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2004 SBIR GRANT PROPOSAL

1.0 Proposal Cover Sheet – Appendix A

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1.1 Project Summary – Appendix B

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2.0 OmnAuto Abstract

Millions of people drive or ride the most popular form of transportation - cars on a common basis. 30% of these cars operate with under inflated tires. Only about 9% of the drivers know how or where to check and correct their tire pressure. With 23,000 crashes per year caused by tire blowouts and 535 of those fatal, this problem endangers the safety of anyone driving or riding in an automobile. The problem is also a concern of the U.S. Government.

In recognition of the problem the TREAD Act mandate was signed into law to require the monitoring and notification of low tire pressure. Among other things, the law calls for the government to establish and maintain an Early Warning system database. It will contain reports of failures from the auto industry, the auto parts industry, and consumer complaints. There is also a section of the Tread Act that allows for a tire pressure monitor that will be phased in gradually over the next three years.

The OmnAuto system will provide a solution to raise awareness of the under inflation problem to the driver, meet the government mandate, as well as provide feedback to the manufactures of both tires and automobiles. The system will consist of essentially two subcomponents: the car components and external components as described below.

The vehicles will be equipped with tire pressure and temperature sensing devices in each of the tires. While the vehicle is in operation the data will be collected, stored and analyzed within the vehicle using memory and processor chips. Based on the desired operating curve of pressure vs. temperature, a visual notification will be enabled on the dashboard. This will act as an early warning detection system to make the driver aware of an unsafe driving condition.

The data collected during operation of the vehicle will assist vehicle and tire manufactures in future design and troubleshooting of mechanical problems. Data can be downloaded through an USB connection for analysis. This will allow the trending of data across multiple operating vehicles to determine where problems may exist or enhancements can be made to the vehicles.

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Table of Contents

1.0 Proposal Cover Sheet – Appendix A.............................................................................21.1 Project Summary – Appendix B....................................................................................32.0 OmnAuto Abstract.........................................................................................................43.0 Societal Issues................................................................................................................7

3.0.1 Societal Problem.....................................................................................................73.0.2 Background.............................................................................................................93.0.3 Government Solution............................................................................................10

3.0.3.1 Federal Mandate Issues..................................................................................103.0.4 Proposed Solution.................................................................................................123.0.5 Significance of Historical Data.............................................................................143.0.6 Public and Business Benefits................................................................................153.0.7 Public Awareness..................................................................................................15

4.0 OmnAuto Objectives and Goals..................................................................................164.0.1 Phase 1 Technical Objectives...............................................................................164.0.2 Overall Goals........................................................................................................164.0.3 Goal Milestones....................................................................................................18

5.0 Phase I Work Plan.......................................................................................................195.0.1 Phase 1 Overview.................................................................................................195.0.2 Prototype...............................................................................................................205.0.3 Phase 1 Prototype Diagram..................................................................................22

6.0 Related Research.........................................................................................................237.0 Key Personnel..............................................................................................................248.0 Relationship with Future Research and Development.................................................259.0 Facilities Phase I..........................................................................................................2510.0 Consultants................................................................................................................2611.0 Potential Applications................................................................................................2612.0 Similar Proposals or Awards.....................................................................................2613.0 Contract Pricing Proposal..........................................................................................2614.0 Acknowledgment of Proposal Receipt......................................................................2815.0 Prior SBIR Phase II Awards......................................................................................2916.0 Appendices................................................................................................................29

16.0.1 Scientific Merit and Technical Innovation.........................................................2916.0.2 Management Plan...............................................................................................30

16.0.2.1 Management Structure.................................................................................3016.0.2.2 Project Plan – Milestones and Deliverables................................................31

16.0.2.2.1 Phase 0..................................................................................................3116.0.2.2.2 Phase 1..................................................................................................3216.0.2.2.3 Phase 2..................................................................................................3316.0.2.2.4 Phase 3..................................................................................................3616.0.2.2.5 Phase 4..................................................................................................3816.0.2.2.6 Detailed Project Plan............................................................................39

16.0.2.3 Communication Plan...................................................................................5816.0.3 Evaluation Plan...................................................................................................5816.0.4 Marketing Plan....................................................................................................60

16.0.4.1 Marketing Summary....................................................................................60

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16.0.4.2 Commercial Profit Margin – Market Share Required to Break Even.........6216.0.4.3 Competition.................................................................................................63

16.0.5 Contractual Aspects............................................................................................6516.0.6 Funding Plan.......................................................................................................65

16.0.6.1 Financial Summary......................................................................................6516.0.6.2 Detailed Budget...........................................................................................66

16.0.6.2.1 Phase 1..................................................................................................6616.0.6.2.2 Phase 2..................................................................................................6716.0.6.2.3 Phase 3..................................................................................................6816.0.6.2.4 Phase 4..................................................................................................69

16.0.7 Resource Plan.....................................................................................................6916.0.8 Staffing Plan.......................................................................................................7016.0.9 Risk Management Plan.......................................................................................7216.0.10 Glossary............................................................................................................7516.0.11 References.........................................................................................................76

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3.0 Societal Issues

3.0.1 Societal Problem

According to the U.S. National Traffic Safety Administration, one in three vehicles are being driven with one or more significantly under inflated tires. Further, according to a poll by the Rubber Manufacturer’s Association, only 14% of drivers are aware of how to correctly check their tire pressure and do so monthly, as is recommended.

Figure 3.1

Not only do under inflated tires wear more quickly, costing the consumer money because they need to be replaced more often, they also heat to a higher temperature due to the greater extent to which the rubber deforms against the roadway. This causes them to separate from the rim and lead to blow-outs. To make matters worse, when the temperature increases, the likelihood of belt separation increases making a blowout even more likely. See the graph below.

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Check Cold Door Placard Monthly Know All Three

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If the tire pressure is too low, then the temperature of the tires will increase proportionately due to frictional forces. This phenomenon is illustrated below.

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Figure 3.3

As previously mentioned, the temperature increase makes a tire failure more likely. Blowouts are responsible for 23,000 accidents each year, 535 of which are fatal.

3.0.2 BackgroundThe Ford-Firestone dispute blew up in August 2000 and is still going

strong. In response to claims that their 15-inch Wilderness AT, radial ATX and ATX II tire treads were separating from the tire core--leading to grisly, spectacular crashes--Bridgestone/Firestone recalled 6.5 million tires, mostly original equipment on the Ford Explorer, the world's top-selling sport utility vehicle (SUV). At this point, the dispute between the two companies has severed a business relationship that goes back as far as the Model T. Firestone believed it had isolated the problem and acted properly. But the number of deaths "linked to" the tires grew--it now exceeds 200--and the public-relations fallout could not be contained. Soon, Firestone was saying the problem was not just in the tires, but in the Explorer itself, Ford Motor's most profitable line: Something about the car caused it to roll over and crash, no matter what tires it was riding on.

Ford later struck back, pledging to replace all Wilderness AT tires at their own expense, including tires from plants that Firestone said were performing at

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"world-class levels"--13 million tires in total. Before Ford could act, Firestone, reeling from body blows delivered by a business partner of almost 100 years, severed its relationship with Ford.

Who's right, Ford of Firestone? Or are both right in what they say about each other? The Government simply states that they had no knowledge about this whole mishap and cannot rule in favor of either company due to the lack of data.

In response to the Ford-Firestone incident the government created the TREAD Act.

3.0.3 Government SolutionThe Transportation Recall Enhancement Accountability and

Documentation (TREAD) Act was passed into law by the government on October 1, 2002. Among other things, the law calls for the government to establish and maintain an early warning system database, containing reports of failures from the auto industry, the auto parts industry, and consumer complaints. In section 13 of the Tread Act a tire pressure-monitoring system is required to be phased in gradually over the next three years. Ten percent of the cars built between November 1, 2003 and October 31, 2004 are required to have this system, thirty-five percent of the cars built between November 1, 2004 and October 31, 2005, sixty-six percent built between November 1, 2005 and October 31, 2005, and every single car built after November 1, 2006. Based on 2001 figures of more than 11 million cars built, this is one million cars the first year, four million the second year, seven and a half million the third year, and all cars built after November 1, 2006.

The Government mandate allows direct as well as indirect monitoring. An indirect system works through the anti-lock brake system and calculates tire pressure differences based on the rate of rotation between the various wheels. Indirect monitoring requirements allow for as much as a 30% drop in pressure before activating the alert. The alert is a simple dash tell-tale that illuminates to alert the driver that a low tire pressure situation exists, not which tire or tires are causing the problem. Direct monitoring is very simple – a sensor is placed in each wheel, directly monitoring the pressure, and only a 25% drop in pressure is allowed before activating the alert. The on-dash tell-tales that illuminate in the event of an alarm will indicate which specific tire, or tires, is the issue.

3.0.3.1 Federal Mandate IssuesThe indirect monitoring system will not detect low pressure if all four tires

are low, two tires on the same side are low, or two tires on the same axle are low. It will detect a single tire being low, or two tires on the diagonal being low. Tires lose pressure at the rate of 1 pound per square inch per month, and the odds of all four tires having the exact same but inaccurate pressure are fairly high, because most consumers check all four tires at once and fill them all up to the same pressure.

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Ideal pressure = 26 psi cold

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Due to this issue of the indirect system missing many possible instances of low tire pressure, the Federal Appeals Court of New York ruled in August 2003 that the mandate is inconsistent with respect to the intention in the TREAD act, and ordered NHTSA to rewrite the mandate with allowances only for direct monitoring.

Another potential issue with the way the Federal Mandate has been written is that there is no allowance for an alert based on both pressure and temperature. The relationship between temperature and pressure is dictated by the Ideal Gas Law – as temperature increases, pressure increases, and this relationship is linear. So, for tires that are above the recommended “cold” temperature, the pressure reading will be inaccurate with respect to the recommended pressure at “cold” temperature. “Cold” temperature has been defined as 70 degrees Fahrenheit.

The Ford-Firestone incidents occurred in the hotter regions of the world – Louisiana, Texas, Brazil, for example. Most incidents also happened in the summer, and most consumers were on long road trips with heavily loaded vehicles. The ambient temperature would have been much higher than the 70 degree Fahrenheit recommended level for checking tires in all cases. Even if the consumers had filled their tires to the recommended pressure, it is a lower volume of air than required to meet the recommended pressure level at the “cold” temperature. If the current federal mandates had been in place at the time, it is highly likely that the tire pressure monitoring systems would not have detected an alert situation because of the higher temperatures that resulted in a falsely high pressure. The OmnAuto group believes that future mandates should be written which require an alarm based on both temperature and pressure, and would have caught low tire pressure even when the temperatures exceed the recommended “cold” temperature levels.

As illustrated in the graph below, the recommended tire pressure level with respect to temperature is the diagonal dark blue line. With a 30% under inflation, the resulting pressure level with respect to temperature is the green diagonal line. Both the direct alarm level, 25%, and the indirect alarm level, 30% have been placed on the graph, as the pink and red lines, respectively. As the temperature rises, the gap between what the recommended pressure should be and the government alert levels increase. These are the very situations that caused all of the fatalities in the warmer regions of the world. This is the critical

margin of error that needs to be closed.

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Figure 3.4

3.0.4 Proposed Solution

The TREAD Act mandates that vehicles must include a tire pressure monitoring system that indicates to the driver that a tire has become under inflated. The mandate requires that under pressurization be indicated at a set scalar point. The OmnAuto notification and alarming system, however, proposes to indicate under pressurization based off the pressure and temperature interrelationship. While monitoring the tire’s pressure and temperature the system will collect and store this information at predetermined time intervals. At later maintenance times the data can be collected and entered into a central database for further data analysis. The vehicles will be equipped with tire pressure and temperature sensing devices in each of the tires. While the vehicle is in operation the data will be collected, stored, and analyzed within the vehicle. Based on the desired operating curve of pressure vs. temperature, a visual notification will be enabled on the dashboard. This will act as an early warning system to make the driver aware of an unsafe driving condition. Required data to calculate the operating curve, in addition to pressure and temperature, such as speed and mileage will be obtained from existing automobile systems. The data collected during operation of the vehicle will assist vehicle and tire manufactures in future design and troubleshooting of mechanical problems. When an owner brings the vehicle in for service the collected data will be extracted from the vehicle into a central database. This will allow the trending of data across multiple operating vehicles to determine where problems may exist or where enhancements can be made to the vehicles and tires.Following is a graphical depiction of the proposed system.

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Figure 3.5

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3.0.5 Significance of Historical Data

The significance of historical data collection can be best described in three parts:

a) Safety – The historical data and analysis provided by the OmnAuto system will help in detecting a tire problem before it gets catastrophic.

a) Historical data of tire pressure and control is important because of the amount of influence it has on the following –

1. Government – The United States government has formulated the TREAD act, which contains provisions requiring vehicle and equipment manufacturers to report periodically to NHTSA on a wide variety of information that could indicate the existence of a potential safety defect. The historical data would be the surest way for the Government to know if a potential safety defect exists.

2. Auto Manufacturer – Since years, tires have been a prominent part of a vehicle whose maintenance and complaints are dealt by directly the suppliers. After the passage of the TREAD act, manufacturers are trying to receive adequate feedback from their tire suppliers. The OmnAuto system will allow the manufacturers to independently analyze the tire pressure and temperature in order to improve future designs or improve existing ones.

