1. law, govt and politics
2. law enforcement
3. fire department

COVER SHEET FOR PROPOSAL TO THE NATIONAL SCIENCE FOUNDATION
PROGRAM ANNOUNCEMENT/SOLICITATION NO./CLOSING DATE/If not in response to a program announcement/solicitation enter NSF 00-2
FOR NSF USE ONLY
NSF PROPOSAL NUMBER
Team Platinum/May 3, 2005
FOR CONSIDERATION BY NSF ORGANIZATIONAL UNIT(S) (Indicate the most specific unit known, i.e., program, division, etc.)
DATE RECEIVED
NUMBER OF COPIES
DIVISION
ASSIGNED
EMPLOYER IDENTIFICATION NUMBER (EIN) OR
TAXPAYER IDENTIFICATION NUMBER (TIN)
xxx-xx-xxxx
FUND CODE
DUNS # (Data Universal Numbering System)
SHOW PREVIOUS AWARD NO. IF THIS IS
FILE LOCATION
IS THIS PROPOSAL BEING SUBMITTED TO ANOTHER FEDERAL
A RENEWAL
AGENCY?
YES
NO
IF YES, LIST ACRONYM(S)
AN ACCOMPLISHMENT-BASED RENEWAL
NAME OF ORGANIZATION TO WHICH AWARD SHOULD BE MADE
Old Dominion University
ADDRESS OF AWARDEE ORGANIZATION, INCLUDING 9 DIGIT ZIP CODE
P.O. Box 6369
800 West 46th Street
Norfolk, VA 23508
AWARDEE ORGANIZATION CODE (IF KNOWN)
NAME OF PERFORMING ORGANIZATION, IF DIFFERENT FROM
ABOVE
ADDRESS OF PERFORMING ORGANIZATION, IF DIFFERENT, INCLUDING 9 DIGIT ZIP CODE
Computer Productivity Initiative
E & CS Building
4700 Elkhorn Ave Suite 3300
Norfolk, VA 23529-0162
PERFORMING ORGANIZATION CODE (IF KNOWN)
IS AWARDEE ORGANIZATION (Check All That Apply)
(See GPG II.D.1 For Definitions)
TITLE OF PROPOSED PROJECT
FOR-PROFIT ORGANIZATION
SMALL BUSINESS
MINORITY BUSINESS
WOMAN-OWNED BUSINESS
iRespond
REQUESTED AMOUNT
$97,642.81
PROPOSED DURATION (1-60 MONTHS)
REQUESTED STARTING DATE
6
August 29, 2005
SHOW RELATED PREPROPOSAL NO.,
IF APPLICABLE
months
$
CHECK APPROPRIATE BOX(ES) IF THIS PROPOSAL INCLUDES ANY OF THE ITEMS LISTED BELOW
BEGINNING INVESTIGATOR (GPG I.A.3)
VERTEBRATE ANIMALS (GPG II.D.12) IACUC App. Date
DISCLOSURE OF LOBBYING ACTIVITIES (GPG II.D.1)
PROPRIETARY & PRIVILEGED INFORMATION (GPG I.B, II.D.7)
HUMAN SUBJECTS (GPG II.D.12)
Exemption Subsection
or IRB App. Date
NATIONAL ENVIRONMENTAL POLICY ACT (GPG II.D.10)
INTERNATIONAL COOPERATIVE ACTIVITIES: COUNTRY/COUNTRIES
HISTORIC PLACES (GPG II.D.10)
SMALL GRANT FOR EXPLOR. RESEARCH (SGER) (GPG II.D.12)
FACILITATION FOR SCIENTISTS/ENGINEERS WITH DISABILITIES (GPG V.G.)
RESEARCH OPPORTUNITY AWARD (GPG V.H)
PI/PD DEPARTMENT
PI/PD POSTAL ADDRESS
Computer Science
757-555-5555
E & CS Building
4700 Elkhorn Ave Suite 3300
Norfolk, VA 23529-0162
NAMES (TYPED)
High Degree
Yr of Degree
Telephone Number
Electronic Mail Address
M.S.
1987
757-683-4832
brunelle@cs.odu.edu
B.S.
2005
757-683-3000
alumni@odu.edu
PI/PD FAX NUMBER
PI/PD NAME
Janet Brunelle
CO-PI/PD
Ian McKay
CO-PI/PD
CO-PI/PD
CO-PI/PD
NSF Form 1207 (10/99)
Page 1 of 2
CERTIFICATION PAGE
Certification for Principal Investigators and Co-Principal Investigators
I certify to the best of my knowledge that:
(1) the statements herein (excluding scientific hypotheses and scientific opinions) are true and complete, and
(2) the text and graphics herein as well as any accompanying publications or other documents, unless otherwise indicated, are the original work of the
signatories or individuals working under their supervision. I agree to accept responsibility for the scientific conduct of the project and to provide the
required project reports if an award is made as a result of this proposal.
I understand that the willful provision of false information or concealing a material fact in this proposal or any other communication submitted to NSF is a
criminal offense (U.S.Code, Title 18, Section 1001).
Name (Typed)
PI/PD
Janet Brunelle
Co-PI/PD
Ian McKay
Co-PI/PD
Signature
Social Security No.*
Janet Brunelle
xxx-xx-xxxx
Ian McKay
xxx-xx-xxxx
Date
Co-PI/PD
Co-PI/PD
Certification for Authorized Organizational Representative or Individual Applicant
By signing and submitting this proposal, the individual applicant or the authorized official of the applicant institution is: (1) certifying that statements made herein
are true and complete to the best of his/her knowledge; and (2) agreeing to accept the obligation to comply with NSF award terms and conditions if an award is
made as a result of this application. Further, the applicant is hereby providing certifications regarding Federal debt status, debarment and suspension, drug-free
workplace, and lobbying activities (see below), as set forth in the Grant Proposal Guide (GPG), NSF 00-2. Willful provision of false information in this application
and its supporting documents or in reports required under an ensuing award is a criminal offense (U.S. Code, Title 18, Section 1001).
In addition, if the applicant institution employs more than fifty persons, the authorized official of the applicant institution is certifying that the institution has
implemented a written and enforced conflict of interest policy that is consistent with the provisions of Grant Policy Manual Section 510; that to the best of his/her
knowledge, all financial disclosures required by that conflict of interest policy have been made; and that all identified conflicts of interest will have been
satisfactorily managed, reduced or eliminated prior to the institution’s expenditure of any funds under the award, in accordance with the institution’s conflict of
interest policy. Conflicts that cannot be satisfactorily managed, reduced or eliminated must be disclosed to NSF.
Debt and Debarment Certifications
(If answer “yes” to either, please provide explanation.)
Is the organization delinquent on any Federal debt?
Is the organization or its principals presently debarred, suspended, proposed for debarment, declared ineligible,
or voluntarily excluded from covered transactions by any Federal Department or agency?
Yes
No
Yes
No
Certification Regarding Lobbying
This certification is required for an award of a Federal contract, grant or cooperative agreement exceeding $100,000 and for an award of a Federal loan or
a commitment providing for the United States to insure or guarantee a loan exceeding $150,000.
Certification for Contracts, Grants, Loans and Cooperative Agreements
The undersigned certifies, to the best of his or her knowledge and belief, that:
(1) No Federal appropriated funds have been paid or will be paid, by or on behalf of the undersigned, to any person for influencing or attempting to
influence an officer or employee of any agency, a Member of Congress, an officer or employee of Congress, or an employee of a Member of Congress in
connection with the awarding of any federal contract, the making of any Federal grant, the making of any Federal loan, the entering into of any cooperative
agreement, and the extension, continuation, renewal, amendment, or modification of any Federal contract, grant, loan, or cooperative agreement.
(2) If any funds other than Federal appropriated funds have been paid or will be paid to any person for influencing or attempting to influence an officer or
employee of any agency, a Member of Congress, and officer or employee of Congress, or an employee of a Member of Congress in connection with this
Federal contract, grant, loan, or cooperative agreement, the undersigned shall complete and submit Standard Form LLL, “Disclosure of Lobbying
Activities,” in accordance with its instructions.
(3) The undersigned shall require that the language of this certification be included in the award documents for all subawards at all tiers including
subcontracts, subgrants, and contracts under grants, loans, and cooperative agreements and that all subrecipients shall certify and disclose accordingly.
This certification is a material representation of fact upon which reliance was placed when this transaction was made or entered into. Submission of this
certification is a prerequisite for making or entering into this transaction imposed by Section 1352, Title 31, U.S. Code. Any person who fails to file the
required certification shall be subject to a civil penalty of not less than $10,000 and not more than $100,000 for each such failure.
AUTHORIZED ORGANIZATIONAL REPRESENTATIVE
NAME/TITLE (TYPED)
SIGNATURE
Janet Brunelle
Janet Brunelle
TELEPHONE NUMBER
757-683-4832
ELECTRONIC MAIL ADDRESS
brunelle@cs.odu.edu
DATE
April 28, 2005
FAX NUMBER
*SUBMISSION OF SOCIAL SECURITY NUMBERS IS VOLUNTARY AND WILL NOT AFFECT THE ORGANIZATION’S ELIGIBILITY FOR AN AWARD. HOWEVER, THEY ARE AN
INTEGRAL PART OF THE NSF INFORMATION SYSTEM AND ASSIST IN PROCESSING THE PROPOSAL. SSN SOLICITED UNDER NSF ACT OF 1950, AS AMENDED.
Page 2 of 2
Project Summary
Security and safety are a necessity to a healthy lifestyle. Devices used to call for aid
in emergency situations have thus far proven to be less than fifty percent effective in real
world situations. Communicating the need for emergency assistance from any place at
any time is not always possible, and the security of individuals and of the nation suffers
as a result. The solution to this problem is the iRespond, an Emergency
GPS/Triangulation locator device the size of a lighter that can determine your location
and send for immediate emergency response using the E-911 infrastructure.
Designed to fit on a key chain, the iRespond is a simple to use device with a single
button that sends for help in any situation. When the button is pressed, Global
Positioning System satellites determine the user’s location and send the location data, as
well as prerecorded data on the device, to emergency services through the cellular
network. Cellular triangulation is simultaneously used, as is cellular transmission, to
send the signal to the 911 call center using the E-911 infrastructure. From the 911 call
center, the proper dispatch is contacted and sends emergency services to the location sent
to them by the iRespond. The iRespond itself continues sending a signal via E-911 until
the batteries fail or the emergency services arrive.
The iRespond will not give away a person’s position without being turned on and all
information sent through the device is optional. In this way, the iRespond upholds an
individual’s security of privacy as well as security of safety. Able to be advanced over
time to work with other systems, the iRespond should quickly become invaluable to any
American who wishes to have an increased sense of security.
3
TABLE OF CONTENTS
For font-size and page-formatting specifications, see GPG Section II.C.
Section
Total No. of
Pages in Section
Page No.*
(Optional)*
Cover Sheet (NSF Form 1207) (Submit Page 2 with original proposal only)
A
Project Summary (not to exceed 1 page)
1
3
B
Table of Contents (NSF Form 1359)
1
4
C
Project Description (including Results from Prior NSF Support)
(not to exceed 15 pages) (Exceed only if allowed by a specific
program announcement/solicitation or if approved in advance
by the appropriate NSF Assistant Director or designee)
11
5
D
References Cited
2
16
E
Biographical Sketches (Not to exceed 2 pages each)
2
18
F
Budget
(NSF Form 1030, plus up to 3 pages of budget justification)
4
20
G
Current and Pending Support (NSF Form 1239)
.5
24
H
Facilities, Equipment and Other Resources (NSF Form 1363)
.5
24
I
Special Information/Supplementary Documentation
3
25
J
Appendix (List below)
Include only if allowed by a specific program announcement/
solicitation or if approved in advance by the appropriate NSF
Assistant Director or designee)
51
28
Appendix Items:
K
L
M
N
O
P
Q
R
S
Management Plan
Evaluation Plan
Risk Management Plan
Financial Plan
Marketing Plan
Prototype Development
WBS
Glossary
Authors
*Proposers may select any numbering mechanism for the proposal. The entire proposal, however, must be paginated. Complete
both columns only if the proposal is numbered consecutively.
NSF Form 1359 (10/99)
46
4
Project Description
Identification and Significance of Innovation
Communicating the need for emergency assistance from any place at any time is
not always possible. There are many situations in which an individual may have to
communicate the need for help, but may be incapable of using two way communications
to do so. Silent calls for help that can be sent as easily as the push of a button are the
only way to cover all situational needs, and a large scale tracking infrastructure is the
only way to assure rapid arrival of emergency services. The solution is the iRespond, an
Emergency GPS/Triangulation locator device the size of a lighter that can determine your
location and send for immediate emergency response using the E-911 infrastructure.
With the touch of a button an individual can request emergency assistance and have his
location transmitted and the need for help sent. There need be no vocal communication
or device preparation, allowing for ease of use in intense situations. Improved security of
the entire nation is assured, because emergency officials will gain distress calls from a
large number of individuals in major situations, making it easy to see when a big problem
has occurred and its general location. With iRespond, security of the individual and of
the nation increase and the ability to communicate the need for emergency response is
available everywhere in the United States.
The iRespond’s
dimensions are
approximately 3 inches
by 1.5 inches by 0.5
inches, and the device is
designed to be carried
like a key fob (attached to
a keychain). A single
button marked with the
signature iRespond “i”
initiates the device and
tells the internal hardware
to send the signal for help
as well as the user’s
current location,
identification, and any
provided medical
information. Because of
the risk of falsely initializing the iRespond a plastic sliding shield has been added to the
device which can cover up the button, but is easy to open.
The iRespond also has a rechargeable lithium battery designed to power all of its
internal components. As a result it needs a charging station that can be plugged into any
normal wall outlet. The charging station doubles as a modem which can be plugged into
the telephone line to update the iRespond’s data through services provided by the
iRespond Customer Service Center. This is also the method used to store customer
5
information on the device which will be sent to emergency response teams when it is
used.
Shown below are the iRespond’s battery, GPS receiver, and GPS antenna. The
6
iRespond uses GPS trilateration to pinpoint the location of its user whenever it is
activated. Trilateration is the term used to describe the calculation of distances between
three or more objects needed to determine a location central to all of them. The GPS
receiver calculates the distance between itself and three or more satellites, using radio
waves, and uses the distances to pinpoint the exact location of the receiver on Earth.
The iRespond can also perform triangulation using cell towers, by measuring the
angles between them and the receiver. Thus cellular triangulation can be used as a back
up for GPS trilateration. The iRespond also needs to send its location information to
emergency services, and the already existing infrastructure of E-911 allows cellular
transceivers to do just that. Shown below is the inclusion of the cellular transceiver and
flash memory unit to the iRespond.
The Flash Memory unit is also a vital part of the iRespond’s components. It will
hold prerecorded voice information describing the need for help, the user’s medical
information (if provided), the unit number of the iRespond, and location information.
This voice data is updated by use of the modem in the charging station, and is received
from a database of information kept at the iRespond Customer Service Center.
Customers may update the data on their device, register the device, or update
monthly billing information by calling the iRespond Customer Service Center, giving the
necessary information, and then connecting the charging station into the phone line to
retrieve necessary information from the Customer Service Center database. The
Customer Service Center also exists as a physical entity which emergency services can
contact in order to validate calls made by the iRespond device. Medical information does
not need to be included on the iRespond, but for those who wish to send certain aspects
of their medical history to the emergency services when initializing the iRespond, the
7
option is available. This is also handled through the Customer Service Center and placed
on the device via the database.
