Telephone Management System
(TMS)
2008
SBIR Grant Proposal
TMS SBIR
Table of Contents
1
Project Summary (Leyland, Larrick, Rode) ....................................................................................................1
2
Project Description (Team) ...............................................................................................................................1
2.1
Societal Problem (Leyland) ........................................................................................................................1
2.2
Solution (Rode) ...........................................................................................................................................2
2.2.1
Software (Larrick)..................................................................................................................................7
2.2.2
Hardware (Burlock) ...............................................................................................................................8
2.3
Prototype (Rode) ........................................................................................................................................8
2.4
Goals/Objectives (Diggs) ...........................................................................................................................9
2.5
System Capabilities (Rode) ....................................................................................................................... 10
2.6
Market (Larrick) ....................................................................................................................................... 10
2.7
Risks (Burlock) ......................................................................................................................................... 11
2.8
Competition (Burlock, Larrick) ................................................................................................................ 13
2.9
FCC Regulations (Diggs) ......................................................................................................................... 13
3
Referenced Documents (team) ........................................................................................................................ 14
4
Biographical Sketches ...................................................................................................................................... 14
5
4.1
Ben Leyland (Leyland).............................................................................................................................. 14
4.2
Travis Burlock (Burlock) .......................................................................................................................... 15
4.3
Dionna Diggs (Diggs) .............................................................................................................................. 15
4.4
Bob Larrick (Larrick) ............................................................................................................................... 15
4.5
Josh Rode (Rode) ...................................................................................................................................... 15
Budget (Leyland) .............................................................................................................................................. 16
5.1
Proposal Budget – NSF Form 1030 ......................................................................................................... 16
5.2
Budget Justification .................................................................................................................................. 17
5.2.1
Undergraduate Students: ...................................................................................................................... 18
5.2.2
Fringe Benefits: ................................................................................................................................... 18
5.2.3
Materials & Supplies: .......................................................................................................................... 18
6
Indirect Costs (Diggs) ...................................................................................................................................... 18
6.1
Facilities, Equipment and Other Resources ............................................................................................. 18
Appendix A: Glossary ............................................................................................................................................ A-1
Appendix B: Management Plan (Larrick) ............................................................................................................. B-2
1
Program Management Overview .................................................................................................................. B-2
2
Corporate Structure ...................................................................................................................................... B-3
3
Management Approach ................................................................................................................................. B-3
4
Program Team................................................................................................................................................ B-4
4.1
Program Manager .................................................................................................................................. B-4
4.2
Technical Director.................................................................................................................................. B-4
Version 1.0
2008
i
TMS SBIR
4.3
System Engineering ................................................................................................................................ B-4
4.4
System Development Engineer ............................................................................................................... B-4
4.5
Production .............................................................................................................................................. B-4
4.6
Contract Manager .................................................................................................................................. B-4
5
Program Duration .......................................................................................................................................... B-5
6
Work Breakdown Structure .......................................................................................................................... B-5
7
Program Planning .......................................................................................................................................... B-5
8
Progress Performance Assessment ............................................................................................................... B-5
9
8.1
Technical Progress and Reporting ......................................................................................................... B-6
8.2
Financial Management and Reporting ................................................................................................... B-6
8.3
Earned Value .......................................................................................................................................... B-6
8.4
Quality Process and Reporting ............................................................................................................... B-7
8.5
Monthly Progress Report........................................................................................................................ B-7
REVIEWS ....................................................................................................................................................... B-8
9.1
Program Management Reviews .............................................................................................................. B-8
9.2
Technical Reviews .................................................................................................................................. B-8
9.2.1
System Requirements Review ........................................................................................................... B-9
9.2.2
System Design Review ...................................................................................................................... B-9
9.2.3
Software Requirements Review ......................................................................................................... B-9
9.2.4
Preliminary Design Review ............................................................................................................... B-9
9.2.5
Critical Design Review ...................................................................................................................... B-9
9.2.6
Test Readiness Reviews..................................................................................................................... B-9
9.3
Quality Reviews .................................................................................................................................... B-10
Appendix C: Marketing Plan (Larrick) .............................................................................................................. C-11
1
Purpose......................................................................................................................................................... C-11
2
Promotional Statement/Tagline ................................................................................................................. C-11
3
Product Description .................................................................................................................................... C-11
4
Market Analysis .......................................................................................................................................... C-11
5
Target Market ............................................................................................................................................. C-11
6
Sales Plan ..................................................................................................................................................... C-11
7
Advertising Strategy ................................................................................................................................... C-11
8
Cost To Produce .......................................................................................................................................... C-12
9
Cost To Consumer ...................................................................................................................................... C-12
10
Profit............................................................................................................................................................. C-12
11
Break Even Point ........................................................................................................................................ C-12
12
Marketing Objectives.................................................................................................................................. C-12
13
Customer Benefits ....................................................................................................................................... C-12
14
Customer Return on Investment ............................................................................................................... C-12
Version 1.0
2008
ii
TMS SBIR
15
SWOT Analysis ........................................................................................................................................... C-13
Appendix D: Staffing Plan (Diggs) ...................................................................................................................... D-14
1
Phase 0.......................................................................................................................................................... D-14
2
Phase 1.......................................................................................................................................................... D-16
3
Phase 2.......................................................................................................................................................... D-18
4
Phase 3.......................................................................................................................................................... D-20
Appendix E: Funding Plan (Rode) ....................................................................................................................... E-23
1
Phase 0........................................................................................................................................................... E-23
2
Phase 1........................................................................................................................................................... E-23
3
National Science Foundation (NSF) ............................................................................................................ E-23
4
Phase 2........................................................................................................................................................... E-23
5
Phase 3........................................................................................................................................................... E-24
6
Summary ....................................................................................................................................................... E-24
Appendix F: Risk Management Plan (Burlock) .................................................................................................. F-25
1
2
3
4
5
Difficult To Install ........................................................................................................................................ F-25
1.1
Cause .................................................................................................................................................... F-25
1.2
Priority Explanation ............................................................................................................................. F-25
1.3
Mitigation ............................................................................................................................................. F-25
Failure To Penetrate Market ...................................................................................................................... F-25
2.1
Cause .................................................................................................................................................... F-25
2.2
Priority Explanation ............................................................................................................................. F-25
2.3
Mitigation ............................................................................................................................................. F-25
Land Lines Becoming Obsolete ................................................................................................................... F-25
3.1
Cause .................................................................................................................................................... F-25
3.2
Priority Explanation ............................................................................................................................. F-25
3.3
Mitigation ............................................................................................................................................. F-26
Cost ................................................................................................................................................................ F-26
4.1
Cause .................................................................................................................................................... F-26
4.2
Priority Explanation ............................................................................................................................. F-26
4.3
Mitigation ............................................................................................................................................. F-26
Difficult To Connect To PC ......................................................................................................................... F-26
5.1
Cause .................................................................................................................................................... F-26
5.2
Priority Explanation ............................................................................................................................. F-26
5.3
Mitigation ............................................................................................................................................. F-26
Appendix G: Evaluation Plan (Leyland, Rode) ................................................................................................. G-27
Version 1.0
2008
iii
TMS SBIR
1
Purpose......................................................................................................................................................... G-27
2