3. Tire Manufacturer – Tire companies have testing race tracks which cost about $10,000 a day to maintain. Testing is never quite done enough due to the large volume of production. The OmnAuto system will provide extensive “real time” testing and analyzing the results to produce better tires or improve existing ones.

4. Service Mechanics – A mechanic would love to provide as much satisfactory and accurate customer service as possible. Using the historical data in the OmnAuto system the mechanic would be in a better position to guide the customer accurately and help analyze the problems with tires.

5. THE CUSTOMER – The TREAD act enables the Government to inspect potential safety defect areas. That information may not reach the customer. The OmnAuto system powers the customer with the facts about the vehicles tire problems.

b) The final part is looking into the Ford – Firestone fiasco:This incident only goes to show us that had there been historical data present; Ford and Firestone could have easily prevented the 200 odd deaths. The Government would have exercised better control of the situation. The customer would have been more informed.

Thus, this example just illustrates the importance of historical data that the OmnAuto system provides.

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3.0.6 Public and Business Benefits

The OmnAuto has the ability to alert drivers of low tire pressure. Pressure will be monitored more frequently. Vehicle tires will develop an even tread wear. The system has the ability to record significant equipment changes tire replacement, or repairs.

This gives a huge boost to the public and auto mechanics knowing they can view the data. The public benefits will be better safety for drivers improving driving performance. Once the public is aware of the safety measures implemented it will have a positive affect business. Once government mandates, section 13 are change it will allow for monitoring to be phased in the auto industry to have an OmnAuto system in place.

The goal is to have monitoring phased in within the next three years. The auto industry could potentially use a system to help the business market increase. With most of the computer component already existing the system will be cost effective to the customer and business. OmnAuto only needs a small share of the business market about 0.524 %.

Having sales price per unit being of each very moderate for the business market. The market share to break even would be 20,970. In the year 2005 vehicles needing sensors in the millions will help expand the market. Receiving good comments from Volvo representatives there is a place for this on the market.

3.0.7 Public Awareness

OmnAuto is not an after market product, as specified by the federal mandate; hence, direct advertisements are not necessary to generate public awareness. OmnAuto is essentially an OEM product and hence the best way to generate public awareness involves a three-fold process:

1. Federal Mandates – TREAD act2. Automobile manufacturers advertisements3. Real life events – Ford Firestone Fiasco (not controlled)

Federal Mandates – TREAD actUnder, the TREAD act, the Government establishes and maintains an Early Warning system database. It will contain reports of failures from the auto industry, the auto parts industry, and consumer complaints. Section 13 of the TREAD act, requires monitoring and notification of low pressure to the driver. This would lead to automobile manufactures adapting automatic tire pressure monitoring system to meet the mandate. The OmnAuto system meets the mandate and hence there will be a lot of public awareness generated.

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Automobile manufacturers advertisementsAccording to a survey done by the Dohring Company, Safety is the number two factor in the sales of a car. The automobile manufacturers can show the OmnAuto system as a safety feature and thereby generating public awareness.

Real Life Events Events that are not controlled can also lead to awareness of the OmnAuto system. For example, the Ford – Firestone fiasco resulted in over 200 deaths and created a public uproar for better tire safety. OmnAuto could have prevented that situation.

4.0 OmnAuto Objectives and Goals

4.0.1 Phase 1 Technical Objectives The overall objective of the proposal is to develop the OmnAuto alarm detection and data collection system for tire pressure monitoring. The specific objectives are as follows:

a. Integrate existing temperature and pressure sensors into the cars data collection system.

b. Monitor the data in pseudo real-time, processing the alarming algorithm and indicate a warning condition if required.

c. Store data locally on a pre-determined time interval, in both alarm and normal conditions.

d. Transfer data from the vehicle to a central database when maintenance is conducted at a participating maintenance facility.

e. Provide maintenance and OEM views of the data for further analysis.

4.0.2 Overall GoalsOmnAuto intends the following goals to be completed by the conclusion of

the project.

Create the first direct tire pressure and temperature monitoring system with built in historical data recording and analysis.

The OmnAuto system stands out from other tire monitoring systems because it takes extra steps and measures that are essential for accurate tire pressure monitoring. One such extra measure is that of temperature. Temperature, both ambient and, more importantly, friction induced, is a major factor affecting pressure within a system (see figures 3.2-3.4). A linear relationship exists between pressure and temperature such that as the

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temperature of a system increases the pressure will increase. What this means in regards to tire pressure is that taking the pressure alone is insufficient to determine whether the tires are really at the proper pressure. For instance, if a tire pressure is measured to be 35psi at 135 degrees Farenheit, that means that the pressure at standard temperatures, 70 degrees for instance, will be well below the required amount. The OmnAuto system will alert the driver accurately when the tires need air. Other systems will only be useful when the car is not moving and is at a more standard temperature. This shows that the OmnAuto system is far superior because the most important time to have an accurate pressure reading is when the car is in motion and the tires are heated up. OmnAuto does not, however, stop there. The system moves beyond simple monitoring to include historical data recording and graphing. The data and graphs will be available to both the auto and tire manufacturers as well as the consumer. The data will be especially useful in determining trends that are present in certain tires and vehicles. In the long run this will bring great improvements to both the safety and efficiency of newly designed tires and the vehicles that ride on them.

The OmnAuto group strives for excellence. It is because of this that SmarTire sensors will be used on all OmnAuto tire systems. SmarTire is an industry leader in the area of tire pressure monitoring. This will give OmnAuto an edge over the competition and will be yet another reason why auto manufacteres would be inclined to seek the OmnAuto system.

Meet and exceed all requirements laid out in the TREAD act.The system will also fully meet the requirements laid out by the TREAD

act. This includes both the act as currently laid out and also the planned rewrite as issued by the court. This means that the tire monitoring system will be a direct monitor system rather than an indirect one. An indirect system estimates tire pressure based on the ABS differential between the various wheels and is often inaccurate. A direct system uses pressure sensors on the tire to monitor the tires actual pressure. Clearly, a direct system is more accurate and beneficial. The added functionality of the historical data recording and analysis that the OmnAuto system offers will help to expand the TREAD act even further. "Forward thinking manufacturers beat the government every time," Daniel Jonston. Based on this quote it is apparent that there are automotive manufacters out there that are very interested in building the best vehicle they possible can. The OmnAuto system, with its inherent ability to go beyond the demands of the TREAD act, will appeal to such manufacturers.

To have a net profit by the conclusion of Phase III as laid out by the SBIR."Forward thinking manufacturers beat the government every time" Daniel

Jonston. Based on this quote it is apparent that there are automotive manufacters out there that are very interested in building the best vehicle they possible can. Seeing that OmnAuto will appeal to such forward thinking manufacturers, with its initiative in going beyond the demands of the TREAD act, it is not difficult to show that OmnAuto will turn a profit very quickly. (include

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quote about how interesting this is) This is because to break even with all expenses the OmnAuto system will need to be installed on only one percent of all cars made in the year 2004 (see projected profit earnings page X). A single contract with the Volvo company would suffice.

To be superior to the competition.The OmnAuto system would surpass the competition in every way.

No other system on the market can do all of the things the OmnAuto system can. Therefore, the goal is to make sure that everyone knows it, and that auto companies are aware that the tread act will soon be updated such that their existing systems will likely be insufficient. The OmnAuto system will then become very appealing as compared with the competition because it will meet and surpass not only the current mandate, but the future mandate as well.

The OmnAuto system will use only the finest manufacturered parts, and will hire only competent, hardworking engineers to design how those parts fit together. The group will keep a watchful eye on the competition and will award the innovative ideas of members within the company. In addition the group will keep an eye on new and emerging technologies that could be beneficial to the tire monitoring system, keeping it on the cutting edge.

4.0.3 Goal Milestones1 SBIR proposal

OmnAuto will submit a proposal to the United States Department of Transportation to build a sophisticated tire pressure monitoring system with history data recording. The writing of this proposal will be of special importance as the SBIR grant will provide the necessary funding to begin designing the system.2 SBIR grant

The grant money that is received will to directly to building the finest and most advanced tire monitoring system on the market. The grant money will be dispersed over two primary phases. First will be the feasibility development and system design phase. After that will come the system development and implementation phase which will conclude with a full working prototype that has undergone testing. A key area where money will be spent is in the marketing of the product to automanufacturers3 System Software

The OmnAuto group will design software for the monitoring system based on the findings of the mechanical engineers and other experts hired to describe the variables of the system. Included in this is the goal of designing an efficient and easy to use GUI that will aid any person trying to retrieve data off of the OmnAuto memory unit.4 System Hardware

Electrical engineers will be employed to design the hardware including the hurdle of the interface with the existing CAN system. Major goals would include a working prototype and design plans for the finished, fully implemented system.

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5 Lab PrototypeA working lab prototype that meets a minimum system implementation will

be designed, developed, constructed, and tested.6 Contract with SmarTire

This goal will entail the detailed workings of buying in bulk the required sensors and any other equipment from SmarTire7 Contract with Volvo

A contract with Volvo, or another auto group, is a must for this product to be successful. This would involve a significant amount of work on the part of the marketing department to both build interest and secure a final contract.8 Fully Tested production line prototype/model

Eventually a fully developed model will be developed that will be used as the 'mold' to manufacture the end consumer production level device9 Production

Obviously once a fully developed model is in place the goal will be to build many copies that can be sold to the automanufacturer. In order to see this goal come about either a sub-contractor would need to be hired to do the work, or a minimal factory would have to be constructed or rented in order to do the production internally.10 Profit earnings

A contract with Volvo, or any automanufacturer, that would entail even a single line or model of vehicles would be sufficient to provide a return of profits sufficient not only to repay any small business loans, but also to pull some money back into the company. A goal of slightly less than 30,000 vehicles would bring exact returns on the investment. Therefore a major goal of the company is simply to gain a contract to install the OmnAuto system on a set of vehicles.11 Competition

The OmnAuto system would surpass the competition in every way. No other system on the market can do all of the things the OmnAuto system can. Therefore, a goal is to make sure that everyone knows it, and that auto companies are aware that the tread act will soon be updated such that their existing systems will likely be insufficient. The OmnAuto system will then look very good as compared with the competition because it will meet and surpass not only the current mandate, but the future mandate as well.

5.0 Phase I Work Plan

5.0.1 Phase 1 OverviewPhase 1 requires development of the system to a level that proves

feasibility. Proof of feasibility is required for the DOT to allocate SBIR Phase 2 funding. OmnAuto will prove feasibility by providing a system that will simulate the collection of pressure and temperature data. This data will then be stored on a periodic basis for later analysis by other individuals. A basic view of the data will be provided to prove the data is collected and validation.

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The following System aspects will be validated as feasible in a lab environment.

Temperature and Pressure MonitoringThe system will need to collect current pressure and temperature of

multiple tires in real-time.

Collection of DataAt a predefined time interval the system will acquire the data from the

sensor and provide the data to the system for further analysis, and storage.

Analysis of DataData collected will be processed through a designed alarming algorithm to

produce a value that will be considered safe or an alarm condition.

NotificationIf the output of the data analysis is considered an alarm condition there

will be an indication to the operator of the vehicle.

Storage of DataAfter collection of the data, the raw data, and calculated data will be

logged to a persistent storage device. This data can then be collected at a later date for further processing. The data will also be stored in a central location to ensure that data from multiple vehicles can be stored and analyzed.

View DataA central view of the collected data will be used to present the information

to mechanics and other development and design engineers. This view can be created in both a thin client or a fat client application.

5.0.2 PrototypeOmnAuto Prototype Conceptual Overview

The OmnAuto tire pressure/temperature monitoring and historical data collection system can be prototyped during phase 1 of the SBIR process. This prototype will be a lab prototype to prove the concept of the system. The following items are required for the system and then followed by a brief description:

1. Tire and Rim Simulation (2 Liter Soda bottle)2. Simulator for changes in pressure and temperature3. SmarTire Pressure/Temperature Sensors4. SmarTire RF Receiver5. ECU Simulator6. OmnAuto Computer

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7. Dash Visual Display8. Central Data Collection9. Central View of the Data

Each of these components will be required for the prototype. Following is a brief description of each component.

1. Tire and Rim Simulation (2 Liter Soda bottle)a. An empty two-liter soda bottle will be used to simulate the tire and

rim. 2. SmarTire Pressure/Temperature Sensors

a. The pressure and temperature sensors will be attached to the inside of the two-liter soda bottle. This will allow for temperature and pressure readings to be acquired at the predetermined interval.

3. Simulator for changes in pressure and temperaturea. Temperature simulation. Placing the two-liter bottle into a water

bath will simulate temperature changes. Two containers will be provided. One container will hold water with ice-cubes to reduce the temperature of the air in the bottle. A second will contain warm water to increase the temperature of the air in the bottle.

b. Pressure simulation. After the bottle is sealed with the cap, pressure changes can be easily simulated. A belt will be placed around the bottle. To increase the pressure the belt will be tightened, while releasing the belt will reduce the pressure in the bottle.

