iSa : Intelligent Speech Assistant
2008 SBIR GRANT PROPOSAL
Table of Contents
Grant Application (Mahn)…………………………………………………3
Abstract (Wood)………………………………………………………..…4
Overview (Travaglio, Mahn)….…………………………………………. 5
Goals (Mahn)…………………..………………………………………… 6
Management Plan (Sayler)…….…………………………………………. 7
Evaluation Plan (Sayler)………….……………………………………….14
Marketing Plan (Travaglio)………….……………………………………27
Funding Plan (Seto, Mahn)……………………………………………….33
Resource Plan (Eldridge, Sayler)……………………………………..…. 35
Staffing Plan (Sayler)……………………………………………….. …...38
Prototype Plan (Sayler)…………………………………………………...46
Risk Management Plan (Wood)…………………………………………..47
Budget Plan (Seto, Wood)………………………………………………. 49
Team Biographies (Mahn)……………………………………………… 51
Conclusion (Mahn)……………………………………………………… 53
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Grant Application
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Abstract
Communication is essential in many areas, such as going to the store, attending a
religious institution, or attending a learning environment. However, one in ten
Americans have a communication disorder, which makes them the largest group of
Americans with disabilities. There are many causes of communication disorders today.
The causes can be from physical disabilities, physical injury, mental trauma, disease or
infections.
In order to help those who have a communication disorder, we will develop the iSa. The
Intelligent Speech Assistant (iSa) is aimed to provide a mobile platform for voice
synthesis in order to assist in the communication process. Users of the iSa will be able to
enter text or select predetermined words or phrases and the iSa will then speak the
desired content. Using the technology in the iTouch and iPhone, the users will be able to
not only use the keypads on the devices, but also to use the touch-screen for entering the
desired output. The iSa will be able to help the user even further by predicting what the
user is typing, as well as having preprogrammed user-defined shorthand to speed the
communication process and make the whole process even more personal to the user.
The users for the iSa are intended to be those with communication disorder who are
looking to enhance their communication with others. Some of the users will be students
in schools using the iSa to learn interaction and communication, whereas other users will
be those who wish to improve their communications. Using the touch-screen technology
we also plan to have the iSa be useful to the people with communication disorders that
are caused from physical disorders, as the touch-screen will allow those users to be able
to select words and phrases without having to use the small buttons on the device itself.
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Overview
Effects
Health & Safety
Their health and safety are at risk when they are unable to:
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Indicate an emergency
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Communicate their condition and needs to others
Social
Those affected by speech disorders suffer negative social effects. As depicted in
the graph below, there is a difference in the quality of life between those who are
affected by disabilities compared to those who are not. The particular social
problem is that “people with disabilities live in relative social isolation.”
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Those affected by speech disorders suffer negative social effects when they are
unable to:
“According to data from the
1990 NHIS, those with
disabilities are twice as likely
to live alone as those without
disabilities “
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Express feelings
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Obtain quality employment
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Speak or speak at length with others
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Otherwise properly function in society
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Decreased Self-Esteem
Goals
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Develop a Portable Speech Assistant to help those with speech disabilities better
communicate with others, using existing iTech (iTouch/iPhone) hardware
Provide user-friendly augmentations such as text prediction that reduces
keystrokes in consideration of those whose speech disability accompanies a
significant physical disability
Allow customization (i.e. Shorthand, Themes) to provide users the capability to
maximize their effectiveness in variable settings (work, social, etc.)
Develop, test, and produce the product while consulting experts and end users
along the way
Market the product to schools and other organizations that aim to help those with
speech disabilities
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Management Plan
The purpose of this plan is to describe the management philosophy, program
organization, schedule, and major milestones that serve as the guidelines for execution of
iSa.
Program Identification
This program management plan (PMP) is for iSa. This program will deliver ISa
hardware, software, and documentation. Team Blue is responsible for the integration,
acceptance testing, and training for this project.
Program Management Overview
Execution of this program will be performed in accordance with the procedures defined
by the set of planning documents. These documents include Program Management
Program (PMP), Resource Plan (RP), Funding Plan (FP), Marketing Plan (MP), Staff
Plan (SP), and Risk Management Plan (RMP). The responsibilities of each team member,
the capabilities of the system, and the Program deliverables are detailed under the
contractual provisions, as well as Blue Team’s technical, management, and cost
proposals.
This Program Management Plan (PMP) describes the management philosophy, program
organization, schedule, and major milestones that serve as the guidelines for execution of
this project. The PMP also provides the customers and the team with the information
needed to monitor and evaluation the progress. This plan provides the following
information:
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Corporate organization
Areas of responsibilities of each member of the organization
Work breakdown structure (WBS)
Program planning
Progress reporting and team management
Detailed schedule and major milestones
Program overviews
This PMP also provides the guidelines for these followings:
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Risk Management
Evaluation Plan
Testing Plan
Resource Management Plan
Funding Plan
Marketing Plan
Installation Plan
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Corporate Structures
Blue team was formed in spring 2008 at Old Dominion University. Blue team’s members
are responsible for the planning and development of the iSa System. We will be either
directly involved in the entire process or outsource the responsibilities to other entity. The
corporate structures are:
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CEO & President, Blue Team corporation
Vice President
iSa System Program Office that will execute the program and provide day-to-day
management, engineering, and administrative resources necessary to management
and maintain the program.
Management Approach
Blue Team’s goal is to work closely with the customers and specialists to fully
understand the system requirements. The management approach, therefore, is based on
the philosophy that successful Programs are delivered by goal-oriented teams. A program
manager (PM) will lead the team toward this goal. A PM is responsible for all planning,
programmatic, technical and financial aspects of the program. The PM will assigned and
distribute tasks among each team member to assure that the project is carried out
effectively and successfully. The primary duties of the PM include these aspects:
Planning
Scheduling
Technical activities
Customer liaison
Program related decisions (with the approval and suggestion from team members)
A key element of Blue Team project is specialist and customer involvement. Blue Team
seeks specialists’ opinions during the development and installation process as well as
customer active involvement to create a product that meets that customers’ goal.
Project Team
Blue Team’s goal is to provide an effective, low cost COTS system. Through strategic
planning and an extensive selection process, Blue Team has assembled a cohesive
Program Team that will work together to develop and implement each component that is
needed to comprise the ISa System.
Program Manager (PM) - Matthew D Salyer
 Senior at Old Dominion University, expected graduation date: December 2009
 Major in Computer Science with a minor in Information Technology
 Interest: graphics design, web design, web database
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Skills: Programming (C++, Java, Visual Basic), graphic design and web design
(DreamWeaver), web design,
Responsibilities
The PM will manage the Blue team and is responsible for the planning and coordination
of the day-to-day technical, contractual, and financial aspects of the program. She/he is
responsible for the development and management of all program schedules, the
coordination of all team members and all program activities.
Hardware Specialist (HS)/ Risk Specialist (RS) - Scott Wood
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Senior at Old Dominion University, expected graduation date: December 2008
Major in Computer Science with a minor in Computer Engineering
Interest: Networking, Programming
Skills: Programming (C++, ASP, VBasic), Networking
Responsibilities
The RS is responsible for identifying all possible risks that are associated with the iSa.
All identified risks will need mitigating actions to reduce or eliminate the risks.
The HS is responsible for evaluating existing hardware options that are available to the
team. The HS is in charge of determining where and when COTS are acceptable and
when new hardware must be developed. The HS must evaluate available hardware
options and advise the team on which options are best for the fulfillment of the team’s
goals
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Senior Engineer (SE) - Dominic Eldridge
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Junior at Old Dominion University, expected graduation date: December 2008
Major in Computer Science
Interest: Database, Network Security
Skills: Database Administration, Network Security, UNIX/LINUX System
Administration, Web design, Programming (Perl, C++, HTML)
Responsibilities
The SE is responsible for the development and implementation of the system software
function as defined in the system specification. She/he will assure that the integration for
all systems components meet the performance requirement for the system.
Financial Director (FD) / Webmaster (WB) - Scott Seto
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Senior Old Dominion University, expected graduation date: May 2008
Major in Computer Science
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Interest and Skills: Software engineering, computer network, and military history
