations we will track our progress to date then re-evaluate future productions and address
any technical issues or risk that have risen. We plan to evaluate our efficiency in maintaining our scheduled
budget, and its impact on our business’s present and future success. In addition to this, we plan to track our
product’s impact on our customers in respect to its optimization within their system.
Our project plan will continually be evaluated at the end of each phase. Phase zero will be considered a
success when we have secured a SBIR grant.
Phase one will be considered a success when our prototype is fully functional and has passed all testing.
Phase two will be considered a success when we have a real world working model up and running in the
hospital.
Phase three will be considered a success when our product reaches full production and our company has
reached a break-even point. In addition to this our customers have to reach their break-even point in order to
deem this phase a success.
The evaluation plan is as follows:
Program Design Reviews
 Assessment of the project at the end of each phase
Technical Testing
 Evaluate the direction taken in design, development, and testing of the project
o
Prototype testing
o
Integration testing
o
Web interface testing
Quality Testing/Reviews



Evaluate the processes used by team members to perform tasks
Evaluate deliverables for completeness at the end of each phase
Evaluate any new or pending risks as they occur
Periodical Reporting
 Used to evaluate our efficiency in maintaining our scheduled budget for this project
 Used to evaluate our progress at each phase
Our work break down structure outlines the time schedule we have planned to follow.
Marketing Plan
A market has been opened for STATag with the emergence of reVIEW, a program founded by Cindy
Jimmerson that employs the Toyota Production System. This system helps to create a more “defect-free”
product or service, reduce or eliminate waste, and improve workplace appreciation. This program was
spawned off the top ten wasteful prospects. One of the most wasteful concerns was equipment locating. It
has been found that 35 to 60% of a nurse’s time is wasted on, partly, searching for equipment. This figure
results
in
58
to
99
billion
dollars
wasted
on
an
annual
basis.
The marketing strategy addresses several facets. The problem with time wasted for locating equipment
can be drastically reduced. In a matter of seconds, a hospital employee can learn the location of a particular
piece of equipment with the click of a mouse. The benefit of saving hospitals time and money is an
incentive in itself. With the acquisition of STATag by a medical facility, a return on investment can be
achieved in as little as 8 months, allowing the hospital to return a profit from the system use in the first year.
Savings
in
subsequent
years
continue
to
ascend
as
product
usage
continues.
This will provide us with valid arguments when approaching a medical facility as a potential customer.
We will be able to show that a hospital will be able to achieve a higher level of service for its patients, and
maximize
efficiency
for
profitable
gain.
With the acquisition of funding from SBIR, we will be able to begin realistic marketing strategies.
Marketing strategies include medical journals and magazines, web advertising, attendance of medical trade
events
as
well
as
technological
expos
and
events.
In addition to the benefits attained by the use of the solution, a medical facility can advertise to its
customers that a high level of service and efficiency can be expected. This would encourage facilities
without such technology to consider using a product such as STATag to maintain competitiveness.
STATag will use the IEEE 802.14.5 standard which specifies ultra-low power self configuring wireless
networks. A main marketing strategy is the ease in maintenance with such a network. Most wireless
networking technologies in medical facilities employ IEEE 802.11, which require administrative overhead.
This overhead can be eliminated in IEEE 802.14.5 because of the specification that calls for self discovery
on
the
network.
For advertising of the solution, we plan to use $30,000 for booth rental of a trade show, with $4,000 (for
four
employees)
used
for
airfare.
For a trade show exhibit, we have considered the Florida International Medical Expo (FIME). FIME is an
attractive venue for our solution as it attracts medical experts from across the world, in addition to selling
out
the
2003
event.
We also plan to expand advertising to medical journals. According PERQ/HCI, in 1998, advertising in
medical
journals
topped
the
response
effectiveness
at
66.5%.
This concept alone shows that we can obtain market awareness and message penetration with the use of
medical journal advertising. Out of the top five rated best journals, the FDA Consumer Magazine published
by the FDA would be an obvious choice for our paper and web advertisements.(Note to group – this is a bimonthly
journal)
It will cost approximately $932,600 to build STATag. $850,000 comes from SBIR grants and another
$200,000 will come from an SBA loan.
Competition
The STATag uses an upcoming efficient wireless networking standard that is easy to maintain. Our
competitors use technology that requires additional expensive hardware, and includes wireless technology
that requires administration overhead. With STATag, no expensive access points are required, and the
wireless technology used is self-configuring and self-discovering. This means no time wasted with IT
administrative overhead.