4. SmarTire RF Receivera. To receive the signals generated by the sensors, a RF receiver will

be purchased from SmarTire. This will replace the intended interface to the vehicles wireless entry and remote system. This will keep cost down in prototyping.

5. ECU Simulatora. A small desktop PC or laptop will be used to simulate the vehicles

ECU. Ford will be contacted to discuss possible emulators to run on the PC. If no emulator is available or provided a software simulator will be developed to artificially generate the numbers provided by the vehicle such as speed and mileage.

6. OmnAuto Computera. A small desktop PC or laptop will be used in place of a single board

computer card and housing that is required by the production system. This will allow existing computers and hardware to be used in the prototype. A RS232 serial device driver will need to be located or written to obtain data from both the ECU Simulator/Emulator and the SmarTire RF receiver. Data Collected from the system will be logged to a flat file on the pc for later transfer into a central database.

7. Dash Visual Display

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a. A software graphical display will used to simulate the lights and display that will be active on the vehicles dashboard. This may run on the same computer that is being used for the OmnAuto system. This will indicate alarm conditions to the vehicle operator.

8. Central Data Collectiona. A central database to store data that is collected. A software

module will be written to read the flat file created by the OmnAuto computer and store the information in the database.

9. Central View of the Dataa. An application will be provided to read the historical data collected

and stored in the central base. This application will display standard pressure vs temperature charts, and time series charts of the selected attribute, either pressure, temperature, speed and/or any calculated values that can be derived from statistical analysis on the stored data.

5.0.3 Phase 1 Prototype Diagram

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Figure 5.1

6.0 Related Research

Related work will include the following items:

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a: Continue building relationships with sensor manufactures to ensure that sensor functionality is available and influence future designs if required.b: Documentation and project white papers will be produced during the research and development of the prototype. This will include the following: Creative writing paper, Descriptive Writing paper, Technical support contracts, Budget white paper, product user manual and web page and the Development Specification.

7.0 Key Personnel

Zeal Patel Zeal is currently studying computer science at Old Dominion University.

He is also taking courses in pre-medicine and management. Zeal has served as the project manager for the MAR systems, a project that involved development of an instant messaging system. Zeal has received C++ and java certification from Aptech solutions. His courses at Old Dominion University include software engineering, networking, database applications, and object oriented programming.

Deborah Anderson Deborah transferred in from Auburn University. She has completed a

minor in Computer Engineering and will graduate with a bachelor of Computer Science in May 2004. She also has three years completed towards a bachelor of Physics. Her primary fields of study are Software Engineering, Project Management, and Networking.

Michael JandaMichael completed two years at Virginia Polytechnic Institute before

enrolling at Old Dominion University. He is currently pursuing degrees in math and computer science. His experience in the marketing field comes from prior management courses.

Wayne LettWayne received previous experience in the marketing field from prior

project management classes. He received a BS in Biology with a Minor in Biochemistry from St. Paul’s University in 1999. He is a second-degree seeking student. His interest of studies is in database and computer networking. Upon graduation, he will also receive a commission in the United States Army branch Signal Corps which specializes in computer automation. Wayne will earn his BS in Computer Science in spring 2004 and continue on to graduate school

Christopher B. OsborneChristopher is in his final year of the Computer Science undergraduate

program at ODU. He is also minoring in Computer Engineering and Math. After graduation, he plans to begin a career as a Software Engineer and continue his education at the Masters level. Eventually, he wishes to obtain his Doctorate.

24

He has held several leadership positions at various organizations. He has a unique perspective for the tire monitoring project as he worked with an intelligent transportation company for 2 years.

Scot Postlewait Scot is currently in his third year of Computer Science study at Old

Dominion University. In addition to C++, Scot has a background in Flash, Visual Basic, and HTML; Flash and C++ are his primary fields of study.

Jeremy WilsonJeremy graduated High School 1990 and attended two years at the

Indiana University of Pennsylvania studying physics. For the next 6 years he was in the US Navy as a Gas Turbine Electrician where he troubleshot and repaired Gas Turbine Engines, Generators, and Control Systems in the ship’s engineering plant. Since January 1999, he has worked at IDAX/General Electric. He is currently a Software Engineer working on a project that does remote monitoring of large scale GE Gas Turbine and Wind Turbine Generators. Skills obtained include design, development, and system maintenance in the following technologies: C++, .NET, Java, Microsoft SQL Server and Oracle Databases, Oracle and Weblogic Application Servers, and the J2EE Framework. Parallel with working for IDAX/GE for the past 5 years, he has been attending ODU, pursuing a Bachelor degree in Computer Science concentrating on electives in the field of software engineering with a minor in Information Systems.

8.0 Relationship with Future Research and Development

a) Additional improvements made by sensor manufactures will be evaluated and incorporated where the features add value to the OmnAuto system.

b) Additional research and development will be incorporated to include additional automobile manufactures communication protocol. If changes are made to existing protocols, rework may be required to maintain project success.

c) Future changes in government mandates may change the direction of future research and development to meet the modifications directed.

9.0 Facilities Phase I

a) The University of Old Dominion provides a facility for development.b) Testing will be completed at facilities that conduct standard tests that meet

the Federal Motor Vehicle Safety Standards testing requirements.

25

10.0 Consultants

The OmnAuto group has established relationships with several experts in the field who are willing to share information with us. We first established a relationship with SmarTire, a Canadian company who has been in business since 1987 making tire sensors. They were the company that the National Traffic Safety Highway Administration (NHTSA) consulted first when the issue of tire pressure monitoring came to their attention. SmarTire is the company that every other tire sensor company compares themselves with in statements to NHTSA. We have been in close contact with John Bolegoh, one the design engineers at SmarTire.

Based on our marketing research, we then established contact with Daniel Johnston of Volvo North America, and discussed the possibility of incorporating our product on the XC-90, the Sport Utility Vehicle that Volvo makes. As our contact at Volvo became interested in our product, he forwarded information on to Bridgestone/Firestone, and the OmnAuto group then began gathering critical information with relation to tire manufacturing. Our information gathered in this area is forward-looking research that will benefit the OmnAuto group, the tire manufacturers, and the auto manufacturers.

11.0 Potential Applications

a) The Government can use the historical data to detect a safety defect under the TREAD act.

b) OmnAuto system will allow the auto manufacturers to independently analyze the tire pressure and temperature in order to improve future vehicle designs or improve existing vehicles.

c) The OmnAuto system will provide extensive “real time” testing and analyzing the results to produce better tires or improve existing ones.

d) Data storage functionality can be leverage for other vehicle data collection. The data collection, transfer and central data analysis can be extended to include any data point collected by the automobiles sensor monitoring system.

12.0 Similar Proposals or Awards

a) There are currently no similar proposals planned.b) There are no similar awards.

13.0 Contract Pricing Proposal

26

SOLICITATION NO. DTRS57-03-R-SBIRCONTRACT PRICING PROPOSAL

PROPOSAL COVER SHEET1. SOLICITATION/CONTRACT/MODIFICATION NUMBER

2a. NAME OF OFFEROR Mrs. Janet Brunelle

3a. NAME OF OFFEROR’S POINT OF CONTACT Computer Sc. Dept.

2b. FIRST LINE ADDRESS Old Dominion University

3b. TITLE OF OFFEROR’S POINT OF CONTACT General Manager

2c. STREET ADDRESS Hampton Blvd.3c. TELEPHONE 3c. FACSMILIE

2d. CITY 2e. STATE 2f. ZIP CODE AREA CODE NUMBER AREA CODE NUMBER

Norfolk VA 23529 757 683 - 49004. TYPE OF CONTRACT OR SUBCONTRACT (Check)

5. PRIME OFFEROR OmnAuto FFP FPI

CPFF CPIF

x OTHER - Education CPAF

SUBCONTRACTOR _______NA_____________________________ PRIME OFFEROR’S NAME

6. ESTIMATED COST, FEE AND PROFIT INFORMATION

A. ESTIMATED COST 97520.79B. FIXED FEE 0C. AWARD FEE 0D. PROFIT 0E. TOTAL PRICE 97520.79

7. PROVIDE THE FOLLOWING

NAME OF COGNIZANT CONTRACT ADMINISTRATIVE AGENCYN/A

NAME OF COGNIZANT GOVERNMENT AUDIT AGENCYN/A

STREET ADDRESS STREET ADDRESS

CITY STATE ZIP CODE CITY STATE ZIP CODE

TELEPHONEAREA CODE NUMBER

TELEPHONEAREA CODE NUMBER

FACSIMILEAREA CODE NUMBER

FACSIMILE AREA CODE NUMBER

NAME OF CONTACT

NAME OF CONTACT

PROPERTY SYSTEM

Reviewed by cognizant contract administrative agency and determined acceptable

APPROXIMATE DATE OF LAST AUDIT

Reviewed by cognizant contract administrative agency and determined not acceptable

PURPOSE OF AUDIT

Never reviewed (e.g. proposal review, establishment of billing rates, finalize indirect rates, etc.)

PURCHASING SYSTEM

Reviewed by cognizant contract administrative agency and determined acceptable

Reviewed by cognizant contract administrative agency and determined not acceptable

ACCOUNTING SYSTEM

Audited and determined acceptable

Audited and determined not acceptable

Never audited

Never reviewed OFFEROR’S FISCAL YEAR

8a. NAME OF OFFEROR (Typed)

Mrs. Janet Brunelle9. NAME OF FIRM

OmnAuto 8b. TITLE OF OFFEROR (Typed)

General Manager10. SIGNATURE 10. DATE OF SUBMISSION

12/08/2003

27

14.0 Acknowledgment of Proposal Receipt

APPENDIX E

DOT SBIR PROGRAM SOLICITATIONDTRS57-03-R-SBIR

TO BE FILLED OUT BY THE PROPOSER:

Project Title ___OmnAuto Tire Monitoring System .

TO BE FILLED OUT BY THE DEPARTMENT OF TRANSPORTATION:

Date Received ___________________ Proposal No. _______________

The form for acknowledging receipt of proposal appears above. Please include it in the same package with the proposal submitted to DOT and provide your address on the reverse side.

28

15.0 Prior SBIR Phase II Awards

There have been no previous SBIR Awards received.

16.0 Appendices

16.0.1 Scientific Merit and Technical InnovationThe product itself has the potential to be of great use to the scientific

community. It provides potential for every vehicle on the road to become a collector of research data. The OmnAuto system logs tire temperature and pressure along with associated data on vehicle speed and mileage traveled and provides for the display of it in graphical format. An example graph is depicted below:

Figure 16.1

Operation of a test track is $10,000/day, so a limited amount of data is collected on real world tire performance. Tire manufactures have developed ingenious means to simulate actual road conditions in a laboratory, but it is still second best to the collection of actual data under a limitless set of conditions that OmnAuto can offer. It is plain that this data could influence future tire and automobile designs as well as providing information on which tires are best suited to which cars. In addition to potential innovations in tire and automobile design, such data would be invaluable in the arena of safety, not only for entire lines of tires, preventing a future Ford/Firestone fiasco, but also of use to individual drivers as well, if checked regularly as part of the car’s maintenance.

30

Further, the TREAD Act also requires that tire manufacturers and vehicle manufactures provide the government with information concerning potential safety issues with their products to be logged in a national database. The OmnAuto system could clearly aid in this requirement.

16.0.2 Management Plan

The management plan is written by the project manager under the guidance of the general manager in consultation with the legal analyst, marketing manager, financial manager and technical director.

The management plan establishes the following aspects:1. A management structure

a) Includes expertise from marketing contacts, e.g. Volvo and SmarTire

b) Shows the flow of control 2. A detailed project plan

a) Detailed phase-wise breakdown of tasks and corresponding personnel & resources required to carry out the tasks shown using Gantt charts to represent milestones and deliverables

3. Communicationa) Meeting schedules and forms of communication

4. An evaluation plan

16.0.2.1 Management Structure

Figure 16.2

31

16.0.2.2 Project Plan – Milestones and Deliverables

16.0.2.2.1 Phase 0Major Milestones and Deliverables:

1. SBIR Presentation Presentation will provide information to support feasibility and future work plans and milestones of the OmnAuto system.

2. SBIR Document The SBIR document will be submitted to the DOT to secure funding for Phase 1 of the OmnAuto project.

Phase 0 Gantt Chart:

Figure 16.3

32


Assembling Team:

At the start of this phase it will be necessary to assemble a team for the development of the lab prototype. It will also be necessary to maintain contact relations with Volvo and SmarTire to assist in the development.

Lab Prototype:

Phase1 is to conduct feasibility-related experimental and theoretical research on the problem defined. To prove feasibility in Phase 1 this lab prototype will be provided. The lab prototype write up is included in the appendix of the SBIR Document.

There are three major milestones in reaching the successful deliverable prototype:

1. Design: Two weeks in March will be dedicated to producing a detailed prototype design to be created in the lab.

2. Development: Three weeks following the design of the prototype, the development team will commence the development cycle of creating the prototype.

3. Testing: Following the completion of the prototype a week will be dedicated for the team to conduct testing and to address any issues discovered.