Responsibilities
FD is primarily responsible for managing the financial risks of the ISa System project.
She/he is also responsible for financial planning and record keeping, as well as defining
and reporting the budget for each project phase (defined in staffing plan). He will work
closely with the technical director to ensure that the project meet budget requirement for
each phase.
The WM is responsible for determining the functionality and look of the website that will
house the rate-it engine. As WB, the responsibilities include creating the team and
product websites, as well as managing the web developers in future phases.
Marketing Manager - Brad Travalgio
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Senior at Old Dominion University, expected graduation date: December 2008
Major in Computer Science
Interest: Network, web database, web design, web programming
Skills: Web database and programming (PHP, HTML, XML, mySQL, pl/SQL),
Skills: programming (Java, C/C++)
Responsibilities
MM is primarily responsible for managing contact with subcontractors. This
person is responsible for strengthening and expanding awareness of the iSa System and
developing new marketing channels that are critical for the success of the product. As a
guardian for brand values, the MM will develop, implement and evaluate the annual
strategic plan and oversee various marketing programs including developing market
research programs. Finally, the MM will build the framework for marketing initiatives
and devise marketing and PR campaigns.
Documentation Specialist - Mark Mahn
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Senior at Old Dominion University, expected graduation date: December 2008
Major in Computer Science
Interest: Artificial Intelligence
Skills: Programming (Java, C++, ANSI C, Perl, and SQL)
Responsibilities
The DS provides overall documentation direction for the Program Team. The DS will
ensure that everyone on the team has met the required documentation specifications, and
that each person is aware of the tasks he/she has been assigned. The DS will also provide
documentation of each meeting in which an overview of tasks assigned is given.
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Program Duration
The iSa program is a 3-year duration project, from initializing the project to delivering
the first product. The schedule consists of the preliminary design phase which will last
through May of the year 2008, the construction and development process will be
completed around the last quarter of 2009, the evaluation and testing process will last
though the third quarter of 20010 and the first delivery of the product will be in April of
2011.
Work Breakdown Structure (WBS)
Constructed using Microsoft Visio, WBS1 reflects the budgeted cost versus resources
required to complete each task. The WBS phase (see staffing plan) numbers are
integrated as part of the master program schedule. For each WBS element, the Project
Manager manages budgets for work planned, actual cost and estimates to complete with
the assistance of the Funding Director. The WBS is an essential tool used to track
program costs, progress, and earned values relative to master program schedule.
Program Planning
The Blue program team 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
deviation at the earliest opportunity. The program will be developed in phases 2. Formal
review will play an integral part in monitoring program progress.
Team Blue will use the “top-down approach” for our schedule. This means that we will
start with the largest items of the project and break them into their subordinate items.
This helps make constructing the WBS more convenient.
Progress Performance Assessment (PPA)
All members of the Blue Team will participate in the PPA. As a team, all members will
track technical and financial progress of the project. Reviews will be held weekly to
ensure the project’s goals will be met. The PPA contains the followings,
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Report of progress to date
Present work to be performed for the next period
Present status of all the deliverable
Discussion of technical and programmatic issues (if exist)
For detailed WBS see Work Breakdown Structure document
For detailed phase information see Staffing Plan and WBS document
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In preparation for each meeting, the PM will collect the current status of on-going
activities, progress against schedule and budget, and plan the activities for the next
meeting. Quality reviews for all documentations and activities will be performed
periodically.
Technical Progress and Report
The schedule of 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.
Financial Management and Report
The financial management for the program is established during the planning phase and
is monitored throughout the performance period. A budget representing labor costs,
material purchase, overhead cost, travel expenses, and other expenditures is prepared and
implemented for each phase.
The Project Manager with the assistance of the Financial Manager will oversee the
overall spending profile of the program. They will use the financial summary provided by
the Contracts Administrator to assess the technical progress in order to track the overall
status of efforts.
Earned Value Ratio (EVR)
EVR will be reported quarterly. The EVR will be reported in form of Schedule
Performance Index (SPI) ratio and the Cost Performance Index (CPI) ratios. If the ratios
are below 0.90, further explanation is needed. SPI and CPI are defined below:
SPI = BCWP/BCWS
CPI = BCWP/ACWP
Where BCWP = Budgeted Cost of Work Performed
BCWS = Budgeted Cost of Work Scheduled
ACWP = Actual Cost of Work Performed
Quality Process and Reporting
Quality management on the program will be a team effort. It is the responsibility of the
quality system manager to coordinate conduct, quality reviews, and audits. The Project
Manager task is to oversee the development and implementation of the System Quality
Program Plan.
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Monthly Progress Report
To ensure the goals of the project are met, Blue Team will produce a monthly progress
report. The report should include, but not limited to the followings,
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Progress summary
Milestone deliverables, planned, actual, and forecast
Earned value schedule and cost performances indices
Critical list of all items, responsibilities, and activities
Risk status
Resource profile
Milestones/deliverables planned, actual, and forecast status
Quality Actions
Configuration change control issues
Reviews
Reviews will play an integral part in the management and monitoring of all phases of the
iSa System project. Informal reviews with the program team members will be held on a
weekly basis to ensure that the project stays on track and meet the planned deadlines.
Reviews includes the followings,
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Program management review
Technical reviews
Software requirement review
Hardware requirement review
Preliminary design review
Critical design review
Quality review
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Evaluation Plan
In order for our project to be successful, iSa must be evaluated on a regular basis to make
sure we are adhering to the four main goals of our project: quality, cost, time, and scope.
In order to properly evaluate the project we must specify criteria for determining success.
Below are the detailed criteria necessary for our project’s success.
iSa Limitations
In order to properly evaluate iSa, then we also have to understand the scope of the
project. While iSa is designed to help people with a speech disorder communicate better
in society it is not intended to solve all communications problems.
Evaluation Criteria
Our project will be broken up into 4 phases: phase 0 (project inception), phase 1 (product
prototyping), phase 2 (product design), and phase 3 (product out years).
For project phases 0 and 1, the success of our project will be gauged through weekly
group meetings and by consulting the CS 410 instructor and expert panel. During these
two phases the success of the project will be closely monitored and necessary changes
will be made to ensure its success. Overall success in phase 0 will be also determined by
a successful SBIR proposal and completion of additional required documentation. Once
we have received our initial SBIR grant, then we can proceed with phase 1. In phase 1 the
main criteria for success are to implement a functional prototype and to secure a phase 2
SBIR grant.
Project phases 3 and 4 are mainly concerned with being able to mass produce the iSa
system and support it throughout the product lifetime. Once we have secured the phase 2
SBIR grant, then we can proceed with phase 2. In phase 2 our main task is to improve on
the functional prototype and apply lessons learned in order to create a final product. More
emphasis will be put on marketing and product distribution, while our research and
development costs will go down. Success in phase 2 will be determined by the overall
commercial success of our product. In phase 3 the main focus will be on the product out
years, and our continuing support of the product. Again, our business success and how
well we market and sell iSa will determine the success of phase 3.
Each phase will be evaluated based on the evaluation checklist for that phase. Major
evaluations will occur every 3 months or as deemed necessary by the PM. The
evaluation checklist consists of five subcategories. They are as follows:
1) Personnel Factor: each member of the team will be evaluated based on
technical, communication, management (if applicable), and overall impact to the
group.
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2) Administrative Factor: scheduling and task breakdown analysis is included in
this evaluation factor.
3) Financial Factor: the scheduled budget for the current phase will be evaluated
for cost efficiency, and funding allocation.
4) Marketing Factor: the current target market and an updated list of competitors
will be validated.
5) Technical Factor: the components of the software, hardware and overall system
will be evaluated for completion, testing, and integration.
Phase 0
Phase 1
Phase 2
Phase 3
Evaluation Checklist
(Phase 0, 1, 2 or 3)
Technical
Factor
Personnel
Factor
Marketing
Factor
Administrative
Factor
Financial
Factor
Phase 0 Breakdown
The main concern in phase 0 was to come up with a feasible project idea. After initial
discussions and planning we decided on creating a drowning detection system. After
determining our project concept we then had to complete all of our deliverables in order
to assure that we had a idea that worth continuing with. The work done in preparation of
the Feasibility and Milestone presentations has refined our idea so much that we have
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determined that it can and should be done, and that we are ready to prototype the system