Covered in a durable plastic molding and connected internally by a complex
circuit board, the iRespond reaches its final state. A device that is as simple to use as the
push of a button. A pinhole reset button can be pushed with a slender object if activation
is accidental and an LED light on the device confirms activation and battery charge.
With a $9.99 monthly fee, the iRespond can sell for less than $50.
With the iRespond, situations where verbal communication is not an option or
where time is of the essence can be responded to as efficiently as a lengthy call to 911.
Sending its own verbal message via the flash memory and cellular transceiver, all
information is received by emergency services as if a call had been placed. Using a
CDMA transceiver, nearly the entire United States is covered at all times, and utilizing
the GPS tracking system location data is specific to within ten meters.
In addition to bringing security in the form of aid, iRespond keeps its user’s
privacy secure as well. The device cannot be used to track individuals unless its button
has been pushed and it is sending via the E-911 infrastructure. Once the button has been
pushed it will continually send coordinate data so that an individual can be tracked and
located, but if not initialized it is impossible to maintain any location data from the
iRespond. Thus, no one is tracked until a situation occurs.
The information stored on the device is optional, and is kept in a secure database
which is not shared with anyone outside of iRespond. The device itself transmits this
data in audio form to emergency services when activated. Thus the power to send this
information rests in the hands of the user.
Portability and inconspicuousness are also a large part of the iRespond’s design,
as are ease of use and reliability. It is important that iRespond be so easy to use that it
8
can help catch the incidents that other technologies miss. According to the Bureau of
Justice, of the 5,341,410 violent crimes in the United States in 2002, only 48.5% of them
were reported to the police. Similar statistics can be found for unreported accidents on
hiking trips, time urgent accidents on the road, and simple medical emergencies outside
of the home. iRespond can catch all of these and work toward saving lives and
increasing the security of the United States and its citizens.
Background and Phase I Technical Objectives
The need to request emergency assistance has been existed for as long as man has
walked the earth. As a result of the natural desire to know that one can call for help
should the need arise has existed, there have many attempted solutions to the problem.
However, the attempted solutions were not versatile and had many disadvantages.
Compromises were made for practicality to allow for the feeling of safety.
That is, there has been no versatile, all-encompassing solution to the problem. The
most common deficiencies have been the size of the device, a measure of invasion of
privacy, and cost of the device. Never has a device addressed all three of the issues at
once, it has simply been a "three options, pick the two you want" scenario.
iRespond's goal is to provide a simple yet reliable method to request assistance
from emergency response teams regardless of the user’s location.
In order to achieve our goal, the device must allow for fast emergency response
under varying circumstances. For this objective to be met, iRespond will need to cut out
the middleman as much as possible while reliably getting a communications signal to the
appropriate parties. Therefore, the device will connect directly to 911 call centers via the
Government mandated E-911 system.
Another objective is to have a user-friendly interface. People in emergency
situations are often in a panic, so the device must be as simple as possible to use. If it is
too complex to use when an individual is in a panicked state, then the device will be of no
use to the individual. A user-friendly interface must also minimize accidental activations.
The device is only useful to its user if the user can carry it on his or her person. As
such, another identified objective is that the device must be compact and lightweight so
that the user can carry it as a key fob without it getting in the way.
In order to appeal to consumers, the device must be inexpensive to the end-user
and retain personal privacy.
Phase I Research Plan
iRespond is a device that will provide an immediate response to a certain location
where help and assistance is needed. To provide this type of service, communication is
needed between distinct points. The patron, cell tower, 911 call center/dispatcher, and
emergency vehicle are all the points that need to be contacted.
9
Initially, a device or beacon is activated by a patron. This sends a signal to the
closest cellular tower in range. The transmission is sent to the closet appropriate 911 call
center according to the location of the cell
tower. The 911 dispatcher communicates with
emergency vehicles and sends them to the
Cell
Patron
location of the patron where the assistance can
Tower
be given. Different protocols have to be
followed in order for this transmission to be
sent successfully.
It is important to remember that
Emergency
911 Call
Response
iRespond will not be providing voice-to-voice
Center
Vehicle
communication with the patron and the 911
dispatcher. All the iRespond device does is
911
Dispatcher
triangulate the device’s current location using
GPS and nearby cell towers and transmits this
location data along with a prerecorded
message.
The infrastructure to communicate between cell
towers and 911 call centers has been established and is
maintained by existing companies. The technology is
proven and works with success so iRespond takes advantage
of that with our lone device.
To establish communication with cell towers, we use
CDMA technology. Currently, cell technologies are very competitive
in the United States and provide mainly two choices with communication
protocols, CDMA and GSM. CDMA has the market in the Americas. Globally,
GSM is the majority. It makes sense for iRespond to use CDMA because of the coverage
area and the US is the primary market. We want to reach as many points as possible.
CDMA communication is a newer technology built from the bottom up. The
origins come from AMPS or easily called the Analog signal. This is a lower 800MHz
frequency that is used to establish communication. In order to establish communication,
one specific radio frequency is used. Using this Analog signal does not provide a secure
and reliable communication link. Close radio frequencies (other established calls) gave
way to interference problems and “ghostly” voices that were from other calls that were
very close in radio frequency. And another major con was very poor battery life.
One way of improving technology was CDMA. CDMA provides a more secure
digital signal. A higher frequency is used and the signal to establish communication is
spread across multiple frequencies. The signal is sent using about 1.5MHz of the radio
spectrum which provides the security and reliability. The CDMA chip on the cell phone
and the cell tower interpret the signals easily and can only be interpreted from source to
target only. And also going digital gives about 3-4 times more battery use.
CDMA Digital would be the way to go, but not everyone has a CDMA chip. The
competitor GSM is another technology. The problem with GSM is that the technology is
not well established in the United States. Another problem with GSM is that the
technology is based on old technology developed many years ago. The developers
wanted to provide an easy upgrade for users by enhancing the existing means of
10
communication which is proving now to be a critical mistake. And now Qualcomm is
establishing a new chip that upgrades both CDMA and GSM so that one unique
technology can be used. GSM does work but not as superior as CDMA.
iRespond will need to follow these changes and upgrade as needed. Right now
Analog is being phased out. Analog is still ideal though because of the large signal area
it provides. The signal being used by the device would use a CDMA signal and when not
available use the Analog signal to establish communications. As newer and better
emerges, iRespond will upgrade the communications chip that will provide the best
means of communication.
Once communication is established a message is sent. The message consists of
the location data and the prerecorded message.
The location data is gathered by triangulation.
Two methods of triangulation that will be used: GPS
and cell towers. GPS uses current satellite location to
calculate the longitude and latitude of the location.
The more satellites the iRespond device is able to
connect with provides a
precise location. At least
two
need
to
be
established before any triangulation can be done. This
calculation is done on a chip on the iRespond device.
Storms, trees, buildings are among the things that can block a
successful GPS lock with a satellite. Also, the total time to
find the exact location can be cumbersome at times
especially with fewer satellite locks. But because of how
precise the triangulation is GPS is very ideal in providing
location data.
Cell tower triangulation also provides location data.
From the E911 mandates, triangulation must be possible
using the cell towers. Triangulation is a lot quicker using
cell towers since all towers are fixed. Three towers are
required to establish a successful triangulation. The degree
of preciseness is about 20 feet, but this will not be met until
full E911 Phase 2 compliance has been met by all cell
towers. The mandate required E911 to be completed by
December 31, 2005. Currently, extensions have been
provided to companies because of the difficulty and man hours required to meet the
mandates.
Antennas for both GPS and cell are used for receiving the GPS satellite data. Cell
towers communicate with the device to give the exact triangulation point of the signal.
The size is conveniently compact to provide for a very small device. Going with a big
antenna does improve reception, but doing so goes against our compact device idea. The
device has to be able to sit inside your hand or pocket comfortably without give the
feeling of weights. iRespond is not designed to be a hassle for the patron.
The second part of the message is the prerecorded message. The prerecorded
message consists of the name, birthday, age, optional medical information, contact
11
information, and anything that patron would like recorded. The message is created
during the registration process of the device in which a separate dial-up connection is
established that downloads the prerecorded message and account information. The
prerecorded message is encoded using the same technology that is used by MP3 players
today to encode music. The technology allows us to create a sound file that is very small
and understandable to the 911 dispatcher. LAME MP3 encoding is free to use and can be
easily used to create on-the-fly sound files. The prerecorded message is stored directly
on the device on a flash memory device. The flash memory does not need to be plentiful
in size since the audio file is very small to begin with. Once the iRespond device
establishes the connection the prerecorded message plays. A decoder translates the mp3
sound file to audible audio that is directly connected to what is equivalent to a
microphone (It is important to note that the iRespond device will have no audible
feedback or input meaning no earpiece or microphone).
Once the 911 dispatcher gathers all the required data, the 911 dispatcher informs
the emergency response vehicle of the precise location and of all data that is stated on the
prerecorded message.
The iRespond device is going to be designed for durability using injection
molding of hard plastics. The device is rechargeable using the base station provided with
the device. The lithium battery provides many charges and is easily changeable at the
end of the battery’s life time. Batteries are also being improved with technology that
charges a battery full in under 10 minutes and provides almost a month of standby battery
life.
iRespond has many means of improving. As stated earlier, cell chip technology is
advancing everyday. Triangulation is getting more precise and closer to the exact
location. Cell coverage is expanding as every month new towers go up.
These among others provide improvements that are ideal to development of the
iRespond device.
Company Information
The Computer Productivity Initiative (CPI) was created by Old Dominion
University in 1995 as a means to modify the Computer Science curriculum to “help
students better understand how to apply their education to real world problems” (CPI:
Computer Productivity Initiative, 2005). Two classes, CS410 and CS411, were created to
simulate the SBIR Phase 0 and Phase 1 process. Through these classes students would
learn technical research skills, realistic team cooperation skills, presentation and proposal
skills, marketing and budget research skills, scheduling skills, design skills, and an
understanding of prototype development. Projects would be evaluated from a real world
point of view, and students would be forced to work in similar conditions to real world
situations (CPI: Computer Productivity Initiative, 2005).
The iRespond, created by Team Platinum, was originally designed to meet the
requirements of the CPI. Team Platinum is currently searching for SBIR funding to
support the creation of the iRespond and a new corporation to manage it. Though formed
12
in the CPI, iRespond will be managed by its own company, allowing expansion in ways
not previously available to Team Platinum.
Team Platinum currently consists of six members (one administrative, one
management, three technical, and one marketing) and shall expand to encompass full
customer service and design team staff with the success of the iRespond. The company’s
mission is to bring affordable and easy to use security solutions to its customers first by
development of the iRespond key fob and then through more advanced security devices.
Team Platinum expects to become the single best solution to all security needs in the
United States.
Commercial Potential
1. Competition
Devices with similar services: There are several products available eg.
• Cell phones
• Emergency Position Indicating Radio Beacon (EPIRB)
• Personal Locator Beacon (PLB)
• Safeguardian
• Wherify’s GPS locator phone
• Wherify’s locator watch for children
• GPS mobile locator / tracker cell phone
• OnStar
Cell phones cannot always be reached out and there are many people who do not own
a cell phone, as mentioned earlier. OnStar is mainly used in conjunction with vehicles
and cannot be utilized in all locations. Some of the other devices can only be used in the
13
sea. The locator watch for children does not offer the luxury for on-demand tracking thus
there is no privacy.
2. Keys to Success
Our main advantage over these products is that they are either too big or it is not
always possible to reach to them instantaneously. We not only offer on-demand yet
persistent tracking, but also additional medical information for our customers. All these
features are offered at a price much cheaper than the above mentioned products.
3. Services
iRespond offers a monthly payment plan of $9.99 Per Month and an yearly payment
plan for $99.99 per year. The Initial Setup for our unit is very simple. There is a user
manual that will have instructions to enable the users to register. In order Register the
unit there is a 1-800 number that will be used. The users will also be allowed to enter
some optional medical information about themselves. The size of the unit would be
about 3 and half centimeters. Once activated it will continue transmission of distress
signal till help arrives.
4. Financial Objectives
Let us consider the following costs:
•
•
•
•
•
•
•
•
•
Total cost for molding and assembly:
Rs.660, 000 = $16,500.00
Cost for setting our business up:
$2,711,035.00
Shipping + assembling @ 17% for 100,000 units:
$19,305.00 + $2,711,035.00 = $2,730,340.00
We estimate our profit to be approx. $51,910,200.00
With subscription plan :
– Yearly fee: $2,499,750 @ 25% of 100,000 units.
– Monthly fee: $749,250 @ 75% of 100,000 units per month.
Sales of 100,000 units in 2006.
Profit margin of Profit: $51,910,200.00.
Increase profit margin by 10% every 5th year.
Virginia CIT funding will be used to finance our product.
14
Consultants and Subawards/Subcontracts
A number of outside consultants will be required to ensure the success of the
iRespond key fob. Our General Manager, Janet Brunelle, will assist in the process of
Team Platinum’s creation, and engineers with an understanding of the GPS and cellular
technologies will be needed to aid in the final design of the product. Dan Arvin, of
Pioneer Plastics, has agreed to help with development of the shell of the product and
procurement of necessary plastic molds, and an Emergency Services consultant from the
FCC may also be necessary to ensure approval of the devices adherence to E-911
protocol.
Because all of the parts needed to create the iRespond can be purchased as
Commercial Off-The-Shelf (COTS) products, Team Platinum will not be using
subawards or subcontracts during phase I. Production may be subcontracted after phase
II to mass produce the device, but all design and original manufacturing will be
performed by Team Platinum’s company.
Equivalent or Overlapping Proposals to other Federal Agencies
None
15
References Cited
Basic 911. (2005). Federal Communications Commission. Available:
http://www.fcc.gov/911/
Battery Charger/Cable http://www.ixap.com/sti_ProdDet.asp?sku=CHAV-8900TC001&BrandID=AV&ClassID=CH&cid=CHAV&sPageNo=1&PmdName=AUDIOV
OX-9900
Bergman M. (2004). U.S. Cell Phone Use Up More Than 300 Percent,
Statistical Abstract Reports. U.S. Census Bureau News. Available:
http://www.census.gov/Press-Release/www/releases/archives/miscellaneous/003136.html
Bonsor, K. (2005). How Location Tracking Will Work. Howstuffworks. Available:
http://people.howstuffworks.com/location-tracking2.htm
CDMA Radio Chip
http://www.investors.com/editorial/tech.asp?v=4/1
Cell Antenna
http://www.cellphoneshop.net/
Cleveland-Office-Space.com. (2005). Cleveland Office Space Market Overview.
Cleveland Office Space. Available: http://www.cleveland-office-space.com/
Copper Wire
http://www.allelectronics.com/cgi-bin/category.cgi
CPI: Computer Productivity Initiative. (2005). Old Dominion University. Available:
http://www.cs.odu.edu/~cpi/
Dan Arvin, Pioneer Plastics
Enhanced 911 Wireless Services. (2005). Federal Communications Commission.