Phase 0.......................................................................................................................................................... G-27
3
4
5
2.1
Main Deliverables ............................................................................................................................... G-27
2.2
Time ..................................................................................................................................................... G-28
2.3
Cost ...................................................................................................................................................... G-28
2.4
Scope ................................................................................................................................................... G-28
2.5
Quality ................................................................................................................................................. G-28
Phase 1.......................................................................................................................................................... G-29
3.1
Main Deliverables ............................................................................................................................... G-30
3.2
Time ..................................................................................................................................................... G-30
3.3
Cost ...................................................................................................................................................... G-30
3.4
Scope ................................................................................................................................................... G-30
3.5
Quality ................................................................................................................................................. G-31
Phase 2.......................................................................................................................................................... G-31
4.1
Main Deliverables ............................................................................................................................... G-32
4.2
Time ..................................................................................................................................................... G-32
4.3
Cost ...................................................................................................................................................... G-32
4.4
Scope ................................................................................................................................................... G-32
4.5
Quality ................................................................................................................................................. G-32
Phase 3.......................................................................................................................................................... G-33
5.1
Main Deliverables ............................................................................................................................... G-33
5.2
Time ..................................................................................................................................................... G-33
5.3
Cost ...................................................................................................................................................... G-34
5.4
Scope ................................................................................................................................................... G-34
5.5
Quality ................................................................................................................................................. G-34
Appendix H: Work Breakdown Structure (Leyland) ........................................................................................ H-35
1
Phase 1.......................................................................................................................................................... H-35
2
Phase 2.......................................................................................................................................................... H-37
3
Phase 3.......................................................................................................................................................... H-38
Appendix I: Budget ................................................................................................................................................ I-39
1
Phase 1............................................................................................................................................................ I-39
2
Phase 2............................................................................................................................................................ I-39
3
Phase 3............................................................................................................................................................ I-40
Appendix J: Resource Plan ................................................................................................................................... J-41
1
Purpose.......................................................................................................................................................... J-41
Version 1.0
2008
iv
TMS SBIR
2
Phase 0........................................................................................................................................................... J-41
3
Phase 1........................................................................................................................................................... J-41
4
Phase 2........................................................................................................................................................... J-41
5
Phase 3........................................................................................................................................................... J-42
Table of Figures
Figure 1: Major Functional Components ..................................................................................................................3
Figure 2: Process Flow 1 .............................................................................................................................................4
Figure 3: Process Flow 2 .............................................................................................................................................5
Figure 4: Process Flow 3 .............................................................................................................................................6
Figure 5: Process Flow 4 .............................................................................................................................................7
Figure 6: Prototype Major Functional Component ..................................................................................................8
Figure 7: Rapid Prototype of Control Device Interface ...........................................................................................9
Figure 8: Do Not Call List Statistics......................................................................................................................... 11
List of Tables
Table 1: Risk Matrix (Burlock) ................................................................................................................................ 11
Table 2: Competition Matrix .................................................................................................................................... 13
Table 3: Works Cited ................................................................................................................................................ 14
Table 4: Phase 1 ..................................................................................................................................................... E-23
Table 5: Phase 2 ..................................................................................................................................................... E-23
Table 6: Phase 3 ..................................................................................................................................................... E-24
Version 1.0
2008
v
TMS SBIR
1
Project Summary (Leyland, Larrick, Rode)
The Telephone Management System (TMS) developed by the Orange Team of ODU is a next
generation technology made possible by cheap powerful hardware that gives users
unprecedented control over their phones. Unwanted calls are a major nuisance of modern life,
but with TMS individuals can reclaim control of their telephones. Telemarketers and other
callers can no longer force their way unwarranted into homes, disrupting our last sanctuary.
The TMS project is broken down into 4 phases. The first two phases will be discussed as they are
directly related to this portion of the project. Phase 0 is the idea conceptualization phase. The
goal of this phase is to prove project feasibility. This is accomplished through several
presentations and creating and documenting the initial staffing, budget, marketing, diagramed
prototypes, Work Breakdown Structure’s, and projected timelines are created. Also, during phase
0 a SBIR grant proposal document is submitted for funding. Phase 1 is the design, development
and implementation of the prototype for TMS. The success of the Phase is established by
successfully developing a working prototype that successfully meets all of the outlined criteria,
developed by the TMS project team. In summary, the TMS project developed by the Orange
Team of ODU empowers individuals, giving them the tools to fight back against the intrusions of
unwanted callers and to once again assert their sovereignty in their own homes.
2
Project Description (Team)
The follow section will describe in detail the Telephone Management System’s architecture,
high-level design decisions, hardware and software that will be produced, major processes and
the systems capabilities. The system’s capabilities will be implement to ensure the objectives are
met by delivering a product that will satisfy the customer’s expectations of an unwanted
solicitation blocking solution.
2.1 Societal Problem (Leyland)
The problem our project aims to solve is that despite federal regulations such as the Do No Call
list, home phone users still receive unwanted phone calls. These phone calls include:
-
Unsolicited telemarketers
Companies who have an established business relationship with the phone user where the
company’s services are no longer required
Unwanted private calls
All calls at certain times of day
No regulation or product is currently completely solves this problem (see market information
below).
Version 1.0
2008
1
TMS SBIR
2.2 Solution (Rode)
The section will detail the Telephone Management System architecture, major components such
as software and hardware and provide an overall view of the processes that will be required to
create a robust solution to aid in the blocking of unwanted phone solicitations. TMS blocking
capabilities will be available to all phones in a house residing on a single phone account,
multiple accounts will require an additional TMS purchase since a physical connection with the
phone line is required.
The system will be configurable through the use of the included control device. This device will
allow the customer to see incoming calls which can be added to the block list with the simple
press of a button. Additionally it will allow the user to add wildcard blocking options such as
area codes, names and any other comparable data that is contained within the standard PSTN
caller ID information. If the customer wishes to provide a more detailed configuration of the
system it can be done with the use of a computer and software that will be included.
The following figure 2 shows the major functional components predicted to be either provided or
able to interface with TMS. Each system will come standard with an interception device
responsible for connecting with the phone line and blocking the incoming calls and a control
device that will allow the configuration of the interception device. Software will be provided to
install on the customers PC for additional configuration if they do deem
Version 1.0
2008
2
TMS SBIR
Wireless Network
Phone Network
Laptop w/
Configuration Software
Control Device
Phone
Service
Box
Multiple
Phones
Interception
Device
Figure 1: Major Functional Components
The further understand the solution it will be necessary to examine what the processes at a
component level. The following process flow diagrams will show each aspect of the completed
system and detail how each will work in relation to the other. Figure 3 show the overall system,
in its most simplistic form it is a device that intercepts calls. If the call meets the programmed
criteria it is either pass to the phones or thrown away.
Version 1.0
2008
3
TMS SBIR
Incoming Call
Intercept
Pass To
Phone
Answer
Figure 2: Process Flow 1
Figure 4 shows the interception process. The call is received, the caller ID information is
checked against the settings first, these are the wildcards that can be programmed by the users.
Next the blocked list will be searched for a match, if a match is found the call is blocked, if not
the call is passed to the phones for the user to answer or not.
Version 1.0
2008
4
TMS SBIR
Should It Be Blocked ?
Intercept
Check Local
Settings
Search
Blocked List
Block
Call
Pass To
Phone
Answer
Figure 3: Process Flow 2
Figure 5 is illustrating the procedure for flagging a call that is not currently in the blocked list
and was not blocked through the use of the wildcard settings. Once the user identifies the call
through the answering or from the caller ID, the customer has the option of adding the current
incoming call to the blocked list via the control device. Additionally if the customer has the
configuration software installed on their household computer they can review the call history and
add the unwanted caller to the blocked list then.
Version 1.0
2008
5
TMS SBIR
Flagging Unwanted Calls
Answer
Manually
Flag
Add To
Blocked List
Figure 4: Process Flow 3
Figure 6 details the configuration methods. All configurations once saved will be distributed to
the system. In other words if the customer adds a unsolicited call to the blocked list on the
control device, the addition to the blocked list will be sent to the interception device and the
configuration software on the computer to keep the list synchronized. Communication between
the control device and the interception device will be made possible through wireless
communications using the 802.11x standard and will not interfere with other wireless networks
that are in the vicinity. If the customer wishes to use the provided software for additional
configuration options the control device can be easily configured to connect to an available
wireless network for communication.
Version 1.0
2008
6
TMS SBIR
Configuration
Control Device
Configuration
PC Configuration
Updates Interception
Device
Figure 5: Process Flow 4
2.2.1 Software (Larrick)
The software requirements for the TMS are twofold, a core that handles phone calls, and the
user interface. The user interface can be further subdivided into the interface presented by the
included base unit, and the optional web interface for those users seeking ultimate control.
To enable security, stability and rapid development of the software components we will leverage
existing open source software, the Erlang language and it’s OTP (Open Telecom Platform) for
all software on the TMS. Erlang was developed by Ericsson as a Domain Specific Language for
use in-house on their telephone networks, but has been open sourced and is growing rapidly as a
general purpose language for projects where stability and concurrency are required. Erlang OTP
has a proven history embedded in routers and switches for telephone networks and conveniently
for our purposes comes with a web server (Yaws) and database (Mnesia), so work on the logic
specific to our project can be focused on.
Free / open source embedded Linux will host Erlang for us on the TMS. Custom software
written in Erlang will handle the intercepting of calls and either blocking or allowing them. Yaws
will serve the pages used to configure the TMS from a wireless enabled computer. For the
operation of the base station we will use C++, which will avoid the hardware overhead of an
operating system and keep the cost of the base station as low as possible.
Version 1.0
2008
7
TMS SBIR
2.2.2 Hardware (Burlock)
The product will have two hardware components, the Call Interception Box (CBI) and the Caller
ID/Configuration Device (CICD). They would be sold as a package, and also the CICD would
be sold separately to be used for multiple phones.
The CBI will consist of a wireless controller to connect to the CICD, a processor to determine if
the call is to be blocked, 256mb of flash memory containing configuration settings, and a modem
which collects the caller ID Information. This will all be contained within a weatherproof box,
which has input and output connections for the phone line.
The CICD will contain a wireless controller to connect it to the CBI and also, optionally, to a