in order to test it. The overall goal of phase 0 is to accomplish the following deliverables
and to eventually secure a phase 1 SBIR grant.
Deliverables
Feasibility Presentation
Milestone Presentation
Proposal Presentation
SBIR Phase 1 Proposal
Product Website
Personnel Factor
Weekly meetings will need to be conducted so that not only a good project idea
can be determined, but that we can collate all of our individual research and apply
it to the overall progress of the group. Personnel success in this phase is based
around the following:
1) Good communication between group members about what needs to be
done, and when it will get done.
2) Good collaboration is necessary so that the work is spread evenly and
that it can all be tied together seamlessly
3) Each member must contribute equally and have work of a high enough
quality so that the group does not suffer.
Administration Factor
Specific scheduling of tasks and the breakdown of the work is assigned by the
project manager. Meetings must be scheduled and properly led so that the group
knows and understands its tasks. The project manager must also facilitate the
group members so that they have the materials necessary to complete their tasks.
The project manager must ensure that all work is done by the time required and
that it is of high enough quality to be considered finished. Specifically for phase
0, success is determined by:
1) Assignment of the research to determine the necessity and feasibility
of our project and the associated documentation by the project
manager and its completion.
2) Assignment of all of the required deliverables (presentation work and
plans) and their completion in the proper timeframe.
3) The ability of the project manager to integrate the team’s work so that
the project can proceed to the next phase.
Financial Factor
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Determination of overall and projected costs is important in the success of a
project. For phase 0 there are no associated costs, so the bulk of the financial
work involves estimating the future costs of the project and determining the
overall bottom line of the project. For this phase success is determined by:
1) Accurately estimating the associated hardware, software, and
personnel costs for the upcoming phases.
2) Preparation of the financial documentation necessary for the SBIR
proposal.
Marketing Factor
As with the financial considerations, since there is no product to market yet, we
must consider the implications of our product in the market place. We have to
examine our competitors and look at their product’s capabilities and make sure
that our product isn’t lacking. We also need to gauge the market’s desire for a
product like ours and see if our product will be marketable. Marketing success in
this phase is determined by:
1) Correct competition assessment (hence the completion of the
competition matrix)
2) Contacting potential customers and accurately gauging their interest in
our product.
Technical Factor
Understanding the technical implications of our project is necessary so that we
can actually make a product. If the technology necessary is not understood the
product cannot be made and then the project fails. In phase 0 since there is no
product yet, but only an idea, research must be done so that we can determine
what technology will allow us to achieve our goals. For phase 0, success is
determined by:
1) Understanding the technological barriers and limitations for our
project, and finding technologies that overcome these.
2) Researching these technologies and making sure that these will
overcome the project limitations
3) Making sure we have the support of the technology’s manufacturers so
that we can effectively prototype the product.
Phase 1 Breakdown
Now that we have come up with a feasible project idea it is time to test it. We have
determined that the product can be done (personnel and technical factors) and we have
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determined that it should be done (financial and marketing factors), so now it is time to
create a prototype. Assuming that we have a Phase 1 SBIR grant, the money must be
managed so that we can properly prototype and test our product and then begin to refine
and market it. Completing the Phase 1 deliverables will help us to pursue a Phase 2 SBIR
grant.
Deliverables
iSa Prototype
SBIR Phase 2 Proposal
Personnel Factor
Since we are now required to create a prototype of our product, our personnel
requirements have changed from phase 0. In addition to the personnel
requirements in phase 0, we might also need to hire new personnel (specialists)
and increased cooperation and collaboration is necessary while we integrate the
various parts of the product. Personnel success in phase 1 will be determined by:
1) Having the personnel in order to effectively create a product prototype,
and hiring more if necessary.
2) Increased cooperation during the integration phase in the product
prototype.
Administration Factor
The project manager’s role now shifts from collating everybody’s ideas to
keeping everyone on the same page. The project manager has to make sure that
the software and hardware specialists have enough money/tools in order to create
a prototype. The manager also has to relay between the hardware / software
specialists and the financial / marketing specialists and the so that they have
accurate cost estimates and accurate product release dates. In phase 1
administrative success will be determined by:
1) Proper delegation of tasks between group members while creating the
prototype.
2) Making sure all group members understand the needs of others, so that
delays can be avoided, and all group members work can progress in a
timely manner.
3) Making sure that if there is a delay, that its cause can be resolved and
that all group members are informed so that their work can reflect the
delay.
Financial Factor
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Having secured a Phase 1 SBIR grant, we now have $100,000 to proceed with.
This will contribute to personnel salaries, implementation cost, and marketing
cost to name a few. This money has to be wisely spent and properly distributed
between group members so that everyone can accomplish their tasks. In the same
sense, the money has to be accurately accounted for, for business purposes (taxes
etc…) and costs will also need to be accounted for the next SBIR proposal.
Ultimately we should be working towards securing a phase 2 SBIR grant. Success
will be measured by:
1) Making sure that the appropriated funds are adequately distributed in
order to be able to successfully create a prototype.
2) The money must be properly accounted for and all expenses recorded
for tax and SBIR proposal 2 purposes.
3) Areas must be identified where we can cut costs for phase 2.
Marketing Factor
Since we are now working on a product, we can reasonably try to market it. Now
that we have a prototype the marketing expert has a decent understating of what
our product does and does not do, and it can be marketed accordingly. Also as
part of an effective marketing / testing strategy, we can offer to beta test our
system at various watermarks, and use our success stories as more marketing fuel.
Marketing success in phase 1 can be determined by:
1) Marketing potential beta testing to various water parks should allow
for real world testing and provide great marketing examples for future
marketing campaigns.
2) The marketing tools should accurately reflect what iSa is and what
exactly it does.
3) Marketing success will result in increased interest and future purchase
of our system.
Technical Factor
Now that we are prototyping our system, this is where a large bulk of the
technical work is done. The hardware we are using needs to be tested individually
so that we can determine that it is actually working. We must also test the
software to make sure that it does exactly what we want. Then once we integrate
everything we have to test the whole system again and make sure everything
works correctly. Our product testing will involve various strategies including
design and code reviews, module testing, integration testing, and finally beta and
end-user testing. Once our product is tested then we can find hardware / software
errors that we can then fix. After the prototype has been tested to satisfaction we
can begin to refine the product for phase 2, which is our eventual goal. In order to
measure our success for this phase the following must be met:
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1) A working prototype must be created.
2) The prototype must pass all of the required testing in order to be
considered a successful trial.
3) After we have thoroughly tested the system it must be successfully
demonstrated to be working.
4) Lessons learned should be documented so that refining the prototype
will be easier in phase 2.
(See the iSa Product Evaluation section for testing strategies)
Phase 2 Breakdown
Now that we have successfully prototyped the iSa system and secured funding for
phase 2 it is time to refine the iSa system further and mass produce it. Also now that we
have a working product, marketing and financial factors have a higher priority and our
business has to become self-sufficient.
Deliverables
A Fully Functional iSa System
Personnel Factor
Since our iSa system has been refined and is now in production, our personnel
needs have changed from phase 1. We will now need marketing experts, good
accountants, and a lawyer to make sure that the business will stay afloat. The
engineers will now shift their duties primarily to system upkeep, and will focus on
further refining it, rather than developing it. Success will be measured by the
following:
1) Keeping the required staff that is necessary to support our product
throughout its development, refinement, and out years.
2) Hiring more staff to manage and keep the business running.
Administration Factor
The project manager’s role is similar to that in phase 1. The project manager
needs to make sure that the tasks are assigned and that each team member does
their work. This includes making sure that the system engineers refine the iSa
system and make it ready for deployment, as well as making sure that the
marketing and financial people are taking care of their end of the business.
Success is met by doing the following:
1) Proper delegation of tasks between group members while making iSa
ready for deployment.
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2) Making sure all group members understand the needs of others, so that
project delays can be avoided, and all group members work can
progress in a timely manner.
3) Making sure that if there is a delay, that its cause can be resolved and
that all group members are informed so that their work can reflect the
delay.
Financial Factor
Having secured a Phase 2 SBIR grant, we now have $750,000 to proceed with.
With this money we need to become self-sufficient. That money will help cover
salaries and start-up costs, but it needs to be handled efficiently and correctly so