Available: http://www.fcc.gov/911/enhanced/
Flash Memory Cards
http://www.flash-memory-store.com/64mb-compact-flash.html
GPS Mobile Locator / Tracker Cell Phone
http://www.gpslocators.com/cogpsmolo.html
Hot Jobs. (2005). Salary. HotJobs.com. Available: http://salary.hotjobs.com/
LED Lights
http://www.allelectronics.com/cgi-bin/category.cgi?category=340050&type=store
16
Lee M. (1997). Choosing cleaning service requires more than quick sweep. Savvy
Business Shopper. Available:
http://www.bizjournals.com/bizwomen/consultants/savvy_business_shopper/1997/06/16/
column54.html
Office Finder. (2005). Office Space Calculator. Office Finder. Available:
http://www.officefinder.com/officespacecalc.html
PCBpro Instant Quote Form. (2005). PCBpro. Available: http://www.pcbpro.com/pcbquote.php
Qualcomm
http://www.qualcomm.com/
Rechargeable Lithium Battery
http://www.ixap.com/sti_deft_plists.asp?SkuD=BTAV-9900LI001&ModelID=9900&ClassID=BT&TypeID=all&BrandID=AV&gID=419
SafeGuardian One Button GPS Cell Phone
http://www.safeguardian.com/
SprintPCS Developer Site
http://developer.sprintpcs.com/
SprintPCS Info
http://www.sprintpcsinfo.com/modules.php?name=News&file=article&sid=866
http://www.sprintpcsinfo.com/modules.php?name=News&file=article&sid=872
TFM-560U Trendware 56k fax/modem
http://www.tigerdirect.com/applications/SearchTools/itemdetails.asp?EdpNo=671885&CatId=564
Trimble Lassen IQ GPS Receiver
http://www.sparkfun.com/shop/index.php?shop=1&cat=63&
Trimble-Ultra Compact Embedded Antenna
http://www.sparkfun.com/shop/index.php?shop=1&cart=214595&cat=64&
US Department of Justice, “Criminal Victimization in the United States, 2002 Statistical
Tables” http://www.ojp.usdoj.gov/bjs/pub/pdf/cvus02.pdf
What is CDMA? (2005). Webopedia.com. Available:
http://www.webopedia.com/TERM/C/CDMA.html
Wherify Wireless Location Services
http://www.wherifywireless.com/corp_home.htm
17
Biographical Sketches
Ian McKay - Project Manager and Budget Manager
Ian McKay is a Computer Science Major at Old Dominion University originally
from Alexandria, Va. In the summer of 2004, Ian McKay worked for Chenega Advanced
Solutions and Engineering (CASE) as a Network Security Intern. Ian McKay intends to
obtain a MBA once he has finished his computer science degree. Additionally, in the
future Ian McKay would like to obtain a management position within a fortune 100
company.
Sean Alcos - Head of Scheduling and Web Designer
Sean Alcos is a student at Old Dominion University working towards his Degree
in Computer Science and Information Technology. He has experience with web
development, server software, network design, and computer maintenance. He currently
is interested in software development for the web with databases and web interaction.
Andrew Cherry - Graphics Expert, Editing, and Statistics
Andrew Cherry is a senior at Old Dominion University and has an Associates'
Degree in Computer Science from Tidewater Community College. His interests include
computer graphics and multimedia applications, compression algorithms, and modeling
& simulation. He is currently working on a weather prediction system and a
crowd/flocking behavior simulation engine.
Joseph March - Lead Writer and Hardware/Technical Researcher
Joseph March is currently a senior at Old Dominion University, completing his
B.S. in Computer Science. He has interned with the software corporation, Symantec, and
worked for the government contracting agency, Raytheon, where he received a TS-SBI
level security clearance. He has experience producing written text, including fictional
stories, nonfictional reports, and technical documents, making him an excellent choice for
lead writer and hardware researcher.
Robert Pilkington - Software Researcher and Web Developer
Rob is a senior at Old Dominion University and is majoring in Computer Science
and minoring in Information Technology. He works for ODU's Computer Science
Systems Group, which gives him additional computer resources for use in class projects
18
while simultaneously keeping him very busy. He enjoys programming and is happy to
work on just about any coding project.
Anjalee Sinha - Marketing and Records Manager and Lead Presenter
Anjalee Sinha is working as a programmer and business analyst at Successline
Inc. She is a graduate student at Old Dominion University studying M.S. in computer
Information Systems. Her interests include web designing, graphics, journalism and
business development.
19
FOR NSF USE ONLY
54
SUMMARY PROPOSAL BUDGET
ORGANIZATION
PROPOSAL NO.
DURATION (MONTHS)
Old Dominion University
Proposed
PRINCIPAL INVESTIGATOR/PROJECT DIRECTOR
Granted
AWARD NO.
Janet Brunelle
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
ACAD
SUMR
CAL
1. Ian McKay - Project Manager
2.84
2. Sean Alcos - Task/Doc Specialist
2.70
3. Andrew Cherry - Database Specialist
2.60
4. Joseph March - Technical Specialist
2.70
5. Robert Pilkington - Webmaster
2.60
6. Anjalee Sinha - Marketing Specialist
2.60
7. (6) TOTAL SENIOR PERSONNEL (1-6)
16.04
B. OTHER PERSONNEL (SHOW NUMBERS IN BRACKETS)
1. (
) POSTDOCTORAL ASSOCIATES
2. (1) OTHER PROFESSIONALS (TECHNICIAN, PROGRAMMER, ETC.)
2.7
3. (
) GRADUATE STUDENTS
4. (
) UNDERGRADUATE STUDENTS
5. (1) SECRETARIAL - CLERICAL (IF CHARGED DIRECTLY)
2.7
6. (
) OTHER
TOTAL SALARIES AND WAGES (A + B)
C. FRINGE BENEFITS (IF CHARGED AS DIRECT COSTS)
TOTAL SALARIES, WAGES AND FRINGE BENEFITS (A + B + C)
D. EQUIPMENT (LIST ITEM AND DOLLAR AMOUNT FOR EACH ITEM EXCEEDING $5,000.)
Funds
Funds
Requested By
Granted by NSF
Proposer
$7,100.00
$4,950.00
$5,200.00
$4,950.00
$4,766.67
$4,766.67
$31,733.34
$13,500.00
$5,400.00
$50,633.34
$20,253.33
$70,886.67
FOB Case Prototype
2 Database Servers
$10,000.00
$5,000.00
TOTAL EQUIPMENT
E. TRAVEL
1. DOMESTIC (INCL. CANADA, MEXICO AND U.S. POSSESSIONS)
2. FOREIGN
F. PARTICIPANT SUPPORT
1. STIPENDS
$
2. TRAVEL
680.00
3. SUBSISTENCE
4. OTHER
$15,000.00
TOTAL NUMBER OF PARTICIPANTS (1)
G. OTHER DIRECT COSTS
1. MATERIALS AND SUPPLIES
2. PUBLICATION/DOCUMENTATION/DISSEMINATION
3. CONSULTANT SERVICES
4. COMPUTER SERVICES
5. SUBAWARDS
680.00
TOTAL PARTICIPANT COSTS
$534.48
$10,541.66
6. OTHER
TOTAL OTHER DIRECT COSTS
H. TOTAL DIRECT COSTS (A THROUGH G)
I. INDIRECT COSTS (F&A) (SPECIFY RATE AND BASE)
$11,076.15
$97,642.81
TOTAL INDIRECT COSTS (F&A)
J. TOTAL DIRECT AND INDIRECT COSTS (H + I)
K. RESIDUAL FUNDS (IF FOR FURTHER SUPPORT OF CURRENT PROJECT SEE GPG II.D.7.j.)
L. AMOUNT OF THIS REQUEST (J) OR (J MINUS K)
M. COST SHARING: PROPOSED LEVEL $
PI/PD TYPED NAME AND SIGNATURE*
(If Different)
$
$97,642.81
$97,642.81
$
ORG. REP. TYPED NAME & SIGNATURE*
AGREED LEVEL IF DIFFERENT: $
DATE
FOR NSF USE ONLY
INDIRECT COST RATE VERIFICATION
DATE
Date Checked
Date of Rate Sheet
Initials-ORG
NSF Form 1030 (10/99) Supersedes All Previous Editions
*SIGNATURES REQUIRED ONLY FOR REVISED BUDGET (GPG III.C)
20
The months that each employs works are broken down by phases and are
determined from the Ghantt chart of the WBS. The months worked for each employee
have been determined based on the Work Breakdown Structure (Appendix P). The
employee cost has been determined based on the annual salary given for each employee
and the months each employee will be needed. The employee overhead is forty percent of
the total employee salary. This figure is based on Old Dominion’s employee overhead.
Personal:
Phase 1 Personnel
Employee
Project Manager
Task/Doc Specialist
Financial Specialist
Technical Specialist
Database Specialist
Marketing Specialist
Electrical Engineer
Webmaster
Total Salary
Employee Overhead (40%)
Total Employee Cost
Communications Consultant
Hardware Consultant
Network Consultant
Injection Molding Consultant
Total Consultant Cost
Total
Months
Pay Rate
Cost
2.84
2.70
2.70
2.70
2.60
2.60
2.70
2.60
$30,000.00
$22,000.00
$24,000.00
$22,000.00
$24,000.00
$22,000.00
$60,000.00
$22,000.00
$7,100.00
$4,950.00
$5,400.00
$4,950.00
$5,200.00
$4,766.67
$13,500.00
$4,766.67
$50,633.33
$20,253.33
$70,886.67
Consultants
0.80
0.80
0.30
0.70
$50,000.00
$55,000.00
$60,000.00
$35,000.00
$3,333.33
$3,666.67
$1,500.00
$2,041.67
$10,541.67
$81,428.33
Hard Resources:
The number of workstations, software, and network cables are based on the number of
employees that will be working at the same time. While the consultants are assisting the
team members, they will share workstations with the team members if needed. Qualified
personnel will assemble an iRespond prototype unit with the resources listed below to
felicitate future testing of the unit.
21
Phase 1 Hard Resources
Resource
FOB Case Prototype
GPS Receiver
GPS Antenna
CDMA Radio Chip
Mobile Phone Antenna
Rechargeable Battery
Recharging Station
Flash Memory
Internal Circuits and Board
Solder
Soldering Iron
Database Server
Red hat Linux
Ethernet Cables CAT 6
Number of Units
1
2
2
2
2
2
2
2
2
4
4
2
2
4
Cost Per Unit
Total Cost
$10,000.00
$10,000.00
$59.95
$119.90
$17.95
$35.90
$20.00
$40.00
$3.00
$6.00
$19.98
$39.96
$38.94
$77.88
$11.95
$23.90
$1.47
$2.94
$2.00
$8.00
$10.00
$40.00
$2,500.00
$5,000.00
$0.00
$0.00
$35.00
$140.00
Total Hard Resources Cost
$15,534.48
Travel:
The iRespond team is all located in the same geographic location. This location is also
the site of our proposed office space. For these reasons, the only budget item for travel is
the trip to Project Manager will make to the agency granting funding to our project. The
funding for this trip is based on information received from expedia.com.
Description
Rental Car
Hotel
Meals
Total Travel Cost
Days
Travel
Cost Per Day
4.00
3.00
4.00
Total Cost
$35.00
$100.00
$60.00
$140.00
$300.00
$240.00
$680.00
22
Total Budget:
The total budget is determined based on the hard resource cost and personnel cost shown
before.
Total iRespond Phase 1 Budget
Description
Personnel Cost
Hard Resource Cost
Travel Cost
Total iRespond Phase 1 Cost
Cost
$81,428.33
$15,534.48
$680.00
$97,642.81
23
Current and Pending Support
None
Facilities, Equipment, and Other Resources
Team Platinum has the expressed permission of Old Dominion University (ODU) to
use their facilities for phase I of the SBIR process. ODU will provide all legal support
and physical working space required by Team Platinum for the development of the
iRespond prototype, and will provide internet connection and research materials to the
team. Team Platinum will be located inside of the E & CS Building, 4700 Elkhorn Ave
Suite 3300, Norfolk, VA 23529-0162.
This does not cover all of Team Platinum’s needs, however. Materials required to
build the prototype are not provided and access to school computers is not guaranteed.
Team Platinum will need to purchase a GPS receiver, mobile phone, and use of two
computers with telephony modems. They will also need to rent computers for use in
database design.
24
Special Information/Supplementary Documents
Trilateration in Simple Terms
*Images from Howstuffworks.com
Trilateration can best be summarized by looking at it in 2D, the way Cell Towers use it.
Imagine being completely lost and needing some way to determine your location. Using a
device you discover that you are exactly 625 miles from a tower in Boise.
This narrows down your possible location, but you could still be
anywhere within a 625 mile radius around Boise. So you find
another distance using your device, and discover you are 690 miles
from a tower in Minneapolis.
This narrows down
your possible
location even
more. Now you
must be in one of the two intersecting points
between the radius around Boise and
Minneapolis. You’ve gone from a large circle
of possibilities to two distinct points.
Now, using the device you discover a third
distance and learn that you are 615 miles from
Tucson. The three circles made from the radius
knowledge unite in one single point, your
location.
To visualize this for GPS, the circles must be
replaced with spheres (GPS trilateration is three
dimensional) and that means there must be four
spheres to locate a single point. GPS uses the
Earth as one of those spheres, and thus we need
only three to use it as well.
Source: Brain, M. & Harris, T. (). How GPS Receivers Work. Howstuffworks. Available:
http://electronics.howstuffworks.com/gps2.htm
25
GPS Trilateration
GPS uses radio waves (electromagnetic energy) to calculate distance.
The satellite transmits a long digital pattern that the receiver picks up. The receiver
begins running the same pattern at a given time stamp and then when the satellite's signal
reaches the receiver, its transmission of the pattern will lag a bit behind the receiver's
playing of the pattern. The length of the delay is equal to the signal's travel time. The
receiver multiplies this time by the speed of light to determine how far the signal
traveled. (A few adjustments must be made within the device to make up for the fact that
its clock may not be in sink with the satellite’s atomic clock. To do this with a low level
of inaccuracy four satellites must be utilized instead of three).
Source Location: http://electronics.howstuffworks.com/gps4.htm
In short, the receiver can figure out how far the signal has traveled by timing how long it
took the signal to arrive from the satellite.
Source Location: http://electronics.howstuffworks.com/gps3.htm
Once the receiver makes this calculation, it can tell you the latitude, longitude and
altitude (or some similar measurement) of its current position.
Source Location: http://electronics.howstuffworks.com/gps6.htm
CELL Trilateration
The distance to the cell phone is determined by measuring the relative time delays in the
signal from the phone set to three different base stations. This signal is a radio wave
much like the GPS, but can be altered by buildings, steel structures, etc… It is less
accurate because of this, and is more 2D instead of 3D, but basically the same principals
as GPS.
Source Location:http://searchnetworking.techtarget.com/sDefinition/0%2C%2
Csid7_gci753924%2C00.html
CELL Triangulation (used for Cell location)
We can locate a point in a plane if we know the
location of two points (our towers) and the angle to our
target from each. If we simply extend a line from each
tower at the appropriate angle, our target will be at the
intersection. Since we know the location of our two points
and the distance between them, simple trigonometry gives
us the location of the target.
Source: Brain, M. & Harris, T. (). How GPS Receivers Work. Howstuffworks. Available:
http://electronics.howstuffworks.com/gps2.htm
26
E-911 Information
E-911 is an infrastructure developed to pinpoint locations of 911 calls. Currently
911 systems can report the telephone number and location for wireline phones, but soon
wireless triangulation will allow tracking of mobile phones as well. This infrastructure
relies on longitude and latitude coordinates the same way that a GPS works, and so it
should be easy to implement the iRespond to coincide with the E-911 structure.
GPS Coverage can already reach the entire United States and the CDMA mobile
communications chip Team Platinum will utilize in the iRespond can transmit to cell
towers all over the United States. Thus, the iRespond will easily be able to send
trilateration data and personal data stored in audio form using the already existing E-911
infrastructure. It will also send a call back number which leads to the iRespond Customer
Service Center in order to allow verification of the emergency calls.
E-911 is government mandated and regulated by the FCC. By the end of phase I
all 911 systems will be able to receive location data so that they can discover the location
of a cell tower that delivers their center a 911 call. Once phase II is completed (set to be
finished by December, 31 2005), all wireless carriers will be able to provide precise
location information within 50-300 meters using longitude and latitude information.
