Digital Mapping Solution
CS410 Green Team
December 16, 2010
[DMS SBIR DOCUMENTATION] December 16, 2009
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Table of Contents
Section
Author
No. of pages in
section
Page Number
NSF Cover Page
Joseph Conlin
2
4
Project Summary
Joseph Conlin
1
6
Management Plan
Joseph Conlin
6
7
Staffing Plan
Joseph Conlin
11
13
Resource Plan
Sean Christe
4
27
Funding Plan
Ian Iepson
5
31
Marketing Plan
Brandon Smith
8
37
Risk Plan
Brandon Smith
4
45
Evaluation Plan
Brittany Cunningham
5
49
Database Design
Sean Christe
1
55
WBS
Joseph Conlin
3
56
Appendix
3
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Project Summary
Through the past few years mapping technologies have made a move from traditional
paper distribution to a more digital environment. This change has been especially noticeable in
the automotive industry. However, a fully digital mapping solution still poses major difficulties for
pedestrian traffic. The required granularity for mapping foot paths in dense urban areas is far
too complex for any one organization to maintain and the technologies that allow for digital
maps are generally too expensive or complex for individual organizations to maintain.
Digital Mapping Solutions intends to resolve this problem through the development of an
entirely digital, easy to maintain, and easy to access online map for pedestrian traffic. This
project would allow individual organizations to build and maintain their own digital maps
outlining foot paths to their end users. The solutions would also have the capability to be
instantly updatable through an intuitive administrative interface. Added features would be the
ability to add overlays and states to different pathways or areas of the map which would affect
traffic flow. These overlays could be used to represent anything from flash flood zones during a
storm to crowded pathways during a football game.
This project would not only provide pedestrians with a safer, more reliable form of map
information, but would also save the organization money. Without having to print thousands of
paper maps on high quality paper and not having to pay a survey team to draw a new map
every few years, the DMS would save the average location thousands of dollars over the course
of its life.
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Digital Mapping Solution
DMS
Man
agement Plan
Version:
1.0
Author:
Joseph Conlin
Date:
16 December 2009
Status:
Final
Project Identification
This is the Management Plan for Dynamic Mapping Solutions (DMS). This plan is intended to
describe and discuss all aspects of documentation, software development, and required
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resources for development and implementation. The Green Team is responsible for developing,
testing and training for the Dynamic Mapping Solution.
Overview
Project execution will be performed according to the standards established by the planning
documents. These documents include the Project Management Plan, Marketing Plan, Staffing
Plan, Funding Plan, Resource Plan, Risk Management Plan, and Evaluation Plan. Combined,
these plans form a detailed outline of how the project is to be conducted.
Management Plan
Risk Plan
Market Plan
Funding Plan
Staffing Plan
Evaluation Plan
[Figure 1: Management Plan Diagram]
The Project Management Plan describes the management philosophy, Project organization,
schedule, and major milestones that serve as a guide for execution of the Project. 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
Project Team Organization With Areas of Responsibility
Work Breakdown Structure
Project Planning
Progress Reporting and Team Management
Detailed Project Schedule and Milestones
Project Reviews
The Project Management Plan provides guidance for the content and execution of the following
plans:





Risk Plan
Market Plan
Funding Plan
Staffing Plan
Evaluation Plan
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Project Outlook
The goal of DMS is to develop a product that will provide large, complex geographic locations
with a completely customizable pedestrian mapping solution which they can provide to their
customers. This includes the ability to change any given entity on the map in real time and to
apply pre-determined “states” to redirect foot traffic away from hazards in a quick, reliable, and
easy to use interface.
Management Approach
DMS’s management goal is to work closely with the customer to fully understand their mapping
requirements and field a system that meets and exceeds those requirements. The management
approach to executing contracts at DMS is based on the idea that every location is different and
has its own special requirements. In order to make a product that can compete in this field we
must develop with the intent for customization. Every customer implementation will have its own
set of requirements that must be met, so our product must have the capability to form toward
those requirements.
As a result DMS will have to take a marketing approach which adheres toward individualized
teams meeting in person with new customers and assisting with the initial implementation of the
product. After this implementation however, the system should be robust enough and simple
enough that any location can manage and maintain it without our additional interference.
Tool Utilization
The research and development team will have access to many tools designed to increase
productivity and maximize efficiency and quality of the final product. Microsoft Office
Communicator will be the primary tool for online communication as the server is maintained by
the Old Dominion University Computer Science Department and has many capabilities, such as
the Live Meeting client, which are not available other free communication services.
Project Team
The Project 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 DMS plans to
use existing technologies and algorithms that are proven to work.

Joseph Conlin (Project Manager)
o
Overall management responsibility for DMS is assigned to the Project Manager
who is responsible for planning and coordination of the day-to-day technical,
contractual, and financial aspects of the project. He is responsible for the
generation, management, and execution of all Project schedules. To assist him in
these tasks there are also five other positions as follows
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
Ian Iepson (Financial Specialist)
o

The Marketing Specialist is responsible for assessing the market for our product
and finding out exactly what the customer want. He is also responsible for
making sure that when the product in finished there is a willing consumer base
which can immediately begin implementing the product and begin to fund the
company through post-production.
Brittany Cunningham and Sean Christe (Software Specialists)
o

The Financial Specialist is responsible for producing and managing the budget
for the project. He will work with both the Project Manager and the Marketing
Specialist to ensure that the final product is not only successful, but also financial
beneficial to the company.
Brandon Smith (Marketing Specialist)
o
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The Software Specialists are responsible for making sure the product developed
meets all specifications of the customer base. They are also responsible for the
product’s structure, implementation, and testing. The Software Specialists are
separates into two teams, an interface team and an architecture team. Each
team will work in parallel and will combine efforts in the final testing phase of the
product.
Rodney Blythe (Webmaster and Documentation Specialist)
o
The Webmaster is responsible for maintaining an up to date website for customer
interaction. He will work closely with the Marketing Specialist to produce a
website that is inviting to potential customers. As Documentation Specialist he
will be responsible for maintaining all documents developed and published by
DMS in a manner which is easily accessible and well organized.
Project Duration
The DMS project is a 2 year project through delivery of the first full implementation. The phase 0
will consist of a preliminary design and will last 4 months. Phase 1 is the prototype and proof of
concept phase which will last no more than 6 months. Phase 2 will comprise of the final
solution’s development. This will include one full implementation to use for marketing and as a
beta testing site. Phase 2 will last approximately 1 year. Phase 3 will be post-production.
Work Breakdown Structure
The work breakdown structure is created and maintained by the Project Manager with the
assistance of all other team members. For every element in the work breakdown structure there
is a length of time and a price associated as projected by the Project Manager. The work
breakdown structure is vital for developing the product on time and within budget. It also
provides the Project Manager with a reasonable estimation on the completion time for the
product. A full work breakdown structure can be seen attached to the appendix.
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Major Milestones
Major milestones can be broken into smaller tasks that define all aspects of the project through
the different phases. For full descriptions of the milestones, please consult the evaluation plan.
Phase 0