that we do not run out of cash on hand. Costs must be analyzed so that it can be
determined where costs can be cut, and where the business is successful. Financial
success can be determined by:
1) Proper accounting techniques are used to track and manage the money
supply.
2) The money must be adequately distributed so that the business does
not suffer in any way.
3) Cost cutting measures must be taken so that the business can be selfsufficient and remain in the black.
Marketing Factor
Now that our system is in production it is available for sale. So we need to
steadily increase our marketing and come up with new strategies. Good marketing
will be the key to keeping our business alive. Success will be determined by the
following:
1) The marketing for iSa accurately depicts what our system does in an
easy to understand way.
2) Gaining new customers.
3) Retaining our old customers and making sure that if they need another
system installed, they will come to us again.
Technical Factor
Since iSa has been prototyped successfully and has been properly tested and
evaluated it is time to fix whatever went wrong with the prototype and to improve
and refine the current design. After the improvements have been made then we
will need to retest the system in the same way we did for phase 1. After successful
testing has been accomplished then we to prepare to produce the system as a
whole. The following will conclude success in this area:
1. The prototype must be refined to production level quality.
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2. The Production model must successfully pass all testing measures.
3. All design modifications and lessons learned should be documented
for the upcoming product out years.
(See the iSa Product Evaluation section for testing strategies)
Phase 3 Breakdown
Now that we have a successful product on the market, the main focus is to maintain a
stable growing business. We need to aggressively pursue more customers, while refining
our product and providing support to old customers.
Deliverables
A Working iSa System with Product Support
Personnel Factor
Now that our system is in production and it works, the main focus with personnel
is to have enough people to maintain / refine the system, and enough people to
keep the business running. If there is substantial business growth, or major
upgrades / improvements to the system then more people will be need to be hired
to maintain the business and help support the product. Personnel success will be
judged by:
1. Keeping the required staff that is necessary to support our product
throughout its development, refinement, and out years.
2. Hiring more staff to manage and keep the business running as
necessary.
Administration Factor
The project manager’s role is the same as in phase 2. The project manager needs
to make sure that the tasks are assigned and that each team member does their
work. This includes making sure that the system engineers refine the iSa system
and improve it as necessary, as well as making sure that the marketing and
financial people are growing the business. Success is met by doing the following:
1. Proper delegation of tasks between group members while making iSa
ready for deployment.
2. Making sure all group members understand the needs of others, so that
project delays can be avoided, and all group members work can
progress in a timely manner.
3. Making sure that if there is a delay, that its cause can be resolved and
that all group members are informed so that their work can reflect the
delay.
22
Financial Factor
After phase 2 our business should be self-sufficient. If it is not, then other means
of securing funds should be pursued (i.e. grants). Also over the lifetime of the
business and our iSa system, cost cutting will be important to maintaining profits,
and it may be wise to start looking into LEAN or Six Sigma practices to help
maintain them. Financial success will be measured by the following:
1. Proper accounting techniques are used to track and manage the money
supply.
2. The money must be adequately distributed so that the business does
not suffer in any way.
3. Cost cutting measures must be taken so that the business can be selfsufficient and remain in the black. LEAN and Six Sigma opportunities
should be investigated.
Marketing Factor
Marketing strategies are similar to those in phase 2. We will want to pursue more
and more customers in order to grow the business. We will also need to get
customer feedback so that we can improve our system over its lifespan so that it
can stay innovative and fresh. It would also be prudent to explore possible
alternative markets for our product, so that we can maximize sales. Success is
measured by the following:
1) New customers must be gained and old customers must be retained.
2) Feedback from customers must be obtained so that we can improve the
current iSa system.
3) Alternative markets must be found to increase profits.
Technical Factor
Now that we have overcome most of the technical challenges in just creating
something that will work, the bulk of the technical work in phase 3 will be to
upgrade and add features to the current system. Feedback should be taken from
existing and potential customers to see what should be added (if anything) and
then all additional changes and releases should be tested as before. Product
support also has to be provided over the lifetime of the business. Success will be
measured by:
1) There must be well-organized and correct documentation for the iSa
production model.
2) The system engineers should make upgrades and improvements as
necessary (taking into account customer feedback) and they should be
tested as before.
23
3) Customer support must be a priority in order for us to retain
customers.
(See the iSa Product Evaluation section for testing strategies)
iSa Product Evaluation
The major challenge of this entire project is overcoming the technical difficulties of
creating a drowning detection system the way we are. We will be using hardware in a
way it has never been used before, and we will also be using it in a complex environment
(water, concrete, etc). Getting this hardware to connect with the software will also be a
specifically difficult thing to accomplish, however it can be done. Building the iSa
prototype will be difficult at first, and we will no doubt have many errors in our system,
so in order to find them and fix them we need to develop an effective testing strategy.
BDUF and Design Reviews
Starting with the overall design of the system (hardware and software) a Big
Design Up Front (BDUF) needs to be set forth so that a lot of basic flaws are
avoided. After the initial design has been made then there needs to be a series of
design reviews that go over every single part of the design so that nothing is
missed. Then once the system is being designed the code for the software needs to
be reviewed periodically (this can be done through pairs programming) so that
any errors in the design of the software can be caught and fixed before they
become major problems. Total system review will make all team members more
knowledgeable how iSa should work and it allows the whole team to do their jobs
more effectively.
Module Testing
Once each individual piece of the design (The software, hardware components,
etc) has been implemented, there needs to be an automated testing strategy for
each piece. Building up an automated set of trial cases for a module allows you to
make sure that your module is working as it should. If an error is found that is not
a test case it can then be added and that error can be prevented in the future. Also
when a change is made to a module it helps identify errors that were introduced
by accident.
Integration Testing
In the integration testing a combination of top-down and bottom-up testing would
be used to make sure all of the modules work together as intended. This will test
for validity and effectiveness in regards to all other existing pieces. This step is to
ensure that all components of the project continue to work well in relation to one
another.
24
Performance Testing
This type of testing is necessary that our software interacts well with the
hardware. We will need to make sure that the software we make can be handled
well by the computer system. Some things to check are the size of the software
when installed, the amount of main memory and/ or secondary storage it requires
and the demands made of the operating system when running within normal limits
or the response time. Testing the performance of the sensor hardware and the
software it communicates with under the worst conditions will help prove the
reliability of the software.
Stress testing and Recovery Testing
In this type of testing we basically try to break the system and see how well it
handles the increased stress. We will put abnormal demands upon the software,
such as increasing the rate at which it is asked to accept data or the rate at which it
is asked to produce information in order to see if it will crash. More complex tests
may attempt to create very large data sets or cause the software to make excessive
demands on the operating system. After we have strained the software as much as
possible we will then deliberately interrupt the software in a number of ways by
taking the hard disc off line or even turning the computer off, to ensure that the
appropriate techniques for restoring any lost data will function.
Beta Testing
This is where the system will be released to the actual end users and tested in their
pools. Alpha releases will be done at ODU and they will be tested thoroughly for
errors. Once the alpha release has been tested successfully then the errors that
have been made known will be fixed and a beta version will be released. We will
then release the beta version to various water parks (etc) to finalize testing. From
these tests and polls, we will evaluate the usability and effectiveness of our
product.
Alpha and Beta testing plan
The following will be checked during testing:
Product functionality
1) It will monitor numerous sensor tags at once.
2) It will register the sensor tags with some identifying information.
3) The sensors tags will send an alarm if it has been motionless or
underwater for too long
4) The receivers will send a signal to the terminals that will alert the
lifeguards to the emergency
Product’s user-friendliness
25
1) It will have a graphical user interface
2) It will have a touch screen for ease of use
3) It will have a user friendly help menu
User Documentation
1) Each tester will be given some personal instruction
2) Each tester will have a user manual to figure out how to use the system
26
Marketing Plan
The purpose of this document is to briefly describe the iSa System and the approach it
takes to improve communication. Also, it provides a study on iSa's competitors and
potential customers, sales and marketing strategies, break even analysis estimation,
customers’ benefits, and ROI.
1. Promotional Statement
The following are the slogans that will be used in the promotion campaign of iSa when
this has been introduced to the market:



“intelligent Speech assistant, Let iSa be your voice.”
“Have you heard what iSa.”
“What I need, iSa.”
2. Product Description
The ability to communicate is our most basic human characteristic. Communication is
essential to learning, working, and social interactions. However, one in 10 Americans has
a communication disorder. This makes them the single largest population of challenged
Americans (1), with nearly 6 million of those affected being children under the age of 18.
iSa plans to aid those who have difficulty having their speech misunderstood. We will
provide a program for the Apple iTouch/iPhone that will allow the user to communicate
with a voice synthesizer through our applications interface.
iSa also plans to add other features that will enhance the users experience with the
program. To make iSa easier to use the ability to use short hand notation was added.
This would help by saving typing time when using a commonly used phrase. Another
feature that can be personalized is our the theme Another time saving feature is that while
you type iSa will attempt to predict the word you are type and save a few keystrokes.
3. Market Analysis
Our potential customers are people with speech disabilities and people who use
English as a second language.
As of 2002, there were approximately 2.6 million Americans who have difficulty
having their speech understood, about 600,000 had severe disabilities.
From a Survey in 2006 approximately 2.4 million Americans who use English as
a second language reported that they spoke English less than “very well”.
The following is a look at 3 of our competitors:
27
Lingo
Lingo features seven message locations each with 25 seconds of recording time
and one memo location with a full 60 seconds of recording time. Each message location
can be recorded and erased independently making it easy to change individual messages
on the fly. Plus, Lingo’s memo button offers a list feature that allows for adding a
message without recording over previous messages. Lingo also boasts a digital engine for
crystal clear voice output.
Disadvantages
 Cost - $179
 Limited to 25 second phrases
 Only allows preprogrammed messages
 Limited Storage
Afforda Speech
KN-200 MiniKey Keyboard Communicator
The Keyboard Communicator is a portable miniature keyboard based
speech synthesizer. Featuring the industry standard DECtalk voices, you have a highly
intelligible and configurable text-to-speech system. With its mini keyboard, one can
directly key in messages to be spoken, or you can recall phrases from one of the 36
commonly used phrases that you have stored within its internal memory.
Disadvantages
 Cost $ 795
 Needs a keyboard to work
 Limited to 36 stored phrases
 Runs on 4xAA batteries
Palmtop 2G
Palmtop2G is an excellent AAC solution for individuals requiring
powerful communication and extreme portability. Full-featured Impact communication
software and sleek styling combine to appeal to augmented communicators of all ages
with existing or emerging literacy skills.
Disadvantages
 Cost $2895-$3895
All of these products are trying to solve one problem, making communication
easier to understand. And what makes iSa different from its competitors? Its adaptability
and low cost is the difference. iSa is not a stand-alone product. It is meant to be used
along side the iTouch/iPhone and in this manner this is a major difference between our
28
solution and the competition. iSa does not require very expensive hardware because it
uses the technology that comes with the Apple iTouch/iPhone, which helps us to keep the
cost of our product down. iSa also inherits the functions that come with the
iTouch/Phone.
4. Target Market
Our initial target will be the 2.6 million Americans who have difficulty
communicating. Since our product is software the distribution would not limit us to a
single state and we could potentially reach all of those in need of our solution. Another
possible market is the 2.4 million Americans who use English as a second language. iSa
could help those Americans by giving them a clear voice without the distortion from their
accent
We have made a few steps in applying to Apple as iTouch/iPhone developers. As
developers we would then be able to submit programs to be sold on the iTunes store.
This should gain us some exposure with those who like to add features to their Apple
products. This could also be a market that we could expect some sales from.
Overall our target market is as follows:
Primary target:
 People with speech disorders
 People who use English as a Second Language
Secondary target
 iTouch/iPhone enthusiasts
5. Sales Plan
iSa has a broad market. We will not be able to set-up a store and sell our product
in retail chains. Our product will be made available through Apple's iTunes store. To
encourage sales a website will be made to offer a place for people to review our product
and ask any questions. We will also submit our product for review to websites like
downloads.com and slashdot.org in the hopes of gaining some feedback and exposure.
6. Advertising Strategy
We will advertise iSa through our own website and via iTunes. Thanks to Apple
and the release of the iTouch/iPhone SDK there is a buzz about the development of new
programs to enhance the current iTouch/iPhones. We could also target schools because
iSa could be used as an aid to improve communication for students with communication
problems. One other strategy we were hoping to employ is asking for our product to be
29
reviewed. These reviews can help to expose our product to potential customers.
Hopefully after a successful launch the first iSa customers will be so satisfied that they
would refer people to us when in need of a program for communication.
To
summarize we will use the following mediums to initially advertise iSa.
Our website
iTunes
Schools
Word of Mouth(Blogs, Reviews, Customer responses,...)
7.
Price Point for Blue Team
This is the product’s estimated cost to implement the iSa system.
Phase 0
$ 0.00
Phase 1
$ 100,688.00
Phase 2
$ 375,144.00
Phase 3
$ 647,668.00
Total
$1,123,500.00
Funding
$ 325,000.00
Cost
$ 773,500.00
8.
Price Point for Customer
The following provides detailed information on an approximated customer cost
for the iSa.
iPhone
iSa software
$399
$499
Total Cost to customer
$898
Overall, our final selling price for our software is $ 499.00
Our total solution price is $898.00
9. Break Even
The estimated cost to implement all phases is $ 773,500. We will be able to break
even, after we sell 2215 iSa systems.
10. Marketing Objectives
30
Blue Team has set some basic objectives for the first three years of iSa in the
market