personal computer (PC) for further configuration options, a processor, and 256mb of flash
memory containing the configuration settings. This will all be contained within a touch-screen
box with a USB port to allow for connection to a PC, phone line input and output ports.
2.3 Prototype (Rode)
The prototype system will have a subset of the components found in the finished system. All
components will be simulated and no actual hardware development will be necessary in order to
show the feasibility of our design decisions. The following Figure 7 shows the major
components that will be present in the prototype. Wireless communication will be used to
simulate the wireless connection we plan on using for communication between the control
device, interception device and the users computer.
PC Configuration
Software
Local
Database
Control Device
Configuration
Software
Incoming
Solicitation
Generator
Output
Display
Interception
Software
Figure 6: Prototype Major Functional Component
To help determine what features will be needed in the user interface of the control device we
have begun some rapid prototyping. This is important for this phase to better scale our estimates
for the development effort. Since this portion of the interface will be used on a day to day basis
by the customer it is felt to be the most important link between our future customers and the
system. The mock up of the interface show how the general layout of the screen will be.
Version 1.0
2008
8
TMS SBIR
Although it may end up looking different the same functionality will be provided. The major
sections to take note of are as follows:
 Wildcard Editor
o Will allow the customer to create/edit wildcards entries used to block unwanted
calls
 Blocked List Editor
o Will allow the customer to flag incoming/received calls which will be added to
the list
 Caller ID Information
o Shows the current callers standard caller ID information
 Alphanumeric input area
o Will allow the customer the ability to enter text and numbers when creating
wildcard entries in the Wildcard editor
o Will allow the directional navigation of the wildcard and blocked number list
Wildcard Editor
*800*
Add
Delete
Wildcard List
1
ABC
2
DEF
3
GHI
4
JKL
5
MNO
6
PQR
7
STU
8
UVW
1
ABC
0
*-
9
XYZ
SHIFT
<-
Blocked List Editor
1-888-555-1234
Add
Delete
Blocked Number List
<
>
Clear
>
>
Incoming Caller Information
Figure 7: Rapid Prototype of Control Device Interface
2.4 Goals/Objectives (Diggs)
The primary goal in Phase 1 is to create a simulation of the Call Management System to
effectively block unwanted phone calls and solicitations. A laboratory prototype will be
Version 1.0
2008
9
TMS SBIR
developed and its functionality will be demonstrated by (1)effectively receiving the callers
information,(2) testing it against a local database of blocked numbers (to verify if the number has
already been blocked),(3)transmitting the caller id information to the Call Management Systems
interactive display device(if the number has not already been blocked), (4) allowing the user to
block the number with a one touch blocking system, and (5) updating the number to the database.
The success of this phase will be measured by the satisfactory completion and functionality of
the Call Management System software prototype.
2.5 System Capabilities (Rode)
In order for the proposed solution to be effective in mitigating or possible eliminating the
problem in some cases it will have to provide a set of capabilities. These capabilities will allow
TMS to provide a level of protection from unwanted solicitations that will actually be noticed by
the customer, unlike the Do-Not-Call registry. The following details the planned capabilities that
will be available in the initial version of TMS.
 Blocking of calls
o Per call basis
o Area code
o Wildcards
o During specific times
o To all phones
o One touch blocking
 Routing calls
 Configuration of blocking algorithm
2.6 Market (Larrick)
The market for the TMS is an exceptionally broad swathe of the American populace, as
unwanted phone calls are a near universal problem.
Version 1.0
2008
10
TMS SBIR
43 % of Americans receive unwanted phone calls, even with the do-not-call registry.
Figure 8: Do Not Call List Statistics
2.7 Risks (Burlock)
A. Difficult to Install
Our product requires one part of it to be installed outside the house which could
cause customers to be wary of our product. This is our biggest risk because it has
the potential to have the largest effect. This risk can be mitigated by having
detailed instructions on how to install the component, work with cable/phone
companies to have them install the components, and live tech support for
assistance.
B. Failure to penetrate market
The market our product is going into is a large, saturated market which causes a
risk that someone else could make a product that does what ours does at a lower
price or with more features before we can complete it. This is a high risk because
it is very likely that something could come out before we finish. This can be
mitigated by expanding the functionality of our product so it would be more
difficult for someone to have come up with it already, or increase funds in
developers to speed up the release date.
C. Land Lines becoming obsolete
Many people are starting to use cell phones as their home phones. This risk is not
very high because it is a very gradual process so not many people are switching
each year. There are also some benefits of keeping a land line compared to a cell
phone such as security, safety, reception, and not having to remember to charge it.
There is not much that can be done to mitigate this. If it becomes a problem we
can hire a marketing expert to assist us in adjusting our marketing strategies to fit
with the market.
D. Cost
Version 1.0
2008
11
TMS SBIR
There is a risk that our product would be considered too expensive to be useful.
The probability of this risk affecting our product is fairly high, but the effect is
minimal because it is easily mitigated by hiring a domain expert to assist us in
determining a suitable price or in finding cheaper components for our product.
E. Difficult to Connect to PC
Our product has the option to be connected to a computer (either through a USB
connection or wireless network) for optional customization options. This causes a
small risk to our product if people have difficulty connecting to the computer.
Our mitigation for this risk is to include a USB cord to connect the box to the PC,
and software for the PC to assist in connecting the product to it.
Table 1: Risk Matrix (Burlock)
Version 1.0
2008
12
TMS SBIR
2.8 Competition (Burlock, Larrick)
Table 2: Competition Matrix
2.9 FCC Regulations (Diggs)
The Federal Communications Commission (FCC) is a government agency that regulates
interstate and international communications by radio, television, wire, satellite and cable. The
FCC has implemented several rules and regulations for telemarketers to adhere to when making
phone solicitations. (1) When calling the home telemarketers must provide caller id information
which includes a valid company name and a telephone number that can be reached during
regular business hours and (2) telemarketers may not block their number. Because of the
increased amount of unwanted telephone solicitations that occur, the FCC has implemented the
National Do Not Call Registry.
Version 1.0
2008
13
TMS SBIR
The Do Not Call Registry is a list of telephone numbers that the consumer updates to not receive
telemarketing or solicitation calls. This list is updated by calling a provided telephone number
that you do not want called or adding your telephone numbers via the Do Not Call Registry’s
website. The Do Not Call Registry does not prevent calls from businesses or organizations that
you have given prior consent to call, tax-exempt non profit organizations, or companies that you
have established a business relationship with.
An established business relationship means that you have made an inquiry, application, purchase,
or transaction regarding products or services offered by the business or organization. This
business relationship is valid for 18 months after your last transaction with that business or
organization. If a business or organization fails to adhere to these rules and regulations then the
consumer can report their complaint to the FCC.
3
Referenced Documents (team)
Reference information is required. Each reference must include the names of all authors (in the
same sequence in which they appear in the publication), the article and journal title, book title,
volume number, page numbers, and year of publication. If the document is available
electronically, the website address also should be identified Table 1 Referenced Documents
Table 3: Works Cited
Document
Author(s)
Source/Date/Revision
FCC Regulations and DNC Stats
FCC
March 23, 2008, Last
Updated.
http://www.fcc.gov/cgb/donotcall/
Yahoo answers
N/A
January 31, 2007
http://answers.yahoo.com/question/index?qid=
20070316075957AAyNFrc
Do Not Call Registry Is Working Well
Humphrey
Taylor
N/A
February 13, 2004
http://www.harrisinteractive.com/harris_poll/index.asp?
PID=439
https://www.donotcall.gov/
Website
4
N/A
Location
Biographical Sketches
4.1 Ben Leyland (Leyland)
Benjamin Leyland is the Project Manager and Finance Specialist for the team. He was originally
born in Sheffield, England, and moved to America to attend Old Dominion University as part of
the school's International Scholarship program. He is now a senior studying
Computer Science while minoring in Journalism after spending 2 ½ years working for the school
newspaper's editorial board. Ben plans to combine his two fields of study by working as a
Requirements Engineer after graduating. In his spare time he likes to travel and is an avid
football (soccer) fan.
Version 1.0
2008
14
TMS SBIR
4.2 Travis Burlock (Burlock)
Travis Burlock is the Web Designer and Hardware Specialist for the team. He is currently
working as an intern at MTC Technologies (soon to be BAE Systems) as a Web Programmer
specializing in ASP. He hasn't decided where he wants to work after graduating, but would
ideally like to work in the video game industry at some point. In his free time he enjoys playing
video games, going to movies, and taking care of his dog, Snickers.
4.3 Dionna Diggs (Diggs)
Dionna Diggs serves as the Assistant Project Manager and Resource Specialist for the Telephone
Management System team. She currently works as a Help Desk Technician for the Virginia
Department of Motor Vehicles Online Dealer Center. She is currently a senior at Old Dominion
University working towards her BS degree in Computer Science. She has recently discovered a
strong interest in web design and database design and implementation. Upon graduation Dionna
intents to complete the Computer Science Masters Degree program at Old Dominion University.
4.4 Bob Larrick (Larrick)
Bob Larrick is the Software specialist for the team. He will oversee the construction of all
software elements of the TMS project. He has experience with C++, Erlang, and Linux with
emphasis on modern approaches to software engineering. He is always interested in new
approaches to limiting software complexity. Mr. Larrick is currently employed as the I.T.
manager of Powhatan Animal Hospital and is a student at Old Dominion University where he is
on track to complete a degree in Computer Science in the fall of 2008. Prior education includes
B.A., History, Virginia Polytechnic Institute, 2003.
4.5 Josh Rode (Rode)
Mr. Rode is the Documentation and Funding Specialist for the team. For the past nine years Mr.
Rode has worked for BMH Associates, Inc., now Alion Science and Technology, performing
systems design, engineering, and development of real-time, distributed modeling and simulation
applications used for training and experimentation within the Department of Defense.
Version 1.0
2008
15
TMS SBIR
5
Budget (Leyland)
5.1 Proposal Budget – NSF Form 1030
FOR NSF USE ONLY
54
SUMMARY PROPOSAL BUDGET
ORGANIZATION
PROPOSAL NO.
DURATION (MONTHS)
Telephone Management System
Proposed
PRINCIPAL INVESTIGATOR/PROJECT DIRECTOR
Granted
AWARD NO.
A. SENIOR PERSONNEL: PI/PD, Co-PIs, Faculty and Other Senior Associates
List each separately with name and title. (A.7. Show number in brackets)
NSF-Funded
Person-months
CAL
ACAD SUMR
Funds
Funds
Requested By
Granted by NSF
Proposer
1.
$0
2.
$0
3.
$0
4.
$0
5.
$0
6. (
) OTHERS (LIST INDIVIDUALLY ON BUDGET EXPLANATION PAGE)
$0
7. (
) TOTAL SENIOR PERSONNEL (1-6)
$0
(If Different)
$
B. OTHER PERSONNEL (SHOW NUMBERS IN BRACKETS)
1. (
) POSTDOCTORAL ASSOCIATES
$0
2. (
) OTHER PROFESSIONALS (TECHNICIAN, PROGRAMMER, ETC.)
$0
3. (
) GRADUATE STUDENTS
$0
4. (
) UNDERGRADUATE STUDENTS
$38,360
5. (
) SECRETARIAL - CLERICAL (IF CHARGED DIRECTLY)
$0
$0
$38,360
6. (
) OTHER
TOTAL SALARIES AND WAGES (A + B)
C. FRINGE BENEFITS (IF CHARGED AS DIRECT COSTS)
$15,350
TOTAL SALARIES, WAGES AND FRINGE BENEFITS (A + B + C)
$53,710
D. EQUIPMENT (LIST ITEM AND DOLLAR AMOUNT FOR EACH ITEM EXCEEDING $5,000.)
Version 1.0
2008
16
TMS SBIR
TOTAL EQUIPMENT
E. TRAVEL
1. DOMESTIC (INCL. CANADA, MEXICO AND U.S. POSSESSIONS)
$0
2. FOREIGN
$0
F. PARTICIPANT SUPPORT
1. STIPENDS
$
2. TRAVEL
3. SUBSISTENCE
4. OTHER
TOTAL NUMBER OF PARTICIPANTS (
)
TOTAL PARTICIPANT COSTS
G. OTHER DIRECT COSTS
1. MATERIALS AND SUPPLIES
$2,000
2. PUBLICATION/DOCUMENTATION/DISSEMINATION
$0
3. CONSULTANT SERVICES
$0
4. COMPUTER SERVICES
$0
5. SUBAWARDS
$0
6. OTHER
$0
TOTAL OTHER DIRECT COSTS
$2,000
H. TOTAL DIRECT COSTS (A THROUGH G)
I.
$55,710
INDIRECT COSTS (F&A) (SPECIFY RATE AND BASE)
TOTAL INDIRECT COSTS (F&A)
$0
J. TOTAL DIRECT AND INDIRECT COSTS (H + I)
$55,710
K. RESIDUAL FUNDS (IF FOR FURTHER SUPPORT OF CURRENT PROJECT SEE GPG II.D.7.j.)
$0
L. AMOUNT OF THIS REQUEST (J) OR (J MINUS K)
$55,710
$
M. COST SHARING: PROPOSED LEVEL $
PI/PD TYPED NAME AND SIGNATURE*
AGREED LEVEL IF DIFFERENT: $
FOR NSF USE ONLY
DATE
ORG. REP. TYPED NAME & SIGNATURE*
DATE
NSF Form 1030 (10/99) Supersedes All Previous Editions
*SIGNATURES REQUIRED ONLY FOR REVISED BUDGET (GPG III.C)
INDIRECT COST RATE VERIFICATION
Date Checked
Date of Rate Sheet
Initials-ORG
5.2 Budget Justification
Version 1.0
2008
17
TMS SBIR
5.2.1 Undergraduate Students:
The team is comprised of five undergraduate students attending Old Dominion University paid
as interns at a yearly salary of $25,000. The prototype that will be produced during phase 1 is
comprised entirely of software to simulate the functions of the various devices. It is expected that
the complexity of this software will be such that the required programming can be completed
using expertise of a senior studying computer science without the need to hire other software
engineering professionals. All the students will be employed for the 16 week duration of phase 1
at a total cost of $38.360.
5.2.2 Fringe Benefits:
The fringe benefits comprise of overhead costs associated with salaries. These have been
calculated as 40% of the total staffing cost.
5.2.3 Materials & Supplies:
Two laptop computers will be required for phase 1 of the project. These will be used to run the
prototype software as described in the project description. These will be bought from a major PC
vendor at an approximate cost of $1,000 each. All other materials and supplies used in phase 1
will be provided by Old Dominion University.
6
Indirect Costs (Diggs)
6.1 Facilities, Equipment and Other Resources
For the initial phases I and II Old Dominion University Computer Science Department will
provide as a courtesy use and access of conference rooms for project presentations, use of labs,
computers, internet access, etc. as needed for completion of the Telephone Management System
project. The facilities will be located at ODU, in Norfolk Virginia, and the times, dates and room
location will be determined as needed. Any specific hardware of software needed for the TMS
project will be provided as a courtesy and at the discretion of ODU CS Department and CPI.
Version 1.0
2008
18
TMS SBIR
Appendix A: Glossary
An alphabetical listing of all acronyms, abbreviations, and their meanings as used in this
document and a list of any terms and definitions needed to understand this document.
Acronym / Abbreviation
CM
PAR
PE
PMP
PPQA
TMS
Version 1.0
Definition
Configuration Management
Process Asset Repository
Project Engineer
Project Management Plan
Process and Product Quality Assurance
Telephone Management System
2008
A-1
TMS SBIR
Appendix B: Management Plan (Larrick)
1
Program Management Overview
Execution of the Program will be performed in accordance with the procedures defined by the set of
planning documents. These documents include Program Management Plan*, System Quality Program
Plan (SQPP), Software Management Plan (SMP), Configuration Management Plan (CMP), Engineering
Management Plan (EMP), Manufacturing Plan (MP), and Risk Management Plan (RMP) (see Figure 1).
The responsibilities of the Program Team, the capabilities of the system, and the Program deliverables are
detailed under the contractual provisions, as well as the Orange Group’s technical, management, and cost
proposals.
This Program Management Plan describes the management philosophy, program organization, schedule,
and major milestones that serve as the guide for execution of the Program. The PMP also provides the
customer and the quality team with the information they need to monitor and evaluate the progress of the
effort. This plan provides the following pertinent information:
1 Corporate Organization
2 Program Team Organization With Areas of Responsibility