Approved Solution
Major Functional Components Diagram
Feasibility Presentation
Work Breakdown Structure
2nd Presentation
Fully Functional Website
Final Presentation
Phase 1





Major Requirements List
Full Documentation
Database Design
Functional Prototype
o Admin and User Interfaces
o Architecture Design
Prototype Presentation
Phase 2





Final Test Plan
Final Database Design
Final Product
o Fully functional interfaces
o Fully functional program architecture
Documentation
Initial implementation for test site
Phase 3





Website maintenance
Marketing
Distribution
New customer implementation
Customer support
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Software updates
Progress Reports
In order to maintain a thorough understanding of the project’s progress, several reports will
be required throughout the duration of the project. These include monthly progress reports,
technical reports, budget reports, and reviews.
Monthly Progress Reports
Monthly Progress reports will be due from each member of the team. These reports are to
be submitted to the Project Manager and will detail what has been accomplished since the
last report, what is currently in progress, and what is still withstanding. These reports will aid
the Project Manager in maintaining an overall view of the project’s progress while still
maintaining the daily interactions with the rest of the team.
Technical Reports
Technical reports will be delivered by software engineers to their direct supervisors on a
weekly basis. These reports will include information on completed tasks, in progress tasks,
and pending tasks as scheduled in the work breakdown structure. These reports will also
report on any unforeseen problems with the product design.
Budget Reports
The Financial Specialist will be responsible for delivering a weekly budget report to the
Project Manager. This report will describe the project’s progress in terms of dollar amount,
as defined by the work breakdown structure, and the amount spent to date on staffing,
resources, and equipment. This report is intended to identify budget deficits early so that
they can be dealt with before they become a major problem.
Reviews
The entire team will be required to deliver a monthly self-review to their immediate
supervisors. The contents of these reports are to be decided by the supervisors but should
include self progress, tasks completed, tasks currently being worked on, and any problems
that may have hindered their progress.
Evaluations Standards
The Evaluation Plan will determine completion of all tasks and deliverables. Task status
reports and progress reports will be handled as described above.
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Digital Mapping Solution
DMS
Staf
fing Plan
Version:
1.0
Date:
16 December 2009
Status:
Final
Purpose
This document will describe all staffing requirements for each phase of the project. This
document also explains each staff member’s responsibilities and duties. This plan also explains
why each staff member is required to complete that specific phase of the project.
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Phase 0
Phase 0 is the initial project inception and concept design. This phase requires the least amount
of staffing and will focus primarily on the project’s feasibility and design. This phase will also set
the schedule and budget for each of the following phases. Each of the team members in this
phase will be students who work for no salary and thus this phase has no budget.
Project Manager
Joseph Conlin
Software Specialist
Software Specialist
Brittany Cunningham
Sean Christe
Webmaster and
Documentation
Specialist
Rodney Blythe
Marketing
Specialist
Financial
Specialist
Brandon Smith
Ian Iepson
[Figure 1: Phase 0 Organization Chart]
Staff Responsibilities
Project Manager
Overall management responsibility for DMS is assigned to the Project Manager
who is responsible for planning and coordination of the day-to-day technical,
contractual, and financial aspects of the project. He is responsible for the
generation, management, and execution of all Project schedules. The Project
Manager’s primary responsibilities are as follows:
 Assure that all tasks are assigned and are performed in accordance with
the evaluation plan
 Develop the work breakdown structure
 Resolve budget and scheduling conflicts
 Assign resources to tasks
 Prioritize tasks
 Define tasks dependencies
Marketing Specialist
The Marketing Specialist is responsible for assessing the market for our product
and finding out exactly what the customer want. He is also responsible for
making sure that when the product in finished there is a willing consumer base
which can immediately begin implementing the product and begin to fund the
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company through post-production. The marketing specialist’s primary
responsibilities are as follows:
 Determine target market
 Define customer requirements and ensure that they are met
 Choose and manage marketing vendor
 Determine overall marketing plan
Software Specialist
The Software Specialists are responsible for making sure the product developed
meets all specifications of the customer base. They are also responsible for the
product’s structure, implementation, and testing. The Software Specialists are
separates into two teams, an interface team and an architecture team. Each
team will work in parallel and will combine efforts in the final testing phase of the
product. The software specialists’ primary responsibilities are as follows:
 Determine algorithms for use by DMS
 Identify individual aspects of the software package to be developed
 Develop plan for development and testing
 Divide major milestones into manageable tasks and estimate time
requirements for each task
Financial Specialist
The Financial Specialist is responsible for producing and managing the budget
for the project. He will work with both the Project Manager and the Marketing
Specialist to ensure that the final product is not only successful, but also financial
beneficial to the company. The financial specialist’s primary responsibilities are
as follows:
 Develop budget
 Price software to ensure profit
 Develop financial and funding plan
Webmaster and Documentation Specialist
The Webmaster is responsible for maintaining an up to date website for customer
interaction. He will work closely with the Marketing Specialist to produce a
website that is inviting to potential customers. As Documentation Specialist he
will be responsible for maintaining all documents developed and published by
DMS in a manner which is easily accessible and well organized. This staff
member’s primary responsibilities are as follows:
 Develop website
 Implement documentation management system
 Ensure document access as project progresses
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Phase 1
Once the project as defined in phase 0 is approved and funded the project will enter Phase 1;
the prototype development phase. This phase will require many of the same staff as defined
before but will have a different organization structure. The largest change is the software team
will be split into two sections; an interface component and a back end architecture component.
Project Manager
Webmaster
Financial Director
Software Team
GUI Development
Manager
Architecture
Development
Manager
Documentation
Director
Marketing Director
[Figure 2: Phase 1 Organization Chart]
Staff Responsibilities
Project Manager
Overall management responsibility for DMS is assigned to the Project Manager
who is responsible for planning and coordination of the day-to-day technical,
contractual, and financial aspects of the project. He is responsible for the
generation, management, and execution of all Project schedules. The Project
Manager’s primary responsibilities are as follows:
 Assure that all tasks are assigned and are performed in accordance with
the evaluation plan
 Maintain the work breakdown structure
 Resolve budget and scheduling conflicts