Provides Real
Time
Location
Provides Real
Time
Location in
3D
Tag has serial
number
Tag knows
location
Location
history when
out of
building
Low cost
infrastructure
Low
administrative
overhead
Triggered
location
update on
movement
Can trigger
alarms
Can detect tag
removal
Allows for
update based
on local
switch
Digital
Inventory
Systems
X
WhereNet
Intermec
Symbol
Technologies
X
X
X
X
X
X
X
X
X
X*
X
X
X
X
X
X
X
X
X
The WhereNet solution only provides 2D locating. It does not address locating devices that are on
different floors. WhereNet’s solution also does not keep track of its location. In addition, WhereNet uses
802.11b IEEE standard which requires expensive access points once it has reached the ranges boundaries.
The Intermec solution does not provide any location tracking. Although it can trigger alarms, it is not
able to detect tag removal which makes it’s alarm mechanism defeatable.
Symbol Technologies provides no location tracking nor provides any alarm mechanisms. It is assumed
that’s its primary function is for inventory tracking alone and not for equipment location.
Funding Plan
The funding for a small startup company is arguably the one of most important aspect of planning. To
that end, the STATag team will be submitting an SBIR Grant proposal for the Phases I and Phases II of
product development. We will be submitting our application for a Small Business Innovation Research
(SBIR) grant to the Department of Health and Human Services in order to establish our development on
sound financial footing. Our SBIR application requests approximately $100,000 for Phase I development.
Phase I will last approximately 4 months and our team will be primarily focused on the development of our
prototype. We are additionally requesting $750,000 for Phase 2 of our project. During phase 2 our team
will develop a real-world version of the STATag system and we plan to implement the Real Time
Equipment Tracking in a test hospital.
Following phases 1 and 2 we anticipate receiving funding from Federal Small Business Administration
backed loan and sales revenue from completed STATag systems. These funding sources will provide the
funds for phase 3, our production ramp-up phase. From the beginning of phase 3 on our primary funding
source will be STATag sales, installation, and support revenue. We will require $200,000 start-up capital
from a funding organization before the beginning of phase 3. During phase 3 our goal will be to repay the
loan, build a customer base, and increase sales to approximately 20 hospitals a month. Following phase 3
we anticipate being a financially self-sufficient company turning an estimated profit of $75,000,000 at the
end of that phase. At that time we expect to expand into additional inventory tracking markets.
We are anticipating, at this time, to proceed from SBIR Grant money to becoming a self-sufficient
company. However, the possibility of being either acquired or invested in by a larger company is a distinct
possibility our team is receptive to. Possible companies that would take a financial interest in the STATag
and the Real Time Equipment Tracking technology include medical supply companies, medical equipment
manufacturers, and current inventory tracking solution providers. There are, however, currently no offers
for acquisition of our product or company at this time.
The STATag is, in our opinion, a very viable product and a sound investment. As our financial plan
currently stands we anticipate being able to develop the STATag in the financial and time constraints
previously stated. We believe that this product will revolutionize inventory tracking in not only the medical
equipment market but in any market for which it is introduced. The following are the proposed budgets for
phases I to III.
Staffing Plan
Initial Staff
Project Lead
The project lead is instrumental in managing the direction, resources, and personnel of the
project. He is responsible for upper management for the progress of the project; in addition, the
project lead has the final word over any department decision, and thus must have experience in
dealing with the various departmental operations of his team.
Manufacturing Director
The manufacturing director is responsible for the planning of the production schedule within
budgetary limitations and time constraints. This includes analyzing the project’s personnel and
resources, and selecting the best way to meet the production quota. The manufacturing director
will determine which machines to be used, and the sequence of production. Also, manufacturing
duties will include monitoring the production to make sure it stays on schedule and correcting
any problems that may arise.
Personnel Manager
The personnel manager is responsible for making sure the team gets the best from the people
who work for them. This role is characterized by a manager involved in selecting the right sort
of staff and promoting practices which ensure they are managed effectively. This includes
recruitment and selection of staff which includes drawing up job descriptions, preparing
advertisements, and checking application forms. The personnel manager will aid in employee
relations, employee services, pay and benefits, and human resource planning.
Quality Assurance / R&D Manager
The quality manager will monitor products and documentation to ensure they meet
specifications and standards of presentation and quality. This includes the following tasks:
-Study product specifications
-Sample products to determine whether they meet specifications and quality standards,
and take corrective action if necessary
-Analyze quality assurance data, and make recommendations for improvement.
-Train and assist operators to carry out their quality control functions.
Financial Manager
The financial manager will plan, organize, direct, control and evaluate the operation of financial
and accounting departments. Managing duties include developing and implementing the
financial policies and systems of establishments. This includes establishing the budget and
making sure the team stays within the budget.
Marketing Director
The marketing director will design, implement, and facilitate annual marketing plan for the team,
and is responsible for the development of the overall plan for how to approach the market.
Marketing strategies will be to support and facilitate development and implementation of section
business/marketing plans. Also, the director will plan and administer the team’s marketing
operations budget.