Work Breakdown Structure

Program Planning

Progress Reporting and Team Management

Detailed Program Schedule and Milestones

Program Reviews
The Program Management Plan provides guidance for the content and execution of the following plans:

Risk Management

Engineering Management

Software Management

Data Management

Installation

Configuration Management

Acceptance Management
Version 1.0
2008
B-2
TMS SBIR
2
Corporate Structure
The entirety of Orange Group Corporation supports the TMS Program. In 2008, Orange Group made a
commitment build a Telephone Management System that consists of specialized hardware and software.
The following is Orange Group TMS Corporate organizational structure:

CEO & President, Orange Group Corporation.

Group Vice President.

TMS Program Office. TMS Program Office will execute the program and provide day-to-day
senior management supervision, management, engineering, and administrative resources
necessary to manage and administer the TMS program.
3
Management Approach
Orange Groups management goal is to work closely with the customer to fully understand the system
requirements and field a system that meets those requirements. The management approach to executing
contracts at Orange Group Corporation is based on the philosophy that successful Programs are delivered
by goal-oriented teams. A Program Manager (PM) will lead the TMS team. The PM is responsible for all
planning, programmatic, technical, and financial aspects of the Program. The PM is the primary Point of
Contact (POC) for the customer. The primary duties include supervision of all planning, scheduling,
financial, and technical activities, and customer liaison. The PM is responsible for all Program-related
decisions and commitments with approval, as required, from the Corporate Management Team.
A key element of Orange Groups program management approach is customer involvement. Orange Group
encourages the customer to retain an active role in monitoring the progress of all aspects of the Program.
The customer is encouraged to discuss technical details directly with members of the Program team,
provide planning and schedule recommendations, and assist in resolution of technical and programmatic
issues. In order to facilitate customer involvement, Orange Group will provide access to program
information including, but not limited to:

program plans and schedules

program status

earned value

formal review material

action items

system drawings and documentation
Version 1.0
2008
B-3
TMS SBIR
4
Program Team
The Program Team is committed to provide the best value by delivering the Telephone Management
System at the lowest cost. This commitment is attainable because it is based on the re-use of existing
technology that is field-proven. Through strategic teaming and an extensive system selection process,
Orange Group has assembled a cohesive Program Team that is experienced with the implementation of
each component that will comprise the TMS Total Ship Computing Environment.
4.1
Program Manager
Overall management responsibility for TMS is assigned to a Program Manager who is responsible for
planning and coordination of the day-to-day technical, contractual, and financial aspects of the program.
He is responsible for the generation and management of all program schedules, for the coordination of
program staff assignments and for coordinating all program activities.
4.2 Technical Director
The TD provides overall technical direction for the Program Team. He is the senior engineer and will
directly oversee production and integration to ensure the all-contractual requirements are met. Several
senior engineers in the areas of software design, development, and production will assist the TD.
4.3 System Engineering
The System Engineer is responsible for system-level activities to ensure system meets the specification
requirements. He is responsible for the development of system specifications, system design documents,
interface documents, test plans, and procedures.
4.4 System Development Engineer
The System Development Engineer is responsible for the development of system software functions as
defined in the system specifications. He is responsible for integration of all system components to meet
the performance requirements of the system.
4.5 Production
The Production Manager is responsible for all system electronics hardware components, production, and
test activities at ORANGE GROUP. He will work with the System Engineering and Development
Manager to ensure production, testing, and installation schedules. The Production Manager is assigned
responsibility to provide technical oversight during Production phase and formal testing. His primary
responsibilities include coordination of production plans; managing the configuration, developing system
level installation documentation, development of outside equipment placement, EMC/EMI management,
and support of the Integrated Logistics Support (ILS) Manager.
4.6 Contract Manager
The Contract Manager administers the contract and is the primary point of contact between ORANGE
GROUP and subcontractors for contract matters. In addition to supporting the Program Manager, the CM
is responsible for coordinating all contractual aspects of the program, including CDRL deliveries and
milestone payments.
Version 1.0
2008
B-4
TMS SBIR
5
Program Duration
The TMS program is a 2-year project through delivery of the first vessel. The Flight 0 schedule consists
of a preliminary design down selection milestone in third quarter FY-08, and award of up to three
contracts to product competing final designs. This evaluation period will complete in fourth quarter FY08 followed by contract award for construction of Flight 0 vessel(s). Construction of vessel(s) will require
approximately 1 year. Delivery of the first vessel will occur in first quarter of FY-10.
6
Work Breakdown Structure
The program Work Breakdown Structure (WBS) reflects the budgeted cost versus resources required to
complete each task. The structure will follow Handbook 881. The WBS phase numbers are integrated as
part of the master program schedule. Budgets for work planned are entered into ORANGE Group’s
financial tracking system for each WBS element, actual costs and estimates to complete are managed by
the Program Manager. The WBS element numbers will be structured according to the Contract Statement
of Work and will be used to track program costs, progress, earned value and progress relative to the
master program schedule.
7
Program Planning
The ORANGE GROUP Program Team office will maintain the program master schedule. The master
schedule contains a line item for each WBS element and will be used to track the progress of each
element. All deviations from the master schedule must be coordinated with the program office. It is the
responsibility of each team member to call attention to possible schedule deviations at the earliest
opportunity. The program office will coordinate the program schedule with TMS. The program will be
developed in phases; within each phase, formal reviews will play an integral part in monitoring program
progress. All formal reviews will be announced four weeks in advance of the starting date.
ORANGE GROUP will take a “bottom up approach” to the Program Schedule, meaning that we will pace
our schedule and requirements to fit the overall Program workload. Particular attention will be given to
timely milestone completions. It is recognized that the schedule is particularly tight, containing critical
program milestones during the first year, and adequate personnel will be available in order to keep the
program moving forward.
8
Progress Performance Assessment
All ORANGE GROUP Team members will participate in progress reporting and team management.
ORANGE GROUP will track technical and financial progress of the program. Reviews will be held
monthly or as mutually agreeable between ORANGE GROUP and TMS.

Report on progress to date

Present work to be performed during the next month

Present status of all deliverables and review planned delivery dates
Version 1.0
2008
B-5
TMS SBIR

Present status of all received GFX/PFX items

Plan and coordinate activities

Discuss technical or programmatic issues as necessary.
In preparation for the meetings the ORANGE GROUP Program Manager will collect the current status
data on relevant on-going activities, progress against schedule and budget, and planned activity for the
next reporting period. Quality reviews of all program documentation and procedures will be held
periodically. In particular, the quality program will be involved with program deliveries and milestones
and will work off of the master program schedule to plan program audits. Technical, financial and quality
progress and status reporting will be conducted according to the following general guidelines.
8.1 Technical Progress and Reporting
The schedule for the program is established during the planning phase and monitored throughout the
performance period. The schedule contains an entry for each WBS element. The percentage of completion
for each WBS element is determined as necessary to manage program progress and is reviewed at least
quarterly during the General Manager’s review.
8.2 Financial Management and Reporting
The financial profile for the Program is established during the planning phase and monitored throughout
the performance period. This profile is generated by assigning accounting phase numbers to every
Program activity that has been identified as a scheduled event. A budget representing labor costs,
materials purchase, and other expenditures (such as travel expenses) is then prepared for every phase. The
schedule and budgets are then integrated to provide a spending profile for the phase. The Program
spending profile represents a summary of phase spending profiles.
The PM is provided an information package that identifies the phase numbers assigned to each activity,
the corresponding budgets and schedules, the overall spending profile for the program, and a synopsis of
all major deliverables and milestones specified in the contract. The PM uses this information, combined
with an on line financial summary of the Program to track its financial status on a weekly basis. An
updated spending profile is provided automatically by the Contracts Administrator on a monthly basis, or
upon request from the PM. The PM uses the financial summary in conjunction with his assessments of
technical progress to track the overall status of the efforts.
8.3 Earned Value
Earned Value Ratios will be reported as required. At a minimum, ORANGE GROUP will determine
earned value quarterly at the overall Program level and will report at the 2nd level of WBS indenture in
order to provide additional information.
Ratios will be reported in the form of the Schedule Performance Index (SPI) and the Cost Performance
Index (CPI). Ratios below 0.90 will be explained in further detail.
SPI is to be calculated as follows:
SPI = BCWP (Budgeted Cost of Work Performed)
BCWS (Budgeted Cost of Work Scheduled)
Version 1.0
2008
B-6
TMS SBIR
CPI is to be calculated as follows:
CPI = BCWP (Budgeted Cost of Work Performed)
ACWP (Actual Cost of Work Performed)
ORANGE GROUP will use a combination of its Deltek Accounting and Microframe Program Manager
Software Programs in order to calculate the ratios. On a monthly basis, actual costs will be downloaded
into Microframe from Deltek. A baseline of work to be performed will be established in Microframe and
will provide the BCWS. Milestones will be applied against the various WBS elements, and % complete
status of the milestones will be updated on a monthly basis. Based upon % complete, Microframe will
calculate BCWP, or earned value, at the individual WBS level and determine the earned value at the
overall program level.
8.4 Quality Process and Reporting
Quality management on the program will be a team effort. The Quality System Manager will coordinate
conduct, quality reviews, and audits. The PM is ultimately responsible for the development and
implementation of the System Quality Program Plan. The SQPP is an umbrella plan which incorporates
the quality programs of the program team members. The SQPP describes a team quality concept,
including Process Coordination and Quality Evaluators. Team members are responsible for performing
the processes required to complete Program tasks. Quality Evaluators are responsible for verifying that
the development, production, and handling of all documentation, software, and hardware are performed in
accordance with the SQPP and its component processes. The team is also responsible for conducting
periodic reviews and evaluations of work in process; attending in house test events, and supporting
in house Program reviews. All planned quality program activities and quality evaluations (internal audits)
are submitted to the PM for review.
8.5 Monthly Progress Report
ORANGE GROUP will submit a monthly progress reports. The report shall cover, at a minimum, the
following:

Progress Summary;

The variance statement;

Critical Path Analysis;

Milestone Deliverables, planned actual and forecast;

Earned Value Schedule and Cost Performance Indices;

Dependencies: a ‘critical items list’ of all items, whether or not the Contractor’s direct
responsibility, which could jeopardize timely completion of the work or any significant parts of
the programme;

Risk Status: update of risk register;
Version 1.0
2008
B-7
TMS SBIR
9

Look Ahead (Future action and Forecast);

Resource Profile;

Work Package/Activities planned, actual & forecast status;

Milestone/Deliverables planned, actual & forecast status;

Configuration Change Control issues;

Quality Actions (Reviews, audits);

One Page Plans and Reports summarising the above for inclusion in the Purchaser’s monthly
report; and

Commercial: amendments to Contract status report; No later than meeting + 10 working days.
REVIEWS
Reviews will play an integral part in the management and monitoring of all phases of the TMS Program.
Informal reviews with the Program team members will be held at all levels on a weekly basis to ensure
that the program stays on track. Formal technical reviews will be held to ensure that the program is
proceeding as planned. The types of reviews, their purpose and presented information are addressed in the
following paragraphs.
9.1 Program Management Reviews
Program Management Reviews (PMRs) will be conducted with TMS and subcontract representatives.
The first PMR will be conducted in July 2008; thereafter PMRs will be conducted approximately every
six months (immediately preceding each technical review). The PMRs are scheduled to discuss
programmatic issues related to the development and implementation of the Program. The reviews will
provide the opportunity to review the progress of the effort; as well as to conduct milestone reviews of
deliverables, and identifies and resolves any issues that may arise during the execution of the tasking.
The PM will ensure that all program related information required to meet the objectives of the review are
prepared and delivered not later than two weeks prior to the scheduled review date. The PM will also be
responsible for identifying the ORANGE GROUP TMS Program Team personnel who will attend the
review. The PM will attend all Program Management Reviews. The following information will be
prepared in support of each PMR. Recorded during the review and delivered before the completion of the
review.
9.2 Technical Reviews
Formal technical reviews will be conducted on the dates specified in the master schedule. The reviews
will be held jointly with TMS, ORANGE GROUP Team members and sub-suppliers as necessary. An
agenda and review material will be submitted to TMS two weeks prior to the scheduled meeting. Review
meeting minutes will be delivered before the completion of the review. The objectives for each review are
outlined below.
Version 1.0
2008
B-8
TMS SBIR
Reviews will be held to validate the direction taken for the design, development and test of the system.
The System Requirements Review (SRR), Preliminary Design Review (PDR), and Critical Design
Review (CDR) will be formal reviews held at ORANGE GROUP’s facility. The Test Readiness Reviews
(TRR) will be formal reviews held prior to HAT & SAT.
9.2.1 System Requirements Review
Conducted to ensure that the Program team fully understands the system performance requirements
specified in the System/Segment Specification. A detailed review of requirements for the system and each
subsystem will be reviewed. The System/Segment Specification (Technical Specification) will be used in
the review.
9.2.2 System Design Review
Conducted to present and review the system design. System requirement allocation to each system
component will be discussed. The general approach to be taken for the integration of each system
component will be presented. The documents listed below will be used in the review. This will be an
informal review. The data will be included in the PDR.