Budget comments:

The budget for is made up of multiple employees or contractors filling a development or other need. These include:Tech Writers (2), Electrical Engineers (2), Lawyer (1), Lobby Group (1), Project Manager, Financial Analyst, Mechanical Engineer (2), Programmer (5), Quality Assurance (4).


33

Figure 16.4


The development process and model 1 prototype deliverable for phase 2 includes 3 major milestones. These include milestones for Design, Implementation and Testing of the prototyped system.

1. Design:

2 Months over June and July ’04 will be dedicated to the design of the system. Design is further broken down to include teams that work on the mechanical, electrical and software subsystems in parallel with one another. To reduce the time to market this includes 2 Mechanical Engineers, 2 Electrical Engineers, 3 Software Developers and 1 web designer.

2. Implementation:

Software implementation begins in July prior to the completion of the entire system design. Once a software subsystem is designed, implementation of that module will begin while other design activities remain in progress. Software implementation continues on through mid-November ’04. For each of the individual software modules there has been 3 weeks allocated for development as well as 2 weeks dedicated to unit testing of the modules code before

34

integration into the prototype. Three developers will be working in parallel in development and unit testing to shorten the overall time of development.

Hardware implementation begins in July after the design has been completed for the system hardware. This will include implementation and integration of the sensors being used, and communication hardware required for data transfer to and from the Car’s existing data system.

For testing to begin the prototype must be available for testing at different phases of the cycle. The development and integration of all software and hardware components into the prototype is done when the hardware is available and when each of the software components is available. This will allow prototype work to commence while individual software components are still being completed. The development of the prototype will take place over a 6-month period with a team including developers and engineers.

Testing of the software system will be completed in three stages. The car system, mechanics system and central system will be completed independently as the development is complete and integrated into the prototype. Once all software and hardware components are individually completed and integrated the simulation testing will start. Once the Prototype is complete the real world testing and test track testing will commence. This will be the final acceptance testing of the prototyped system that will be moved to a production environment.

3. Marketing

Marketing will start and take place throughout the life of the project. Establishing and initial foothold with a specific manufacture and influencing the rewrite of the existing and future mandates has one of the largest impacts on the success of the project.

Major milestones will be planned and scheduled by the marketing department. This will include multiple trade-show appearances as well as meetings directly with individual automobile manufactures.

Government Lobbyist will be continuously attends meetings or government activities that will support the acceptance of the OmnAuto System. These specific milestones and deliverables will change depending on the changes in government direction and schedule.

4. DocumentationThree major deliverables must be meet by the documentation group.

Initially the corporate documentation will be concentrated on. This is due to the on-going changes in the technical aspects of the system.

35

Once development of the prototype commences the direction of the documentation group will shift to user manuals. Examples of user manual types are: Owners, User, Installation, and Service manuals.

Once the manuals are complete technical design documentation will be started. This will include highly technical documents and specifics that will include product development specifications, hardware design documentation and specific test plans. This documentation will be used in the production of the product in the projects out years.

Phase 2 of the project is scheduled to complete in May ’05. At this point the project will move into phase 3 (the production out years) and become a commercial system included as OEM system on automobiles.


36

Figure 16.5

16.0.2.2.4 Phase 3

Phase 3 Milestones and Deliverables

Phase 3 will consist of the verifying modifications to the production line between model years 2004 and 2005 in preparation for the system to be included in the 2005 model year.

37

Documentation will be required to ship with the vehicles and the system. The printing of the documentation for the first 34,500 units will take place the period of April to July of 2004.

Training of the system will be provided to the auto technicians that will be involved in the production of the system. This will take place in the second Quarter of 2004 before the production of the automobile includes the OmnAuto system.

34,500 units will initially be purchased and assembled. The production of the units will continue from May of 2004 through November. As the units are produced they will be used in the production line and added to the vehicles.

The required upgrade modifications will be included when the production line is modified in the Manufactures normal scheduled down time. One month of support is included in assisting in the upgrade of the production line.

Over the life of the Phase 3 the following tasks will continue: Production support will be available to the automobile manufacturers and maintenance personnel. To reduce the risk of obtaining sufficient market share, the marketing and lobbing task will continue throughout March 2005.


Figure 16.6

38

16.0.2.2.5 Phase 4

Phase 4 Milestones and deliverable

Production Out years. To support the continued use and advancement of the system, the cost of 3 years of support is considered in the cost of the overall system.

Warranty Program In phase 3 4500 additional units where produced to support repairs that are required during the 3 year warranty period. Resources are covered to handle repairs, system replacements and tracking and maintaining the warranty program records. Marketing

To obtain additional customers and manufactures, the marketing and lobbing task will continue throughout the three year period. The phase 2 and 3 tasks will be reviewed and modified for any successful attempts at increasing the market share.

Quality ReviewsQuality of the system and support will monitored by additional resources.

This will include programs in obtaining owner and manufactures feedback as well as help desk support for an initial point of contact for customers.

SupportThere will be more detailed and specialized support allocated over the 3

years for manufactures to handle support in the form of auto, help desk and software support.

To reduce the risk of obtaining sufficient market share, the marketing and lobbing task will continue throughout March 2005.


Figure 16.7

39

16.0.2.2.6 Detailed Project Plan

OmnAutoPhase 0 Tasks

Project Start Date: Mon 8/25/03 Project Finish Date: Mon 12/8/03

WBS Task_Name Duration StartDate

FinishDate Cost Resource_Names

1 System 73 days Mon 8/25/03

Mon 12/8/03 $0.00

1.1 Phase 0 Concept Phase 73 days Mon

8/25/03Mon

12/8/03 $0.00

1.1.1 Team Organization 36 days Wed

8/27/03Wed

10/15/03 $0.00

1.1.1.1 Team Members Selected 0 days Wed

8/27/03Wed

8/27/03 $0.00

1.1.1.2 Define Team Responsibilities 31 days Wed 9/3/03 Wed

10/15/03 $0.00

Phase0 - Project Manager[5%],Phase0 - Legal/Research Manager[5%],Phase0 - Marketing Manager[5%],Phase0 - Marketing Assistant[5%],Phase0 - Technical Director[5%],Phase0 - Web Development[5%],Phase0 - Finance Manager[5%]

1.1.2 Project Initiation 31 days Mon 8/25/03

Mon 10/6/03 $0.00

1.1.2.1 Research Projects 31 days Mon 8/25/03

Mon 10/6/03

$0.00Phase0 - Project Manager[15%],Phase0 - Legal/Research Manager[25%],Phase0 - Marketing Manager[15%],Phase0 - Marketing Assistant[15%],Phase0 - Technical Director[15%],Phase0 -

40



Web Development[15%],Phase0 - Finance Manager[15%]

1.1.2.2 Individual Idea Proposals 0 days Wed

9/10/03Wed

9/10/03 $0.00

1.1.2.3 Team Project Selection 0 days Mon

10/6/03Mon

10/6/03 $0.00

1.1.3 Feasibility 10 days Tue 10/7/03 Mon 10/20/03 $0.00

1.1.3.1 Define Problem 4 days Tue 10/7/03 Fri 10/10/03 $0.00Phase0 - Legal/Research

Manager[50%]

1.1.3.2 Define Scope of Project 4 days Tue 10/7/03 Fri

10/10/03 $0.00Phase0 - Project Manager[50%]

1.1.3.3 Define Market Potential 6 days Tue 10/7/03 Tue

10/14/03 $0.00Phase0 - Marketing Manager[50%]

1.1.3.4 Component Diagram 3 days Mon

10/13/03Wed

10/15/03 $0.00Phase0 - Technical Director[50%]

1.1.3.5 SWAG of Costs 4 days Fri 10/10/03

Wed 10/15/03 $0.00Phase0 - Finance

Manager[50%]

1.1.3.6 Research competition 10 days Tue 10/7/03 Mon

10/20/03 $0.00Phase0 - Legal/Research Manager[50%]

1.1.3.7 Risks and Mitigations 4 days Tue 10/7/03 Fri

10/10/03 $0.00Phase0 - Marketing Assistant[50%]

1.1.3.8 Feasibility Presentation 0 days Mon

10/20/03Mon

10/20/03 $0.00Phase0 - Legal/Research Manager

1.1.4 Milestones 17 days Tue 10/21/03

Wed 11/12/03 $0.00

1.1.4.1 Marketing Plan 13 days Tue 10/21/03

Thu 11/6/03 $0.00Phase0 - Marketing

Manager

1.1.4.1.1 Lobbyist Details 5 days Tue 10/21/03

Mon 10/27/03 $0.00Phase0 - Marketing

Manager[50%]

1.1.4.1.2 Auto Show Details 2 days Tue 10/21/03

Wed 10/22/03 $0.00Phase0 - Legal/Research

Manager[50%]

1.1.4.1.3 Development of Corporate Contacts 13 days Tue

10/21/03Thu


1.1.4.2 Finance Plan 10 days Tue 10/21/03

Mon 11/3/03 $0.00

1.1.4.2.1 Identify SBIR 1 day Tue Tue $0.00Phase0 - Finance

41



Funding Agency 10/21/03 10/21/03 Manager[50%]

1.1.4.2.2 Preliminary Budget 10 days Tue 10/21/03

Mon 11/3/03 $0.00Phase0 - Finance

Manager[50%]

1.1.4.3 Technical Plan 10 days Tue 10/21/03

Mon 11/3/03 $0.00

1.1.4.3.1 Preliminary GUI Screen Design 3 days Tue

10/21/03Thu


1.1.4.3.2 Work BreakDown Structure

10 days

Tue 10/21/03

Mon 11/3/03

$0.00Phase0 - Technical Director[50%],Phase0 - Legal/Research Manager[25%],Phase0 - Project Manager[25%]

1.1.4.3.3Component Diagram Development

4 days Tue 10/21/03

Fri 10/24/03 $0.00Phase0 - Technical

Director[50%]

1.1.4.4 Continued Research 3 days Tue

10/21/03Thu

10/23/03 $0.00

1.1.4.4.1 Patent Research 2 days Tue 10/21/03

Wed 10/22/03 $0.00Phase0 - Legal/Research

Manager[10%]

1.1.4.4.2 Trademark Research 3 days Tue

10/21/03Thu


1.1.4.4.3 Competition Research 3 days Tue

10/21/03Thu


1.1.4.5 Milestones Presentation 0 days Wed

11/12/03Wed

11/12/03 $0.00

1.1.5 Final Funding 14 days Thu 11/13/03

Mon 12/8/03 $0.00

1.1.5.1 Marketing 10 days Thu 11/13/03

Mon 12/1/03 $0.00

1.1.5.1.1 Federal Mandate Research 3 days Thu

11/13/03Mon


1.1.5.1.2 SBIR Marketing Documentation 3 days Thu

11/13/03Mon

11/17/03 $0.00Phase0 - Marketing Manager[50%]

1.1.5.1.3 Corporate Contact Development 10 days Thu

11/13/03Mon


1.1.5.2 Technical Development 3 days Thu

11/13/03Mon

11/17/03 $0.00

1.1.5.2.1 Preliminary Lab 3 days Thu Mon $0.00Phase0 - Technical

42



Prototype Design 11/13/03 11/17/03 Director[25%]

1.1.5.2.2 GUI Screen Development 2 days Thu

11/13/03Fri


1.1.5.2.3 SBIR Technical Documentation 3 days Thu

11/13/03Mon


1.1.5.2.4 Software Design Estimates 3 days Thu

11/13/03Mon


1.1.5.3 Budget 7 days Thu 11/13/03

Fri 11/21/03 $0.00

1.1.5.3.1 Feasibility - Phase 1 3 days Thu 11/13/03

Mon 11/17/03 $0.00Phase0 - Finance

Manager[20%]

1.1.5.3.2 Prototype - Phase 2 5 days Thu 11/13/03

Wed 11/19/03 $0.00

Phase0 - Finance Manager[10%],Phase0 - Technical Director[10%]

1.1.5.3.3 Production - Phase 3 7 days Thu

11/13/03Fri

11/21/03 $0.00Phase0 - Finance Manager[25%],Phase0 - Technical Director[10%]

1.1.5.3.4 Production Out Years - Phase 4 5 days Thu

11/13/03Wed

11/19/03 $0.00Phase0 - Finance Manager[25%],Phase0 - Technical Director[10%]

1.1.5.4 Documentation 14 days Thu 11/13/03

Mon 12/8/03 $0.00

1.1.5.4.1 SBIR Development 10 days Thu 11/13/03

Mon 12/1/03 $0.00Phase0 - Project

Manager[75%]

1.1.5.4.2 Rough Draft SBIR 0 days Mon 11/17/03

Mon 11/17/03 $0.00Phase0 - Project

Manager[75%]

1.1.5.4.3 Final Draft SBIR 0 days Mon 12/8/03

Mon 12/8/03 $0.00

1.1.5.5 SBIR Presentation 0 days Mon 12/8/03

Mon 12/8/03 $0.00

1.1.6 Website 58 days Mon 9/15/03

Mon 12/8/03 $0.00

1.1.6.1 WebSite Development 35 days Mon

9/15/03Mon

12/8/03 $0.00Phase0 - Web Development[50%]