Contracted Staff
Technical Writer
The technical writer is responsible for complete documentation through the project phases.
Duties will include writing project plans, documents, and recording any events taken place
during the project process.
Drafter
The drafter is responsible for drawing the final production blueprints of the plastic housing for
the STATag.
Computer Engineer
The computer engineer will assist in the design of the lab prototype during phase 1.
Lawyer
The lawyer will conduct legal research, write the EULA and warranty documents, and provide
legal advice.
Hired Staff
Office Manager
The office manager will organize and supervise all of the administrative activities that take
places in the office. The main goal of the office manager is to keep the office running efficiently
and smoothly which includes arranging meetings, delegating work, and supervising the work of
the staff.
Software Engineer
The software engineer is in charge of designing, coding, and debugging all software related to
the development of the system as well as the necessary encryption to keep the data secure.
Installation Engineer
The installation engineer will be solely responsible for installation of the STATags in hospitals.
Planning of this installation will require the engineer to plan out the mapping process of the
building including precise placement of tracking tags in order to monitor position of the
STATags.
Network Engineer
The network engineer will be responsible for setting up and maintaining all DIS owned
computers and servers, including cabling, network switches, servers, workstations, operating
systems, and applications.
Accounts Manager
The accounts manager will be responsible for the company accounting and the accounting staff
(if hired after phase 3).
Accounts Receivable
The accounts receivable person will be responsible for prompt billing and the record keeping
associated with billing.
Help Desk Coordinator
The help desk coordinator will be responsible for training, supervising, and scheduling the tech
support personnel.
Tech Support
The tech support personnel will be responsible for answering the phones and assisting customers
by answering questions and assisting troubleshooting.
Inventory Manager
The inventory manager will be in charge of delegating the distribution of the inventory.
Sales Manager
The sales manager will delegate, organize, and lead the sales team. The overall responsibility of
the sales manager is to make sure all sales reach their goals. Duties will include recruiting and
training sales staff, supervising and monitoring the sales team, and establishing sale goals.
Salesman
The salesman’s job will be to sell the product during different business ventures. Duties will
include speaking at conferences or tradeshows to convince the public to buy our product. The
overall responsibility of the salesman is to find buyers and meet the sale goal.
Resource Plan
Our resource plan will be developed throughout three phases. During the first phase, resources will
consist mainly of office equipment and prototype development equipment. The second phase will consist of
additional office and prototype testing equipment. Finally in the third phase, budget resources will be
allocated towards the expansion of the business.
For the first phase, we have allocated 36,000 dollars toward essential office and prototype resources. With
this money we will purchase and furnish the office. In furnishing the office we will purchase computers and
the necessary software components, along with telephones and a network server. In addition to this we will
buy the prototype parts and electrical equipment to test the hardware components.
Phase two we have allocated 264,750 dollars for office, and marketing expansion. Along with this we
have allocated some of the funds toward developing the prototype. For the office we will expand and add
more furniture, more computers, and more Internet components. We will begin an extensive market
campaign, which will cause us to buy rental booths and advertising spots in tradeshow productions. In
addition to this we will have to buy testing and tooling equipment for our prototype. Office, prototype and
market develop are where we have projected our resource to encompass.
The last phase, phase three, we have allocated 701,600 dollars towards the expansion of production and
our marketing. Production expansion includes expanding our office, and purchasing more tooling supplies.
The marketing expansion includes airfare and car rentals at distant locations, and website site hosting.
As we anticipate expansion of our business, we need to anticipate expansion everywhere. Throughout
each phase we have accounted for staff, production and marketing to increase. By thinking ahead about the
necessary resources in each of these areas we have eliminated potential expansion problems.