 Assign resources to tasks
 Prioritize tasks
 Define tasks dependencies
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Marketing Director
The Marketing Specialist is responsible for assessing the market for our product
and finding out exactly what the customer want. He is also responsible for
making sure that when the product in finished there is a willing consumer base
which can immediately begin implementing the product and begin to fund the
company through post-production. The marketing specialist’s primary
responsibilities are as follows:
 Determine target market
 Define customer requirements and ensure that they are met
 Choose and manage marketing vendor
 Determine overall marketing plan
Financial Director
The Financial Specialist is responsible for producing and managing the budget
for the project. He will work with both the Project Manager and the Marketing
Specialist to ensure that the final product is not only successful, but also financial
beneficial to the company. The financial specialist’s primary responsibilities are
as follows:
 Develop budget
 Price software to ensure profit
 Develop financial and funding plan
Webmaster
The webmaster will be responsible for maintaining the DMS website. Through the
prototype phase this is critical as it will be our primary communication with
potential customers and other researchers who may have interest in similar
technologies. The webmaster’s primary responsibilities are as follows:
 Develop website
 Update website with project progress
 Display marketing information as defined by marketing specialist
Documentation Director
The Documentation Director will be responsible for maintaining all documents
produced by the team throughout phase 1. As the documents change the
documentation director will also have to maintain version control and be able to
update any staff member on the changes between document revisions. The
documentation director’s primary responsibilities are as follows:
 Design document control structure
 Maintain project documents throughout project
 Track document changes as new versions are entered into the system
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GUI Development Manger
The GUI Development Manager will be responsible for developing all user
interfaces for the prototype. This includes all admin interface tools as well as the
user interface’s available options. The GUI Development Manager’s primary
responsibilities are as follows:
 Develop interfaces
 Ensure interface functionality
 Integrate interface with back end
Architecture Development Manager
The Architecture Development Manager is responsible for all back end
functionality of the product. This includes path finding algorithms, database
searches, and weight calculations for state changes in nodes and paths. The
Architecture Development Manager’s responsibilities are as follows:
 Develop server side processes
 Develop database
 Ensure server side functionality
 Assist in interface integration
Phase 2
Once the prototype has established proof of concept and funding has been approved for
development the project will move into Phase 2; product development. This phase will use the
proven algorithms and concepts from Phase 1 to produce a fully functional real work product.
This phase will require many more staff members and will take just over one year to complete.
Project Manager
Marketing Director
Financial Director
Software Director
Interface Design
Manager
19
Documentation
Director
Architecture
Design Manager
Web Developer
Database
Developer
Software Engineer
Software Engineer
Software Tester
Software Tester
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Webmaster
Risk Manager
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[Figure 3: Phase 2 Organization]
Staff Responsibilities
Project Manager
Overall management responsibility for DMS is assigned to the Project Manager
who is responsible for planning and coordination of the day-to-day technical,
contractual, and financial aspects of the project. He is responsible for the
generation, management, and execution of all Project schedules. The Project
Manager’s primary responsibilities are as follows:
 Assure that all tasks are assigned and are performed in accordance with
the evaluation plan
 Maintain the work breakdown structure
 Resolve budget and scheduling conflicts
 Assign resources to tasks
 Prioritize tasks
Financial Director
The Financial Specialist is responsible for producing and managing the budget
for the project. He will work with both the Project Manager and the Marketing
Specialist to ensure that the final product is not only successful, but also financial
beneficial to the company. The financial specialist’s primary responsibilities are
as follows:
 Develop budget
 Price software to ensure profit
 Develop financial and funding plan
Marketing Director
The Marketing Specialist is responsible for assessing the market for our product
and finding out exactly what the customer want. He is also responsible for
making sure that when the product in finished there is a willing consumer base
which can immediately begin implementing the product and begin to fund the
company through post-production. The marketing specialist’s primary
responsibilities are as follows:
 Determine target market
 Define customer requirements and ensure that they are met
 Choose and manage marketing vendor
Determine overall marketing plan
Webmaster
The webmaster will be responsible for maintaining the DMS website. Through the
prototype phase this is critical as it will be our primary communication with
potential customers and other researchers who may have interest in similar
technologies. The webmaster’s primary responsibilities are as follows:
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

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Develop website
Update website with project progress
Display marketing information as defined by marketing specialist
Documentation Director
The Documentation Director will be responsible for maintaining all documents
produced by the team throughout phase 1. As the documents change the
documentation director will also have to maintain version control and be able to
update any staff member on the changes between document revisions. The
documentation director’s primary responsibilities are as follows:
 Design document control structure
 Maintain project documents throughout project
 Track document changes as new versions are entered into the system
Risk Manager
The Risk Manager is in charge of managing and continually monitoring the
project risks with foresight and outlook for future risks. He will analyze the risks
and coordinate with other managers to ensure that these risks are handled in the
appropriate manner. He will also report to the Project Manager the current status
of all risks and their potential impact on the project. The risk manager’s primary
responsibilities are as follows:
 Manage project risks
 Determine which risks are currently present in the project
 Assess probability of risks
 Evaluate risks severity
 Identify future risks as project progresses
 Plan resolution to help mitigate risks
Software Director
The Software Director is responsible for the entire development team. He must
be able to manage both the interface and the architecture development and
ensure that development stays on track. The software director’s primary
responsibilities are as follows:
 Manage interface and architecture design managers
 Assign resources to development tasks as needed
 Keep project manager informed on development progress
 Ensure quality as product progresses through design
Interface Design Manager
The Interface Design Manager will be responsible for developing all user
interfaces for the prototype. This includes all admin interface tools as well as the
user interface’s available options. The GUI Development Manager’s primary
responsibilities are as follows:
 Develop interfaces
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