Currently
911 systems can report the telephone number and location for
wireline phones
E911 Program: Phase I
Requires all 911 systems to receive the telephone number of a
wireless 911 caller and the location of the antenna that received
the call
E911 Program: Phase II
Requires all wireless carriers to provide precise location
information within 50-300 meters using longitude and latitude
information
All information on E-911 found at http://www.fcc.gov/911
27
Management Plan
1. Program Identification:
The Program Management Plan* (PMP) outlined below describes structure for the
project iRespond. The program will deliver the hardware, software, documentation and
infrastructure of iRespond. Team Platinum of the Computer Productivity Initiative (CPI)
is responsible for the development, testing, schedule, budget, marketing and management
of the iRespond program.
1.1 Program Management Overview:
Implementation and execution of the management program will be performed in
accordance with the processes outlined in set of planning documentation. The planning
documentation includes the: Management Plan, Development Plan, Marketing Plan,
Financial Plan, Risk Management Plan, Evaluation Plan, Scheduling Plan and
Organizational Plan. (Figure 1) The responsibilities of the project team, capabilities of
iRespond and project deliverables are described under:
(Figure 1)
The Management Plan describes the team organization, management style, schedule,
milestones and deliverables. The Project Management Plan is intended to serve as a guide
for the execution of the program. This plan provides the following pertinent information:
•
•
•
•
•
•
Corporate Organization
Project Team Organization with Areas of Responsibility
Work Breakdown Structure
Program Planning
Progress Reporting and Team Management
Detailed Program Schedule and Milestones
28
The Program Management Plan provides guidance for the content and execution of the
following plans:
•
•
•
•
Risk Management
Financial
Evaluation
Development
1.2 Corporate Organization
The entirety of the Computer Productivity Initiative supports the iRespond project. The
Computer Productivity Initiative was started in 1995 by Old Dominion University under
a grant by the National Science Foundation to give Computer Science students the
opportunity to develop solutions to real world problems. Students would utilize the
knowledge that they had gained from the undergraduate Computer Science program. The
following is the Computer Productivity Initiative iRespond Corporate Organizational
Structure:
•
•
•
Old Dominion University.
General Manager, Computer Productivity Initiative.
iRespond Project Office. iRespond Project Office will execute the program and
provide day-to-day senior management supervision, testing, development and
administrative resources necessary to manage and develop the iRespond project.
1.3 Management Approach
The iRespond project team’s goal is to work closely with technical experts to produce a
product which meets the problem solution characteristics. The management approach to
executing iRespond contracts is based on the philosophy that successful Programs are
delivered by goal-oriented teams. A Program Manager (PM) will lead the iRespond
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 distributors.
The primary duties of the PM include: supervision of all planning, scheduling, financial,
and technical activities, and customer liaison. Additionally, the PM is responsible for all
program-related decisions and commitments with approval, as required from the
Corporate Management Team.
1.4 Project Team Organization
The iRespond Project Team is committed to providing the best value by delivering a real
world solution utilizing advanced easy-to-use, low risk solutions at the lowest possible
cost. This commitment to excellence is obtainable as it is based on the re-use of existing
technology that is field proven. Through strategic team cooperation and an extensive
29
personnel selection process, the Computer Productivity Initiative has assembled a
cohesive Program team that is experienced with the implementation of each component.
Project Manager. Overall management responsibility for iRespond is assigned to a
Project Manager who is responsible for planning and coordination of the day-to-day
aspects of the program. The Project Manager is responsible for making sure the tasks are
evenly distributed and that each of the team members is playing a vital role in the main
project goal. The Project Managers principal assistants are:
•
•
•
•
•
•
Task/Documentation Specialist. The TDS provides overall direction for
the documentation that is required for the iRespond project. The TDS will
ensure that all members of the team have met the required documentation
specifications, and that each person is aware of the tasks he/she has been
assigned.
Financial Specialist. The FS works in coordination with the rest of the
team to devise a specific and schedule based budget plan, that will be
reviewed by each of the team members and approved by both the PM and
the CPI General manager.
Technical Specialist. The TS is responsible for making sure the team has
full and complete knowledge of all the technical aspects of the problem’s
solution. The TS researches the available technology and what feasible
technologies exist to incorporate into the iRespond project solution. The
TS will also work in parallel as a liaison to outside sources that will offer
insight into those areas that team members do not have relevant
knowledge.
Database Specialist. The DS is responsible for managing the creation of
the major functional software components in the iRespond project. The
DS will ensure that each component meets the specification requirements.
The DS is responsible for the development of system specifications,
system design documents, interface documents, test plans, and procedures.
Marketing Specialist. The MS is responsible for developing a marketing
plan which includes the specification of an initial target market. The MS
is responsible for the development of an in-depth plan on how to advertise
and sell the iRespond project solution to a specific target market.
Web Master. The WD is responsible for the creation and maintenance of
a product website which will include the display of all relevant documents
and presentations. The WD will update the website on a weekly basis as
new documents and milestones are reached.
1.5 Program Duration
The iRespond program is a three year project that is planned to span exactly 425 (fix)
business days. The program is divided into four phases. Phase 0 is conception of the
project and will last 81 business days. Phase 1 is Proof of Concept where a lab prototype
will be built along with the creation of several documents including a user’s manual.
30
Phase 1 will last for 85 working days. Phase 2 is the Critical Design phase, where the
program will develop and prepare iRespond for the final phase. Phase 2 will last 99
working days. Phase 3 is considered to consist of producing a final product for sell to the
target market. While Phase 3 will last 160 working days, it is understood that Phase 3 is
production and out years which means the program will review its current state and plan
for the future implementations and support.
1.6 Work Breakdown Structure
The program Work Breakdown Structure (WBS) reflects the budgeted cost versus
resources required to complete each task. The WBS phase numbers are integrated as part
of the master program schedule. Assuming the funding of SBIR, the budget is carefully
planned out against the set deadlines set by SBIR proposal guidelines. The budgets are
created by the Financial Planner, reviewed by the iRespond program and set by the
Project Manager. The WBS will be used to mark the different milestones throughout the
phases and to make sure the team is on time and under budget at every possible mark.
The WBS management tool that iRespond will use is Microsoft Project.
1.7 Project Planning
The iRespond 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 Project 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 Computer Productivity Initiative. The program
will be developed in phases. Within each phase, formal reviews will be announced in
advance of the starting date
iRespond program will take a “top-down approach” to the Project Schedule, meaning that
we will pace our workload to fit the overall Program requirements. Particular attention
will be given to timely milestone completions. It is recognized that the schedule is
particularly tight, containing critical program milestones throughout all four phases, and
adequate personnel will be available in order to keep the program moving forward.
1.8 Progress Performance Assessment
All iRespond Team members will participate in progress reporting and team
management. The Project Manager will track technical and financial progress of the
program. Reviews will be conducted as mutually agreeable by the Proximity iRespond
Team and Computer Productivity Initiative.
• Report on progress to date
• Present work to be performed during the next period before review
• Present status of all deliverables and review planned delivery dates
• Plan and coordinate activities, including date of next review
• Discuss technical or programmatic issues as necessary
31
In preparation for the meetings the iRespond Project Manager will collect the status data
on all relevant ongoing 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. Continual quality reviews will be held by peer
editing groups set by the Project Manager. 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.
1.9 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 determine as necessary
to manage program progress and is reviewed before and after each milestone is
completed.
2.0 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 a
specific budget to accompany each WBS element. A master budget is prepared in
accordance with the proposed funds and the WBS.
The Project Manager is provided with an information package that identifies the spending
budgets in relation to the WBS, in addition to the overall budget for the program, and a
synopsis of all major deliverables and milestones. The Project Manager uses this
information to track the overall financial progress of the program on a weekly basis. An
updated budget is automatically provided by the Financial Planner on a monthly basis, or
upon the request from the Project Manager. The Project Manager uses the financial
summary in conjunction with his assessments of technical progress to track the overall
status of the efforts.
3.0 Profit and Cost
Profit will be viewed as all funds which exceed the cost of the program and its continued
operation. Profit will be reviewed in future project phases to determine the net or annual
profit over time.
Cost is calculated by the following formula:
Cost = Labor Costs * Time + Direct Costs + Indirect Costs
Profit = Revenue – Costs/Expenses
32
3.1 MONTHLY PROGRESS REPORT
The iRespond project team will submit a monthly progress reports. The report shall
cover, at a minimum, the following:
• Progress Summary
• Milestone Deliverables, planned actual and forecast
• Cost and Profit report
• Dependencies: a ‘critical items list’ of all items which could jeopardize timely
completion of the work or any significant parts of the program
• Risk Status
• Look Ahead (Future action and Forecast)
• Work Package/Activities planned, actual & forecast status
• Milestone/Deliverables planned, actual & forecast status
• Quality Actions (Reviews, audits)
3.2 Reviews
Reviews will play an integral part in the management and monitoring of all phases of the
iRespond Project. 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 Project
Manager will meet with each team section and ensure that they are on task with the
course of the project. In turn, the team members will timely report all successes and
difficulties they have encountered that have had any effect on the course of the project.
Formal reviews will be completed at least every three months. The formal reviews will
deal with those issues that can be fixed in the future, and will also use the evaluation plan
as a way of gauging the success of the program through the current time.
33
Evaluation Plan
In order to maintain the desired level of quality and productivity, the success of
each of the four phases of the project will need to be evaluated at its conclusion. In
addition to these end-of-phase evaluations, there should be checks at regular intervals
during each phase. For phases zero and one, the majority of these checks come in the
form of class assignments, and are mostly out of the team’s control. The same applies to
regular evaluation intervals, since class time is allocated for the project. The phase two
and phase three mid-phase evaluations will be derived from entries in the Work
Breakdown Structure, and evaluation meetings will be scheduled at a regular interval
depending on the phase. Finally, before entering a given phase, the evaluation plan itself
should be examined and possibly updated to reflect any changes in specifications,
deadlines, and/or requirements.
The following tables show the initial evaluation items for each phase of
development. Phase zero is the conception phase, where the problem is defined, the
suggested solution is researched, initial plans are made, and feasibility is demonstrated.
There are several CS410 specific deliverables that are listed in the evaluation section
rather than the deliverables section because they are designed merely to facilitate
preparation of the SBIR document and to serve as evaluation guides before the evaluation
plan has been formalized.
Phase 0
Conception
Deliverables
SBIR document
Mid-Phase Evaluation
End-of-Phase Evaluation
Feasibility presentation
Feasibility proven
Milestones presentation
WBS completed
Website published
SBIR document prepared
34
Phase 1
Proof of Concept
Phase one is the first SBIR funded phase. It centers around developing a working
prototype to further demonstrate feasibility and proof of concept. This phase is partially
covered by CS411, so there will likely be additional mid-phase and end-of-phase
evaluation items that are not covered in this initial evaluation plan.
Deliverables
Lab prototype
Business plan
Preliminary
production
specifications
Mid-Phase Evaluation
Lab prototype
plan completed
Prototype developed
End-of-Phase Evaluation
Lab prototype demonstrated
Documentation completed
SBIR document prepared
Phase 2
Functional Prototype
and Development
Phase two involves actual product development. With the system demonstrated
by the phase one lab prototype, development will begin on a functional prototype and
beta test units. The software and hardware designs must be finalized during this phase.
A more detailed evaluation plan will have to be created at this point, to address the
specific requirements of the various components, particularly the software.
Deliverables
Final production
specifications
Mid-Phase Evaluation
End-of-Phase Evaluation
Proposed contracts
Budget finalized
Hardware designed
Test, personnel,
management and
marketing plans
Test plan developed
Service center established
Software completed
Beta testing underway
Phase 3
Production and
Out Years
Phase three represents a fully functional operation. Employees will be hired, units
will be produced and maintained, and marketing and production plans will be in full
swing. Once again, a more detailed evaluation plan will need to be developed in order to
reflect any changes in the evolution of the project. Nevertheless, several initial
evaluation criteria can be established.
Deliverables
Commercially
available product
Mid-Phase Evaluation
Positive customer
feedback
End-of-Phase Evaluation
Return on investment
Continued service
35
Risk Management Plan
Any project runs the risk of failure if certain events occur. We have identified the
following events could conceivably prevent us from producing iRespond. The probability
of the event occurring and the impact that its occurrence would have are both rated on a 5
point system, with 1 being lowest risk/impact and 5 being the highest.
1. The biggest risk is that the device is rejected for use with the E-911 system. This risk's
probability is rated at 3 as we can reference documents outlining requirements for a
device to work with the E-911 system. The impact, though, is a 5, making this our biggest
risk. If the device is not approved, then the project cannot go forward as alternative
solutions to reaching emergency services will be prohibitively expensive. Our plan to
mitigate this risk is to research the requirements to ensure that we will meet them and
thus get approved.
2. Our next biggest risk is that mobile phone companies may release phones with similar
capabilities to our device. The probability of this occurring is rated at 4, as there isn't
much reason for them to avoid adding some functionality similar to ours. The impact,
though, is only rated at 3 because we plan to undercut the costs of mobile phone service
plans and we still have our own niche that mobile phones don't fall into. Our mitigation
plan is to use marketing techniques to raise public awareness of our product as a cheaper
alternative to mobile phones for emergency contact.
3. If the prices to mobile phone service plans drop, then our product may appear less
attractive to consumers because now-similarly priced products will have more
functionality while still meeting a number of features our product supports. The
probability is 3 and the impact is 4. Should this occur, our mitigation plan is to look into
selling the device at a loss with a plan to recoup the costs through subscription and
maintenance charges as well as dropping hardware features to make the device cheaper if
necessary.
4. A low-probability but high-impact risk is that the device turns out to be more
expensive to build than we had anticipated. Our research indicates that we should be able
to build the device and sell it for a profit, so the probability is only rated at 2. However,
the impact is a 4 because of the damage it does to our marketing strategy. Should this
occur, our mitigation plan is to look into selling the device at a loss with a plan to recoup
the costs through subscription and maintenance charges as well as dropping hardware
features to make the device cheaper if necessary.
5. Testing this product will be complex and expensive. If we run into testing
complications, the money thrown into testing could use up available funds and prevent us
from releasing a properly functioning product. The risk is a 2 and impact is a 4. To
mitigate the risk, we can employ a strong project management and development
methodology that emphasizes checks throughout the development process to reduce the
chance of complications during prototype testing.
36
6. If our competitors release a product with an identical feature set, then we will have to
go up against an already-established company. We rate the probability as 3 because while
it can happen, our competition does not seem to have the same respect for privacy that we
do. The impact is rated at a 3 because competition will be more of a challenge than
something that will cause the project to fail. Our mitigation is to improve marketing in
response to the competition.
7. If the company that supplies the plastic molding for the case fails to deliver prototype
cases on time, our testing schedule will be set back. The probability of this occurring is a
1, and the impact is a 2. Our mitigation in the event this occurs is to have default clauses
in our contract with our suppliers and to look at several suppliers to ensure that we pick a
reliable company to do business with.
37
Financial Plan
During the first week of each phase the project manager will assemble the
remaining required members for the project. The team members required are listed in the
staffing requirements section of this proposal. The salary for each respective team
member has been calculated based on a range obtained from www.sarlary.com. The
budget for each phase will be divided into three sections: Staffing Requirements, Hard
Resources and Total Budget.
Phase 1
The months that each employs works are broken down by phases and are determined
from the Ghantt chart of the WBS. The months worked for each employee have been
determined based on the Work Breakdown Structure (Appendix P). The employee cost
has been determined based on the annual salary given for each employee and the months
each employee will be needed. The employee overhead is forty percent of the total
employee salary. This figure is based on Old Dominion’s employee overhead.