Budgets
Phase 1
Phase Length (Months)
4
Overhead
Units
Office Space 2600 Sq. Feet
Utilities
Telephone/Internet
Cost
Qty
$1,800
$500
$400
4
4
4
$7,200
$2,000
$1,600
$6,000
1
$6,000
$2,500
1
$2,500
$8,000
1
$8,000
$1,000
1
$1,000
$3,500
1
$3,500
MS Visio / MS Project
Month
Month
Month
OneTime
OneTime
OneTime
OneTime
OneTime
OneTime
$3,000
1
$3,000
$34,800
Web Site Hosting
Jason Sadler - Marketing Director
Month
Month
$50
$2,250
4
4
$200
$9,000
$9,200
Drafter (plastic parts)
Computer Engineer
Prototype Parts
Hourly
Hourly
One-
$30
$60
$1,000
20
100
1
$600
$6,000
$1,000
Office Furniture
Electrical Eng. Equipment
Office Computers
Peachtree 2004
Network / Server
Total Overhead
Marketing
Total Marketing
Prototype Development
Sub-Total
Time
Total Electrical
Manufacturing
Total Manufacturing
$7,600
Francis Doligosa - Manufacturing
Director
Month
$2,250
4
$9,000
$9,000
Month
Month
$2,250
$2,250
4
4
$9,000
$9,000
Month
Month
$2,250
$2,250
4
4
Total Management
$9,000
$9,000
$36,000
Total Phase 1 Costs
$96,600
Management
Daniel Tubbs - Team Manager /
Computer Engineer
Joseph Williams - Personnel Manager
Latricia Simon - R & D Manager / QA
Manager
Brian Easton - Finance Officer
Phase 2
Phase Length (Months)
17
Overhead
Units
Office Space 2600 Sq. Feet
Utilities
Telephone/Internet
Cost
Qty
SubTotal
Month
Month
Month
Per
Hire
Per
Hire
Per
Hire
Per
Hire
$1,800
$500
$400
17
17
17
$30,600
$8,500
$6,800
$1,000
6
$6,000
$2,000
6
$12,000
$1,000
6
$6,000
$1,000
8
$8,000
$77,900
Month
Month
Hourly
OneTime
OneTime
OneTime
OneTime
OneTime
OneTime
$50
$3,500
$40
17
17
40
$850
$59,500
$1,600
$30,000
1
$30,000
$11,000
5
$55,000
$2,000
2
$4,000
$400
1
$400
$500
2
$1,000
$500
2
$1,000
$153,350
$2,500
1
$2,500
$2,500
1
$2,500
$3,000
1
$3,000
$20,000
2
$40,000
$15,000
$50
1
100
$15,000
$5,000
$20,000
1
$20,000
$88,000
$4,500
$3,500
17
2.5
$76,500
$8,750
Error Reporting Software
Month
Month
OneTime
$50
100
$5,000
$90,250
Manufacturing
Total Manufacturing
Francis Deligosa - Manufacturing Director
Month
$3,500
17
$59,500
$59,500
Management
Daniel Tubbs - Team Manager
Month
$4,000
17
$68,000
Office Furniture
Office Computers
Network / Server
Development Software
Total Overhead
Marketing
Web Site Hosting
Jason Sadler - Marketing Director
Graphics Designer
Trade Show Booth Rental
Trade Magazine Ad
Airfare to Tradeshow
Car Rental
Hotel
Entertainment
Total Marketing
Prototype Development
Test WWW Server
Test DB Server
Test Workstations
Plastic Tooling
Production Engineering
Test Run
FCC Approval Testing
OneTime
OneTime
OneTime
OneTime
OneTime
Per Tag
OneTime
Total Prototype
Software
Software Engineer 2
Technical Writer
Total Software
Joseph Williams - Personnel manager
Brian Easton - Finance Manager
Latricia Simon - R&D Manager / QA
Manager
Office Manager
Lawyer
Month
Month
$3,500
$3,500
17
17
$59,500
$59,500
Month
Month
Hour
$3,500
$2,500
$300
17
17
180
$59,500
$42,500
$54,000
$343,000
Installation Engineer
Network Engineer
Month
Month
$4,000
$4,000
3
3
$12,000
$12,000
Total Management
Hospital Installation
Total Hospital
Installation
$24,000
Total Phase Cost
$836,000
Phase 3
Phase Length (Months)
20
Overhead
Units
Cost
Qty
Office Space 6000 Sq. Feet
Utilities
Telephone/Internet
Office Furniture
Office Computers
Network / Server
Development Software
Month
Month
Month
One-Time
One-Time
One-Time
One-Time
$4,000
$1,000
$600
$1,000
$2,000
$1,000
$1,000
20
20
20
10
10
10
10
$80,000
$20,000
$12,000
$10,000
$20,000
$10,000
$10,000
$162,000
Web Site Hosting
Jason Sadler - Marketing Director
Trade Show Booth Rental
Trade Magazine Ad
Airfare to Tradeshow
Car Rental
Hotel
Entertainment
Month
Month
One-Time
One-Time
One-Time
One-Time
One-Time
One-Time
$50
$4,000
$30,000
$11,000
$2,000
$400
$500
$500
20
20
4
4
16
4
16
16
$1,000
$80,000
$120,000
$44,000
$32,000
$1,600
$8,000
$8,000
$294,600
Sales Manager
East Coast Sales
West Coast Sales
Midwest Sales
East Coast Sales
West Coast Sales
Midwest Sales
Month
Month
Month
Month
Month
Month
Month
$7,000
$6,000
$6,000
$6,000
$6,000
$6,000
$6,000
20
20
20
20
20
20
20
$140,000
$120,000
$120,000
$120,000
$120,000
$120,000
$120,000
$860,000
Software Engineer 1
Software Engineer 1
Software Engineer 1
Month
Month
Month
$4,000
$4,000
$4,000
20
20
20
$80,000
$80,000
$80,000
$240,000
Francis Deligosa - Manufacturing Director
Inventory Manager
Month
Month
$4,000
$3,000
20
20
$80,000
$60,000
Total Overhead
Marketing
Total Marketing
Sales
Total Sales
Development
Total Development
Manufacturing
Sub-Total
Per
50000