System/Segment Design Document

System Interface Design Document
9.2.3 Software Requirements Review
SRR’s are conducted to review the software specification and interface requirement specifications. This
review will be conducted as part of the PDR.
9.2.4 Preliminary Design Review
PDR’s are conducted to present the preliminary design of the Program System. The functional
requirements of each subsystem will be discussed in detail. The following documents will be used in the
review:
9.2.5 Critical Design Review
CDR’s are conducted to review system integration issues. In particular the review will focus on system
interfaces in preparation for Subsystem FAT.
9.2.6 Test Readiness Reviews
TRR’s are held to determine if the system is ready to proceed to the next level of test. Test configurations
and results from the previous test efforts will be presented. The test report from the previous test will be
used in the review. The following TRRs will be performed:

Prior to FAT

Prior to HAT

Prior to SAT
Version 1.0
2008
B-9
TMS SBIR
9.3 Quality Reviews
The PM supported by the quality system manager (QSM) will establish the time and identify attendees for
all formal reviews. He will also coordinate with the appropriate managers to conduct quality reviews at
key program milestones, and in preparation for formal reviews with the customer. Informal peer review
and engineering planning meetings will also be held at the discretion of each subsystem manager to
discuss technical issues, conduct internal comment reviews, and provide technical guidance to members
of the Program team. As part of the quality activities for the program, the quality team will conduct
informal reviews to:

Evaluate the processes used by the Program team members to perform program tasks;

Evaluate deliverable products for compliance with contract requirements;

Evaluate work-in-process during engineering reviews;