1.1.6.2 Prelim. WebPage Demo 0 days Mon

11/24/03Mon

11/24/03 $0.00

1.1.6.3 Production Website 0 days Mon 12/8/03

Mon 12/8/03 $0.00

43

Phase 1 Tasks

Project Start Date: Mon 12/8/03 Project Finish Date: Wed 4/21/04

WBS Task_Name Duration Start_Date Finish_Date Cost Resource_Names

1 System 93 days Mon 12/8/03

Wed 4/21/04 $97,520.79

1.2Phase 1 Feasibility Phase

93 days Mon 12/8/03

Wed 4/21/04 $97,520.79

1.2.1 Overhead 1 day Mon 12/8/03

Mon 12/8/03 $30,392.26

1.2.1.1 Salary 1 day Mon 12/8/03

Mon 12/8/03 $27,851.11Phase 1 Overhead[1]

1.2.1.2 Misc 1 day Mon 12/8/03

Mon 12/8/03 $2,541.15Phase 1 Misc[2,541.15]

1.2.2 Organize 21 days Mon 12/8/03

Mon 1/12/04 $6,291.58

1.2.2.1 Assemble Team 21 days Mon

12/8/03Mon

1/12/04 $3,272.03Project Manager[54%]

1.2.2.2 Contact Relations 21 days Mon

12/8/03Mon

1/12/04 $3,019.56Market Analyst[50%]

1.2.3Creative Writing Paper

11 days Mon 1/12/04

Mon 1/26/04 $1,510.51Technical Writer

1.2.4Descriptive Writing Paper

15 days Tue 1/27/04 Mon 2/16/04 $2,059.79Technical Writer

1.2.5 Tech Supp. Contracts 10 days Tue 2/17/04 Mon 3/1/04 $28,000.00Lawyer

1.2.6 Budget White Paper 15 days Tue 3/2/04 Mon

3/22/04 $2,821.33Financial Analyst

1.2.7 Product User Manual 15 days Tue 3/23/04 Mon

4/12/04 $2,059.79Technical Writer

1.2.8 Project Web Page 5 days Tue 4/13/04 Mon

4/19/04 $712.56Web Designer

1.2.9 Prototype 32 days Tue 3/9/04 Wed $22,028.92

44

WBS Task_Name Duration Start_Date Finish_Date Cost Resource_Names

4/21/04

1.2.9.1 Design 10 days Tue 3/9/04 Mon 3/22/04 $7,961.56

Project Manager,Electrical Engineer 2,Mechanical Engineer 2,Quality Assurance 2,Programmer 4

1.2.9.2 Development 15 days Tue 3/23/04 Mon

4/12/04 $11,310.14

Project Manager[75%],Programmer 4[75%],Electrical Engineer 2[75%],Mechanical Engineer 2[75%],Quality Assurance 2[75%]

1.2.9.3 Testing 5 days Thu 4/15/04 Wed 4/21/04 $2,757.22

Programmer 3[75%],Electrical Engineer 2[75%],Mechanical Engineer 2[75%],Quality Assurance 2[75%]

1.2.10Development Specification

3 days Tue 3/23/04 Thu 3/25/04 $1,644.06

Project Manager[50%],Electrical Engineer 2[50%],Quality Assurance 1[50%],Mechanical Engineer[50%],Programmer 3[50%]

Phase 2 Tasks

Project Start Date: Mon 4/21/04Project Finish Date: Thu 7/7/05



1 System 317 days Wed 4/21/04 Thu 7/7/05 $745,664.33

1.3 Phase 2 Prototype Phase 315 days Fri

4/23/04 Thu 7/7/05 $745,664.33

1.3.1 Infrastructure 20 days Tue 4/27/04

Mon 5/24/04 $214,970.16

45



1.3.1.1 Rational Software Suite 5 days Tue

4/27/04 Mon 5/3/04 $32,476.09Development Software[1],Project Manager[33%]

1.3.1.2 Computer Software 5 days Tue 5/4/04

Mon 5/10/04 $1,476.09

Office Software[1],Project Manager[33%]

1.3.1.3 Computer Hardware 10 days Tue

5/11/04Mon

5/24/04 $20,202.18Desktops[1],Laptop[1], Server[1],Project Manager[33%]

1.3.1.4 OverHead 1 day Tue 5/4/04 Tue 5/4/04 $160,815.81OverHead(Salary)[1]

1.3.2 Design 45 days Tue 5/25/04

Mon 7/26/04 $33,597.88

1.3.2.1 Mechanical 40 days Tue 5/25/04

Mon 7/19/04 $8,573.12

1.3.2.1.1 Sensor/Rim Integration 10 days Tue

5/25/04 Mon 6/7/04 $1,981.54Mechanical Engineer 2

1.3.2.1.2Temp/Press Alarming Algorithm

15 days Tue 6/8/04

Mon 6/28/04 $3,619.27Mechanical Engineer

1.3.2.1.3 Computer Housing 15 days Tue 6/29/04

Mon 7/19/04 $2,972.31Mechanical Engineer 2

1.3.2.2 Electrical 25 days Tue 5/25/04

Mon 6/28/04 $5,572.42

1.3.2.2.1 Interface to Car Power Source 10 days Tue

5/25/04 Mon 6/7/04 $2,467.08Electrical Engineer

1.3.2.2.2Interface to CAN (Controller Area Network)

15 days Tue 6/8/04

Mon 6/28/04 $3,105.35Electrical Engineer 2

1.3.2.3 Software 45 days Tue 5/25/04

Mon 7/26/04 $19,452.35

1.3.2.3.1 Interface Module 15 days Tue 5/25/04

Mon 6/14/04 $2,589.29Programmer 1

1.3.2.3.2 Processing Module 15 days Tue 6/15/04 Mon 7/5/04 $2,589.29Programmer 1

1.3.2.3.3 Transfer Module 15 days Tue 7/6/04

Mon 7/26/04 $2,589.29Programmer 1

1.3.2.3.4 Mechanic System 15 days Tue Mon $2,446.96Programmer 2

46



5/25/04 6/14/04

1.3.2.3.5 Central System 15 days Tue 6/15/04 Mon 7/5/04 $2,446.96Programmer 2

1.3.2.3.6 Mechanic UI 15 days Tue 5/25/04

Mon 6/14/04 $2,326.44Programmer 3

1.3.2.3.7 Central UI 15 days Tue 6/15/04 Mon 7/5/04 $2,326.44Programmer 3

1.3.2.3.8 WebSite 15 days Tue 5/25/04

Mon 6/14/04 $2,137.67Web Designer

1.3.3 Software Implementation 90 days Tue

7/6/04Mon

11/8/04 $36,813.46

1.3.3.1 Alarming Algorithm 25 days Tue

7/27/04Mon

8/30/04 $4,315.48

1.3.3.1.1 Develop 15 days Tue 7/27/04

Mon 8/16/04 $2,589.29Programmer 1

1.3.3.1.2 Unit Test 10 days Tue 8/17/04

Mon 8/30/04 $1,726.19Programmer 1

1.3.3.2 Interface Module 25 days Tue 8/31/04

Mon 10/4/04 $4,315.48

1.3.3.2.1 Develop 15 days Tue 8/31/04

Mon 9/20/04 $2,589.29Programmer 1


Mon 10/4/04 $1,726.19Programmer 1

1.3.3.3 Processing Module 25 days Tue 10/5/04

Mon 11/8/04 $4,315.48

1.3.3.3.1 Develop 15 days Tue 10/5/04

Mon 10/25/04 $2,589.29Programmer 1


Mon 11/8/04 $1,726.19Programmer 1

1.3.3.4 Transfer Module 25 days Tue 7/27/04

Mon 8/30/04 $4,078.27

1.3.3.4.1 Develop 15 days Tue 7/27/04

Mon 8/16/04 $2,446.96Programmer 2


Mon 8/30/04 $1,631.31Programmer 2

1.3.3.5 Mechanic System 25 days Tue 8/31/04

Mon 10/4/04 $4,078.27

47



1.3.3.5.1 Develop 15 days Tue 8/31/04

Mon 9/20/04 $2,446.96Programmer 2


Mon 10/4/04 $1,631.31Programmer 2

1.3.3.6 Central System 25 days Tue 10/5/04

Mon 11/8/04 $4,078.27

1.3.3.6.1 Develop 15 days Tue 10/5/04

Mon 10/25/04 $2,446.96Programmer 2


Mon 11/8/04 $1,631.31Programmer 2

1.3.3.7 Mechanic UI 25 days Tue 7/6/04 Mon 8/9/04 $3,877.40

1.3.3.7.1 Develop 15 days Tue 7/6/04

Mon 7/26/04 $2,326.44Programmer 3

1.3.3.7.2 Unit Test 10 days Tue 7/27/04 Mon 8/9/04 $1,550.96Programmer 3

1.3.3.8 Central UI 25 days Tue 8/10/04

Mon 9/13/04 $3,877.40

1.3.3.8.1 Develop 15 days Tue 8/10/04

Mon 8/30/04 $2,326.44Programmer 3


Mon 9/13/04 $1,550.96Programmer 3

1.3.3.9 Web Site 25 days Tue 9/14/04

Mon 10/18/04 $3,877.40

1.3.3.9.1 Develop 15 days Tue 9/14/04

Mon 10/4/04 $2,326.44Programmer 3


Mon 10/18/04 $1,550.96Programmer 3

1.3.4 Hardware 30 days Tue 7/20/04

Mon 8/30/04 $6,591.58

1.3.4.1 Interfaces 30 days Tue 7/20/04

Mon 8/30/04 $6,591.58

1.3.4.1.1 Car to Power Source 15 days Tue

7/20/04 Mon 8/9/04 $3,619.27Mechanical Engineer

1.3.4.1.2 CC to CAN 15 days Tue 8/10/04

Mon 8/30/04 $2,972.31Mechanical Engineer 2

1.3.5 Prototype 120 days Tue 8/31/04

Mon 2/14/05 $84,170.77

48



1.3.5.1 Model 1 120 days Tue 8/31/04

Mon 2/14/05 $84,170.77

Programmer 4,Electrical Engineer 2,Mechanical Engineer 2,Quality Assurance 4

1.3.6 Testing 132 days Tue 11/9/04

Wed 5/11/05 $47,396.74

1.3.6.1 Software System 45 days Tue 11/9/04

Mon 1/10/05 $7,874.31

1.3.6.1.1 Car System 15 days Tue 11/9/04

Mon 11/29/04 $2,624.77Quality Assurance 2

1.3.6.1.2 Mechanic System 15 days Tue 11/30/04


1.3.6.1.3 Central System 15 days Tue 12/21/04


1.3.6.2 Simulated Testing 50 days Tue 12/21/04

Mon 2/28/05 $8,797.77

1.3.6.2.1 Contract Testing Facility 5 days Tue

12/21/04Mon

12/27/04 $1,442.69Project Manager

1.3.6.2.2 Design Test Scenarios 15 days Tue

12/28/04Mon

1/17/05 $2,451.69Quality Assurance 3

1.3.6.2.3 Conduct Tests 15 days Tue 1/18/05 Mon 2/7/05 $2,451.69Quality Assurance 3

1.3.6.2.4 Generate Test Reports 15 days Tue

2/8/05Mon


1.3.6.3 Test Track 27 days Tue 3/1/05 Wed 4/6/05 $26,638.51

1.3.6.3.1 Contract Test Track 5 days Tue 3/1/05 Mon 3/7/05 $1,442.69Project Manager

1.3.6.3.2 Design Test Scenarios 10 days Tue

3/8/05Mon


1.3.6.3.3 Conduct Tests 2 days Tue 3/22/05

Wed 3/23/05 $21,926.89Quality Assurance

3,TestTrack[2],Driver

1.3.6.3.4 Generate Test Reports 10 days Thu

3/24/05 Wed 4/6/05 $1,634.46Quality Assurance 3

1.3.6.4 Real World Testing 25 days Thu

4/7/05Wed

5/11/05 $4,086.15

1.3.6.4.1 Design Test Scenarios 5 days Thu

4/7/05Wed

4/13/05 $817.23Quality Assurance 3

49



1.3.6.4.2 Conduct Tests 15 days Thu 4/14/05 Wed 5/4/05 $2,451.69Quality Assurance 3

1.3.6.4.3 Generate Test Reports 5 days Thu

5/5/05Wed

5/11/05 $817.23Quality Assurance 3

1.3.7 Marketing 221 days Tue 5/25/04

Tue 3/29/05 $272,387.81

1.3.7.1 To Auto Manufactures 131 days Tue

5/25/04Tue

11/23/04 $84,702.50

1.3.7.1.1 Generate Brochures and Literature 10 days Wed

10/20/04Tue

11/2/04 $1,240.23Technical Writer 2

1.3.7.1.2 Mialings 10 days Wed 11/3/04

Tue 11/16/04 $1,240.23Technical Writer 2

1.3.7.1.3 Hard Copies 5 days Wed 11/17/04

Tue 11/23/04 $620.12Technical Writer 2

1.3.7.1.4 Trade Shows/Conferences 15 days Tue

5/25/04Mon

6/14/04 $34,313.65Market Analyst,Booth[1]

1.3.7.1.5 Marketing Presentations 75 days Tue

6/15/04Mon

9/27/04 $47,288.27

Market Analyst,Airfare[1],Hotel[1],Car Rental[1],Per Diem[1],Entertainment[1]