$20,000
16
$320,000
$460,000
Daniel Tubbs - Team Manager
Joseph Williams - Personnel manager
Latricia Simon - R&D Manager / QA
Manager
Brian Easton - Finance Manager
Office Manager
Accounts Manager
Accounts Receivable
Month
Month
$5,000
$4,000
20
20
$100,000
$80,000
Month
Month
Month
Month
Month
$4,000
$4,000
$3,500
$4,000
$3,500
20
20
20
20
20
$80,000
$80,000
$70,000
$80,000
$70,000
$560,000
Lead Installation Engineer
Installation Engineer
Installation Engineer
Installation Engineer
Installation Engineer
Installation Engineer
Installation Engineer
Month
Month
Month
Month
Month
Month
Month
$5,000
$4,500
$4,500
$4,500
$4,500
$4,500
$4,500
20
20
20
20
20
20
20
$100,000
$90,000
$90,000
$90,000
$90,000
$90,000
$90,000
Retool Plastic Mold
Total Manufacturing
Management
Total Management
Installation Department
Total Hospital
Installation
Support Department
Total Hospital
Installation
Total Phase Cost
$640,000
Help Desk Coordinator
Tech Support
Tech Support
Tech Support
Ticket Tracking Software
Month
Month
Month
Month
One-Time
$3,000
$2,500
$2,500
$2,500
$5,000
20
20
20
20
1
$60,000
$50,000
$50,000
$50,000
$5,000
$215,000
$3,431,600
E. Human Subjects: Not Applicable
No human subjects are involved in this project.
F. Vertebrate Animals: Not Applicable
No vertebrate animals are involved in this project.
G. Literature Cited
1. Mark Murphy, Research Brief: Eliminating Wasteful Work in Hospitals Improves Margin, Quality and
Culture, Murphy Leadership Institute, 2003
2. Hospital Statistics, American Hospital Association, 2004
3. Cost of Caring: Key Drivers of Growth in Spending on Hospital Care, PriceWaterhouseCoopers, 2003
4. Cindy Jimmerson, RN, Dorthy Weber, MSW, and Durward Sobek, PhD, Reducing Waste and Errors:
Piloting Lean Principles at IHC, not yet published.
H. Consortium/Contractual Agreements
None consortium/contractual agreements are involved in this project.
I.
Letters of Support
None.
J. Product Development Plan: Not Applicable
SBIR/STTR Phase II and Fast-Track only.
Principal Investigator/Program Director (last, First, Middle):
Tubbs, Daniel L.
CHECKLIST
TYPE OF APPLICATION (Check all that apply.)
NEW application. (This application is being submitted to the PHS for the first time.)
SBIR Phase I
SBIR Phase II: SBIR Phase I Grant No.
SBIR Fast Track
STTR Phase I
STTR Phase II: STTR Phase I Grant No.
STTR Fast Track
REVISION of application number:
(This application replaces a prior unfunded version of a new, competing continuation, or supplemental application.)
INVENTIONS AND PATENTS
(Competing continuation appl. and Phase II only)
COMPETING CONTINUATION of grant number:
(This application is to extend a funded grant beyond its current project period.)
No
Previously reported
SUPPLEMENT to grant number:
Yes. If “Yes,”
Not previously reported
(This application is for additional funds to supplement a currently funded grant.)
CHANGE of principal investigator/program director.
Name of former principal investigator/program director:
FOREIGN application or significant foreign component.
1. PROGRAM INCOME (See instructions.)
All applications must indicate whether program income is anticipated during the period(s) for which grant support is request. If program income is
anticipated, use the format below to reflect the amount and source(s).
Budget Period
Anticipated Amount
Source(s)
2. ASSURANCES/CERTIFICATIONS (See instructions.)
The following assurances/certifications are made and verified by the
signature of the Official Signing for Applicant Organization on the Face
Page of the application. Descriptions of individual assurances/
certifications are provided in Section III. If unable to certify compliance,
where applicable, provide an explanation and place it after this page.
•Debarment and Suspension; •Drug- Free Workplace (applicable to new
[Type 1] or revised [Type 1] applications only); •Lobbying; •NonDelinquency on Federal Debt; •Research Misconduct; •Civil Rights
(Form HHS 441 or HHS 690); •Handicapped Individuals (Form HHS 641
or HHS 690); •Sex Discrimination (Form HHS 639-A or HHS 690); •Age
Discrimination (Form HHS 680 or HHS 690); •Recombinant DNA and
•Human Subjects; •Research Using Human Embryonic Stem Cells•
Human Gene Transfer Research; •Financial Conflict of Interest (except
•Research on Transplantation of Human Fetal Tissue •Women and
Phase I SBIR/STTR) •STTR ONLY: Certification of Research Institution
Minority Inclusion Policy •Inclusion of Children Policy• Vertebrate Animals• Participation.