Personal:
Phase 1 Personnel
Employee
Project Manager
Task/Doc Specialist
Financial Specialist
Technical Specialist
Database Specialist
Marketing Specialist
Electrical Engineer
Webmaster
Total Salary
Employee Overhead (40%)
Total Employee Cost
Communications Consultant
Hardware Consultant
Network Consultant
Injection Molding Consultant
Total Consultant Cost
Total
Months
Pay Rate
Cost
2.84
2.70
2.70
2.70
2.60
2.60
2.70
2.60
$30,000.00
$22,000.00
$24,000.00
$22,000.00
$24,000.00
$22,000.00
$60,000.00
$22,000.00
$7,100.00
$4,950.00
$5,400.00
$4,950.00
$5,200.00
$4,766.67
$13,500.00
$4,766.67
$50,633.33
$20,253.33
$70,886.67
Consultants
0.80
0.80
0.30
0.70
$50,000.00
$55,000.00
$60,000.00
$35,000.00
$3,333.33
$3,666.67
$1,500.00
$2,041.67
$10,541.67
$81,428.33
38
Hard Resources:
The number of workstations, software, and network cables are based on the number of
employees that will be working at the same time. While the consultants are assisting the
team members, they will share workstations with the team members if needed. Qualified
personnel will assemble an iRespond prototype unit with the resources listed below to
felicitate future testing of the unit.
Phase 1 Hard Resources
Resource
FOB Case Prototype
GPS Receiver
GPS Antenna
CDMA Radio Chip
Mobile Phone Antenna
Rechargeable Battery
Recharging Station
Flash Memory
Internal Circuits and Board
Solder
Soldering Iron
Database Server
Red hat Linux
Ethernet Cables CAT 6
Number of Units
1
2
2
2
2
2
2
2
2
4
4
2
2
4
Cost Per Unit
Total Cost
$10,000.00
$10,000.00
$59.95
$119.90
$17.95
$35.90
$20.00
$40.00
$3.00
$6.00
$19.98
$39.96
$38.94
$77.88
$11.95
$23.90
$1.47
$2.94
$2.00
$8.00
$10.00
$40.00
$2,500.00
$5,000.00
$0.00
$0.00
$35.00
$140.00
Total Hard Resources Cost
$15,534.48
Travel:
The iRespond team is all located in the same geographic location. This location is also
the site of our proposed office space. For these reasons, the only budget item for travel is
the trip to Project Manager will make to the agency granting funding to our project. The
funding for this trip is based on information received from expedia.com.
Description
Rental Car
Hotel
Meals
Total Travel Cost
Travel
Days
Cost Per Day
4.00
3.00
4.00
Total Cost
$35.00
$100.00
$60.00
$140.00
$300.00
$240.00
$680.00
39
Total Budget:
The total budget is determined based on the hard resource cost and personnel cost shown
before.
Total iRespond Phase 1 Budget
Description
Personnel Cost
Hard Resource Cost
Travel Cost
Total iRespond Phase 1 Cost
Cost
$81,428.33
$15,534.48
$680.00
$97,642.81
40
Phase 2
All personnel required for Phase II are shown below along with their respective salaries
and duration of contract. During this phase, all employees will hold at a minimum, a
bachelor’s degree in their perspective field. The iRespond team has allocated funds for
legal counsel if needed.
Personnel:
Phase 2 Personnel
Employee
Project Manager
Task/Document Specialist
Financial/Accounting Director
Technical Specialist
Marketing Director
Networking Engineer
Electrical Engineer
Webmaster
Call Center Supervisor
Customer Service Manager
HR Manager
Traffic/Scheduling Analyst
Sales Director
Tester
Design Engineer 1
Database Admin/Designer
Database Engineer
Total Personnel Cost
Employee Overhead (40%)
Total Phase 2 Personnel Cost
Legal Consultant
Total
Months
8.25
4.00
4.00
4.00
4.00
3.00
8.00
2.00
3.00
3.00
3.00
4.00
5.00
3.00
8.00
6.00
6.00
Consultants
1.00
Pay Rate
Cost
$80,000.00
$55,000.00
$22,000.00
$7,333.33
$65,000.00
$21,666.67
$45,000.00
$15,000.00
$60,000.00
$20,000.00
$62,000.00
$15,500.00
$60,000.00
$40,000.00
$28,000.00
$4,666.67
$33,000.00
$8,250.00
$55,000.00
$13,750.00
$70,000.00
$17,500.00
$35,000.00
$11,666.67
$60,000.00
$25,000.00
$32,404.00
$8,101.00
$59,478.00
$39,652.00
$60,000.00
$30,000.00
$80,000.00
$40,000.00
$373,086.33
$149,234.53
$522,320.87
$80,000.00
$6,666.67
$528,987.53
41
Hard Resources:
During the first year of the Phase II, there will be nine additional employees than in
Phase I. For this reason, additionally workstations, office equipment, office space,
software, and network cables will be needed. Additionally testing equipment will be
required for this phase as well. FOB Case production will also occur at this time.
Phase 2 Hard Resources
Resource
Call Center
Work Stations
Office Equipment
Phones
Network Equipment
Testing Equipment
Molds + Case Production + Assembly
Call Center Phone Number
Total Phase 2 HD Cost
Number of Units
1
20
20
20
1
1
100,000
2
Cost Per
Unit
Total Cost
$42,000.00 $28,875.00
$1,800.00 $36,000.00
$230.00
$4,600.00
$140.00
$2,800.00
$80,000.00 $80,000.00
$40,000.00 $40,000.00
$0.17 $16,500.00
$24.95
$49.90
$208,824.90
Total Budget:
Total iRespond Phase 2 Budget
Description
Personnel Cost
Hard Resource Cost
Total iRespond Phase 2 Cost
Cost
$528,987.53
$208,824.90
$737,812.43
42
Phase 3, Budget Projection
The budget for Phase III is based on 1 year of production. The status of the production
will be reevaluated at this time and the budget adjusted accordingly for the remaining
years.
Personnel:
Phase 3 Personnel
Employee
Project Manager
Task/Document Specialist
Financial/Accounting Director
Technical Specialist
Marketing Director
Webmaster
Call Center Supervisor
Customer Service Manager
Training Specialist 1
Database Maintenance Staff
Customer Service Rep 1
Technical Support Rep
Help Desk Support
Network Systems Admin
HR Manager
HR Staff
Traffic/Scheduling Analyst
Sales Director
Tester
Database Admin
Total Personnel Cost
Employee Overhead (40%)
# Employees
1
1
1
1
1
1
3
1
2
1
20
10
1
1
1
2
2
1
2
1
Months Pay Rate
Cost
12.00
$95,000.00
$95,000.00
12.00
$30,000.00
$30,000.00
12.00
$65,000.00
$65,000.00
12.00
$45,000.00
$45,000.00
12.00
$60,000.00
$60,000.00
6.00
$28,000.00
$14,000.00
12.00
$33,000.00
$99,000.00
12.00
$55,000.00
$55,000.00
6.00
$38,000.00
$38,000.00
12.00
$81,791.00
$81,791.00
12.00
$18,720.00
$374,400.00
12.00
$24,960.00
$249,600.00
12.00
$37,662.00
$37,662.00
12.00
$50,000.00
$50,000.00
12.00
$70,000.00
$70,000.00
12.00
$45,000.00
$90,000.00
12.00
$35,000.00
$70,000.00
12.00
$60,000.00
$60,000.00
12.00
$32,404.00
$64,808.00
12.00
$60,000.00
$60,000.00
$1,709,261.00
$683,704.40
Total Phase 2 Personnel Cost
Legal Consultant
Total
$2,392,965.40
Consultants
1
6.00
$80,000.00
$40,000.00
$2,432,965.40
43
Hard Resources:
Phase 3 Hard Resources
Resource
Call Center
Work Stations
Office Equipment
Phones
Testing Equipment
Shipping 10000 units
Shipping
Call Center Phone Number
Server UPC
Call Center Phone Number
Bulk Component Cost
Bulk Component Cost
Marketing Costs
Total Phase 3 HD Cost
Number of
Units
1
10
10
10
1
100,000
500,000
2
2
2
100,000
500,000
1
Cost Per
Unit
$42,000.00
$1,800.00
$230.00
$140.00
$40,000.00
$0.19
$0.13
$24.95
$1,000.00
$24.95
$22.66
34.65
$800,000.00
Total Cost
$42,000.00
$18,000.00
$2,300.00
$1,400.00
$40,000.00
$19,305.00
$65,000.00
$49.90
$2,000.00
$49.90
$2,266,000.00
$17,325,000.00
$800,000.00
$19,781,104.80
Total Budget:
Total iRespond Phase 3 Budget
Description
Personnel Cost
Hard Resource Cost
Total iRespond Phase 3 Cost
Cost
$2,432,965.40
$19,781,104.80
$22,214,070.20
44
Total Budget (Phase I through III):
The total budget for Phase I through Phase III is based on the total budget for the Phase I,
Phase 2 and the initial yearly budget for Phase III.
Personnel Cost
Description
Phase 1
Phase 2
Phase 3
Cost
$81,428.33
$528,987.53
$2,432,965.40
Total
$3,043,381.27
Resource Cost
Description
Phase 1
Phase 2
Phase 3
Cost
$15,534.48
$208,824.90
$19,781,104.80
Total
$20,005,464.18
Travel Cost
Description
Phase 1
Phase 2
Phase 3
Total
Cost
$680.00
$0.00
$0.00
$680.00
Total iRespond Budget
Description
Cost
Personnel Cost
$3,043,381.27
Resource Cost
$20,005,464.18
Travel Cost
$680.00
Total
$23,049,525.45
45
Product Cost:
The iRespond product will come packaged with instructions, user manual, telephone
cord, AC Adaptor and update/recharging unit. The total cost for this package, including
packaging and shipping fees is $34.80. Retail costs will vary.
Unit Cost Per Bulk Unit
Description
Cost
Cost Per Bulk Unit
$34.65
Shipping Per Unit
$0.15
Total
$34.80
Profit:
Yearly Profit
Description
Unit Profit @ $40.00 Each
Subscription Profit
Less Overhead Cost
Cost
$24,000,000.00
$55,308,015.00
$22,214,070.20
Total Profit
$57,093,944.80
Yearly Subscription Profit 600,000 Units
Description
Income
Yearly Fee @ 25% of Subscriptions $14,998,500.00
Less 1% Inactive Units
$14,848,515.00
Monthly Fee @ 75% of
Subscriptions
$53,946,000.00
Less 25% Inactive Units
$40,459,500.00
Total Without Inactive Units
Total
$68,944,500.00
$55,308,015.00
Unrealized Profit
$13,636,485.00
Initial Expected Profit
Profit Per Unit
Production Cost
Break Even Point
Units Sold Per Day
Percentage of the Market
$5.20
$22,214,070.20
555352 units
1543
0.26%
46
Out years Expected Profit
Profit Per Unit
$5.20
Subscription Profit Per Year
$55,308,015.00
Production Cost
$22,214,070.20
Units Sold Per Day
500
Profit Per Year From Units
$949,000.00
Profit Per Year from Subscription
$55,308,015.00
The iRespond team will profit from sales of the actual iRespond unit. The largest profits
will be generated from the subscription fees. The revenue generated from the units alone
is estimated at: twenty-four-million dollars. The subscription fees will yield an annual
profit in excess of fifty-five-million dollars with unrealized profit included.
Total development cost from phase I, phase II and the initial production of Phase III is
$23,049,525.45. This includes all aspects of the project. The team would like to turn a
profit within the first year of production. The iRespond will break if 55,5352 iRespond
units were sold within the first year. These figures do not include the subscription fee for
each respective unit. If 600,000.00 units were sold the iRespond project would generate
revenue in excess of $24,000,000.00. In terms of units alone, on average 1543 units will
have to be sold each day for a year, (based on a 7 day work week). This figure would
drop dramatically if subscription fees are included. Additionally this figure only accounts
for .26% of our market.
After the development costs have been returned, the production cost per year is estimated
to be $3,495,000.00 per 100,000 units produced. The call center will incur estimated
costs of $20,000,000.00. This amount will need to be made up each year in order for the
team to realize a profit each year. Further estimation of profit and cost beyond the first
year cannot be determined without actual sales data. This
47
Marketing Plan
1. Executive Summary
Platinum’ is a ‘start-up’ comprising of a small group of Computer Science Students at the
Old Dominion University. Its attempt is to develop a product that will address a societal
concern and one that will eventually improve and serve society in a meaningful way. The
product designed and developed is called ‘iRespond’. This product will not only
safeguard the lives of individuals but also ensure their privacy.
2. Mission Statement
Platinum’s ‘iRespond’ is a new product which provides a unique combination of security
and privacy in emergency situations, anywhere in the United States with just the touch of
a button.
3. Situation Analysis
In an emergency situation, if we happen to be isolated, it is not always possible to
communicate the need for assistance. According to the beaureau of justice statistics
(http://www.ojp.usdoj.gov/bjs/pub/pdf/cvus02.pdf) Many crimes (>50%) go unreported
and people are victimized because of their inability to call for assistance. Presently there
are many devices like a cell phone, Pepper Spray etc. available in the market that do
provide security to a great extent. But these devices can be ineffective in situations
when an individual is unable to reach to it. Therefore, we decided to come up with a
product that will assist an individual not only, in getting aid in an emergency situation
within minutes but also help in keeping their privacy.
3.1Product
• iRespond: This is a compact and lightweight product with a user-friendly –
interface. There is a button for calling the E-911 services.
• It makes use of the GPS and cell tower triangulation technology in order to
determine the exact location of the victim in possession of the device.
• These are the major components of the product:
1. The iRespond key fob device
2. iRespond button
3. Internal GPS location device
4. Internal transmitter
5. Included registration software
6. Reset key
7. LED - battery level indication
8. LED – distress signal sent
9. Update & recharging unit
10. User manual
11. Registration instructions.
48
4. Market Summary
According to the surveys that have been conducted we came to the conclusion that our
most important customers are people who are 18 years and above, specifically Elderly,
cell-phone luddites, families and women. To be specific our customer will be anyone
wanting a cost-effective security during an emergency situation, yet is desirous of
privacy.
4.1 Market Demographics
•
•
•
•
•
18 years and above: Our most important customers are individuals who are 18
years and above. According to the US census report of 2003, more than 40 million
people are above the age of 18 in the US.
We aim to target the non cell phone owners which comprise of 46% of the entire
US population, according to the US census report of 2005.
Women population is also included as our target audience they comprise 51% of
the entire US population according to the US census report.
Elderly, over 35 million of the US population according to the 2003 US census
report.
Urban population which is 222,361,000(79%) of the entire US population.
According to the US census of2000.
(http://www.census.gov/prod/2004pubs/04statab/pop.pdf)
Total 2003 U.S. population
by gender
Men
Women
Women
147,772,517
51%
Men
143,037,260
49%
4.2 Market Needs
According to the Harris Interactive Study, 76 percent of non-cell-phone-owners would
want a mobile phone in emergency situations. From the point of view of those people
who are our future customers, security is of utmost importance. Anything that promises
to provide them that sense of security at the touch of a button can really interest them.
Most of the devices that are trying to address such needs do not offer instant accessibility
when every second is a decisive factor between life and death.
Our Customers are anyone aged 18 years and above, we are specifically including
Women. According to a survey conducted by Road and Travel Magazine “ Marketing
49
directly to women has strong reciprocal value as women are more brand loyal and tend to
support those companies that support them and issues that concern them.”
In addition to a quick response, our customers value their privacy. We give them that
assurance, because iRespond cannot be activated unless it is an emergency situation.