1.3.7.2 Lobby Government 116 days Tue

9/28/04 Tue 3/8/05 $184,189.42

1.3.7.2.1 Compile Research for Lobby Firm 20 days Tue

9/28/04Mon

10/25/04 $5,751.54Market Analyst

1.3.7.2.2 Hire Lobbiest Firm 5 days Tue 10/26/04

Mon 11/1/04 $1,437.88Market Analyst

1.3.7.2.3 Lobby Government Officials 90 days Tue

11/2/04 Mon 3/7/05 $117,000.00Lobby Group[50%]

1.3.7.2.4 Campaign Contributions 1 day Tue

3/8/05 Tue 3/8/05 $60,000.00Lobby Funds[6]

1.3.7.3 Web Site 15 days Wed 3/9/05

Tue 3/29/05 $3,495.88

1.3.7.3.1 Research Information 5 days Wed

3/9/05Tue


1.3.7.3.2 Document Information 5 days Wed

3/16/05Tue

3/22/05 $620.12Technical Writer 2

1.3.7.3.3 Updates to 5 days Wed Tue $1,437.88Market Analyst

50



Information 3/23/05 3/29/05

1.3.8 Documentation 293 days Tue 5/25/04 Thu 7/7/05 $35,693.39

1.3.8.1 Manuals 72 days Wed 11/24/04 Thu 3/3/05 $9,674.25

1.3.8.1.1 Owners Manual 18 days Wed 11/24/04

Fri 12/17/04 $2,418.56

1.3.8.1.1.1 Create 10 days Wed 11/24/04

Tue 12/7/04 $1,373.19Technical Writer

1.3.8.1.1.2 Review 4 days Wed 12/8/04

Mon 12/13/04 $549.28Technical Writer

1.3.8.1.1.3 Produce 2 days Tue 12/14/04

Wed 12/15/04 $248.05Technical Writer 2

1.3.8.1.1.4 Review 2 days Thu 12/16/04

Fri 12/17/04 $248.05Technical Writer 2

1.3.8.1.2 User Manual 18 days Mon 12/20/04

Wed 1/12/05 $2,418.56

1.3.8.1.2.1 Create 10 days Mon 12/20/04

Fri 12/31/04 $1,373.19Technical Writer

1.3.8.1.2.2 Review 4 days Mon 1/3/05 Thu 1/6/05 $549.28Technical Writer

1.3.8.1.2.3 Produce 2 days Fri 1/7/05

Mon 1/10/05 $248.05Technical Writer 2

1.3.8.1.2.4 Review 2 days Tue 1/11/05


1.3.8.1.3 Installation Manual 18 days Thu

1/13/05 Mon 2/7/05 $2,418.56

1.3.8.1.3.1 Create 10 days Thu 1/13/05

Wed 1/26/05 $1,373.19Technical Writer

1.3.8.1.3.2 Review 4 days Thu 1/27/05 Tue 2/1/05 $549.28Technical Writer

1.3.8.1.3.3 Produce 2 days Wed 2/2/05 Thu 2/3/05 $248.05Technical Writer 2

1.3.8.1.3.4 Review 2 days Fri 2/4/05 Mon 2/7/05 $248.05Technical Writer 2

1.3.8.1.4 Service Manuals 18 days Tue 2/8/05 Thu 3/3/05 $2,418.56

51



1.3.8.1.4.1 Create 10 days Tue 2/8/05


1.3.8.1.4.2 Review 4 days Tue 2/22/05 Fri 2/25/05 $549.28Technical Writer

1.3.8.1.4.3 Produce 2 days Mon 2/28/05 Tue 3/1/05 $248.05Technical Writer 2

1.3.8.1.4.4 Review 2 days Wed 3/2/05 Thu 3/3/05 $248.05Technical Writer 2

1.3.8.2 Technical Documents 90 days Fri

3/4/05 Thu 7/7/05 $11,348.22

1.3.8.2.1Product Development Specifications

18 days Fri 3/4/05

Tue 3/29/05 $2,418.56

1.3.8.2.1.1 Create 10 days Fri 3/4/05

Thu 3/17/05 $1,373.19Technical Writer

1.3.8.2.1.2 Review 4 days Fri 3/18/05

Wed 3/23/05 $549.28Technical Writer

1.3.8.2.1.3 Produce 2 days Thu 3/24/05 Fri 3/25/05 $248.05Technical Writer 2

1.3.8.2.1.4 Review 2 days Mon 3/28/05


1.3.8.2.2 Hardware Design Document 18 days Wed

3/30/05 Fri 4/22/05 $2,232.42

1.3.8.2.2.1 Create 10 days Wed 3/30/05

Tue 4/12/05 $1,240.23Technical Writer 2

1.3.8.2.2.2 Review 4 days Wed 4/13/05


1.3.8.2.2.3 Produce 2 days Tue 4/19/05


1.3.8.2.2.4 Review 2 days Thu 4/21/05 Fri 4/22/05 $248.05Technical Writer 2

1.3.8.2.3Software Technical Documentation

18 days Mon 4/25/05

Wed 5/18/05 $2,232.42

1.3.8.2.3.1 Create 10 days Mon 4/25/05 Fri 5/6/05 $1,240.23Technical Writer 2

1.3.8.2.3.2 Review 4 days Mon 5/9/05

Thu 5/12/05 $496.09Technical Writer 2

52



1.3.8.2.3.3 Produce 2 days Fri 5/13/05


1.3.8.2.3.4 Review 2 days Tue 5/17/05


1.3.8.2.4 Hardware Test Plans 18 days Thu

5/19/05Mon

6/13/05 $2,232.42

1.3.8.2.4.1 Create 10 days Thu 5/19/05 Wed 6/1/05 $1,240.23Technical Writer 2

1.3.8.2.4.2 Review 4 days Thu 6/2/05 Tue 6/7/05 $496.09Technical Writer 2

1.3.8.2.4.3 Produce 2 days Wed 6/8/05 Thu 6/9/05 $248.05Technical Writer 2

1.3.8.2.4.4 Review 2 days Fri 6/10/05


1.3.8.2.5 Software Test Plans 18 days Tue

6/14/05 Thu 7/7/05 $2,232.42

1.3.8.2.5.1 Create 10 days Tue 6/14/05

Mon 6/27/05 $1,240.23Technical Writer 2

1.3.8.2.5.2 Review 4 days Tue 6/28/05 Fri 7/1/05 $496.09Technical Writer 2

1.3.8.2.5.3 Produce 2 days Mon 7/4/05 Tue 7/5/05 $248.05Technical Writer 2

1.3.8.2.5.4 Review 2 days Wed 7/6/05 Thu 7/7/05 $248.05Technical Writer 2

1.3.8.3 Corporate Documentation 108 days Tue

5/25/04Thu

10/21/04 $14,670.92

1.3.8.3.1 Marketing Plan 18 days Tue 5/25/04

Thu 6/17/04 $2,445.15

1.3.8.3.1.1 Create 10 days Tue 5/25/04 Mon 6/7/04 $1,373.19Technical Writer

1.3.8.3.1.2 Review 4 days Tue 6/8/04 Fri 6/11/04 $549.28Technical Writer

1.3.8.3.1.3 Produce 2 days Mon 6/14/04

Tue 6/15/04 $274.64Technical Writer

1.3.8.3.1.4 Review 2 days Wed 6/16/04


1.3.8.3.2 Finance Plan 18 days Fri 6/18/04

Tue 7/13/04 $2,445.15

53



1.3.8.3.2.1 Create 10 days Fri 6/18/04 Thu 7/1/04 $1,373.19Technical Writer

1.3.8.3.2.2 Review 4 days Fri 7/2/04 Wed 7/7/04 $549.28Technical Writer

1.3.8.3.2.3 Produce 2 days Thu 7/8/04 Fri 7/9/04 $274.64Technical Writer

1.3.8.3.2.4 Review 2 days Mon 7/12/04


1.3.8.3.3 Management Plan 18 days Wed 7/14/04 Fri 8/6/04 $2,445.15

1.3.8.3.3.1 Create 10 days Wed 7/14/04

Tue 7/27/04 $1,373.19Technical Writer

1.3.8.3.3.2 Review 4 days Wed 7/28/04 Mon 8/2/04 $549.28Technical Writer

1.3.8.3.3.3 Produce 2 days Tue 8/3/04 Wed 8/4/04 $274.64Technical Writer

1.3.8.3.3.4 Review 2 days Thu 8/5/04 Fri 8/6/04 $248.05Technical Writer 2

1.3.8.3.4 Progress/Personal Reports 18 days Mon

8/9/04 Wed 9/1/04 $2,445.15

1.3.8.3.4.1 Create 10 days Mon 8/9/04 Fri 8/20/04 $1,373.19Technical Writer

1.3.8.3.4.2 Review 4 days Mon 8/23/04

Thu 8/26/04 $549.28Technical Writer

1.3.8.3.4.3 Produce 2 days Fri 8/27/04

Mon 8/30/04 $274.64Technical Writer

1.3.8.3.4.4 Review 2 days Tue 8/31/04 Wed 9/1/04 $248.05Technical Writer 2

1.3.8.3.5 Technical Plan 18 days Thu 9/2/04

Mon 9/27/04 $2,445.15

1.3.8.3.5.1 Create 10 days Thu 9/2/04

Wed 9/15/04 $1,373.19Technical Writer

1.3.8.3.5.2 Review 4 days Thu 9/16/04


1.3.8.3.5.3 Produce 2 days Wed 9/22/04

Thu 9/23/04 $274.64Technical Writer

1.3.8.3.5.4 Review 2 days Fri 9/24/04


54



1.3.8.3.6 Product Development Plan 18 days Tue

9/28/04Thu

10/21/04 $2,445.15

1.3.8.3.6.1 Create 10 days Tue 9/28/04


1.3.8.3.6.2 Review 4 days Tue 10/12/04

Fri 10/15/04 $549.28Technical Writer

1.3.8.3.6.3 Produce 2 days Mon 10/18/04


1.3.8.3.6.4 Review 2 days Wed 10/20/04


1.3.9 Q/A Certification 200 days Fri 4/23/04

Thu 1/27/05 $14,042.54

1.3.9.1 Contractor 200 days Fri 4/23/04

Thu 1/27/05 $14,042.54

Quality Assurance 1[10%],Quality Assurance 2[10%],Quality Assurance 3[10%],Quality Assurance 4[10%]

Phase 3 Tasks

Project Start Date: Mon 4/23/04 Project Finish Date: Mon 3/21/05

WBS Task_Name Duration Start Date Finish Date Cost Resource_Names

1 System 237 days Fri 4/23/04 Mon 3/21/05 $835,829.73

1.4 Phase 3 Production 237 days Fri 4/23/04 Mon 3/21/05 $835,829.73

1.4.1 Print Documentation 60 days Fri 4/23/04 Thu

7/15/04 $73,681.38

1.4.1.1 User Manuals 15 days Fri 4/23/04 Thu 5/13/04 $18,420.35Technical Writer 2,Document

Printing Cost[34,500]

1.4.1.2 Owner Manuals 15 days Fri 5/14/04 Thu 6/3/04 $18,420.35Technical Writer 2,Document


55


1.4.1.3 Installation Manuals 15 days Fri 6/4/04 Thu 6/24/04 $18,420.35Technical Writer 2,Document


1.4.1.4 Service Manuals 15 days Fri 6/25/04 Thu 7/15/04 $18,420.35Technical Writer 2,Document


1.4.2 Training 20 days Fri 4/23/04 Thu 5/20/04 $7,530.92

1.4.2.1 Generate Training Content 20 days Fri 4/23/04 Thu

5/20/04 $3,765.46Trainer

1.4.2.2 Train Automobile Technicians 20 days Fri 4/23/04 Thu

5/20/04 $3,765.46Trainer

1.4.3 Produce Units 143.73 days Fri 4/23/04 Wed

11/10/04 $377,863.23

1.4.3.1 Logistics 43 days Fri 4/23/04 Tue 6/22/04 $14,494.31 Installation Engineer[200%]

1.4.3.2 Assemble Units 143.73 days Fri 4/23/04 Wed

11/10/04 $363,368.92 Installation Engineer[1,500%]

1.4.4 Upgrade Production Line 20 days Fri 4/23/04 Thu

5/20/04 $31,082.12

1.4.4.1 Plan Work Tasks 15 days Fri 4/23/04 Thu 5/13/04 $9,847.96 Installation Engineer,Electrical

Engineer,Mechanical Engineer

1.4.4.2 Conduct Modifications 20 days Fri 4/23/04 Thu

5/20/04 $21,234.15

Installation Engineer,Mechanical Engineer,Electrical Engineer,Electrical Engineer 2,Mechanical Engineer 2

1.4.5 Production Support 215.5 days Fri 5/21/04 Fri

3/18/05 $145,280.15

1.4.5.1 Support Auto Manuf. 215.5 days Fri 5/21/04 Fri

3/18/05 $72,640.08 Installation Engineer[200%]

1.4.5.2 Support Rim Supplier

215.5 days Fri 5/21/04 Fri

3/18/05 $72,640.08 Installation Engineer[200%]