3. FACILITIES AND ADMINSTRATIVE COSTS (F&A)/ INDIRECT COSTS. See specific instructions.
DHHS Agreement dated:
No Facilities And Administrative Costs Requested.
DHHS Agreement being negotiated with
Regional Office.
No DHHS Agreement, but rate established with
Date
CALCULATION* (The entire grant application, including the Checklist, will be reproduced and provided to peer reviewers as confidential information.)
a. Initial budget period:
Amount of base $
x Rate applied
% = F&A costs
$
b. 02 year
Amount of base $
x Rate applied
% = F&A costs
$
c. 03 year
Amount of base $
x Rate applied
% = F&A costs
$
d. 04 year
Amount of base $
x Rate applied
% = F&A costs
$
e. 05 year
Amount of base $
x Rate applied
% = F&A costs
$
TOTAL F&A Costs
$
*Check appropriate box(es):
Salary and wages base
Modified total direct cost base
Other base (Explain)
Off-site, other special rate, or more than one rate involved (Explain)
Explanation (Attach separate sheet, if necessary.):
4. SMOKE-FREE WORKPLACE
PHS 398 (Rev. 05/01)
Yes
No (The response to this question has no impact on the review or funding of this application.)
Page 47
Checklist Form Page
Principal Investigator/Program Director (Last, First, Middle):
Tubbs, Daniel L.
Place this form at the end of the signed original copy of the application.
Do not duplicate.
PERSONAL DATA ON
PRINCIPAL INVESTIGATOR/PROGRAM DIRECTOR
The Public Health Service has a continuing commitment to monitor the operation of its review and
award processes to detect—and deal appropriately with—any instances of real or apparent inequities
with respect to age, sex, race, or ethnicity of the proposed principal investigator/program director.
To provide the PHS with the information it needs for this important task, complete the form below and
attach it to the signed original of the application after the Checklist. Do not attach copies of this form
to the duplicated copies of the application.
Upon receipt of the application by the PHS, this form will be separated from the application. This form
will not be duplicated, and it will not be a part of the review process. Data will be confidential, and will
be maintained in Privacy Act record system 09-25-0036, “Grants: IMPAC (Grant/Contract Information).”
The PHS requests Social Security Numbers for accurate identification, referral, and review of
applications and for management of PHS grant programs. Provision of the Social Security Number is
voluntary. No individual will be denied any right, benefit, or privilege provided by law because of refusal
to disclose his or her Social Security Number. The PHS requests the Social Security Number under
Sections 301(a) and 487 of the PHS Acts as amended (42 U.S.C 241a and U.S.C. 288). All analyses
conducted on the date of birth and race and/or ethnic origin data will report aggregate statistical
findings only and will not identify individuals. If you decline to provide this information, it will in no way
affect consideration of your application. Your cooperation will be appreciated.
DATE OF BIRTH (MM/DD/YY)
11/22/33
SEX/GENDER
SOCIAL SECURITY NUMBER
123-45-6789
Female
Male
ETHNICITY
1. Do you consider yourself to be Hispanic or Latino? (See definition below.) Select one.
Hispanic or Latino. A person of Mexican, Puerto Rican, Cuban, South or Central American, or other Spanish culture
or origin, regardless of race. The term, “Spanish origin,” can be used in addition to “Hispanic or Latino.”
Hispanic or Latino
Not Hispanic or Latino
RACE
2. What race do you consider yourself to be? Select one or more of the following.
American Indian or Alaska Native. A person having origins in any of the original peoples of North, Central, or South
America, and who maintains tribal affiliation or community attachment.
Asian. A person having origins in any of the original peoples of the Far East, Southeast Asia, or the
Indian subcontinent, including, for example, Cambodia, China, India, Japan, Korea, Malaysia, Pakistan, the Philippine
Islands, Thailand, and Vietnam. (Note: Individuals from the Philippine Islands have been recorded as Pacific Islanders
in previous data collection strategies.)
Black or African American. A person having origins in any of the black racial groups of Africa. Terms such as
“Haitian” or “Negro” can be used in addition to “Black” or African American.”
Native Hawaiian or Other Pacific Islander. A person having origins in any of the original peoples of Hawaii, Guam,
Samoa, or other Pacific Islands.
White. A person having origins in any of the original peoples of Europe, the Middle East, or North Africa.
Check here if you do not wish to provide some or all of the above information.
PHS 398 (Rev. 05/01)
DO NOT PAGE NUMBER THIS FORM
Personal Data Form Page
Principal Investigator/Program Director (Last, First, Middle):
Tubbs, Daniel L.