Cost is always an issue with the customer. Anything that is cheap and affordable by a
commoner and guarantees the service that is expected is sure to be a hit. We are that
kind-of a low-cost option to these customers.
4.3 Market Trends
Communications technology is a new industry explosion:
According to the wireless World Forum
(http://www.w2forum.com/item/nearly_20_mn_navigation_emergency_telema)
Strategy Analytics predicts that by the end of 2010 there will be 12.2 million navigation
systems and 6.8 million emergency and roadside assistance telematics units shipped
annually across North America.
•
Analysis of Carrier Spending, Subscribers, Devices and Applications for Handsetbased and Telematics Services: Location based technology (LBS) had initially not
done very well but recently it has started to gain prominence and it is resurging
due to three factors. 1) The success of vehicle-centric telematic services. 2) The
success of hand-set-centric telematic services 3) Legislation, which has been led
by E-911.
•
The market for GPS equipment continues to expand and evolve: The GPS
chipsets are smaller and much cheaper. As a result the market for GPS is
continuously expanding and companies are using it for new applications.
(www.abiresearch.com)
•
“Wireless applications must woo youth” (Oyster Bay, NY - August 4, 2004):
Wireless operators are targeting the youth by coming up with different kinds of
wireless applications that are data –driven to attract the youth. The forecast
market conducted by market study by ABI research predicts a wide range of
market for this kind of product till 2009.
(http://www.abiresearch.com/products/market_research/Wireless_Handset_Appli
cations).
50
5. SWOT Analysis
Strengths:
• One of the major strengths is the assurance of privacy to our customers. The
feature of on-demand tracking makes it possible for the users to secure their
privacy.
• The accuracy of GPS technology with the backup triangulation helps in precise
tracking of the victim’s position. It has the ability to get a response for the victim
within a span of a few minutes.
Weaknesses:
• This product does not offer a two-way voice communication.
• The question of the security of the database can be an issue because the database
holds all the sensitive information about the customers.
• As iRespond is based on a wireless technology, the signals may get interrupted
due bad weather or any other environmental factor.
Opportunities:
• As the market trends indicate that devices for Location based technologies (LBS)
have begun to gain prominence. This can prove to be a very beneficial for our
future market.
• It is also possible for us to make an alliance with some multimedia companies to
incorporate some features like a video record button.
• Once our product is a hit in the United States we may like to introduce our
product to the International markets.
Threats:
• Our major threat is from the rise in increasing competition. Some of our
competitors like Onstar are always looking towards adding new features to it
which may make our product look unfashionable.
6. Commercial Potential
6.1 Competition
Devices with similar services: There are several products available eg.
• Cell phones
• Emergency Position Indicating Radio Beacon (EPIRB)
• Personal Locator Beacon (PLB)
• Safeguardian
• Wherify’s GPS locator phone
• Wherify’s locator watch for children
• GPS mobile locator / tracker cell phone
• OnStar
51
Cell phones cannot always be reached out and there are many people who do not own a
cell phone, as mentioned earlier. OnStar is mainly used in conjunction with vehicles and
cannot be utilized in all locations. Some of the other devices can only be used in the sea.
The locator watch for children does not offer the luxury for on-demand tracking thus
there is no privacy.
6.2 Keys to Success
Our main advantage over these products is that they are either too big or it is not always
possible to reach to them instantaneously. We not only offer on-demand but persistent
tracking but also additional medical information for our customers. All these features are
offered at a price much cheaper than the above mentioned products.
6.3 Services
iRespond offers a monthly payment plan of $9.99 Per Month and an yearly payment plan
for $99.99 per year. The Initial Setup for our unit is very simple. There is a user manual
that will have instructions to enable the users to register. In order Register the unit there
is a 1-800 number that will be used. The users will also be allowed to enter some
optional medical information about themselves. The size of the unit would be about 3
and half centimeters. Once activated it will continue transmission of distress signal till
help arrives.
52
6.4 Financial Objectives
Let us consider the following costs:
•
•
•
•
•
•
•
•
•
Total cost for molding and assembly:
Rs.660, 000 = $16,500.00
Cost for setting our business up:
$2,711,035.00
Shipping + assembling @ 17% for 100,000 units:
$19,305.00 + $2,711,035.00 = $2,730,340.00
We estimate our profit to be approx. $51,910,200.00
With subscription plan :
– Yearly fee: $2,499,750 @ 25% of 100,000 units.
– Monthly fee: $749,250 @ 75% of 100,000 units per month.
Sales of 100,000 units in 2006.
Profit margin of Profit: $51,910,200.00.
Increase profit margin by 10% every 5th year.
Virginia CIT funding will be used to finance our product.
7. Market Strategy
Targeting:
• Specific market segments that we can win and dominate are:
• 18+ yrs Old
• Elderly
• Families
• Cell-Phone luddites
• Women
Positioning: We should position ourselves in the hearts and minds of people by using
value propositions like:
•
•
•
Privacy
Security
Cost-effectiveness
Communicating: We should try to reach out to the most influential participants of
iRespond like, Businesses, Grocery stores, Gas stations, and 711s.
Branding: We need to make use of a shorthand way in which people would think of us.
E.g. in commercials, Newspapers and Magazines
53
8. Risks and Critical Issues
After assessment of the various risks factors and the market trends it becomes quite
evident that several wireless products are waiting to be launched by businesses. A
number of products are already available in the market that provides similar kind of
services. Some of these products have been mentioned earlier.
Most of these products have a popular brand name tagged to it. For example, OnStar also
makes use of a panic button in order to assure the customers of their safety and security
on road. OnStar now controls 70% of the market. According to a telematics statistics
(world wireless forum) OnStar is partnering with a leading cell-phone company to offer
hands-free cell phones. With all these developments taking place OnStar can easily use
another creative strategy to add an additional feature to ensure safety and security in other
places with a better subscription plan.
These uncertainties can greatly impact the project. The marketing strategies will have to
be reviewed time and again in order to keep up with the competition. This can result in
changes in the project schedule and cause delays. More delays have an impact on the
budget as resources like contractors and experts would be extended beyond their
specified timelines. On a scale of 1 to 5 the impact of market competition can extend up
to 4.5, therefore, quick execution is the most critical element of our plan.
The probability of the occurrence of this risk can be estimated by investigating these
factors such as, Competitive rivalry, Buyer power, the threat of substitution and the threat
of new entry. By identifying the strength and direction of each of these forces we can say
that the competitive rivalry can lead to the threat of substitution and the threat of new
entry. The probability of substitution by a similar product and by a new entry is very
high. The buyer power is driven by the competitive rivalry hence the probability of the
customers driving down the prices for iRespond is also very high.
There is an in-depth research required to understand the risks involved. Examining the
current market trends, analyzing the Competitors, keeping abreast with the latest wireless
technological developments is vital.
It is necessary to Identify the Competitor’s strategies in terms of geographical locations
and the manufacturing methods used. The competitor’s history and expansion plans
should be known as well. Research needs to be conducted to assess the Competitor’s
Strengths and weaknesses and their progress monitored in the market and the positioning
of their brands in the hearts and minds of people. An estimation of the reaction pattern of
the customer should be done as well. It takes us back to market research and asking the
customer simply which products they like better and why and looking at demographics,
etc.
54
8.1 Plans to mitigate risks
In order to mitigate this risk there are several steps that can be taken. First and foremost it
is important to design a competitive and intelligent marketing strategy.
•
One of the strategies applied is “Barriers to entry”; According to the definition
“barrier to entry is some intellectual or physical barrier that makes it difficult or
impossible for a person or company to sell a product or enter a market.”
Almost anything could serve as a barrier.
For example if we develop a strategy to position ourselves in the minds and hearts
of people, we can have a strong place in the market by creating an intellectual
barrier, with value propositions of Security and Privacy. “iRespond” can be
activated only when desired, customers need not be concerned about who is aware
of their whereabouts. Therefore, it gives an immense sense of security and privacy
which might be difficult for other similar products to match with. Through
advertisements and commercials we can make it possible to communicate this
idea to the customers.
This is advantageous to us in getting a large share of the “pie” because we are
getting an early start in the market because of this new package of “Security
which comes along with privacy”. The key is figuring out where we add value in
this business and then take advantage of it. Using this we can try to capture the
market and lock it in.
•
The Ideal market niche should be identified. The growth potential of the product
and the customers and competitor’s interest should be evaluated. Our research
showed that 70% of the non-cell phone owners would like to own some gadget
that will make them feel more secure. This will prove to be an ideal market for us.
•
Experienced persons should be made part of “a risk-reduction plan”. The risk
reduction plan can involve a parallel program, like adding multi – media features,
to market the product. This may shoot up the cost. In that scenario we could try to
join up with competitors like, OnStar – to have a strategic alliance.
•
We could ask the competitors to sell our product and we could just be the
manufacturer. We could take an alternate approach which does not involve the
risk or we could directly attack by incorporating several additional features in our
product. For instance a two-in-one strategy could be used where an additional
product or service could be added.
•
Subcontracting to more experienced people can also prove to be beneficial in
reducing the risk.
•
We can also develop an exit strategy in case the product tanks.
55
9. Marketing Research
In our marketing research we have to cover these areas:
1) Competitors: We need to know the target market of our competitors, the market
trends, the developments in this type of technology and product.
2) Channel Marketing: Market research needs to be done in the knowing the trends
in channel competition, emergence of new channels, major competitors, new
technologies, and major players in the production of this kind of product.
At this stage, our research is mainly secondary research. We are trying to get
information by keeping ourselves abreast with the media and internet, IT magazines.
Very soon we should be able to file our information by using a strong filing system
from secondary sources.
------------------------------------------
References specific to this document:
1) http://www.mplans.com/spv/3313/toc.cfm
2) (http://www.abiresearch.com/products/market_research/Wireless_Handset_Appli
cations).
3) www.abiresearch.com
4) http://www.w2forum.com/item/nearly_20_mn_navigation_emergency_telema
5) “Wireless applications must woo youth” (Oyster Bay, NY - August 4, 2004).
6) http://www.census.gov/prod/2004pubs/04statab/pop.pdf
7) http://www.safeguardian.com
8) http://www.wherifywireless.com/corp_home.htm
9) http://marketing.about.com/
56
Prototype Development
An iRespond lab prototype will be developed during Phase 1 of the project. The
major functional components will be tested thoroughly in order to show proof of concept.
The relevant components of the iRespond Unit include the GPS receiver and cellular
transceiver. For demonstration purposes, data will be read from a handheld GPS unit
and sent over a cellular telephone to a teammate.
The prototype of the iRespond base station will be run on a computer with a
modem called computer #1. A second computer (computer #2) will simulate our service
center, and dial computer #1. The two computers will then exchange some information,
simulating the updated subscription and medical information, the initial set up of the
iRespond key fob, and an audio file with a pre-recorded help message. Computer #2 will
have a demo version of our database available to generate the information that will be
sent to #1, while computer #1 will be running software specifically developed to
represent the iRespond fob.
Prototype hardware:
• PC with modem and telephone access (2)
• Handheld GPS
• Cellular telephone
Prototype software:
• Database prototype
• Modem communication software
o Encryption scheme
o Data format
• iRespond fob simulator
Goals of the hardware components:
• GPS reception meets requirements
• Cellular reception meets requirements
• Wireline communications demonstrated
Goals of the software components:
• Computers will successfully exchange data
• Optional health information is transferred to Computer #1 if available
• Pre-recorded audio message is send to Computer #1
• Computer #1 will accurately represent the state of the iRespond fob
Goals of the Prototype:
• Verify connectivity of Cellular network
• Verify GPS reception
•
Demonstrate that iRespond is feasible, easy to use, and an important
addition to the market
57
In order to ensure that the goals of the hardware, software, and overall prototype
are achieved, it will be necessary to complete a broad range of tests with the lab
prototype. Using the GPS receiver, cellular telephone (transceiver), two PCs, and the
associated software, the prototype will allow for testing, evaluation and validation of the
iRespond system.
Lab Prototype hardware tests:
• Test availability of GPS satellite signals
• Test availability of Cellular network
Lab Prototype software tests:
• Test updating payment information on the fob
• Test audio message transfer
• Test optional health information transfer
Lab Prototype general test cases:
•
Case 1:
o Simulate initial registration. iRespond simulation software will
run in “clean” state, where the device is not active, and must be
set up before use.
•
Case 2:
o Simulate changing existing information on the device, as per
monthly activation or change in medical status.
•
Case 3:
o Simulate an emergency activation, display data that will be sent
to emergency personnel. (May require additional hardware and
software, such as an MP3 player and speakers)
•
Case 4:
o Simulate service period timeout, and/or termination of service
plan.