1.4.6 Marketing 237 days Fri 4/23/04 Mon 3/21/05 $200,391.92

1.4.6.1 To Auto Manufactures 90 days Fri 4/23/04 Thu

8/26/04 $84,702.50

1.4.6.1.1 Generate Brochures and Literature 10 days Fri 4/23/04 Thu

5/6/04 $1,240.23Technical Writer 2

1.4.6.1.2 Mialings 10 days Fri 5/7/04 Thu $1,240.23Technical Writer 2

56


5/20/04

1.4.6.1.3 Hard Copies 5 days Fri 5/21/04 Thu 5/27/04 $620.12Technical Writer 2

1.4.6.1.4 Trade Shows/Conferences 15 days Fri 4/23/04 Thu


1.4.6.1.5 Marketing Presentations 75 days Fri 5/14/04 Thu

8/26/04 $47,288.27


1.4.6.2 Lobby Government 147 days Fri 8/27/04 Mon 3/21/05 $115,689.42

1.4.6.2.1 Compile Research for Lobby Firm 20 days Fri 8/27/04 Thu


1.4.6.2.2 Hire Lobbiest Firm 5 days Fri 9/24/04 Thu 9/30/04 $1,437.88Market Analyst

1.4.6.2.3 Lobby Government Officials 90 days Fri 10/1/04 Fri

3/18/05 $58,500.00Lobby Group[25%]

1.4.6.2.4 Campaign Contributions 1 day Mon

3/21/05Mon

3/21/05 $50,000.00Lobby Funds[5]

Phase 4 Tasks

Project Start Date: Mon 3/21/05 Project Finish Date: Fri 12/25/09



1 System 1245 days Mon 3/21/05 Fri 12/25/09 $1,585,944.21

1.5 Phase 4 Production Out Years 1244 days Tue

3/22/05 Fri 12/25/09 $1,585,944.21

1.5.1 Warranty Program 1244 days Tue 3/22/05 Fri 12/25/09 $423,147.00

1.5.1.1 Repairs 780 days Mon 1/1/07 Fri 12/25/09 $161,478.00Electrical Engineer 2

1.5.1.2 Replacements 780 days Tue Mon $154,560.00Mechanical Engineer 2

57



3/22/05 3/17/08

1.5.1.3 Maintain Program Records 780 days Tue

3/22/05Mon

3/17/08 $107,109.00Technical Writer

1.5.2 Marketing 1046 days Tue 3/22/05 Tue 3/24/09 $773,949.62

1.5.2.1 To Auto Manufactures 220 days Tue

3/22/05Mon

1/23/06 $154,008.65

1.5.2.1.1 Generate Brochures and Literature 30 days Tue

3/22/05 Mon 5/2/05 $3,720.69Technical Writer 2

1.5.2.1.2 Mailings 30 days Tue 5/3/05

Mon 6/13/05 $3,720.69Technical Writer 2

1.5.2.1.3 Hard Copies 15 days Tue 6/14/05 Mon 7/4/05 $1,860.35Technical Writer 2

1.5.2.1.4 Trade Shows/Conferences 45 days Tue

3/22/05Mon


1.5.2.1.5 Marketing Presentations 175 days Tue

5/24/05Mon

1/23/06 $101,765.96


1.5.2.2 Lobby Government 826 days Tue 1/24/06 Tue 3/24/09 $619,940.96

1.5.2.2.1 Compile Research for Lobby Firm 30 days Tue

1/24/06 Mon 3/6/06 $8,627.31Market Analyst

1.5.2.2.2 Contract Lobby Firm 15 days Tue 3/7/06

Mon 3/27/06 $4,313.65Market Analyst

1.5.2.2.3 Lobby Government Officials 780 days Tue

3/28/06Mon

3/23/09 $507,000.00Lobby Group[25%]

1.5.2.2.4 Campaign Contributions 1 day Tue

3/24/09 Tue 3/24/09 $100,000.00Lobby Funds[10]

1.5.3 Quality Reviews 750 days Tue 3/22/05 Mon 2/4/08 $202,005.29

1.5.3.1 Owner Feedback 750 days Tue 3/22/05 Mon 2/4/08 $76,536.06Quality Assurance

1[50%]

1.5.3.2 Manufactures Feedback 750 days Tue

3/22/05 Mon 2/4/08 $65,619.23Quality Assurance 2[50%]

1.5.3.3 Help Desk Support 750 days Tue 3/22/05 Mon 2/4/08 $59,850.00Quality Assurance

4[50%]

58



1.5.4 Support 750 days Tue 3/22/05 Mon 2/4/08 $186,842.31

1.5.4.1 Auto Manufacture 750 days Tue 3/22/05 Mon 2/4/08 $74,307.69Mechanical Engineer

2[50%]

1.5.4.2 Help Desk Support 750 days Tue 3/22/05 Mon 2/4/08 $61,292.31Quality Assurance

3[50%]

1.5.4.3 Software Support 750 days Tue 3/22/05 Mon 2/4/08 $51,242.31Programmer 4[50%]

16.0.2.3 Communication Plan

1. The general manager and the project manager will meet with the legal analyst, marketing manager, finance manager and the technical director monthly or weekly as necessary. The project manager would prepare the agenda and it should include updating the project plan if necessary among other things.

2. The legal analyst will meet the legal firm at least weekly to evaluate the progress of contractual issues.

3. The legal analyst will meet the lobbying firm at least monthly to evaluate the progress towards a favorable mandate.

4. The marketing manager would meet the project manager at least monthly to evaluate the progress towards getting a contract.

5. The technical director and his team will meet every fortnight to evaluate quality, progress as per the project plan and conduct resource evaluation amongst other things.

6. The financial manager will present a detailed budget report in a quarterly meeting with the project manager and the general manager.

Effective communication is achieved via meetings, emails, phone calls, messaging and mails amongst other means.

59

16.0.3 Evaluation Plan

The OmnAuto project life cycle will have specific project phases, each marked by a deliverable to evaluate the project state. All team members will participate in progress reporting and team management. Periodical reporting and reviewing will be held monthly or as mutually agreeable used to track progress of the project. This plan will follow the milestone time line and will be implemented (and reviewed for relevance) at each milestone. Reviews will incorporate progress to date, work to be performed during the next month, status of all deliverables, evaluate planned delivery dates and discussion of technical or software issues as necessary.

The OmnAuto evaluation plan covers the following areas:1. Efficiency in meeting budget and schedule2. Customer impact and satisfaction3. Business success and future potential

The initial methods that will be incorporated follow.1. The project manager will monthly update the task progress as defined in

the project plan - Efficiency in meeting budget and scheduleThe project manager works with the technical director, marketing manager

and finance manager to update the project plan. At respective deadlines, reports from marketing, finance, web development, and technical progress will be submitted to the project manager to help update the project plan. We track technical progress, which also involves quality insurance.

2. Evaluation of the financial plan at three month intervals – Business success and profit projections

Financial evaluation will reflect the expenditure and budget remaining, in co-relation with the work done. At respective deadlines, reports from marketing, web development, technical progress and legal analyst will be submitted to the finance manager to help evaluate the expenditure and the resources remaining in correlation with the work done. If necessary, the financial plan will be revised by the financial manager and the project manager.

3. The management team will readdress feasibility at six month intervals – Future Potential and customer impact

A review will be conducted to ensure that the goal of the system is to solve an existing societal problem; the objectives and the scope are well defined. Compilation and analysis of statistics supporting the project selection will be done. A presentation followed by a detailed investigation will conclude this method.

4. Evaluation of the market at six month intervals – Future Potential The marketing manager evaluates the determined need for the solution at this point. Identification and evaluation of features needed, competition, risks, mitigations, marketing feasibility and potential customers is done with the help of

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research, surveys and interviews. The marketing manager would also do evaluation of the work done by the lobbyist group and the legal firm.

5. Evaluation after every milestones and deliverables – Business success There will be a meeting between the project manager, financial manager, marketing manager, legal analyst and technical director to review the milestone as per the project plan.

6. Evaluation of individual tasks There would be a continuous evaluation of individual tasks as described in the meeting schedules in the communication plan.

16.0.4 Marketing Plan

16.0.4.1 Marketing Summary

A market has been opened for our product by the TREAD act, which mandates that cars and light trucks be equipped with tire pressure monitoring equipment and alert sensors. The enforcement of this legislation is to be phased in over the next three years, providing a market of approximately 4 million vehicles in 2005, 7.5 million in 2006, and 11.5 million in 2007 and beyond, assuming vehicle production levels do not drop.

The marketing strategy is two pronged. Firstly, we will lobby for an enhanced mandate. We do not have to persuade congress to write one. The current mandate has already been found to be insufficient by the federal appeals court of New York in public citizen vs. National Highway Transportation Safety Association. A drafting of a new mandate is inevitable. We need merely influence to include the features of the OmnAuto system, namely, that pressure monitoring systems must monitor heat as well as pressure, which we believe to be necessary because tire pressure increases as the tire heats, so if the driver inflates his or her tire to the recommended pressure level while it is hot, the tire may still be under pressurized. We will also argue that tire pressure monitoring systems record the data they collect, that this data would serve as an early warning measure for a future Ford/Firestone fiasco.

We will use the possibility of this in enhanced mandate when approaching auto makers to buy our product. We will be able to argue that a vehicle equipped with the OmnAuto system not only will exceed the current federal mandate, which will appeal to auto makers concerned with an image of safety, but that it might soon be required for them to utilize a system such as ours.

The lobbying process centers around providing information to government officials. Provided a person’s case is good, their proposal is in accordance with their representative’s political doctrines, and the representative has no conflicting

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interests, gains can be made; swaying the opinions of politicians is not difficult. One problem we will have is that auto-makers are a strong lobbying force, and it is likely that some will resist spending any more money than necessary one tire monitoring equipment, so the mandating of a history keeping system might be difficult. But the potential gain of the government enacting such legislation is so great, it would be foolish of us not to try. Unfortunately, not only are we at a disadvantage to the auto-makers in terms of the amount of money we can devote to lobbying, we also don’t have established relationships with any congressmen or senators, so will we be forced to employ a lobbying firm, not just for expertise, but for simple access as well. Lobbying techniques include letters, meetings, campaign contributions, providing access to people and places, endorsements, and help with fund raising and voter turnout. As it is unlikely we will have to resources and influence to greatly sway individual politicians by providing them many such favors, it could be that our best hope is to be heard in front of the committee that is drafting the bill.

A marketing strategist will be hired as soon as funds are available to help sell our product to automakers, using standard techniques such as printed brochures, telephone calls, meetings and lunches with executives, as well appearances at technology expos, the auto manufacturer’s car shows, and industry conventions. Fortunately, there are relatively few auto makers, so we will be able to give each one a great deal of individualized attention, though primarily we will focus on those that produce luxury vehicles, recognizing as we do that our system is more expensive than others on the market. At the initial stage of marketing, our primary target will be Volvo, owned by the American company Ford. Volvo has brought an SUV to market, the XC90, and because of Volvo’s unparalleled reputation for safety and the propensity of the SUV to roll over, we feel theirs would be the ideal pilot vehicle for our system. Volvo still remains a viable customer because, to date, they have not yet begun utilizing direct tire pressure monitoring systems on their SUV, though, according to inside sources, they are currently working with indirect pressure monitoring technology.

It is estimated that it will cost $1,599,096 to develop our product, $850,000 of this coming from SBIR grants, which leaves $749,096 to be repaid to investors or creditors before our corporation will begin to see a profit. With a unit production cost of $178 and a sales price of $208, it will be necessary to sell 20,970 units to reach this breakeven point. This figure of 20,970 is just .524% of the vehicles mandated to have such a system installed in 2005. Note that the market size will rise to 11,000,000 vehicles in 2007 and beyond. Hence, just by acquiring a contract with one auto manufacturer, we will be able to repay our development costs within the first few years of production.

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16.0.4.2 Commercial Profit Margin – Market Share Required to Break Even

The OmnAuto cost per unit is as follows:

Estimated Product Cost per Unit

56 MB memory chip $24.00

Processor Board/chip $60.00

Housing $40.00

Sensors $34.00

Total $158.00

In the aforementioned cost per unit chart, the assembling cost has been figured in phase 3 and already accounted for. The assembly cost is the cost of labor required to assemble the OmnAuto system.

The OmnAuto system requires a 0.75 % of market share as seen in the table below. A contract with Volvo for the XC-90 will be sufficient to break even as Volvo produced 23,500 units of the Volvo XC-90 in 2001 (as per Ford Statistics)

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FUNDING Phase 3 Cost $ 835,829.73 Phase 4 Cost $ 1,585,944.21 Total Development Cost $ 2,421,773.94 Cost per Unit $ 158.00 Profit per Unit $ 105.00 Sales Price per Unit $ 263.00 Sales Units 30,000 Production Units 34,500 Total Sales $ 7,890,000.00 Total Product Cost $ 7,872,773.94 Profit/Loss $ 17,226.06 Units sold for Breakeven 30,000 Cars needing sensor in 2005 4,000,000 Market Share to Break even 0.750%

16.0.4.3 Competition

The OmnAuto group that our product will change the auto industry is awareness on safety. This product integrates existing systems that were tested and proven is the auto industry market. Some of the existing products on the market only offer results to vehicle manufactures. Our competitors use fewer components, and monitor limited aspects of tire pressure leading to the risks of driver’s risks. With OmnAuto, vehicles will have the capability safety of full system integration including; tire pressure monitoring and temperature sensing devices all integrated into one system.