Targeted/Planned Enrollment Table
This report format should NOT be used for data collection from study participants.
Study Title:
Total Planned Enrollment:
TARGETED/PLANNED ENROLLMENT: Number of Subjects
Ethnic Category
Females
Sex/Gender
Males
Total
Hispanic or Latino
Not Hispanic or Latino
Ethnic Category: Total of All Subjects *
Racial Categories
American Indian/Alaska Native
Asian
Native Hawaiian or Other Pacific Islander
Black or African American
White
Racial Categories: Total of All Subjects *
* The “Ethnic Category: Total of All Subjects” must be equal to the “Racial Categories: Total of All Subjects.”
PHS 398/2590 (Rev. 05/01)
Page 49
Targeted/Planned Enrollment Format Page
Principal Investigator/Program Director (Last, First, Middle):
Tubbs, Daniel L.
Inclusion Enrollment Report
This report format should NOT be used for data collection from study participants.
Study Title:
Total Enrollment:
Protocol Number:
Grant Number:
PART A. TOTAL ENROLLMENT REPORT: Number of Subjects Enrolled to Date (Cumulative)
by Ethnicity and Race
Sex/Gender
Unknown or
Ethnic Category
Females
Males
Not Reported
Total
**
Hispanic or Latino
Not Hispanic or Latino
Unknown (individuals not reporting ethnicity)
*
Ethnic Category: Total of All Subjects*
Racial Categories
American Indian/Alaska Native
Asian
Native Hawaiian or Other Pacific Islander
Black or African American
White
More Than One Race
Unknown or Not Reported
*
Racial Categories: Total of All Subjects*
PART B. HISPANIC ENROLLMENT REPORT: Number of Hispanics or Latinos Enrolled to Date (Cumulative)
Racial Categories
Females
Males
Unknown or
Not Reported
Total
American Indian or Alaska Native
Asian
Native Hawaiian or Other Pacific Islander
Black or African American
White
More Than One Race
Unknown or Not Reported
**
Racial Categories: Total of Hispanics or Latinos**
* These totals must agree.
** These totals must agree.
PHS 398/2590 (Rev. 05/01)
Page 50
Inclusion Enrollment Report Format Page
STTR Research Institution Budget
Additional Page
Principal Investigator/Program Director:
(Last, First, Middle)
BUDGET of RESEARCH INSTITUTION (STTR ONLY)
Tubbs, Daniel L.
FROM
THROUGH
NAME AND ADDRESS OF RESEARCH INSTITUTION
PERSONNEL
ROLE ON
PROJECT
NAME
TYPE
APPT.
(months)
%
EFFORT
ON
PROJ.
DOLLAR AMOUNT REQUESTED (omit cents)
INST.
BASE
SALARY
SALARY
REQUESTED
FRINGE
BENEFITS
TOTAL
Principal
Investigator
SUBTOTALS
$
CONSULTANT COSTS
EQUIPMENT (Itemize)
SUPPLIES (Itemize by category)
TRAVEL
PATIENT CARE COSTS
INPATIENT
OUTPATIENT
ALTERATIONS AND RENOVATIONS (Itemize by category)
OTHER EXPENSES (Itemize by category)
TOTAL DIRECT COSTS (also enter as Consortium/Contractual Costs on Budget Page of Small Business Concern)
FACILITIES and ADMINISTRATIVE COSTS (show calculation)
(also enter as Consortium/Contractual Costs on Budget of Small Business Concern)
$
$
CERTIFICATION OF RESEARCH INSTITUTION PARTICIPATION. Through the signature below of the duly authorized representative of the
research institution on this “Certification of Research Institution” page, and by way of the signature of the official signing for applicant organization
(small business concern) on the Face Page of the application, the small business concern and the research institution certify jointly that: (1) the
proposed STTR project will be conducted jointly by the small business concern and the research institution in which not less than 40 percent of the
work will be performed by the small business concern and not less than 30 percent of the work will be performed by the research institution
(“cooperative research and development”); (2) the proposed STTR project is a cooperative research or research and development effort to be
conducted jointly by the small business concern and the research institution in which not less than 40 percent of the work will be performed by the
small business concern and not less than 30 percent of the work will be performed by the research institution (“performance of research and
analytical work”); and (3) regardless of the proportion of the proposed project to be performed by each party, the small business concern will be the
primary party that will exercise management direction and control of the performance of the project. If the research institution is a contractor-operated
federally funded research and development center, the duly authorized representative of the contractor-operated federally funded research and
development center certifies, additionally, that it: (4) is free from organizational conflicts of interests relative to the STTR program; (5) did not use
privileged information gained through work performed for an STTR agency or private access to STTR agency personnel in the development of this
STTR grant application; and (6) used outside peer review, as appropriate, to evaluate the proposed project and its performance therein.