58
ID
1
0
WBS
Task Name
Phase 0
Duration
81 days
Start
Tue 1/11/05
2
0.1
3
0.2
4
0.2.1
Initial Project Research
5
0.2.2
6
0.2.3
7
8
Finish
October
Tue 5/3/05
Team Organization
18 days
Tue 1/11/05
Thu 2/3/05
Project Initiation
81 days
Tue 1/11/05
Tue 5/3/05
18 days
Tue 1/11/05
Thu 2/3/05
Individual Idea Presentation
16 days
Tue 1/11/05
Tue 2/1/05
Project Selection
18 days
Tue 1/11/05
Thu 2/3/05
0.2.4
Define Problem
81 days
Tue 1/11/05
Tue 5/3/05
0.2.5
Define Problem Characteristics
81 days
Tue 1/11/05
Tue 5/3/05
9
0.2.6
Define Solution
81 days
Tue 1/11/05
Tue 5/3/05
10
0.2.7
Define Solution Characteristics
81 days
Tue 1/11/05
Tue 5/3/05
11
0.3
63 days
Fri 2/4/05
Tue 5/3/05
12
0.3.1
Understand the Problem
63 days
Fri 2/4/05
Tue 5/3/05
13
0.3.2
Technical Research
63 days
Fri 2/4/05
Tue 5/3/05
14
0.3.3
Competition Research
63 days
Fri 2/4/05
Tue 5/3/05
15
0.3.4
Identify Risks
63 days
Fri 2/4/05
Tue 5/3/05
16
0.3.4.1
Technical Risks
63 days
Fri 2/4/05
Tue 5/3/05
17
0.3.4.2
Customer Risks
63 days
Fri 2/4/05
Tue 5/3/05
18
0.3.4.3
Market Risks
63 days
Fri 2/4/05
Tue 5/3/05
19
0.3.5
Major Functional Diagram
63 days
Fri 2/4/05
Tue 5/3/05
20
0.3.6
Feasibility Presentation
63 days
Fri 2/4/05
Tue 5/3/05
21
0.4
43 days
Fri 3/4/05
Tue 5/3/05
22
0.4.1
Identify Resources
43 days
Fri 3/4/05
Tue 5/3/05
23
0.4.2
Work Breakdown Structure
43 days
Fri 3/4/05
Tue 5/3/05
24
0.4.3
Schedule Planning
43 days
Fri 3/4/05
Tue 5/3/05
25
0.4.4
Documentation
43 days
Fri 3/4/05
Tue 5/3/05
26
0.4.4.1
Budget Plan
43 days
Fri 3/4/05
Tue 5/3/05
27
0.4.4.2
Evaluation Plan
43 days
Fri 3/4/05
Tue 5/3/05
28
0.4.4.3
Financial Plan
43 days
Fri 3/4/05
Tue 5/3/05
29
0.4.4.4
Management Plan
43 days
Fri 3/4/05
Tue 5/3/05
30
0.4.4.5
Marketing Plan
43 days
Fri 3/4/05
Tue 5/3/05
31
0.4.4.6
Risk Management Plan
43 days
Fri 3/4/05
Tue 5/3/05
Project: iRepsond
Date: Tue 5/3/05
Feasibility
Milestones
Task
Rolled Up Task
External Tasks
Progress
Rolled Up Milestone
Project Summary
Milestone
Rolled Up Progress
Group By Summary
Summary
Split
Deadline
Page 1
ID
32
WBS
0.4.4.7
Task Name
Duration
43 days
Start
Fri 3/4/05
33
0.5
Documentation
63 days
Fri 2/4/05
Tue 5/3/05
34
0.6
SBIR
35
0.6.1
Abstract
31 days
Tue 3/22/05
Tue 5/3/05
31 days
Tue 3/22/05
Tue 5/3/05
36
0.6.2
37
0.6.3
Forms
31 days
Tue 3/22/05
Tue 5/3/05
Requirements
31 days
Tue 3/22/05
Tue 5/3/05
38
0.7
39
0.7.1
Layout
63 days
Fri 2/4/05
Tue 5/3/05
63 days
Fri 2/4/05
Tue 5/3/05
40
0.7.2
41
0.7.3
Design
63 days
Fri 2/4/05
Tue 5/3/05
Content
63 days
Fri 2/4/05
Tue 5/3/05
42
0.8
43
1
44
1.1
Team Organization
45
1.2
Project Analysis
46
1.2.1
47
1.2.2
48
49
50
1.2.5
51
1.3
52
1.3.1
53
1.3.1.1
Board & Part Design
54
1.3.1.2
Parts Assembly
55
1.3.1.2.1
56
1.3.1.2.2
57
58
Technical Plan
Website
Presentation / SBIR Submission
Phase 1
Finish
October
Tue 5/3/05
31 days
Tue 3/22/05
Tue 5/3/05
85 days
Mon 8/29/05
Fri 12/23/05
1 day
Mon 8/29/05
Mon 8/29/05
10 days
Tue 8/30/05
Mon 9/12/05
Reevaluate Problem Characteristics
10 days
Tue 8/30/05
Mon 9/12/05
Reevalutate Solution
10 days
Tue 8/30/05
Mon 9/12/05
1.2.3
Reevaluate Solution Characteristics
10 days
Tue 8/30/05
Mon 9/12/05
1.2.4
Analyze Current Budget
5 days
Mon 9/5/05
Fri 9/9/05
3 days
Wed 9/7/05
Fri 9/9/05
23 days
Mon 9/12/05
Thu 10/13/05
21 days
Tue 9/13/05
Tue 10/11/05
5 days
Tue 9/13/05
Mon 9/19/05
1 day
Mon 9/19/05
Wed 9/21/05
Microprocessor
0 days
Mon 9/19/05
Mon 9/19/05
ROM Chip
0 days
Mon 9/19/05
Mon 9/19/05
1.3.1.2.3
CDMA Chip
0 days
Mon 9/19/05
Mon 9/19/05
1.3.1.2.4
Analog Chip
0 days
Mon 9/19/05
Mon 9/19/05
59
1.3.1.2.5
GPS Chip
0 days
Mon 9/19/05
Mon 9/19/05
60
1.3.1.2.6
Memory Storage
0 days
Mon 9/19/05
Mon 9/19/05
61
1.3.1.2.7
Modem
0 days
Tue 9/20/05
Tue 9/20/05
62
1.3.1.2.8
Data/Charging Assembly
0 days
Tue 9/20/05
Tue 9/20/05
Project: iRepsond
Date: Tue 5/3/05
Gather Resources
Prototype
iRespond Call Device Protoype
Task
Rolled Up Task
External Tasks
Progress
Rolled Up Milestone
Project Summary
Milestone
Rolled Up Progress
Group By Summary
Summary
Split
Deadline
Page 2
ID
63
WBS
1.3.1.2.9
64
1.3.1.2.10
Reset Button
65
1.3.1.2.11
66
1.3.1.2.11.1
67
1.3.1.2.11.2
68
1.3.1.2.12
69
1.3.1.3
70
1.3.1.3.1
71
1.3.1.3.2
72
1.3.1.4
73
1.3.1.4.1
CDMA Protocol
1 day
Tue 9/13/05
Tue 9/13/05
74
1.3.1.4.2
Analog Protocol
1 day
Wed 9/14/05
Wed 9/14/05
75
1.3.1.4.3
Location Calculation
4 days
Thu 9/15/05
Tue 9/20/05
76
1.3.1.4.3.1
GPS Satellites
2 days
Thu 9/15/05
Fri 9/16/05
77
1.3.1.4.3.2
Cell Towers
2 days
Mon 9/19/05
Tue 9/20/05
78
1.3.1.4.4
Firmware Design
2 days
Wed 9/21/05
Thu 9/22/05
79
1.3.1.4.5
Dial-up software
2 days
Fri 9/23/05
Mon 9/26/05
80
1.3.1.4.6
Audio Playback
1 day
Tue 9/27/05
Tue 9/27/05
81
1.3.1.4.7
Inputs
82
1.3.1.4.7.1
83
1.3.1.4.7.2
84
1.3.1.4.8
85
1.3.1.5
86
1.3.2
87
1.3.2.1
Phone Line
88
1.3.2.2
Simple LAN
89
1.3.2.3
Server
90
1.3.2.3.1
Modem
91
1.3.2.3.2
Convert Text to Voice
92
1.3.2.3.3
Database
93
1.3.2.3.3.1
Project: iRepsond
Date: Tue 5/3/05
Task Name
Duration
0 days
Start
Wed 9/21/05
Finish
October
Wed 9/21/05
0 days
Wed 9/21/05
Wed 9/21/05
Antenna
0 days
Wed 9/21/05
Wed 9/21/05
Send
0 days
Wed 9/21/05
Wed 9/21/05
Receive
Emergency Button
0 days
Wed 9/21/05
Wed 9/21/05
LEDs
0 days
Wed 9/21/05
Wed 9/21/05
Encasing
2 days
Wed 9/21/05
Thu 9/22/05
2 days
Wed 9/21/05
Thu 9/22/05
Design
Molding
Software
0 days
Wed 9/21/05
Wed 9/21/05
17 days
Tue 9/13/05
Wed 10/5/05
1 day
Wed 9/28/05
Wed 9/28/05
Emergency Trigger
0.5 days
Wed 9/28/05
Wed 9/28/05
Reset
0.5 days
Wed 9/28/05
Wed 9/28/05
5 days
Thu 9/29/05
Wed 10/5/05
4 days
Thu 10/6/05
Tue 10/11/05
23 days
Mon 9/12/05
Thu 10/13/05
0 days
Mon 9/12/05
Mon 9/12/05
Call 911
Integrate Hardware & Software
iRespond Registration Center Prototype
Design
1 day
Tue 9/13/05
Tue 9/13/05
22 days
Tue 9/13/05
Thu 10/13/05
0 days
Tue 9/13/05
Tue 9/13/05
10 days
Wed 9/14/05
Tue 9/27/05
10 days
Wed 9/14/05
Tue 9/27/05
3 days
Wed 9/14/05
Fri 9/16/05
Task
Rolled Up Task
External Tasks
Progress
Rolled Up Milestone
Project Summary
Milestone
Rolled Up Progress
Group By Summary
Summary
Split
Deadline
Page 3
ID
94
WBS
1.3.2.3.3.2
95
1.3.2.3.3.3
96
1.3.2.3.3.4
97
1.3.2.3.4
98
1.3.2.3.4.1
99
1.3.2.3.4.2
100
1.3.2.3.4.3
101
1.4
102
1.4.1
103
1.4.1.1
Battery Endurance
104
1.4.1.2
Field Tests
105
1.4.1.2.1
Communication Checks
106
1.4.1.2.2
GPS Locating
4 days
Thu 10/20/05
Tue 10/25/05
107
1.4.1.2.3
Cellular Locating
4 days
Wed 10/26/05
Mon 10/31/05
108
1.4.1.2.4
RF Send Strength
2 days
Tue 11/1/05
Wed 11/2/05
109
1.4.1.2.5
RF Radition
1 day
Thu 11/3/05
Thu 11/3/05
110
1.4.1.3
Information Transfer
3 days
Fri 11/4/05
Tue 11/8/05
111
1.4.1.4
Data Transfer
3 days
Wed 11/9/05
Fri 11/11/05
112
1.4.1.5
113
1.4.2
114
1.4.2.1
Device Authentication
3 days
Fri 10/14/05
Tue 10/18/05
115
1.4.2.2
Error Checking
4 days
Wed 10/19/05
Mon 10/24/05
116
1.4.2.3
Transfer Time
2 days
Tue 10/25/05
Wed 10/26/05
117
1.4.2.4
118
1.5
119
1.5.1
Budget White Paper
120
1.5.2
Contracts
121
1.5.3
User Manual
10 days
Wed 11/16/05
Tue 11/29/05
122
1.5.4
Device Prototype
4 days
Wed 10/12/05
Mon 10/17/05
123
1.5.4.1
Circuit Layout
4 days
Wed 10/12/05
Mon 10/17/05
124
1.5.4.2
Assembly Order
2 days
Wed 10/12/05
Thu 10/13/05
Project: iRepsond
Date: Tue 5/3/05
Task Name
User
Update
Retrieve
Duration
1 day
Start
Mon 9/19/05
Finish
October
Mon 9/19/05
3 days
Tue 9/20/05
Thu 9/22/05
3 days
Fri 9/23/05
Tue 9/27/05
12 days
Wed 9/28/05
Thu 10/13/05
Authenticate Device
4 days
Wed 9/28/05
Mon 10/3/05
Update User Data
4 days
Tue 10/4/05
Fri 10/7/05
Automated Answering System for iRespond Device
Update Firmware
Testing
Device Prototype
Voice Playback
Registration Center Prototype
Text to Voice Clarity
Documentation
4 days
Mon 10/10/05
Thu 10/13/05
23 days
Fri 10/14/05
Tue 11/15/05
23 days
Fri 10/14/05
Tue 11/15/05
15 days
Fri 10/14/05
Thu 11/3/05
15 days
Fri 10/14/05
Thu 11/3/05
4 days
Fri 10/14/05
Wed 10/19/05
2 days
Mon 11/14/05
Tue 11/15/05
13 days
Fri 10/14/05
Tue 11/1/05
4 days
Thu 10/27/05
Tue 11/1/05
56 days
Tue 9/13/05
Tue 11/29/05
10 days
Tue 9/13/05
Mon 9/26/05
5 days
Tue 9/13/05
Mon 9/19/05
Task
Rolled Up Task
External Tasks
Progress
Rolled Up Milestone
Project Summary
Milestone
Rolled Up Progress
Group By Summary
Summary
Split
Deadline
Page 4
ID
125
WBS
1.5.5
Duration
2 days
Start
Fri 10/14/05
126
1.5.5.1
Server Configuration
2 days
Fri 10/14/05
Mon 10/17/05
127
128
1.5.5.2
Database Information
2 days
Fri 10/14/05
Mon 10/17/05
1.5.5.3
Authentication
2 days
Fri 10/14/05
Mon 10/17/05
129
1.6
Website
130
1.7
SBIR
131
1.7.1
132
1.7.2
133
1.8
134
2
135
2.1
136
2.2
137
2.3
Gather Resources
138
2.4
iRespond Device
139
2.4.1
Board & Part Design Simplification
140
2.4.2
Software
141
2.4.2.1
CDMA/Analog Protocol
142
2.4.2.2
Location Triangulation
143
2.4.2.2.1
144
2.4.2.2.2
145
2.4.2.3
Firmware
146
2.4.2.4
Dial-Home Software
147
2.4.2.5
Audio Decoding/Playback
148
2.4.2.6
Inputs
149
2.4.2.6.1
150
2.4.2.6.2
151
2.4.2.7
152
2.4.2.7.1
153
2.4.2.8
154
2.4.3
155
2.4.3.1
Project: iRepsond
Date: Tue 5/3/05
Task Name
Registration Center Prototype
Finish
October
Mon 10/17/05
22 days
Tue 11/1/05
Wed 11/30/05
13 days
Wed 11/30/05
Fri 12/16/05
SBIR Phase 1 Final Report
13 days
Wed 11/30/05
Fri 12/16/05
Phase II Proposal/Submission
13 days
Wed 11/30/05
Fri 12/16/05
Phase Analysis
5 days
Mon 12/19/05
Fri 12/23/05
99 days
Mon 1/2/06
Thu 5/18/06
Team Organization
3 days
Mon 1/2/06
Wed 1/4/06
Analyze Budget
3 days
Thu 1/5/06
Mon 1/9/06
Phase 2
5 days
Tue 1/10/06
Mon 1/16/06
36 days
Tue 1/17/06
Tue 3/7/06
20 days
Tue 1/17/06
Mon 2/13/06
15 days
Tue 2/14/06
Mon 3/6/06
5 days
Tue 2/14/06
Mon 2/20/06
10 days
Tue 2/21/06
Mon 3/6/06
GPS Satellites
10 days
Tue 2/21/06
Mon 3/6/06
Cell Towers
10 days
Tue 2/21/06
Mon 3/6/06
Mon 2/20/06
5 days
Tue 2/14/06
15 days
Tue 2/14/06
Mon 3/6/06
8 days
Tue 2/14/06
Thu 2/23/06
4 days
Tue 2/14/06
Fri 2/17/06
Emergency Trigger
4 days
Tue 2/14/06
Fri 2/17/06
Reset
4 days
Tue 2/14/06
Fri 2/17/06
1 day
Tue 2/14/06
Tue 2/14/06
Outputs
LEDs
1 day
Tue 2/14/06
Tue 2/14/06
8 days
Tue 2/14/06
Thu 2/23/06
Part Assembly
0 days
Mon 2/13/06
Mon 2/13/06
Board
0 days
Mon 2/13/06
Mon 2/13/06
Call 911
Task
Rolled Up Task
External Tasks
Progress
Rolled Up Milestone
Project Summary
Milestone
Rolled Up Progress
Group By Summary
Summary
Split
Deadline
Page 5
ID
156
WBS
2.4.3.2
157
2.4.3.3
158
159
Duration
0 days
Start
Mon 2/13/06
Finish
October
Mon 2/13/06
CDMA/Analog Chip
0 days
Mon 2/13/06
Mon 2/13/06
2.4.3.4
GPS Chip
0 days
Mon 2/13/06
Mon 2/13/06
2.4.3.5
Memory Storage
0 days
Mon 2/13/06
Mon 2/13/06
160
2.4.3.6
Emergency Button
0 days
Mon 2/13/06
Mon 2/13/06
161
2.4.3.7
Reset Button
0 days
Mon 2/13/06
Mon 2/13/06
162
2.4.3.8
Antenna
163
2.4.3.8.1
164
2.4.3.8.2
165
2.4.3.9
LEDs
166
2.4.3.10
Data/Charging Assembly
167
2.4.3.10.1
Board
168
2.4.3.10.2
169
2.4.3.10.3
170
2.4.4
Integrate Hardware & Software
171
2.4.5
Molding
172
2.4.5.1
173
2.5
174
2.5.1
Building Blueprints & Layout
175
2.5.2
Power
176
2.5.2.1
Primary Power Sources
177
2.5.2.2
Surge Protection
178
2.5.2.3
Backup Power Sources
179
2.5.2.3.1
180
2.5.3
181
2.5.3.1
Server Rooms
182
2.5.3.2
Answering Rooms
183
2.5.3.3
184
2.5.4
185
2.5.4.1
186
2.5.4.2
Project: iRepsond
Date: Tue 5/3/05
Task Name
Microprocessor / ROM Chip
0 days
Mon 2/13/06
Mon 2/13/06
GPS
0 days
Mon 2/13/06
Mon 2/13/06
Cell
0 days
Mon 2/13/06
Mon 2/13/06
0 days
Mon 2/13/06
Mon 2/13/06
0 days
Mon 2/13/06
Mon 2/13/06
0 days
Mon 2/13/06
Mon 2/13/06
Battery Charger
0 days
Mon 2/13/06
Mon 2/13/06
Modem
0 days
Mon 2/13/06
Mon 2/13/06
Button Protection
iRespond Customer Service Center