Document results of each evaluation; and Recommend corrective actions
Version 1.0
2008
B-10
TMS SBIR
Appendix C: Marketing Plan (Larrick)
1
Purpose
The purpose of this document is to provide a plan to identify the market and to define strategies
in marketing our product.
2
Promotional Statement/Tagline
"Telemarketers know better than to bother people with TMS."
3
Product Description
The problem of unwanted phone calls plagues American society even with the national Do-NotCall registry. The Orange Group from Old Dominion University developed a wireless solution
that stops unwanted calls from entering the customers home. The Telephone Management
System uses a local database and intelligent filtering to detect unwanted calls. A feature-cost
analysis of the TMS and competitors in the call blocking market shows TMS is clearly the
superior product. Specifically, the ability for one installation of the device to block all unwanted
calls on a traditional PSTN phone line combined with a market leading feature set distinguishes
the TMS from other similarly priced competition.
4
Market Analysis
Nearly half (46%) of American adults receive unwanted phone calls. There are a number of
products that compete in our market, for details see our competition matrix.
5
Target Market
All American adults that receive unwanted phone calls are possible customers.
6
Sales Plan
The plan is to get our product on shelves at major retailers including Wal-Mart, and Best Buy.
7
Advertising Strategy
Leverage our familiar acronym to establish brand name recognition. Position our product as the
highest quality, most effective product on the market. Acquire celebrity endorsements on
television commercials.
Version 1.0
2008
C-11
TMS SBIR
8
Cost To Produce
Cost to us to produce the TMS is estimated at this stage to be (get details from Ben, the finance
dude) Approximately 70 dollars for the box with 1 control unit and 1 TMS unit.
9
Cost To Consumer
Approximate price point will be 100 dollars per unit.
10 Profit
A small profit should be realized on each unit sold. 30 Dollars per unit sold.
11 Break Even Point
Depends on what amount is manufactured, and how much is spent marketing them.
4,000 Wal-Marts
http://answers.yahoo.com/question/index?qid=20070316075957AAyNFrc
1,200 Best Buys
http://www.hoovers.com/best-buy/--ID__10209--/free-co-factsheet.xhtml
If we made 16,000 of the packages it would cost us approximately $1,280,000.00 which means
we would have to sell approximately 13,000 packages to recoup our costs.
Which would net us a profit of $300,000.00.
Marketing will be a significant cost as creating brand recognition nationwide will be expensive.
12 Marketing Objectives
Position ourselves as the highest quality phone call management solution on the market. Excel in
value and features.
13 Customer Benefits
The benefit will be relief from unwanted phone calls.
14 Customer Return on Investment
Our product is a Telephone Management System. If the customer needs to manage their phone,
then ours is the ultimate solution. In return for investing in our product, our customer will receive
unparallel control over their phone.
Version 1.0
2008
C-12
TMS SBIR
15 SWOT Analysis
Strengths:
Unsurpassed Feature Set
One installation covers all phones on a line
Competitive pricing
Weaknesses:
Slightly higher installation complexity than most competitors.
Opportunities:
Upside is good. At our price point we believe our solution will be attractive to many of the
millions of Americans that wish to take back control of their phone from telemarketers and other
annoyances.
Threats:
Obsolescence
Similar Features from Phone Service Providers
See Risk Matrix for detailed analysis of threats.
Version 1.0
2008
C-13
TMS SBIR
Appendix D: Staffing Plan (Diggs)
The purpose of this document is to define the staffing requirements for phases of
CS410 Orange Teams Telephone Management System project. This staffing plan
describes the staff and their duties that is currently needed and will be needed to
complete the project.
1
Phase 0
Phase 0 will be staffed by five Computer Science seniors attending Old Dominion
University, which are currently named the Orange Team. The Orange team will
develop the concept and all the requirements for completion of the Telephone
Management System. The students will seek outside guidance and consultation to
assist in the research and development of the project. The students as well as the
resources will be unpaid for this phase.
Ben Laylend
Project Manager
Presenter
Finance
Software Engineer
Travis Burlock
Hardware Specialist
Webmaster
Software Engineer
Dionna Diggs
Assistant PM
Resources
Software Engineer
Bob Larrick
Software Specialist
Marketing
Software Engineer
Josh Rode
Documentation
Funding
Software Engineer
Project Manager
Version 1.0
2008
D-14
TMS SBIR
The manager will oversee the entire project and assign tasks to ensure that all
deliverables are produced in an efficient and effective manner that meets all
requirements.
Presentation Specialist
The Presentation Specialist has the responsibility of presenting the Orange Teams
progress.
Finance Specialist
The Finance Specialist has the responsibility of creating a budget plan, determining
the product cost and receiving funding.
Resource & Staffing Specialist
The Resource Specialist has the responsibility of identifying the resources (i.e.
specialist needed) needed and the costs attributed to the identified resources in
order to complete to project.
Documentation Specialist
The Documentation Specialist has the responsibility of ensuring the completion
and accuracy of all required documents during the project.
Marketing Specialist
The Marketing Specialist has the responsibility of determining the targeted market
and creating the overall marketing plan for the project.
Software Specialist
The Software Specialist has the responsibility of identifying and conceptualizing
the initial software that is needed for the Telephone Management System.
Hardware Specialist
The Hardware Specialist has the responsibility of identifying and conceptualizing
the initial hardware that is needed to support the software for the Telephone
Management System.
Legal Eagle
The Legal Eagle has the responsibility of determining legality through all aspects
of the project.
Version 1.0
2008
D-15
TMS SBIR
Webmaster
The Webmaster is responsible for creating the TMS website.
Research Specialist
The Research Specialist is responsible for supporting research and collaboration
with all specialists on the Orange Team.
2
Phase 1
Experts will be employed and/or consulted during this phase for the
development of the Telephone Management System prototype.
Ben Laylend
Project Manager
Presenter
Finance
Software Engineer
Travis Burlock
Hardware Specialist
Webmaster
Software Engineer
Dionna Diggs
Assistant PM
Resources
Software Engineer
Bob Larrick
Software Specialist
Marketing
Software Engineer
Josh Rode
Documentation
Funding
Software Engineer
Project Manager
The manager will oversee the entire project and assign tasks to ensure that all
deliverables are produced in an efficient and effective manner that meets all
requirements.
Staff needed: 1
Finance Specialist
Version 1.0
2008
D-16
TMS SBIR
The Finance Specialist has the responsibility of creating a budget plan, determining
the product cost and receiving funding.
Staff needed: 1
Resource & Staffing Specialist
The Resource Specialist has the responsibility of identifying the resources (i.e.
specialist needed) needed and the costs attributed to the identified resources in
order to complete to project.
Staff needed: 1
Documentation Specialist
The Documentation Specialist has the responsibility of ensuring the completion
and accuracy of all required documents during the project.
Staff needed: 1
Marketing Specialist
The Marketing Specialist has the responsibility of determining the targeted market
and creating the overall marketing plan for the project.
Staff needed: 1
Software Specialist
The Software Specialist has the responsibility of identifying and conceptualizing
the initial software that is needed for the Telephone Management System.
Staff needed: 1
Hardware Specialist
The Hardware Specialist has the responsibility of identifying and conceptualizing
the initial hardware that is needed to support the software for the Telephone
Management System.
Staff needed: 1
Legal Eagle
The Legal Eagle has the responsibility of determining legality through all aspects
of the project.
Staff needed: 1
Version 1.0
2008
D-17
TMS SBIR
Webmaster
The Webmaster is responsible for creating the TMS website.
Staff needed: 1
Research Specialist
The Research Specialist is responsible for supporting research and collaboration
with all specialists on the Orange Team.
Staff needed: 3
Finance Specialist
The Finance Specialist will be responsible for maintaining accurate records of
spending and ensures the project stays with in the budget or obtain additional
funding. The specialist should have experience in budgeting, accounting, and
applying for funding.
Staff needed: 1
Documentation Specialist
The Documentation Specialist has the responsibility of ensuring the completion
and accuracy of all required documents during the project. The documentation
specialist should have experience in technical writing, preparing documents.
Staff needed: 1-2
Software Engineer
The Software Engineer has the responsibility of implementing the code needed to
complete the project.
Staff needed: 5
3
Phase 2
In this phase an actual better improved prototype will be created.
Version 1.0
2008
D-18
TMS SBIR
Project Manager
Technical Writer
Financial
Manager
Administrative Team
Technical
Manager
Webmaster
Software
Engineer x2
Hardware
Engineer x2
Testing Engineer
Development Team
Project Manager
The manager will oversee the entire project and assign tasks to ensure that all
deliverables are produced in an efficient and effective manner that meets all
requirements.
Staff needed: 1
Financial Manager
The Finance Manager oversees the entire projects budget. The Finance Manager
will ensure that the projects stays within budget and/or request additional funding
if needed.
Staff needed: 1
Technical Manager
The Technical Manager has the responsibility of overseeing the development team
for the project. These responsibilities include the development and implementation
of the hardware, software, testing and web site design for the entire project.
Staff needed: 1
Webmaster
Version 1.0
2008
D-19
TMS SBIR
The Webmaster is responsible for creating the Telephone Management System
website.
Staff needed: 1
Software Engineer
The Software Engineer has the responsibility of developing and implementing the
software part of the project. This includes writing the all code needed to complete
the project.
Staff needed: 2
Hardware Engineer
The Hardware Engineer has the responsibility of researching, designing,
developing, and testing the installation of the hardware needed to support the
software for the TMS project.
Staff needed: 2
Testing Engineer
The Testing Engineer is responsible for testing all aspects of the TMS system to
ensure the product will be of good quality. Test engineers are also responsible for
determining the best way a test can be performed in order to achieve 100% test
coverage of all components using different test process.
Staff needed: 1
Technical Writer
The technical writer is responsible for designing, creating, maintaining, and
updating technical documentation for the TMS project.
Staff needed: 1
4
Phase 3
In this phase, the delivery of the first product occurs. During this phase the
marketing campaign is rolled out.
Version 1.0
2008
D-20
TMS SBIR
Project Manager
Technical Writer
x2
Financial
Manager
Administrative Team
Marketing
Manager
Webmaster
Customer
Service x2
Laywer
Technical
Support x2
Marketing Team
Project Manager
The manager will oversee the entire project and assign tasks to ensure that all
deliverables are produced in an efficient and effective manner that meets all
requirements.
Staff needed: 1
Marketing Manager
The Marketing Manager has the responsibility of determining the targeted market
and creating the overall marketing plan for the project.
Staff needed: 1
Financial Manager
The Finance Manager oversees the entire projects budget. The Finance Manager
will ensure that the projects stays within budget and/or request additional funding
if needed.
Staff needed: 1
Lawyer
Version 1.0
2008
D-21
TMS SBIR
The Lawyer is responsible for all legal aspects of the TMS project. They will also
be responsible for the creation and review of any contracts.
Staff needed: 1
Webmaster
The Webmaster is responsible for creating the Orange Teams’ Telephone
Management System website.
Staff needed: 1
Technical Writer
The technical writer is responsible for designing, creating, maintaining, and
updating technical documentation for the TMS project.
Staff needed: 1
TMS Customer Support
The TMS customer support team takes customer orders, addresses customer
complaints and questions and takes care of the customer’s general needs.
Staff needed: 2
Technical Support
The TMS Technical Support team is responsible for receiving and resolving any
technical issues with the TMS system including hardware and software.
Staff needed: 2
Version 1.0
2008
D-22
TMS SBIR
Appendix E: Funding Plan (Rode)
1
Phase 0
The cost of phase 0 is zero dollars because our group members will be unpaid interns for that
phase. Old Dominion University will supply us with the resources that are needed in this initial
phase of the TMS project. It encompasses the spring 2008 semester of CS410.
2
Phase 1
We will apply for funding to back the TMS project from the National Science Foundation
SBIR grant program. $100,000 is the maximum amount available for phase 1 of the project, in
which we will develop a lab prototype. The total anticipated cost of our phase 1 activities is
$57,710 (See Table Below). See the Resource Plans for itemized budgets.
Table 4: Phase 1
Item
Hard
Staff
3
Cost
$4,000
$38,360
Overhead (40%)
N/A
$15,350
Total
$4,000
$53,710
Total : $57,710
National Science Foundation (NSF)
NSF plays a key role in supporting small business research with a clear goal of innovation that
can benefit society through commercialization. SBIR programs at NSF are exclusively for the
small business community to leverage federal funds to undertake high-risk science and
engineering research that could lead to further investment from the investment community.
4
Phase 2
When the TMS prototype is successfully completed, we will request an additional amount up to
$750,000 from the NSF's SBIR for phase 2. The total anticipated cost of our phase 2 activities is
$487,870 (See Table Below). See the Staffing and Resource Plans for itemized budgets.
Table 5: Phase 2
Item
Hard
Staff
Version 1.0
Cost
$19,000
$335,233
Overhead (40%)
N/A
$134,093
2008
Total
$19,000
$466,870
Total : $487,870
E-23
TMS SBIR
5
Phase 3
In Phase 3, we will no longer receive money from the SBIR program. We will focus on
production and commercialization in this phase. We will pursue funding through venture capital
investment and Angel Investors, and we will apply for a small business loan if necessary. We
expect to be self-sufficient based upon product sales within approximately 24 months. See
Figures below for break-even analysis. The total anticipated cost of our phase 3 activities is
$836,660 (See Table below). See the Resource Plans for itemized budgets.
Table 6: Phase 3
Item
Hard
Staff
6
Cost
$19,000
$512,620
Overhead (40%)
N/A
$205,040
Total
$19,000
$717,660
Total : $836,660
Summary
TMS will be fully funded by the NSF for phase 1 and 2. Phase 3 we will seek out private options
that will total $836,660. This will have to be paid back. We estimate (from the marketing plan)
that it will take 1 year to recoup this investment.
Version 1.0
2008
E-24
TMS SBIR
Appendix F: Risk Management Plan (Burlock)
1
Difficult To Install
1.1 Cause
Installing the call interception box may be difficult since it is installed outside.
1.2 Priority Explanation
With this box being installed outside, it is a major risk that people will not want to buy the
product because it may be difficult to install.
1.3 Mitigation
Provide detailed instructions on how to install the components. Investigate working with the
cable/phone companies to have them install the components. Work with outside agencies to
install the Interception device (Geeksquad, etc).
2
Failure To Penetrate Market
2.1 Cause
Another product comes out before ours that has the same features or is more capable.
2.2 Priority Explanation
This risk is rated high because there is a fair amount of competition for our product so there is a
high chance that another product may come out before ours.
2.3 Mitigation
Push up the time for release. Expand the functionality of our product.
3
Land Lines Becoming Obsolete
3.1 Cause
Land lines are eliminated because people prefer to use their cell phones as their home phones.
3.2 Priority Explanation
Land lines are still used a lot, and there is still a large percentage of the population that uses land
lines. This is also a very gradual process, so we would have time to adjust our marketing
strategies to fit with the market. That is why the effect is low.
Version 1.0
2008
F-25
TMS SBIR
3.3 Mitigation
Hire a marketing expert to assist us in updating our product and/or marketing strategies as the
market changes.
4
Cost
4.1 Cause
The cost for our product is too expensive.
4.2 Priority Explanation
There is a lot of competition for our product, so the risk is fairly high, but our product does not
have a monthly fee and we will be able to sell our product at a reasonable price.
4.3 Mitigation
Hire a domain expert to help us determine a suitable price and/or find new cheaper components.
5
Difficult To Connect To PC
5.1 Cause
Customer has difficulty connecting the Phone Solicitation Manager to their computer.
5.2 Priority Explanation
There is little probability, due to our mitigation, that this will be a major risk. The impact is also
low because this is an optional feature that is not required to have for the product to work.
5.3 Mitigation
Allow both connecting through wireless and through USB. Installation disc’s included in the box
with software that eases connection to the receiver.
Version 1.0
2008
F-26
TMS SBIR
Appendix G: Evaluation Plan (Leyland, Rode)
1
Purpose
This document defines the top-level parameters to measure success for each phase of the
Telephone Management System project. Phase deliverables will be evaluated based on the
project management criteria of time, cost, scope, and quality.

Time, as measured by the baseline project plan.

Cost, as measured by the budget plan by phase.

Scope, as measured by the requirements document.