First Year
- Generate revenues for $ 300,000.00 (860)
- Pay part of note payable account
- Advertise iSa

Second Year
- Generate revenues for $ 400,000.00 (1150)
- Pay part of note payable account
- Advertise iSa

Third Year
- Generate revenues for $ 689,900 (1975)
- Close note payable account
- Get international customers
11. Customer Benefits
Within all the benefits offered by iSa there is one thing that stands out among the
others. This benefit is the priceless satisfaction of having your speech understood. Other
benefits offered are:



Low cost
Improved quality of life
No additional cost for hardware warranty
12. Customer Return on Investment
31
The customer will gain a tool that in combination with the iTouch/iPhone will
greatly increase the ease at which communication can occur.
32
Funding Plan
Many people have speech disabilities and are unable to feel comfortable going out
in public. This affects their social well-being and may contribute to feelings of loneliness
or isolation. A solution to this problem that relies on the hardware and software created
by this organization is the intelligent speech assistant.
We have six group members that are concerned with the health and happiness of
those with special needs as one of our group members has a speech disorder himself. We
have experts on our side that desire to use their expertise to benefit society. Together as a
team, we can fulfill our goal of reducing the struggles of people with this debilitating
disorder.
There are a few ways to approach this problem that can be done without the help
of technology. One option is to ignore the problem and let people with a speech disorder
not benefit from enjoyable social interactions. However, we will not ignore the problem
and we will focus our efforts to solving the problems through our innovative product.
The prototype will need to be constructed. Then it needs to be tested and
advertised. We will deploy our product and sell it to the mass market. We will continue to
update and support it past the two years and for a long time forward. It will cost $100,000
for Phase 1 and $401,000 for Phase 2.
Financing
To finance all phases of the iSā project from conception through production, we submit a
grant proposal for Phase 1 and Phase 2. Phase 3 will be funded through venture capital
investment.
Funding Agency
A grant proposal will be sent to the Department of Health and Human Services. They
offer up to $325,000. The purpose of the HHS research program is to develop,
implement, and measure the effectiveness of interventions that promote the health and
wellness of people with disabilities and prevent secondary conditions across the lifespan.
The goals are to define the precise targeted populations for the intervention program,
convey the capacity to identify, reach, enroll, and follow this population; and measure
and evaluate the effectiveness of the intervention.
Phase 1
Requires $100,000 for the development of the iSā prototype. This development work
will include planning, identification of requirements, hardware setup, design, coding and
testing.
Phase 2
Requires $225,000 for ongoing development from Phase 1, additional hard resources,
technical documentation and actual beta testing of the product with users.
33
Phase 3
Having acquired the necessary funding in Phases 1 and 2 to complete the prototype, iSā
will be in a position to enter production and commercialization.
Funding will provide for the production and commercialization of our product and will be
provided through investment by venture capital firms.
Additional Funding
Additional funding sources available outside of the grant include a Proposal Assistance
Award and Growth Acceleration Program (GAP) from the CIT. The Proposal Assistance
Award can be used to pay for Phase I and II proposal preparation and review costs.
Amounts available under this program include $1,000 for Phase I and $2,000 for Phase
II. The CIT’s GAP Investment program provides up to $100,000 and will be available as
an additional funding option for Phase III and in the Out Years.
Budget Summary
Phase 1
Hardware Costs
Personnel Costs
Total
$752
$100,688
$101,440
Phase 2
Hardware Costs
Personnel Costs
Total
$26,705
$375,144
$401,849
Phase 3
Hardware Costs
Personnel Costs
Total
$5,068
$647,668
$652,736
34
Resource Plan
Purpose
This document defines the hard resources associated with the project per phase. The purpose of this
document is to define what hard resources are necessary per phase and to explain their purpose. Each
phase defines new hard resources that are introduced; however it should be assumed by the reader that any
hard resource that is used in a previous phase will be used for the same purpose in subsequent phases unless
otherwise noted.
Although human resources are in integral part of the resource plan, these resources have been addressed in
the separate document, Staffing Plan, contained within this SBIR. The reader is referred to the funding
plan for any detailed financial information.
Phase 0
In this phase the initial SBIR proposal is created along with a proposal presentation and product website.
Since this phase only involves research and the proof of concept, no hard resources are required.
Phase 1
In this phase a lab prototype will be developed and the SBIR Phase 2 proposal will be developed. Success
will be measured by the successful completion of those two deliverables.
The following hard resources are needed for Phase 1:
Phase 1
Resource
Product
# Cost/ Unit
Queue Server
DELL PowerEdge SC1430
Debian Linux
Embeddable Predictive Text Library
OpenMary
MySQL
Interface Design
Mozilla
Debian Administration
25' CAT6 Network Cable
Contingency Reserve
1
1
1
1
1
1
1
1
1
1
Software
Technical Support
Ethernet Cable
Contingency
Total
Total
730
0
0
0
0
0
0
0
30
5,000
730
0
0
0
0
0
0
0
30
5,000
$5,800

Queue Server – This queue server will advertise and distribute iSa related software. In addition the
queue server will host iSa’s data center. This computer will use Debian Linux.

Ethernet Cable – A network cable used to connect queue server to the Internet.

Technical Support – It is necessary to have support for administrating any OS.

Contingency – Project are by nature full of uncertainty. This small contingency reserve would
cover small expenses not specifically identified in this plan.
35
Phase 2
In this phase the actual prototype of the product will be developed.
The following hard resources are needed for Phase 2:
Phase 2
Queue Server
Workstation
Router
Ethernet Cables
iTouch
Phone
USB
Speakers
Prototype
DELL PowerEdge 2950 III
Macintosh, Windows, Linux, and UNIX
Cisco 2800 Series Router
25' CAT6 Network Cables
iTouch
iPhone
iPhone/iTouch USBs
iTouch Speakers
iSa used on personal computer
Prototype Product Cost
10
4
1
15
10
10
20
10
1
1
1,400
1,300
1,500
30
250
400
3
13
0
0
14,900
5,200
1,500
400
2,500
4,000
60
130
0
0
$30,000
Total

Queue Server (10) – These are the queue servers that make up a rack in the data center. These are
setup to relieve the load from the main queue server (DELL PowerEdge SC1430).

Workstations (4) – Necessary for beta testing multi-platform porting capabilities.

Router (1) – With the increase in office staff, development and test machines a router is required.
The router connects the machines to each other as well as the Internet.

Ethernet Cables (15) – These are used to patch the PCs into the router.

The product line that we fell will best support our system because of
ease of use for the end users. During beta testing is when we want to
put that real product in their hand so that we can see how well these
things work together. These product lines include iTouch, iPhone, USBs, and speakers.

Prototype – The cost of the prototype is detailed above. The prototype will be a personal
computer that represents how iSa functions by running its software.
Phase 3
This phase is the main rollout of the product. In this phase the warehouse and manufacturer is secured and
actual production begins. The marketing campaign also begins in this phase.
The following hard resources are needed for Phase 3:
Phase 3
Workstation
DELL Precision 370
7
699
49,000
36
25' CAT6 Network Cables
7
25
Total
180
$49,180
With the data center built out in Phase 2 and the prototype created in Phase 2, we only need to purchase
PCs for our new office staff.