Power Generators
HVAC
Other Facilities
1 day
Tue 3/7/06
Tue 3/7/06
5 days
Tue 2/14/06
Mon 2/20/06
5 days
Tue 2/14/06
Mon 2/20/06
48 days
Tue 1/17/06
Thu 3/23/06
10 days
Tue 1/17/06
Mon 1/30/06
17 days
Tue 1/31/06
Wed 2/22/06
10 days
Tue 1/31/06
Mon 2/13/06
2 days
Tue 2/14/06
Wed 2/15/06
5 days
Thu 2/16/06
Wed 2/22/06
5 days
Thu 2/16/06
Wed 2/22/06
33 days
Tue 1/31/06
Thu 3/16/06
8 days
Tue 1/31/06
Thu 2/9/06
15 days
Fri 2/10/06
Thu 3/2/06
10 days
Fri 3/3/06
Thu 3/16/06
25 days
Tue 1/31/06
Mon 3/6/06
Dial-In Access
10 days
Tue 1/31/06
Mon 2/13/06
Customer Service Phones
15 days
Tue 2/14/06
Mon 3/6/06
Phone System
Task
Rolled Up Task
External Tasks
Progress
Rolled Up Milestone
Project Summary
Milestone
Rolled Up Progress
Group By Summary
Summary
Split
Deadline
Page 6
ID
187
2.5.5
WBS
Task Name
LAN Network
188
2.5.6
189
2.5.6.1
Main Servers
190
2.5.6.2
Database
191
2.5.6.3
192
2.5.7
193
2.5.7.1
iRespond Account
194
2.5.7.1.1
Registration
195
2.5.7.1.2
Information Updating
196
2.5.7.1.3
Billing
197
2.5.7.2
198
2.5.7.2.1
199
2.5.7.2.2
200
2.5.7.3
201
2.5.7.3.1
202
2.5.7.3.1.1
203
2.5.7.3.1.2
204
2.5.7.3.2
205
2.5.7.3.3
Transfer Account Data
2 days
Tue 2/7/06
Wed 2/8/06
206
2.5.7.3.4
Update Firmware
10 days
Thu 2/9/06
Wed 2/22/06
207
2.5.7.3.5
Text to Voice
15 days
Thu 2/23/06
Wed 3/15/06
208
2.5.7.3.6
Audio Encoding
2 days
Thu 3/16/06
Fri 3/17/06
209
2.6
20 days
Fri 3/24/06
Thu 4/20/06
210
2.6.1
20 days
Fri 3/24/06
Thu 4/20/06
211
2.6.1.1
Battery Endurance
20 days
Fri 3/24/06
Thu 4/20/06
212
2.6.1.2
Battery Charging
213
2.6.1.3
Field Tests
214
2.6.1.3.1
215
2.6.1.3.2
216
217
Servers
Redundancy/Backup
Software
Duration
10 days
Start
Tue 1/17/06
Finish
October
Mon 1/30/06
25 days
Tue 1/31/06
5 days
Tue 1/31/06
Mon 2/6/06
15 days
Tue 2/7/06
Mon 2/27/06
Mon 3/6/06
5 days
Tue 2/28/06
Mon 3/6/06
48 days
Tue 1/17/06
Thu 3/23/06
28 days
Tue 1/17/06
Thu 2/23/06
8 days
Tue 1/17/06
Thu 1/26/06
5 days
Fri 1/27/06
Thu 2/2/06
15 days
Fri 2/3/06
Thu 2/23/06
iRespond Support
20 days
Fri 2/24/06
Thu 3/23/06
Device Support
10 days
Fri 2/24/06
Thu 3/9/06
Connection Support
iRespond Automated
Dial-In Service from Device
10 days
Fri 3/10/06
Thu 3/23/06
44 days
Tue 1/17/06
Fri 3/17/06
12 days
Tue 1/17/06
Wed 2/1/06
Authentication
7 days
Tue 1/17/06
Wed 1/25/06
Connection
5 days
Thu 1/26/06
Wed 2/1/06
Access Account Data
3 days
Thu 2/2/06
Mon 2/6/06
Testings
iRespond Device
20 days
Fri 3/24/06
Thu 4/20/06
17 days
Fri 3/24/06
Mon 4/17/06
Communication Checks
5 days
Fri 3/24/06
Thu 3/30/06
GPS Locating
5 days
Fri 3/31/06
Thu 4/6/06
2.6.1.3.3
Cellular Locating
5 days
Fri 4/7/06
Thu 4/13/06
2.6.1.3.4
RF Send Strength
1 day
Fri 4/14/06
Fri 4/14/06
Project: iRepsond
Date: Tue 5/3/05
Task
Rolled Up Task
External Tasks
Progress
Rolled Up Milestone
Project Summary
Milestone
Rolled Up Progress
Group By Summary
Summary
Split
Deadline
Page 7
ID
218
WBS
2.6.1.3.5
Task Name
Duration
1 day
Start
Mon 4/17/06
219
2.6.1.4
Information Transfer
5 days
Fri 3/24/06
220
221
2.6.1.5
Data Transfer
5 days
Fri 3/31/06
Thu 4/6/06
2.6.1.6
Voice Playback
4 days
Fri 4/7/06
Wed 4/12/06
222
2.6.1.7
223
2.7
224
225
226
2.7.2.1
227
2.7.2.2
228
2.7.3
229
2.7.3.1
Server Layout
230
2.7.3.2
Database Contents
231
2.7.3.3
Account Security
232
2.7.4
233
2.8
234
2.8.1
235
2.8.1.1
Management Plan
236
2.8.1.2
237
2.8.1.3
238
239
RF Radiation
Accidental Button Pressing
Finish
October
Mon 4/17/06
Thu 3/30/06
5 days
Thu 4/13/06
Wed 4/19/06
Documentation
40 days
Tue 1/17/06
Mon 3/13/06
2.7.1
User Manual
40 days
Tue 1/17/06
Mon 3/13/06
2.7.2
Device Technical Notes
8 days
Tue 2/14/06
Thu 2/23/06
Circuit Layout
3 days
Tue 2/14/06
Thu 2/16/06
Molding Design
3 days
Tue 2/21/06
Thu 2/23/06
11 days
Tue 1/17/06
Tue 1/31/06
3 days
Tue 1/17/06
Thu 1/19/06
4 days
Fri 1/20/06
Wed 1/25/06
4 days
Thu 1/26/06
Tue 1/31/06
Customer Service Center Notes
4 days
Wed 2/1/06
Mon 2/6/06
73 days
Tue 2/7/06
Thu 5/18/06
27 days
Tue 2/7/06
Wed 3/15/06
3 days
Tue 2/7/06
Thu 2/9/06
Personnel Plan
5 days
Fri 2/10/06
Thu 2/16/06
Evaluation Plan
2 days
Fri 2/17/06
Mon 2/20/06
2.8.1.4
Testing Plan
5 days
Tue 2/21/06
Mon 2/27/06
2.8.1.5
Marketing Plan
8 days
Tue 2/28/06
Thu 3/9/06
240
2.8.1.6
Contracts
4 days
Fri 3/10/06
Wed 3/15/06
241
2.8.2
Phase 2 Analysis
10 days
Fri 4/21/06
Thu 5/4/06
242
2.8.3
Submission
10 days
Fri 5/5/06
Thu 5/18/06
243
3
30 days
Mon 6/5/06
Fri 7/14/06
244
3.1
10 days
Mon 6/5/06
Fri 6/16/06
245
3.1.1
Order Materials
10 days
Mon 6/5/06
Fri 6/16/06
246
3.1.2
Print User Manuals
10 days
Mon 6/5/06
Fri 6/16/06
247
3.1.3
Finalize Customer Service Center
5 days
Mon 6/5/06
Fri 6/9/06
248
3.1.4
Confirm Production Factories
5 days
Mon 6/12/06
Fri 6/16/06
Project: iRepsond
Date: Tue 5/3/05
Specifications
SBIR
Proposal for Phase 3
Phase 3
Pre-Production
Task
Rolled Up Task
External Tasks
Progress
Rolled Up Milestone
Project Summary
Milestone
Rolled Up Progress
Group By Summary
Summary
Split
Deadline
Page 8
ID
249
3.1.5
WBS
250
3.2
251
3.2.1
252
3.3
253
3.3.1
254
3.3.2
255
3.4
Begin Production
256
3.5
Marketing
257
3.5.1
Project: iRepsond
Date: Tue 5/3/05
Task Name
Enable Phone System
Contracts
Go Ahead on Contracts
Duration
2 days
Start
Mon 6/5/06
1 day
Mon 6/19/06
Finish
October
Tue 6/6/06
Mon 6/19/06
1 day
Mon 6/19/06
Mon 6/19/06
15 days
Mon 6/5/06
Fri 6/23/06
Hiring
15 days
Mon 6/5/06
Fri 6/23/06
Training
15 days
Mon 6/5/06
Fri 6/23/06
Employees
Advertising
20 days
Mon 6/19/06
Fri 7/14/06
30 days
Mon 6/5/06
Fri 7/14/06
30 days
Mon 6/5/06
Fri 7/14/06
Task
Rolled Up Task
External Tasks
Progress
Rolled Up Milestone
Project Summary
Milestone
Rolled Up Progress
Group By Summary
Summary
Split
Deadline
Page 9
January
April
Project: iRepsond
Date: Tue 5/3/05
July
October
January
April
July
October
January
Task
Rolled Up Task
External Tasks
Progress
Rolled Up Milestone
Project Summary
Milestone
Rolled Up Progress
Group By Summary
Summary
Split
Deadline
Page 10
April
January
April
Project: iRepsond
Date: Tue 5/3/05
July
October
January
April
July
October
January
Task
Rolled Up Task
External Tasks
Progress
Rolled Up Milestone
Project Summary
Milestone
Rolled Up Progress
Group By Summary
Summary
Split
Deadline
Page 11
April
January
April
Project: iRepsond
Date: Tue 5/3/05
July
October
January
April
July
October
January
Task
Rolled Up Task
External Tasks
Progress
Rolled Up Milestone
Project Summary
Milestone
Rolled Up Progress
Group By Summary
Summary
Split
Deadline
Page 12
April
January
April
Project: iRepsond
Date: Tue 5/3/05
July
October
January
April
July
October
January
Task
Rolled Up Task
External Tasks
Progress
Rolled Up Milestone
Project Summary
Milestone
Rolled Up Progress
Group By Summary
Summary
Split
Deadline
Page 13
April
January
April
Project: iRepsond
Date: Tue 5/3/05
July
October
January
April
July
October
January
Task
Rolled Up Task
External Tasks
Progress
Rolled Up Milestone
Project Summary
Milestone
Rolled Up Progress
Group By Summary
Summary
Split
Deadline
Page 14
April
January
April
Project: iRepsond
Date: Tue 5/3/05
July
October
January
April
July
October
January
Task
Rolled Up Task
External Tasks
Progress
Rolled Up Milestone
Project Summary
Milestone
Rolled Up Progress
Group By Summary
Summary
Split
Deadline
Page 15
April
January
April
Project: iRepsond
Date: Tue 5/3/05
July
October
January
April
July
October
January
Task
Rolled Up Task
External Tasks
Progress
Rolled Up Milestone
Project Summary
Milestone
Rolled Up Progress
Group By Summary
Summary
Split
Deadline
Page 16
April
January
April
Project: iRepsond
Date: Tue 5/3/05
July
October
January
April
July
October
January
Task
Rolled Up Task
External Tasks
Progress
Rolled Up Milestone
Project Summary
Milestone
Rolled Up Progress
Group By Summary
Summary
Split
Deadline
Page 17
April
January
April
Project: iRepsond
Date: Tue 5/3/05
July
October
January
April
July
October
January
Task
Rolled Up Task
External Tasks
Progress
Rolled Up Milestone
Project Summary
Milestone
Rolled Up Progress
Group By Summary
Summary
Split
Deadline
Page 18
April
Glossary
Code Division Multiple Access (CDMA): a cellular technology used to send and receive
data that is used throughout most of the United States.
Commercial Off-The-Shelf (COTS): Using technologies that are available commercially
instead of custom made.
Communication: the exchange of thoughts, messages, or information, as by speech,
signals, writing, or behavior.
Emergency Assistance: aide in the form of 911 services.
Enhanced 911 (E-911): A government mandated program designed to increase the
effectiveness of wireless 911 calls. Its primary goal is to provide the ability to track call
location.
Global Positioning System (GPS): an infrastructure of over twenty-seven satellites,
funded and controlled by the U.S. Department of Defense, which is commercially used
for tracking and trilateration purposes.
Key Fob: an object with a loop designed to be attached to a key chain.
Light-Emitting Diode (LED): a semiconductor diode that produces light when an electric
current is passed through it. They are more efficient than incandescent bulbs (twice as
many lumens per watt) and give off less heat. They are also more durable than
fluorescent tubes. Instead of "burning out," LEDs fail by dimming slowly. The typical
working lifetime of an LED is 10 years.
MP3: an audio compression format. MP3 is a lossy format, meaning that some data is lost
in the compression, but it can reach compression ratios of 10:1 while still remaining very
faithful to the original data. Since iRespond uses MP3 compression exclusively for voice
data, the bitrate (amount of sound information per second) can be lower than usual,
granting an even higher compression ratio and reducing the storage space required on the
device.
Triangulation: the calculation of angles between three or more objects needed to
determine a location central to all of them in two dimensions.
Trilateration: the calculation of distances between three or more objects needed to
determine a location central to all of them in three dimensions.
77
Authors
Author of
Section
Section
A
Project Summary (not to exceed 1 page)
Joseph March
B
Table of Contents (NSF Form 1359)
Joseph March
C
Project Description (including Results from Prior NSF Support)
Identification and Significance of Innovation
Background and Phase I Technical Objectives
Phase I Research Plan
Company Information
Commercial Potential
Consultants and Subawards/Subcontracts
Equivalent or Overlapping Proposals to other Federal Agencies
Page No.*
(Optional)*
Joseph March
with illustrations
by Andrew Cherry
Robert Pilkington
Sean Alcos
Joseph March
Anjalee Sinha
Joseph March
Joseph March
D
References Cited
Team Platinum
E
Biographical Sketches (Not to exceed 2 pages each)
Team Platinum
F
Budget
Ian McKay and
Anjalee Sinha
G
Current and Pending Support (NSF Form 1239)
Joseph March
H
Facilities, Equipment and Other Resources (NSF Form 1363)
Joseph March
I
Special Information/Supplementary Documentation
Team Platinum
J
Appendix (List below)
Include only if allowed by a specific program announcement/
solicitation or if approved in advance by the appropriate NSF
Assistant Director or designee)
Team Platinum
Appendix Items:
K
L
M
N
O
P
Q
R
S
Management Plan
Evaluation Plan
Risk Management Plan
Financial Plan
Marketing Plan
Prototype Development
WBS
Glossary
Authors
Ian McKay
Andrew Cherry
Robert Pilkington
Ian McKay
Anjalee Sinha
Andrew Cherry
Sean Alcos
Team Platinum
Joseph March
Team Platinum
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