Quality, as measured by quality control plan, customer adoption rate and customer
satisfaction.
2
Phase 0
The project idea is being developed in Phase 0 and research has been performed to clearly
identify our objectives, goals, and risks. The Work Break Down Structure (WBS) was created for
each Phase of the project. Plans have been developed to guide each phase of the project.
In this phase the initial SBIR proposal will be created along with a final proposal presentation
and product website.
2.1 Main Deliverables

SBIR Proposal

Proposal Presentation

Product Website
Version 1.0
2008
G-27
TMS SBIR
2.2 Time
The project plan contains the WBS, schedule, and cost estimates. The project plan defines the
date at which these deliverables should be completed. If these deliverables are completed by the
estimate completion date, then the criteria will have been deemed successful. The team leader
ensures all project members are completing tasks within the deadlines of the milestones (for
CS410) in the WBS. To prepare for the main deliverables, listed above, there have been
milestones that delivered presentations: conception (individual), feasibility (team), and milestone
(team).
2.3 Cost
Since there is no cost for this phase, this criteria will not be used to measure success.
2.4 Scope
The scope will be measured by comparing the grading criteria against each deliverable. If each
deliverable meets each graded criteria, and Phase 1 funding is acquired, then this criteria is
deemed a success.
2.5 Quality
An independent panel will determine quality of the proposal presentation. This panel will
evaluate the presentation based on the grading criteria established. An average score of 90 will
determine that success of this deliverable.
The SBIR proposal and product website will be evaluated by the CPI advisor. A grade of 90 or
more for each deliverable based on the grading criteria will indicate a success.
Version 1.0
2008
G-28
TMS SBIR
Peer evaluations have been completed after each team milestone. Evaluation is performed by
team members to measure participation, quantity and quality of each team member. Weekly
discussions and constructive criticism take place in CS410 class to improve quality of
deliverables.
3
Phase 1
In this phase a lab prototype will be developed and demonstrated to a potential customer(s). In
addition, SBIR Phase 2 proposal will be developed. Success will be measured by the satisfactory
completion of these deliverables. Evaluation during this phase will also consists of bi-weekly
team meetings to ensure that the project is progressing as planned and the procured hardware and
software components are correctly implemented. Formal evaluations will be conducted each
month or as often as necessary to ensure we stay within the guidelines of the WBS.
Initial development of product software will be completed in this phase. Our initial prototype
software includes:

Interception Software

Control Device Software

PC Configuration Software

Local Database Software

Control Device GUI

Solicitation Generation Software

Interfaces between these components
We will follow the work flows of analysis, design, implementation and validation.
Version 1.0
2008
G-29
TMS SBIR
We will also be developing documentation for our product: requirements document, test
simulation documentation user manual, and refinement of our plans.
3.1 Main Deliverables

Lab Prototype

Customer Demonstration

SBIR Phase 2 Proposal
3.2 Time
The project plan developed in contains the WBS, schedule, and cost estimates. The project plan
defines the date at which these deliverables should be completed. If these deliverables are
completed by the estimate completion date, then these criteria will have been deemed successful.
3.3 Cost
The funding plan determines the cost estimates of each phase. The human and hard resource
actual costs will be compared to the budgeted costs in the funding plan. If the actual costs are
with 5% of the budgeted costs, then this criteria will be deemed successful.
3.4 Scope
The scope will be measured by comparing the grading criteria against the SBIR Phase 2
requirements. If SBIR contains all the required items, then the criteria will be deemed
successful. The lab prototype will be measured against the requirements document developed in
Phase 1. If the prototype contains all of the required functionality and Phase 2 funding acquired,
then the criteria will be deemed successful.
Version 1.0
2008
G-30
TMS SBIR
3.5 Quality
The SBIR decision board will determine quality of the proposal presentation. If the decision
board grants the proposed funding, then the SBIR proposal will be deemed successful. These
criteria for the lab prototype will be deemed successful if it meets all of the requirements in the
requirements document and meets the performance requirements also in that document.
We will begin evaluation with code reviews of each module for proper structure and syntax.
After successfully passing code reviews, we will begin testing of each module. We will end the
evaluation for each module after successful testing. We will have evaluations for every module
being integrated into the system. We measure success when we have completed each evaluation
successfully and in accordance with the WBS time frame, and the prototype passes all tests in the
test plan.
4
Phase 2
During Phase 2 a fully working product, including both hardware and software elements, of the
TMS system will be developed. Evaluation during this phase will continue in a similar manner to
Phase 1. Bi-weekly meetings will be held to determine if the project is on schedule and within
budget. Testing plans for the production (non-prototype) version of TMS will be drafted to
ensure quality assurance and software components will be vigorously tested and the results of
those tests will be discussed at the bi-weekly meetings to work out any problems. Formal
evaluations will be conducted each month or as often as necessary to ensure we stay within the
guidelines of the WBS.
Version 1.0
2008
G-31
TMS SBIR
4.1 Main Deliverables

TMS Hardware

TMS Software

User documentation including manuals, help systems and installation instructions
4.2 Time
The project plan developed contains the WBS, schedule, and cost estimates. The project plan
defines the date at which these deliverables should be completed. If these deliverables are
completed by the estimate completion date, then this criteria will have been deemed successful.
4.3 Cost
The funding plan determines the cost estimates of each phase. The human and hard resource
actual costs will be compared to the budgeted costs in the funding plan. If the actual costs are
with 10% of the budgeted costs, then this criteria will be deemed successful.
4.4 Scope
The final system will be measured against the requirements document. If the prototype contains
all of the required functionality from the document, then the criteria will be deemed successful.
4.5 Quality
The criteria for TMS in Phase 2 will be deemed successful if it meets all of the requirements in
the requirements document, including performance. The final product must pass all tests in the
Version 1.0
2008
G-32
TMS SBIR
test plan. Once the test plan execution has been completed with no known bugs, then the criteria
will be deemed successful. The criteria for TMS will be determined by market research. The
support materials must also undergo a satisfaction survey.
5
Phase 3
In this phase, the main focus will be on further refinement of the TMS product based on the beta
testing and moving the project into full time production. To ensure quality, evaluation of the
production process will be a key factor. Additionally, evaluation of the marketing strategy will
be conducted to ensure that we are targeting the correct market. Formal evaluations will be
conducted each month or as often as necessary to ensure we stay within the guidelines of the
WBS. Success in this phase will be determined by sales volume and profit margin. In addition,
we will be evaluating customer feedback to gage customer satisfaction.
5.1 Main Deliverables

TMS Product Website

Marketing Campaign

Final Product Rollout
5.2 Time
The project plan developed contains the WBS, schedule, and cost estimates. The project plan
defines the date at which these deliverables should be completed. If these deliverables are
completed by the estimate completion date, then these criteria will have been deemed successful.
Version 1.0
2008
G-33
TMS SBIR
5.3 Cost
The funding plan determines the cost estimates of each phase. The human and hard resource
actual costs will be compared to the budgeted costs in the funding plan. If the actual costs are
with 10% of the budgeted costs, then these criteria will be deemed successful.
5.4 Scope
The scope of the rollout is measured by the Marketing Plan which calls for _ units sold within
the first year in order to deliver a profit of _. If this sales goal is met, these criteria will be
deemed successful. Refer to the Funding and Marketing Plans for additional details.
5.5 Quality
If the test market survey of the product’s quality and usefulness as compares to the goals and
objectives of the project is favorable, then this criterion is deemed successful.
Version 1.0
2008
G-34
TMS SBIR
Appendix H: Work Breakdown Structure (Leyland)
1
Phase 1
Version 1.0
2008
H-35
TMS SBIR
Version 1.0
2008
H-36
TMS SBIR
2
Phase 2
Version 1.0
2008
H-37
TMS SBIR
3
Phase 3
Version 1.0
2008
H-38
TMS SBIR
Appendix I: Budget
All cost estimates for staff are based upon suggested market rates provided by our CEO, Janet
Brunelle.
1
Phase 1
2
Phase 2
Version 1.0
2008
I-39
TMS SBIR
3
Phase 3
Version 1.0
2008
I-40
TMS SBIR
Appendix J: Resource Plan
1
Purpose
The purpose of this plan is to show what resources are needed, and the costs attributed to each.
The resources needed in the development of the Phone Management System are outlined below.
2
Phase 0
Phase 0 is project conceptualization phase. During this phase the project is taken through several
sub phases of deliverables to determine feasibility. Projects milestones are defined and the
required hardware and software for the project are determined. This phase does not require hard
resources.
3
Phase 1
This is the first phase of the project that requires hard resources. These resources are based on
the development of the PMS prototype that is required for completion of Phase
1 (See the chart below).
Phase 1 Staffing
Yearly Salary
Salary P/W
5 Student Interns
(includes 40%
overheard)
Total
$125,000
$2,400
Phase 1 Non-Staffing
Laptops
Total
16
$53,710
$53,710
Cost
$1,000
Quantity
2
$2,000
$2,000
$55,710
Phase 1 Total
4
Weeks Needed
Phase 2
During Phase 2 better improved prototypes will be built for actual real world cases. Additionally,
assembly supplies will be needed to install these prototypes.
Version 1.0
2008
J-41
TMS SBIR
Total
Phase 2 Staffing
9 Staff Members
(includes 40% overhead)
$447,870
$447,870
Total
Phase 2 Non-Staffing
Development Computers
Cost
Hardware Components
$2,000
Total
$18,000
$1,000
$1,000
Total
$19,000
$466,870
Phase 2 Total
5
Phase 3
During Phase 3 the actual product is rolled out. The actual hardware and software components
will be used. Addition supplies and resources will be needed to develop the real product.
Phase 3 Staffing
Time Needed
Personnel
1 year
Total
$717,660
Total
Phase 3 Non-Staffing
Advertising
Hardware for Rollout
Brick and Mortar
Additional Office Supplies
Website
$30,000
$40,000
$35,000
$12,000
$2,000
Total
Phase 3 Total
$717,660
Total
$30,000
$40,000
$35,000
$12,000
$2,000
$119,000
$836,660
The total estimated resource cost for this project is: $ 1,338,240
Version 1.0
2008
J-42
TMS SBIR
Version 1.0
2008
J-43