Workstation (7) - – These workstations will be installed with the default version of Windows.
These workstations are for the new staff that is brought on in Phase 3. These include the
administrators and developers.
Out Years
The phase is the functional and support phase of the project. The tasks in this phase are ongoing and are
not part of the project.
Since Out Years maintains and supports the products that are created in the project, any hard resources
needed for that support would have been identified and setup in Phase 3. Therefore there are no hard
resources defined specifically for Out Years the Out Years hard resources come from previous phases.
37
Staffing Plan
The purpose of this plan is to define the staffing for each phase of the project.
This document describes the staff that will be needed for each phase as well as their
responsibilities.
1. Phase 0
This is the first phase of the project where the initial SBIR will be created along
with the proposal and milestone presentations. As well, the project's website is created.
For Phase 0, we need the following staff
Figure 1
1.1. Staffs and Responsibility
Project Manager
Assure that all tasks are assigned and are performed with high quality
Resolve difference and conflict
Develop the WBS
Assign resources
Prioritize tasks
Define tasks dependencies
Marketing Specialist
 Determine the target market
 Support the marketing aspect of the project
 Choose and manage the marketing vendor
 Determine the overall marketing plan
38
Hardware Specialist / Webmaster
 Determine the best hardware for iSa System
 Estimate the cost of hardware
 Assist the financial specialist with hardware budget
 Research sensor technologies and other hardware for iSa System
 Research the best method of developing and attaining hardware components
 Create the team website that includes team biography, presentations, and
documentations
Software Specialist
 Determine the algorithm for the iSa System
 Estimate the cost of developing the software
 Determine the most suited method for developing and maintaining the software
Financial Specialist
 Receive fund
 Create budget
 Determine product cost
 Financial and funding plan
2. Phase 1
In this phase, a lab prototype will be developed. Along with this, the SBIR phase
2 proposal will be written. Success will be measured by the successful completion of
those
39
The following staffs will be needed for this phase:
Figure 2
2.1. Staffs and Responsibility
Project Manager
Assure that all tasks are assigned and are performed with high quality
Resolve difference and conflict
Develop the WBS
Assign resources
Prioritize tasks
Define tasks dependencies
Marketing Researcher
 Determine the target market
 Support the marketing aspect of the project
 Determine the overall marketing plan
Webmaster
 Create the team website that includes team biography, presentations, and
documentations
Software Specialist
 Determine the algorithm for the iSa System
 Estimate the cost of developing the software
 Determine the most suited method for developing and maintaining the software
40
Financial Specialist
 Receive fund
 Create budget
 Determine product cost
 Financial and funding plan
Product Manager
 Determine the functionality that will be included in the iSa System
 Defining the requirements from a customer’s perspective
Technical Specialist
 Determine the technical requirements
 Managing the technical staff
 Determine and solve technical problems
Risk Specialist
 Managing project risk
 Determine what risks exists in the project
 Evaluate risk severity
 Probability of the risks
 Attempt to mitigate the risks
Phase 1 Staff Salaries
Title
Financial Specialist
Marketing Specialist
Product Manager
Project Manager
Risk Specialist
Software Specialist
Technical Specialist
Webmaster
Yearly Rate
$41,600
$41,600
$41.600
$52,000
$41,600
$41,600
$41,600
$41,600
Hourly Rate
$20
$20
$20
$25
$20
$20
$20
$20
Hours
536
536
260
536
536
399
260
399
Total
$10,720
$10,720
$5,200
$13,400
$10,720
$7,980
$5,200
$7,980
Total:
40%
Overhead
$15,008
$15,008
$7,280
$18,760
$15,008
$11,172
$7,280
$11,172
$100,688
3. Phase 2
In this phase, an actual prototype of the product will be created.
The following staffs will be needed for this phase.
41
Figure 3
3.1 Staffs and Responsibility
Project Manager
Assure that all tasks are assigned and are performed with high quality
Resolve difference and conflict
Develop the WBS
Assign resources
Prioritize tasks
Define tasks dependencies
Webmaster
 Create the team website that includes team biography, presentations, and
documentations
 Manage the web developers in the future
Software Engineer 1 & 2
 Determine the algorithm for the iSa System
 Estimate the cost of developing the software
 Determine the most suited method for developing and maintaining the software
Financial Specialist
 Receive fund
 Create budget
 Determine product cost
 Financial and funding plan
Product Manager
 Determine the functionality that will be included in the iSa System
 Defining the requirements from a customer’s perspective
42
Technical Director
 determine the technical requirements
 managing the technical staff
Phase 2 Staff Salaries
Title
Financial Specialist
Product Manager
Project Manager
Software Engineer 1
Software Engineer 2
Technical Specialist
Webmaster
Yearly Rate
$64,000
$64,000
$68,640
$56,160
$56,160
$62,400
$62,400
Hourly Rate
Hours Total
$30
1040
$31,200
$30
504
$15,120
$33
1040
$34,320
$27
774
$20,898
$27
774
$20,898
$30
504
$15,120
$30
774
$23,220
Total:
40%
Overhead
$43,680
$21,168
$48,048
$29,257
$29,257
$29,257
$21,168
$225,086
4. Phase 3
In this phase, the delivery of the first product occurs. With the warehouse and
manufacturer is secured, the actual product begins. Also, the marketing campaign is
rolled out.
The following staffs are needed for this phase.
43
Figure 4
4.1. Staffs and Responsibility
Project Manager
Assure that all tasks are assigned and are performed with high quality
Resolve difference and conflict
Develop the WBS
Assign resources
Prioritize tasks
Define tasks dependencies
Marketing Specialist
 Determine the target market
 Support the marketing aspect of the project
 Choose and manage the marketing vendor
 Determine the overall marketing plan
Webmaster
 Create the team website that includes team biography, presentations, and
documentations
 Manage the web developers in the future
Software Engineer 1 & 2
 Determine the algorithm for the iSa System
 Estimate the cost of developing the software
 Determine the most suited method for developing and maintaining the software
44
Financial Specialist
 Receive fund
 Create budget
 Determine product cost
 Financial and funding plan
Product Manager
 Determine the functionality that will be included in the iSa System
 Define the requirements from a customer’s perspective
Technical Director
 Determine the technical requirements
 Manage the technical staff
Procurement Manager3 / Lawyer
 Create all contracts
 Handle customer negotiations
HR Manager4
 Hiring
 Handle employee paperwork
 Set salaries
Administrative Assistant
 Manage the administrative needs of the staffs
 Take minutes, type up paper work, et cetera
Bookkeeper
 Produce financial reports of the project
Operations Manager
 Manage functional organization of the project
 Manage the staff who maintains the product after the project is closed
iSa Customer Support
 Take customer orders
 Take complaints and questions
 Generally, take care of customers’ needs
3
4
Require legal procurement experience
Human resource management skills needed
45
Prototype Plan
We will be developing a prototype for the iSa Product. This prototype will contain
some aspects of the real world product but some of the things in the real world product
will be simulate in the iSa prototype.
iSa Prototype MFCD
The following is a major functional components diagram of the iSa prototype:
Limitations and Features of the Prototype
In the iSa prototype we will be simulating the iTouch aspect of the iSa real world
product though the use of a computer. Also because of time we will only be using one
theme whereas the iSa real world product will be using a lot of themes. But the iSa
prototype will include text prediction and voice synthesis.
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Risk Management Plan
A - Difficult to type B - Difficult to afford
C - Hardware becomes outdated
D - Delays in the database
A. Difficult to type
Cause: 20% of our target market has physical disabilities that can limit their use of the
iTouch or iPhone. If they are unable to use the iTouch or iPhone, then they will also be
unable to easily use iSa.
Mitigation: By using image groupings, where the user can select an image instead of
typing, the users with physical disabilities may be able to use our software. The images
will be larger then the standard keys used for typing on the iTouch or iPhone, making