Signature of Duly Authorized Representative
Printed Name
Title
Date of Signature
PHS 398 (Rev. 05/01)
Page 51
STTR Research Institution Budget Form Page
STTR Additional Page
Research Institution Certification
Modular Applications ONLY
Principal Investigator/Program Director:
(Last, First, Middle)
Tubbs, Daniel L.
Certification of Research Institution for
Small Business Technology Transfer Grants
Through the signature below of the duly authorized representative of the research institution on this “Certification of
Research Institution” page, and by way of the signature of the official signing for applicant organization (small business
concern) on the Face Page of the application, the small business concern and the research institution certify jointly that:
(1) the proposed STTR project will be conducted jointly by the small business concern and the research institution in
which not less than 40 percent of the work will be performed by the small business concern and not less than 30
percent of the work will be performed by the research institution (“cooperative research and development”);
(2) the proposed STTR project is a cooperative research or research and development effort to be conducted jointly by
the small business concern and the research institution in which not less than 40 percent of the work will be
performed by the small business concern and not less than 30 percent of the work will be performed by the
research institution (“performance of research and analytical work”); and
(3) regardless of the proportion of the proposed project to be performed by each party, the small business concern will
be the primary party that will exercise management direction and control of the performance of the project.
If the research institution is a contractor-operated federally funded research and development center, the duly
authorized representative of the contractor-operated federally funded research and development center certifies,
additionally, that it:
(4) is free from organizational conflicts of interests relative to the STTR program
(5) did not use privileged information gained through work performed for an STTR agency or private access to STTR
agency personnel in the development of this STTR grant application; and
(6) used outside peer review, as appropriate, to evaluate the proposed project and its performance therein.
Signature of Duly Authorized Representative
Date of Signature
Printed Name and Title of Duly Authorized Representative
Research Institution Total Costs =
(Direct costs + F&A Costs)
PHS 398 (Rev. 05/01)
Page 52
STTR Research Institution Certification Format Page
Mailing address for application
Use this label or a facsimile
All applications and other deliveries to the Center for Scientific Review must come either via
courier delivery or via the United States Postal Service (USPS.) Applications delivered by
individuals to the Center for Scientific Review will no longer be accepted.
Applications sent via the USPS EXPRESS or REGULAR MAIL should be sent to the following address:
CENTER FOR SCIENTIFIC REVIEW
NATIONAL INSTITUTES OF HEALTH
6701 ROCKLEDGE DRIVE
ROOM 1040 – MSC 7710
BETHESDA, MD 20892-7710
NOTE: All applications sent via a courier delivery service (non-USPS) should use this address, but
CHANGE THE ZIP CODE TO 20817
The telephone number is 301-435-0715. C.O.D. applications will not be accepted.
For application in response to RFA
Use this label or a facsimile
IF THIS APPLICATION IS IN RESPONSE TO AN RFA, be sure to put the RFA number in line 2 of the application face
page. In addition, after duplicating copies of the application, cut along the dotted line below and staple the RFA label to
the bottom of the face page of the original and place the original on top of your entire package. Failure to use this RFA
label could result in delayed processing of your application such that it may not reach the review committee on time for
review. Do not use the label unless the application is in response to a specific RFA. Also, applicants responding to a
specific RFA should be sure to follow all special mailing instructions published in the RFA.
RFA No. ____
_______________
RFA
Mailing address for application
Use this label or a facsimile
All applications and other deliveries to the Center for Scientific Review must come either via
courier delivery or via the USPS. Applications delivered by individuals to the Center for
Scientific Review will no longer be accepted.
Applications sent via the USPS EXPRESS or REGULAR MAIL should be sent to the following address:
CENTER FOR SCIENTIFIC REVIEW
NATIONAL INSTITUTES OF HEALTH
6701 ROCKLEDGE DRIVE
ROOM 1040 – MSC 7710
BETHESDA, MD 20892-7710
NOTE: All applications sent via a courier delivery service (non-USPS) should use this address, but
CHANGE THE ZIP CODE TO 20817
The telephone number is 301-435-0715. C.O.D. applications will not be accepted.
For application in response to SBIR/STTR
Use this label or a facsimile
IF THIS APPLICATION IS IN RESPONSE TO AN SBIR/STTR Solicitation, be sure to put the SBIR/STTR Solicitation
number in line 2 of the application face page. In addition, after duplicating copies of the application, cut along the dotted
line below and staple the appropriate SBIR or STTR label to the bottom of the face page of the original and place the
original on top of your entire package. If this SBIR or STTR application is in response to an RFA, be sure to also include
the RFA No. in the space provided below.
SBIR
RFA No. ___________________(if applicable)
STTR
RFA No. ___________________(if applicable)