Ensure interface functionality
Integrate interface with back end
Architecture Design Manager
The Architecture Design Manager is responsible for all back end functionality of
the product. This includes path finding algorithms, database searches, and
weight calculations for state changes in nodes and paths. The Architecture
Development Manager’s responsibilities are as follows:
 Develop server side processes
 Develop database
 Ensure server side functionality
 Assist in interface integration
Software Engineer/Tester
The software engineers and testers are responsible for developing the product.
They will be assigned to tasks by their immediate supervisors and are available
to be moved between the interface and architecture development as the
schedule requires. As tasks of the project development are completed the
engineers become testers to ensure the end product is of quality. The primary
responsibilities of this position are as follows:
 Complete tasks as defined in the work breakdown structure
 Test finished tasks and ensure that all requirements are met
Database Developer
The database developer is responsible for the program’s database. He is in
charge of making sure the database structure meets the program requirements
and is scalable enough that even large sites will be able to utilize it. The
database developer’s responsibilities are as follows:
 Design database structure
 Create database
 Maintain database through production
 Test database structure to ensure reliability and stability
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Phase 3
As the project finishes its development stage a newly formed team will be assigned to
implementation of new customers. Many of the members of this team will be re-hires from the
development team as they will be the most knowledgeable of the software and how it to
implement it.
Project Manager
Customer
Support x2
Software
Maintenance
Human
Resources
Marketing
Director
Implementation
Team
Financial
Director
Database
Administrator
Documentation
Manager
Webmaster
Software
Engineer
Webmaster
[Figure 4: Phase 3 Organization]
Staff Responsibilities
Project Manager
Overall management responsibility for DMS is assigned to the Project Manager
who is responsible for planning and coordination of the day-to-day technical,
contractual, and financial aspects of the project. He is responsible for the
generation, management, and execution of all Project schedules. The Project
Manager’s primary responsibilities are as follows:
 Assure that all tasks are assigned and are performed in accordance with
the evaluation plan
 Maintain the work breakdown structure
 Resolve budget and scheduling conflicts
 Assign resources to tasks
 Prioritize tasks
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Financial Director
The Financial Specialist is responsible for producing and managing the budget
for the project. He will work with both the Project Manager and the Marketing
Specialist to ensure that the final product is not only successful, but also financial
beneficial to the company. The financial specialist’s primary responsibilities are
as follows:
 Develop budget
 Price software to ensure profit
 Develop financial and funding plan
Marketing Director
The Marketing Specialist is responsible for assessing the market for our product
and finding out exactly what the customer want. He is also responsible for
making sure that when the product in finished there is a willing consumer base
which can immediately begin implementing the product and begin to fund the
company through post-production. The marketing specialist’s primary
responsibilities are as follows:
 Determine target market
 Define customer requirements and ensure that they are met
 Choose and manage marketing vendor
Determine overall marketing plan
Webmaster
The webmaster will be responsible for maintaining the DMS website. Through the
prototype phase this is critical as it will be our primary communication with
potential customers and other researchers who may have interest in similar
technologies. The webmaster’s primary responsibilities are as follows:
 Develop website
 Update website with project progress
 Display marketing information as defined by marketing specialist
Documentation Director
The Documentation Director will be responsible for maintaining all documents
produced by the team throughout phase 1. As the documents change the
documentation director will also have to maintain version control and be able to
update any staff member on the changes between document revisions. The
documentation director’s primary responsibilities are as follows:
 Design document control structure
 Maintain project documents throughout project
 Track document changes as new versions are entered into the system
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Human Resources Manager
The Human Resources manager is responsible for taking care of employee
relations. This includes payroll and time sheets. The human resources manager
is also responsible for promoting job opportunities and worker morale. The
human resource manager’s responsibilities are as follows:
 Track timesheets
 Ensure paychecks are delivered on time
 Maintain communication with employees to ensure high morale
 Promote job opportunities and encourage potential employees to submit
resumes
Customer Support Representatives
Customer Support Representatives are responsible for answering phone calls or
emails from potential and current customers. They are required to assist
customers with software problems and will forward complex problems to
engineers if they are unable to solve them. Customer support representatives are
also required to communicate with potential customers who call the headquarters
with questions about the software. The customer support representatives’
responsibilities are as follows:
 Understand capabilities and usage of system and be able to
communicate these points with customers
 Understand how to use product and be able to assist customers with
basic common issues in a timely and professional manner
 Communicate with potential customers and encourage them to schedule
a demonstration from the sales personnel
Implementation Manager
The implementation team manager is in charge of customer implementation
projects. This included procuring a static map if none is available, assisting in
placing of nodes and paths, and different structures. He will be in charge of a
team of three who will fully implement the system for each customer that pays for
professional implementation. All members of the implementation team are
expected to assist in data population at the customer site. The implementation
manager’s primary responsibilities are as follows:
 Talk with customers to plan time frame for implementation
 Divide tasks between implementation team members
 Ensure project’s successful implementation at customer site
 Assist in data population at customer site
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Database Administrator (Implementation Team)
The implementation team’s database administrator is responsible for ensuring
that the customer’s database is properly installed and configured. He is also
responsible for implementing any custom changes the customer requests to the
database as decided by the implementation manager. All members of the
implementation team are expected to assist in data population at the customer
site. The database administrator’s responsibilities are as follows:
 Install database software and set up database for customer’s
implementation
 Implement custom changes at customer’s site
 Ensure full functionality of database features
 Assist in data population at customer site
Software Engineer (Implementation Team)
The implementation team’s software engineer is responsible for making minor
changes to the interface and functionality of the program as the customer
requests and at the implementation manager’s direction. The software engineer
is also responsible for ensuring the product is successfully installed and is fully
functional. All members of the implementation team are expected to assist in
data population at the customer site. The software engineer’s responsibilities are
as follows:
 Install and configure software
 Implement custom changes to software
 Ensure full functionality of software package
 Assist in data population at customer site
Webmaster (Implementation Team)
The implementation team’s webmaster is responsible for implementing and
configuring the web server to host the software after implementation. He is also
responsible for all custom cosmetic changes to the interfaces that the customer
requests. This includes color scheme, company logos, and minor interface layout
changes. All members of the implementation team are expected to assist in data
population at the customer site. The webmaster’s responsibilities are as follows:
 Install and configure web server for software
 Implement cosmetic changes at customer’s request
 Ensure full functionality and availability of interfaces via the internet
 Assist in data population at customer site
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[DMS SBIR DOCUMENTATION]
CS410 Green Team | ODU Computer Science
[DMS SBIR DOCUMENTATION] December 16, 2009
Digital Mapping Solution
DMS
Resource Plan
Version:
1.0
Author:
Sean Christe
Date:
16 December 2009
Status:
Final
Purpose
This document will describe the necessary resource requirements for each phase of the project.
For each resource a detailed usage will be included and a budget will be provided.
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[DMS SBIR DOCUMENTATION]
Phase 0:
This Phase does not require any resources.
Phase 1:
Resource
MySQL
PHP
Python
Vmware Server
Subversion
Developer Workstations
IT Servers
Web Servers
MS Office licenses
MS Visual Studio
MS Project
MS Expression
MS Windows 7
Adobe Professonal Suite
Mac OS X
Cent OS
Phase 1 Resource Total
Quantity
1
1
1
1
1
4
2
2
4
2
1
1
1
1
1
1
Cost
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
In this phase we will be designing one prototype. We will need one fairly high-end server which
will function as both a version control system and a testing bed. In order to test cross platform
we will use VMware Server to host one of each of the three main operating systems: Linux, Mac
OS X, and Windows. We will also provide our developers with their own development laptops.