them easier to press correctly. The images will correlate with predefined phrases or
words.
Likelihood: Low
Consequences: Moderate
B. Difficult to afford
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Cause: The majority of people in America have a private health insurance plan that does
not have coverage for speech disabilities. Nearly 60% of Americans have these plans.
Most of the plans either do not have coverage, or the coverage must be asked for at the
time the plan is established.
Mitigation: The iSa is planned to have a selling cost of $100, which is lower then the
competition. Speech aids range from $200 to $5000. These devices are not multi-use
hardware. With the iSa being on an iTouch or an iPhone, the iSa hardware is multi-use.
Likelihood: Moderate
Consequences: Low
C. Hardware becomes outdated
Cause: It is inevitable that all hardware will become outdated. The iSa is designed to be
run on an iPhone or an iTouch. When these devices become outdated, iSa itself becomes
outdated.
Mitigation: The core of the coding for the iSa will be able to be ported from one device
to another. The only changes that will be required is to remove the iTouch SDK and
replace it with the new hardware's SDK. This will allow the iSa to easily port from the
iTouch platform to any new platform that may come out.
Likelihood: High
Consequences: Negligible
D. Delays in the database
Cause: The iSa package will require more then one database. Each database will have
tables that need to be created and entries into each table. The word prediction database
will need to be filled with common words to start. The task of filling the databases may
require more time then allotted. As the database is the longest single step, the longer it
takes the more delay is put on the release of the iSa.
Mitigation: Using SQLite's zero-configuration database, the time required to create and
setup the databases will be reduced. SQLite is designed for use on portable devices,
which increases its overall appeal to the iSa project. Lowering the time needed to create
and setup the database will allow more time for filling the database.
Likelihood: Low
Consequences: Low
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Budget Plan
Phase 1 Personnel Resources
Title
Yearly Rate
Financial Specialist
$25,600
Marketing Specialist
$25,600
Product Manager
$25,600
Project Manager
$32,000
Risk Specialist
$25,600
Software Specialist
$25,600
Technical Specialist
$25,600
Webmaster
$25,600
Hourly Rate
$20
$20
$20
$25
$20
$20
$20
$20
Hours
536
536
260
536
536
399
260
399
Phase 2 Personnel Resources
Title
Yearly Rate Hourly Rate Hours
Financial Specialist
$64,000
$50
Product Manager
$64,000
$50
Project Manager
$70,400
$55
Software Engineer 1
$57,600
$45
Software Engineer 2
$57,600
$45
Technical Specialist
$64,000
$50
Webmaster
$64,000
$50
Phase 3 Personnel Resources
Title
Yearly Rate
Administrative Assistant $25,600
Bookkeeper
$32,000
Customer Support 1
$25,600
Customer Support 2
$25,600
Customer Support 3
$25,600
HR Manager
$64,000
Lawyers
$140,800
Marketing Specialist
$64,000
Operation Manager
$64,000
Procurement Manager
$64,000
Product Manager
$64,000
Project Manager
$70,400
Hourly Rate
$20
$25
$20
$20
$20
$50
$110
$50
$50
$50
$50
$55
Hours
960
274
960
960
960
960
71
960
960
466
466
960
Total
$10,720
$10,720
$5,200
$13,400
$10,720
$7,980
$5,200
$7,980
Total:
40% Overhead
$15,008
$15,008
$7,280
$18,760
$15,008
$11,172
$7,280
$11,172
$100,688
Total
40% Overhead
1040 $52,000 $72,800
504 $25,200 $35,280
1040 $57,200 $80,080
774 $34,830 $48,762
774 $34,830 $48,762
504 $25,200 $35,280
774 $38,700 $54,180
$375,144
Total:
Total
$19,200
$6,850
$19,200
$19,200
$19,200
$48,000
$7,810
$48,000
$48,000
$23,300
$23,300
$52,800
40% Overhead
$26,880
$9,590
$26,880
$26,880
$26,880
$67,200
$10,934
$67,200
$67,200
$32,620
$32,620
$73,920
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Software Engineer 1
Software Engineer 2
Technical Specialist
Webmaster
$57,600
$57,600
$64,000
$64,000
$45
$45
$50
$50
714
814
466
714
$32,130
$36,630
$23,300
$35,700
Total:
$44,982
$51,282
$32,620
$49,980
$647,668
Out Years Resources
Title
Bookkeeper
Customer Support 1
Customer Support 2
Customer Support 3
Operations Manager
Yearly Rate
$52,000
$41,600
$41,600
$41,600
$104,000
Hourly Rate
$25
$20
$20
$20
$50
Hours Per Year
2080
2080
2080
2080
2080
Total
$52,000
$41,600
$41,600
$41,600
$104,000
Total:
40% Overhead
$72,800
$58,240
$58,240
$58,240
$145,600
$393,120
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Team Member Biographies
Matthew Salyer – Project Manager
Matthew graduated, in the spring of 2006, from Mountain Empire Community
College with an Associates Degree in Computer Software. He is currently pursuing a
bachelor’s degree in Computer Science at Old Dominion University.
He is employed with the Virginia Department of Mines Minerals and Energy as an intern
where he develops web applications and has gained experience developing web
applications using Visual Basic.NET, and database programming.
After graduation, Matthew hopes to continue working with the Virginia Department
of Mines Minerals and Energy as a software developer.
Dominic Eldridge – Software Specialist
Dominic is pursuing a Bachelor’s in Computer Science at Old Dominion University. He
expects to grade in 2008. He is interested in databases and network security and has
developed skills in Database Administration, Network Security, UNIX/LINUX System
Administration, and web design. Dominic is proficient in programming with C++ and
Perl.
Mark Mahn – Documentation
Mark started career on a Jazz Scholarship to Hampton University and later obtained his
Bachelor of Science in Government Administration, with a Legal Studies major from
Christopher Newport University. Though accepted to law school, Mark opted to try
some small business ventures. He served clients as prominent as International Paper.
Interest in computer science, led him to Northrop Grumman where he was hired as part of
a software development team for a Command and Control System currently fielded by
the United States Armed Forces.
In working towards a bachelor's degree in Computer Science, Mark has gained
experience with Java, C++, ANSI C, Perl, and SQL. He has completed graduate level
courses in Artificial Intelligence, and hopes to complete his degree in computer science in
December 2008.
In his spare time, Mark enjoys playing poker, which he played professionally for four
years.
Scott Seto – Webmaster
Scott is a Computer Science senior at Old Dominion University. His interests are
websites design, Java Server Pages and tennis. He is currently working on a 3D modeling
project in which he is highly interested and has started a business of building websites.
Scott enjoys tennis when he’s away from his computer.
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Brad Travaglio – Marketing
Brad is a senior at Old Dominion University and expects to graduate by December 2008.
His major in Computer Science has sparked interests in networking and web
technologies. He has become proficient with PHP, HTML, XML, mySQL, pl/SQL, Java,
and C++.
Scott Wood – Hardware / Risk Management
Scott is currently working towards finishing a bachelor’s degree in Computer Science at
Old Dominion University. He was awarded the Computer Science Achievement award at
Western Branch High School in 2001, and is an intern at IssueTrak.
Scott’s interests lie in Programming and Networking and he has developed programming
skills in the C++, ASP, VBasic languages.
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Conclusion
Those who are affected by speech disability are disadvantage in social, professional, and
emergency situations. When their inability to communicate clearly with others has
negative impact on their well-being, professional, or social status they may withdraw
from those situations and their quality of life suffers, and in some cases they are not able
to communicate vital needs.
Existing solutions to these problems fall short of reducing these disadvantages
significantly, are prohibitively expensive, are difficult to use, or are too bulky to be useful
to some of those affected by speech disability.
The implementation of the iSa would provide a solution that does not suffer from these
shortcomings and it has price point that is only a fraction of lessor devices. It provides
ease of use with user-friendly features that are especially helpful to those who may suffer
physical disabilities from which their speech disability may derive. Finally, it is
implemented on a popular device heralded for its ease of use and hand-held, portability.
We believe the iSa can be a greater help to those who suffer speech disability
than existing products.
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