Since the developers will have a local copy of the code a backup mirror server will not be
necessary. We will use MySQL for our database engine, Python for our scripting language, and
PHP and Javascript for web development; all of these tools are free. During this phase all of
our resources will be provided by the Old Dominion Computer Science department.
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[DMS SBIR DOCUMENTATION] December 16, 2009
Phase 2:
Resource
MySQL
PHP
Python
Vmware Server
Subversion
Developer Workstations
IT Servers
Web Servers
MS Office licenses
MS Visual Studio
MS Project
MS Expression
MS Windows 7
Adobe Professonal Suite
Mac OS X
Cent OS
Phase 2 Resource Total
Quantity
2
2
2
2
1
8
2
2
8
3
1
1
2
1
2
2
Cost
$0
$0
$0
$0
$0
$9,600
$20,000
$20,000
$4,000
$900
$375
$375
$400
$450
$50
$0
$56,150
In this phase we will be focused primarily on product testing to work out any kinks before the
production phase. In order to do this we will first purchase another server dedicated to hosting
a VMware server; we will also need to purchase one more license for each operating system.
Parallel to testing we will need to develop the features necessary to push our product into the
production phase.
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Phase 3:
Resource
MySQL
PHP
Python
Vmware Server
Subversion
Developer Workstations
IT Servers
Web Servers
MS Office licenses
MS Visual Studio
MS Project
MS Expression
MS Windows 7
Adobe Professonal Suite
Mac OS X
Cent OS
Phase 3 Resource Total
Quantity
2
2
2
2
1
8
2
2
8
3
1
1
2
1
2
2
Upgrade & Maintenance
Cost
$0
$0
$0
$0
$0
$2,400
$5,000
$5,000
$1,000
$225
$94
$94
$100
$113
$13
$0
$14,038
In this phase we will be focused primarily on site implementations and software maintenance.
New features may be added but, for the most part, overall product development will be at a
minimum. The implementation of this product will involve developing custom solutions for each
of our customers as well as fixing any bugs that may arise. Most of our resource budget will be
put to upgrading products and renewing licenses.
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[DMS SBIR DOCUMENTATION] December 16, 2009
Digital Mapping Solution
DMS
Funding Plan
Version:
1.0
Author:
Ian Iepson
Date:
16 December 2009
Status:
Final
Objective
This plan outlines the complete budget for all SBIR phases. This will include all staffing
and resource budgets required for DMS. If funding is required for a phase, a funding source will
be identified.
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Phase 0
In phase 0, the ideas of DMS will be developed and a SBIR Phase 1 proposal will be
drafted. This phase will encompass the complete fall semester of 2009 at Old Dominion
University. All required staff will be students who will work as unpaid interns. There will be
several software and hardware resources needed for this phase. These resources will be
provided by the Old Dominion University Computer Science Department at no cost. No budget
or funding will be required for this phase.
Phase 1
In phase 1, the ideas developed in Phase 0 for DMS will be implemented. A lab
prototype will be developed along with production specifications. A business plan will also be
drafted in this phase. This phase will encompass the complete spring semester of 2009 at Old
Dominion University. All required staff will be students and will be paid a student worker rate of
$15.00 an hour. The complete staffing budget is $52,416 (Table 1). There will be several
software and hardware resources needed for this phase. These resources will be provided by
the Old Dominion University Computer Science Department at no cost. There will also be no
marketing costs for this phase. The total cost of this phase is $52,416. Funding for the total cost
of this phase will be requested from the National Science Foundation under the SBIR grant
program.
Title
Quantity Salary
Hours
Hourly Rate
Total
Project Manager
1
$9,600
640
$15
$9,600
Software Director - GUI
1
$9,600
512
$15
$7,680
Software Director - Architecture
1
$9,600
512
$15
$7,680
Marketing Director
1
$9,600
256
$15
$3,840
Financial Director
1
$9,600
256
$15
$3,840
Documentation Director
1
$9,600
192
$15
$2,880
Webmaster
1
$9,600
128
$15
$1,920
Total Cost
All employees are Students
40% Overhead
Phase 1 = 4 month period
Total Phase 1 Staffing Budget:
Table 1: Phase 1 Staffing Budget
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$37,440
$14,976
$52,416
[DMS SBIR DOCUMENTATION] December 16, 2009
Phase 2
In this phase, a fully functional prototype will be developed and our production specifications will
be finalized. All required documentation including the management plan, staffing plan, test and
evaluation plan and marketing plan will be drafted. This phase will encompass a period of one
year. All required staff will work for an hourly rate derived from his or her annual salary. The
complete staffing budget is $689,338 (Table 2). There will be several software and hardware
resources needed for this phase. The total resource budget for this phase is $56,150 (Table 2a).
The combined cost of staffing and resources is $745,488. Funding for this cost will be requested
from the National Science Foundation under the SBIR grant program.
A very strong marketing campaign will be held in this phase. The marketing budget for
this campaign is $300,000. This amount will be procured as a small business loan from a bank.
The total cost of this phase is $1,045,488.
Title
Quantity Salary
Hourly Rate
Hours
Total
Project Manager
1
$105,800
$55
1920
$105,600
Software Director
1
$118,400
$62
1728
$107,136
Software Engineer - Architecture
1
$72,500
$38
1440
$54,720
Software Engineer - GUI
1
$72,500
$38
1440
$54,720
Software Engineer - Tester
1
$72,500
$38
480
$18,240
Web Developer
1
$74,300
$39
960
$37,440
Risk Director
1
$97,800
$51
480
$24,480
Marketing Director
1
$91,100
$47
768
$36,096
Financial Director
1
$58,600
$31
768
$23,808
Documentation Director
1
$55,900
$29
576
$16,704
Webmaster
1
$67,800
$35
384
$13,440
Total Cost
$492,384
40% Overhead
Phase 2 = 1 year period
Total Phase 2 Staffing Budget:
$196,954
$689,338
Table 2: Phase 2 Staffing Budget
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Resource
MySQL
PHP
Python
Vmware Server
Subversion
Developer Workstations
IT Servers
Web Servers
MS Office licenses
MS Visual Studio
MS Project
MS Expression
MS Windows 7
Adobe Professonal Suite
Mac OS X
Cent OS
Phase 2 Resource Total
Quantity
2
2
2
2
1
8
2
2
8
3
1
1
2
1
2
2
Cost
$0
$0
$0
$0
$0
$9,600
$20,000
$20,000
$4,000
$900
$375
$375
$400
$450
$50
$0
$56,150
Table 2a: Phase Resource Budget
Phase 3
In phase 3, we will start producing and selling our solution. This phase will encompass
the lifetime of our product. The budget for this phase will represent a period of one fiscal year.
All required staff will work for an hourly rate derived from his or her annual salary. The complete
staffing budget is $517,902 (Table 3). All of the resources utilized in phase 2 will also be
required in phase 3. These resources will simply be upgraded when necessary. The annual
resources upgrade budget is $14,038. Marketing push will not be as strong in this phase as it
was in phase 2, but it will be present. The marketing budget in this phase is $50,000. The total
annual cost of this phase is $581,940. Funding for this phase will be acquired thought the sale
of DMS implementations.
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[DMS SBIR DOCUMENTATION] December 16, 2009
Title
Quantity Salary
Hours
Hourly Rate
Total
Project Manager
1
$105,800
1344
$55
$74,060
Software Engineer - Maintenance
1
$72,500
384
$38
$14,500
Software Engineer - Imp Team
1
$72,500
1152
$38
$43,500
Webmaster - Company Website
1
$67,800
384
$35
$13,560
Marketing Director
1
$91,100
576
$47
$27,330
Financial Director
1
$58,600
576
$31
$17,580
Database Administrator - Imp Team
1
$92,900
1152
$48
$55,740
Documentation Manager
1
$55,900
384
$29
$11,180
Customer Support
2
$35,900
1920
$19
$71,800
Webmaster - Imp Team
1
$67,800
1152
$35
$40,680
Total Cost
40% Overhead
Phase 3 = One year of production
Total Phase 1 Staffing Budget:
$369,930
$147,972
$517,902
Table 3: Phase 3 Staffing Budget
Conclusion
The total cost of this project will be the combination of all of the SBIR phases. The total
cost of DMS is $1,679,843 (Table 4).
Phase 1
$52,416
Phase 2
$1,045,488
Phase 3
$581,940
Total Project Cost
$1,679,843
Table 4: Total Cost
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CS410 Green Team | ODU Computer Science
[DMS SBIR DOCUMENTATION] December 16, 2009
Digital Mapping Solution
DMS
Mar
keting Plan
Version:
1.0
Author:
Brandon Smith
Date:
16 December 2009
Status:
Final
The purpose of this document is to briefly describe the problem description and evaluate the
market analysis. It also will display the competition matrix and break even diagrams. Lastly this
document will show the return on investment of the customer and the end user.
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Promotional Statement
“Walk with Digital Mapping Solution, never get lost again”
Product Description
Our problem statement is “People visiting unfamiliar areas must find parking and walking
routes to their destination.” This problem accounts for the mass printing of paper maps. Old
Dominion University alone has over 30,000 paper maps of the campus printed each year. These
maps cost ODU $23,882. Some of these maps make it very difficult to find items, with poorly
organized and cluttered 3D layouts. Paper maps are static and do not inform the user of
changes and closures. They are very difficult to keep up to the current date and also very
expensive to update. These maps being outdated cause great difficulty for the users to
navigate to their destination.
Our solution is to create a custom online digital map of our customer’s domain. DMS will
provide a detailed online map accessible through any device with a web browser. The user will
be able to enter a start location and an end location. DMS will calculate the shortest path and
give walking directions while showing the map. Our team will travel to the site and take the
customer’s current map and store it into a database. If the customer does not have a map of
their domain then we will out source to a map making company. We will then present the
customer with our complete software package.
Complete Software Package:



Database – To store the map data
User Interface
o Provide interactive maps
o Deliver walking directions specific to area
o Items are searchable by address, building, or office
o Provide information about building contents and parking
o Display special event information
Admin User Interface
o Updating maps with building and streets
o Point and click adding of walkways
o Ability to change availability of parking lots
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[DMS SBIR DOCUMENTATION] December 16, 2009
DMS will initialize and update the customers map on site. The DMS team will train the
customer on how to use the software and provide support. When training is complete, the
customer should be able to update their DMS map themselves. Additionally we will offer
customizable options.
Customizable Options




Sidewalk view
Kiosk implementation
User-generated content
Safe routes
Figure 1: GUI Screenshot of Admin User Interface Prototype
Figure 1 shown here gives a sample of the admin user interface. It should allow for a quick
understanding of just how easy using DMS is. It clearly shows the path and nodes and how they
avoid the flooded area in the center.
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Market Analysis
DMS targets customers who have large numbers of copies of paper maps of the domain
printed. DMS also targets those who have a huge amount of pedestrian traffic.
Potential Customers




Universities
Theme Parks
Dense Urban Areas
Special Event Coordinators
What is required of the customer in order to use DMS:
Customer Requirements




Web server
Application manager
Training on how to use product
Team to populate database
What is required of the end user in order to use DMS:
User Requirements


Device with JavaScript – enabled web browser
Access to the internet
Sales Plan
DMS will send a salesman to the potential customer with a working prototype of the completed
software. The customer will be able to use and experiment with both the user and the admin
user interfaces.

Present customer with a working prototype to demonstrate:
o Ease of use
o Admin user interface abilities
o User interface abilities
o Map easily updated
o Map detail and clarity
o The ability to use any device with a web browser to access DMS
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[DMS SBIR DOCUMENTATION] December 16, 2009
Competition Matrix
The following matrices compare each of our competitors’ capability against DMS.
Paper Map Google Maps MapQuest Dial Directions DMS
Web-based
X
SMS Delivery
X*
Driving Directions
X
Walking Directions
X
Search by Address
X
Links to More Info
X
Printable
X
X
Internet Browsers
X
X*
X
X*
X
X
X
X
X
X
X
X
X
X
X
X
X
X
Individual Buildings Visible
X
X
X
Completely Customizable
X
X
Search by Name
X
X
Parking Information
X
Search by Contents
X
Instantly Updatable
X
Figure 2: Competition Matrix
*Only for driving directions
The only competitor that offers walking directions is Google Maps. However Google Maps is by
far inferior in depth when compared to our customizable dynamic map. DMS is the only one
that offers an online map with parking information, search by contents, and that can be
instantly updated.
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Break Even
Each customer’s domain will be completely different in size and complexity. Because of
this difference, each customer will have a different cost for their custom map. For our
break even analysis, we divided our customer into three groups: small, medium, and
large. Each group based on an average time line of completion: 4 weeks, 8 weeks, and
16 weeks. As is shown in figure 3(small), figure 4(medium), and figure 5(large), with
each different customer size we will break even at different points. DMS will break even
the quickest with small scale customers.




Product Cost- $20,000
Weekly implementation- $13,000
Phase 2 Marketing- $300,000
Phase 3 Total cost- $581,940
Small (4 weeks)
Figure 3: Break Even Small Scale
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[DMS SBIR DOCUMENTATION] December 16, 2009
Medium (8 weeks)
Figure 4: Break Even Medium Scale
Large (16 weeks)
Figure 5: Break Even Large Scale
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Customer Return on Investment
 Easy to use system for updating maps instantaneously
 Added valve from advanced mapping functions
 Customer may print less paper maps which will subsidize their overall
costs
 They will become more competitive in their industry
End User Return on Investment
 Time saved
 More informed with accurate map
 Added convenience
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CS410 Green Team | ODU Computer Science
[DMS SBIR DOCUMENTATION] December 16, 2009
Digital Mapping Solution
DMS
Ris
k Management Plan
Version:
1.0
Author:
Brandon Smith
Date:
16 December 2009
Status:
Final
Overview
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Risks are going to be involved in every project. However with proper management, their effect
on the project can be reduced or even eliminated. The purpose of this document is to identity
the project’s risks and state how we are going to mitigate each one.
Risk Matrix
Probability
Impact
Very High
High
Rare
Unlikely
B
A
Possible
Likely
C
Moderate
D
Low
E
Very Low
Figure 1: Risk Matrix
A) Product is too difficult to keep maintained
B) API vendor decides to start charging
C) Unable to make it intuitive enough for every day user
D) Lack of access to product
E) People only use it once and never again
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Highly Likely
[DMS SBIR DOCUMENTATION] December 16, 2009
[Space Intentionally Left Blank]
A) Product is too difficult to keep maintained (Probability: Unlikely
Impact: Very high)
Depending on the individual admin user, he or she may find our admin user interface difficult
to use. This difficultly could lead to our product not being used, or even not being bought by
the customer. When making a change on the map, being able to make the change accurate
on the map may be very difficult as well. Keeping the DMS map maintained and up to date
is our best feature and selling point, making this our most critical risk.
Mitigation:
We will talk with customers and get input on how difficult our software is to use and make
changes accordingly. We can adjust the cell size to change the accuracy of the map and
make it easier for the admin user to make quick changes.
B) API vendor decides to start charging (Probability: Rare Impact: Very
high)
DMS is using the Google API, which is completely free as of now. It is not foreseeable that
they will start charging. They have not charged in the past and are not charging now for
others that are using the same API. However if they do start charging it will have a very
high impact on DMS.
Mitigation:
Depending on how much Google decides to start charging we may just pay them for the
API. We may also go to another vender for an API or just write our own. We would most
likely pay Google for the API until we are able to write our own or find another vender.
C) Unable to make it intuitive enough for every day user (Probability:
Unlikely Impact: high)
It is unlikely that our user interface will be too difficult for the everyday user to follow and
understand. However if this is the case it will have a high impact on DMS.
Mitigation:
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We will talk with end users of DMS and find out what they find difficult about DMS and what
we can change to fix any problems users might face.
D) Lack of access to product (Probability: Possible Impact: moderate)
To use DMS you must have a device connected to the internet and it must have a web
browser enabled on it. Without access to such a device you will not be able to use DMS.
Mitigation:
We can add kiosk implementation for any customer that feels they have many pedestrians
that do not have access to DMS. However we feel that the majority will have some type of
access to a web browser with internet, so we list this risk as moderate.
E) People only use it once and never again (Probability: likely Impact:
low)
We believe that many people will use DMS in an area once to find where they are going and
never use it again. After using DMS and becoming familiar with an area people may feel
they don’t need a map anymore. We labeled this risk as likely.
Mitigation:
We will advertize the many features of DMS that can still be useful even if you know the area
well. Features such as showing closed parking lots, streets, and walkways due to
construction. We believe that the impact for this risk is low. If we are able to get people to
use DMS at least once, we feel that our product will be successful.
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[DMS SBIR DOCUMENTATION] December 16, 2009
Digital Mapping Solution
DMS
Eva
luation Plan
Version:
1.0
Author:
Brittany Cunningham
Date:
16 December 2009
Status:
Final
Purpose
This document defines the criteria used to measure success for each phase of the DMS project.
Phase deliverables are evaluated based on the following management criteria:



Time, as measured by the Management Plan,
Cost, as measured by the Budget Plan,
Scope, as measured by the project requirements, and
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
[DMS SBIR DOCUMENTATION]
Quality, as measured by customer feedback.
Phase 0
DMS was initially conceived in Phase 0. Research into the problem area allowed us to clearly
identify the goals and objectives for the project, as well as create a list of risks. A Work
Breakdown Structure (WBS) was created for each phase of the project, as well as
implementation plans to guide each phase.
Phase 0 also saw the creation of the original SBIR proposal, as well as a final proposal
presentation and product website.
Deliverables
SBIR Proposal
Proposal Presentation
Product Website
Time
The Management Plan contains the WBS and schedule, and defines the date deliverables
should be completed. This criterion is considered met for a particular deliverable if that item is
delivered on or before the estimated date in the Management Plan.
Cost
This criterion is not used in Phase 0, as there is no Research and Development budget during
this phase.
Scope
The scope is measured by comparing the grading criteria against each deliverable. This
criterion is considered met if each deliverable meets its grading criteria and Phase 1 funding is
acquired.
Quality
An independent panel will determine the quality of the proposal presentation, according to the
grading criteria established by the Professional Workforce Development I professor. An average
score of 90 or above for each deliverable will indicate a success.
Peer evaluations were completed after each team milestone (Inception, Feasibility, and
Milestone Presentations). Each member evaluated themselves and their teammates in
participation, quantity, quality, and professionalism.
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[This space intentionally left blank.]
Phase 1
Phase 1 will see the development of a laboratory prototype and its demonstration to a potential
customer. An SBIR Phase 2 proposal will also be developed. Success will be measured by
satisfactory completion of the prototype, demonstration, and SBIR Phase 2 proposal. Evaluation
during Phase 1 will consist of bi-weekly team meetings to ensure the phase is progressing
according to the Management Plan.
A prototype of the product database and software will be completed in Phase 1. The software
includes:
 Backend Database (MySQL)
 Administrative Interface
 User Interface
 DMS Website

Initial documentation for DMS will also be developed during Phase 1, to include an
implementation and user guide.
Deliverables
Laboratory Prototype
Customer Demonstration
SBIR Phase 2 Proposal
Time
The Management Plan contains the WBS and schedule, and defines the date deliverables
should be completed. This criterion is considered met for a particular deliverable if that item is
delivered on or before the estimated date in the Management Plan.
Cost
The Budget Plan determines the cost estimates for each phase. The actual costs for personnel
and equipment will be compared to those items in the Budget Plan; a margin of error within ±5%
will be considered acceptable.
Scope
Scope in Phase 1 is measured by both the SBIR Phase 2 proposal and the laboratory prototype.
Successful completion of all SBIR Phase 2 requirements is necessary to determine whether
Phase 1 was within scope. The prototype must meet all required functionality as outlined in the
requirements document for Phase 1. Scope for Phase 1 is only met if the SBIR Phase 2
proposal and the prototype are successful and Phase 2 funding is acquired.
Quality
The SBIR presentation board will determine the quality of the proposal presentation. This
criterion is considered met for the SBIR presentation upon successfully acquiring Phase 2
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funding from the SBIR board. Quality is met for the laboratory prototype if it meets all
requirements listed in the requirements document.
Each module will undergo code review, unit and integration testing. Once complete, the system
itself will go under acceptance testing to ensure it complies with the features and performance
expectations as outlined in the requirements document.
Phase 2
Phase 2 concerns real-world product design and development for DMS. Evaluation will proceed
in Phase 2 much as it did in Phase 1. Bi-weekly meetings will be held to determine if the project
is on schedule and within budget, according to the Management and Budget Plans. Testing
plans for the production version of DMS will be drafted and used to measure completion of each
module. Results of testing will be reviewed at the bi-weekly meetings. Customer feedback will
facilitate refinements in our product and support materials.
Deliverables
DMS Software Package
Implementation Procedures
User Guides
Time
The Management Plan contains the WBS and schedule, and defines the date deliverables
should be completed. This criterion is considered met for a particular deliverable if that item is
delivered on or before the estimated date in the Management Plan.
Cost
The Budget Plan determines the cost estimates for each phase. The actual costs for personnel
and equipment will be compared to those items in the Budget Plan; a margin of error within
±10% will be considered acceptable.
Scope
The real-world implementation will be measured against the functionality and performance
requirements outlined in the requirements document.
Quality
The real-world implementation for DMS must pass all tests defined in Phases 1 and 2. The
greatest measure of quality will come from the end-users and customers for each
implementation of DMS.
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Phase 3
Phase 3 will focus on implementing customized versions of DMS for new customers. Customer
feedback will be used to measure quality. The marketing strategy will be evaluated to ensure we
are targeting the correct market. Formal evaluations will be conducted periodically to ensure we
stay within the guidelines of the WBS. Sales volume and profit margin will determine Phase 3’s
success, along with customer and end-user feedback.
Time
The Management Plan contains the WBS and schedule, and defines the date deliverables
should be completed. This criterion is considered met for a particular deliverable if that item is
delivered on or before the estimated date in the Management Plan.
Cost
The Budget Plan determines the cost estimates for each phase. The actual costs for personnel
and equipment will be compared to those items in the Budget Plan; a margin of error within
±10% will be considered acceptable.
Scope
Scope for Phase 3 will be determined by the break-even analysis in the Funding Plan. The
actual profit and projected profit will be compared; a margin of error within ±10% will be
considered acceptable.
Quality
Quality for Phase 3 is measured by end-user and customer satisfaction surveys.
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Database Design
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Work Breakdown Structures
Phase 1
Database Development
Interface Development
Architecture Development
Software Testing
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Phase 2
Database Development
Interface Development
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Architecture Development
Software Testing
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