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Figure 16.8

The Intellivalve product only offers monitoring of tire pressure, monitoring of temperature, and alert pressure temperature. This gives the driver an instant readout of the tire pressure and temperature of each wheel. The Intellivalve will give you audio warnings if your tire pressure is below or above the recommended levels. The Motorola product offers the same monitor pressure and monitor temperature, which is given you the same results.

Smart Tire technology uses proprietary wireless protocol to allow a driver to detect loss of tire pressure while monitoring both contained tire pressure and temperature. This system uses a transmitter that contains a custom integrated circuit, which is tied into the Company's core radio frequency technology. These are the same components offered in the intellivalve system. Sensonor integrates only two components, pressure sensoring and tire pressure measurement applications. The pressure sensor is designed for tire pressure measurement in heavy vehicles.

The Tire- SafeGaurd system only offers integration of the tire-pressure monitoring, which is not enough compare to the other products on the market. The OmnAuto system will integrate, monitor pressure, monitor temperature, and alert pressure temperature of tires, collect historical data for future use, and evaluate the history. This system shares a few similarities with such as the Smart Tire and intellivalve but offers more. The collection of historical data in each separate memory unit will allow vehicle manufactures to record the vehicle speed and mileage every two minutes.

The Data Collection capabilities of this product may help produce better tires. With the government Tread Act mandates always changing OmnAuto can make a difference on the market. The historical data collection gives drivers a

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Intellivalve x x xMotorola x xSmarTire x x xSensoNor x xTire-SafeGuard xOmnAuto x x x x x

better appreciation for under inflated tires and tire pressure monitoring allowing for manual correction before catastrophic results. This system can take safety to another level.

16.0.5 Contractual Aspects

Potential customers are expected to provide the following: technical documentation describing how to interface with their vehicle’s processor and RF receiver, an element in the dash board display with an agreed upon interface for alerting the driver if tire pressure drops, a space in the car to mount the OmnAuto computer control system that can be easily accessed for data retrieval. Also, the customer will provide for the installation of the OmnAuto system. Ownership of the data collected is a matter for negotiation, though obviously the customer will have free access to any data it collects at its dealerships or through arrangement with other service providers. OmnAuto expects to maintain contact with its initial customer(s) throughout the design phase of the project and will certainly be open to customized features, joint design efforts, etc. We will be providing a three-year replacement warranty on our product. SmarTire sensors will be utilized as a commercial off the shelf product. Initially, and then again as our production levels rise, attempts will be made to negotiate better prices for bulk buys. Likewise, the greater the size of a customer’s order, the lower the price we will sell units to them.

A contract will be obtained with a lobbying firm in the hopes of influencing the rewriting of the TREAD Act to include monitoring for heat as well as pressure, and perhaps a provision for the collection of historical data. Additionally, legal services will be outsourced and a contract will be needed to define our relationship with the law firm we choose to represent us for the drafting of other contracts, the management of the potential patent issues that might arise, and information on product liability.

Specifically, a contract will be sought with Volvo, a subsidiary of the Ford Corporation, for installation on their SUV, the XC-90. They will be expected to adhere to the above mentioned conditions of providing space for our product, providing us with the documentation necessary to adapt our product to their vehicle, and a dashboard display with which the OmnAuto system interfaces.

16.0.6 Funding Plan

16.0.6.1 Financial Summary

Funding is an obvious hurdle to the success of any large project. Because of this the OmnAuto group has spent much time developing a budget that will allow the completion of all major goals and that will be flexible enough to account for any unforeseen problems. The funding that the group is basing its budget on will all be allocated from the SBIR grant. There is, however, the desire for a small amount more than the grant can offer. This extra money, beyond the

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maximum the grant will give, will be used exclusively to meet the extra monetary requirements of the marketing department, including lobbying. Obtaining a contract with an automobile manufacturer will be crucial to the success of this project. Marketing is therefore an integral part of the project that cannot be overlooked. The marketing department will receive an allotment from the grant. It has been determined, however, that extra money beyond what the grant can afford would give the marketing department the edge it needs to acquire the critical automotive contract. It is also important to give as much money as possible to the lobbying firm that will be hired. This is to ensure that when the mandates the group is using to help persuade automobile manufactures are rewritten, that they will be rewritten in favor of OmnAuto.

In order to raise the extra funding to be allocated to the marketing department and lobbying firm, a small business loan will be secured for the amount needed. In the event that a bank denies the loan, the group will attempt to obtain a governmental loan, or small business grant. However, in the worst case scenario, that is to say if no extra money can be found, the solution will be to cut the extra funding allotted to the marketing department and work with the best that can be afforded. Each department's monetary need has been over-estimated by a reasonable amount and so there will likely be some small amount of surplus at the conclusion of each phase. This surplus could be used to help meet the marketing department and lobbyist’s needs in the event that no loan is obtained.

16.0.6.2 Detailed Budget16.0.6.2.1 Phase 1

Group: Overhead $30,392.26 Phase 1 Misc $2,541.15 $1.00Phase 1 Overhead $27,851.11 $27,851.11Group: Document $5,630.09 Technical Writer $5,630.09 $35,703.00/yrGroup: Electrical $5,486.11 Electrical Engineer $0.00 $64,144.00/yrElectrical Engineer 2 $5,486.11 $53,826.00/yrGroup: Legal $28,000.00 Lawyer $28,000.00 $350.00/hrGroup: Management $7,744.37 Project Manager $7,744.37 $75,020.00/yrGroup: Mark $2,821.33 Financial Analyst $2,821.33 $48,903.00/yrGroup: Market $3,019.56 Market Analyst $3,019.56 $74,770.00/yrGroup: Mechanical $5,315.77

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Mechanical Engineer $361.93 $62,734.00/yrMechanical Engineer 2 $4,953.85 $51,520.00/yrGroup: Software $4,430.54 Programmer 3 $814.25 $40,325.00/yrProgrammer 4 $2,903.73 $35,528.00/yrWeb Designer $712.56 $37,053.00/yrGroup: Quality $4,680.76 Quality Assurance 1 $306.14 $53,065.00/yrQuality Assurance 2 $4,374.62 $45,496.00/yrTotal Phase1 $97,520.79

16.0.6.2.2 Phase 2

OverHead Phase 2 $348,785.81 Airfare $14,400.00 $14,400.00Booth $30,000.00 $30,000.00Car Rental $1,720.00 $1,720.00Desktops $12,000.00 $12,000.00Development Software $32,000.00 $32,000.00Entertainment $1,500.00 $1,500.00Hotel $6,300.00 $6,300.00Laptop $2,250.00 $2,250.00Lobby Funds $60,000.00 $10,000.00Office Software $1,000.00 $1,000.00OverHead(Salary) $160,815.81 $160,815.81Per Diem $1,800.00 $1,800.00Server $5,000.00 $5,000.00TestTrack $20,000.00 $10,000.00Group: Document $39,414.08 Technical Writer $22,794.99 $35,703.00/yrTechnical Writer 2 $16,619.09 $32,246.00/yrGroup: Electrical $30,415.19 Electrical Engineer $2,467.08 $64,144.00/yrElectrical Engineer 2 $27,948.12 $53,826.00/yrGroup: Legal $117,000.00 Lobby Group $117,000.00 $325.00/hrGroup: Management $4,789.74 Project Manager $4,789.74 $75,020.00/yrGroup: Market $35,947.12 Market Analyst $35,947.12 $74,770.00/yrGroup: Mechanical $38,943.15 Mechanical Engineer $7,238.54 $62,734.00/yrMechanical Engineer 2 $31,704.62 $51,520.00/yr

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Group: Software $72,663.35 Programmer 1 $20,714.31 $44,881.00/yrProgrammer 2 $17,128.73 $42,414.00/yrProgrammer 3 $16,285.10 $40,325.00/yrProgrammer 4 $16,397.54 $35,528.00/yrWeb Designer $2,137.67 $37,053.00/yrGroup: Quality $57,705.89 Driver $1,600.00 $100.00/hrQuality Assurance 1 $4,081.92 $53,065.00/yrQuality Assurance 2 $11,374.00 $45,496.00/yrQuality Assurance 3 $18,305.97 $42,496.00/yrQuality Assurance 4 $22,344.00 $41,496.00/yr $396,878.52 Total Phase 2 $706,760.12

16.0.6.2.3 Phase 3

Group: Overhead $171,960.00 Airfare $14,400.00 $14,400.00Booth $30,000.00 $30,000.00Car Rental $1,720.00 $1,720.00Document Printing Cost $66,240.00 $0.48Entertainment $1,500.00 $1,500.00Hotel $6,300.00 $6,300.00Lobby Funds $50,000.00 $10,000.00Per Diem $1,800.00 $1,800.00Group: Document $10,541.96 Technical Writer 2 $10,541.96 $32,246.00/yrGroup: Electrical $12,775.23 Electrical Engineer $8,634.77 $64,144.00/yrElectrical Engineer 2 $4,140.46 $53,826.00/yrGroup: Legal $58,500.00 Lobby Group $58,500.00 $325.00/hrGroup: Market $33,071.35 Market Analyst $33,071.35 $74,770.00/yrGroup: Mechanical $12,408.04 Mechanical Engineer $8,444.96 $62,734.00/yrMechanical Engineer 2 $3,963.08 $51,520.00/yrGroup: Support $536,573.15 Installation Engineer $529,042.23 $43,820.00/yrTrainer $7,530.92 $48,951.00/yrTotal Phase 3 $835,829.73

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16.0.6.2.4 Phase 4

Group: Overhead $181,440.00 Airfare $28,800.00 $14,400.00Booth $30,000.00 $30,000.00Car Rental $3,440.00 $1,720.00Entertainment $3,000.00 $1,500.00Hotel $12,600.00 $6,300.00Lobby Funds $100,000.00 $10,000.00Per Diem $3,600.00 $1,800.00Group: Doc $116,410.73 Technical Writer $107,109.00 $35,703.00/yrTechnical Writer 2 $9,301.73 $32,246.00/yrGroup: Elec $161,478.00 Electrical Engineer 2 $161,478.00 $53,826.00/yrGroup: Legal $507,000.00 Lobby Group $507,000.00 $325.00/hrGroup: Market $76,207.88 Market Analyst $76,207.88 $74,770.00/yrGroup: Mech $228,867.69 Mechanical Engineer 2 $228,867.69 $51,520.00/yrGroup: Prog $51,242.31 Programmer 4 $51,242.31 $35,528.00/yrGroup: Qual $263,297.60 Quality Assurance 1 $76,536.06 $53,065.00/yrQuality Assurance 2 $65,619.23 $45,496.00/yrQuality Assurance 3 $61,292.31 $42,496.00/yrQuality Assurance 4 $59,850.00 $41,496.00/yrTotal Phase 4 $1,585,944.21

16.0.7 Resource Plan

The overhead resources will come from the Old Dominion University. Each OmnAuto representative will need a desktop computer for work usage. The marketing analyst will need a laptop for travel use. Laptop uses will consist of project demonstration to auto-manufacturers and presentations that are needed to promote the marketing strategy.

Miscellaneous office software will be used for testing, document management, and application compatibility. The company will need a file server for hosting website promotion, storing data files and document information storage. Company data will be restricted for only company use. Office supplies will be used in conjunction with company meetings. The Software Development Suite (Desired Vendor- Rational Software) is used for the software development. The test suite will support the software development through the life of the project. Each step of the software development process will support design, modeling,

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implementation, testing, distribution, and maintenance. This will cover the following:

Software Design Modeling Software Development software Integrated Development Environment (IDE’s) Automated Testing Software source code Document management Software Requirements Defect Tracking

16.0.8 Staffing Plan

Project ManagerThe Project Manager is instrumental in managing the direction, resources, and personnel of the project. He is responsible to upper management for the progress of the project; in addition, the Project Manager has the final word over any department decision, and thus must have experience in dealing with the various departmental operations of his team.

Technical DirectorTechnical director is responsible for all aspects of the design and development of the prototype and production line unit. All engineering departments will report to him. He will be in contact with the automobile engineering department to assure that the OmnAuto system meets all their requirements. He will evaluate and report progress to the project manager.

Mechanical EngineerIt will be the responsibility of the mechanical engineers to develop the temperature-pressure algorithms used by the system to create an accurate warning system. The Mechanical Engineer is responsible for the integration, operation, and maintenance of the hardware.

Electrical EngineerThe electrical engineers will design all the hardware necessary for the system in addition to developing the hardware interface with the vehicles Controller Area Network (CAN) system.

Quality AssuranceThe Quality Assurance team will be writing and submitting the necessary forms and documentation to acquire Quality Assurance Certification under the SB9000 certification. In addition to this, they will assure that the various departments of the company conform to the certification criteria during the compliance phase before the certification is processed.

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Testing PersonnelPersonnel will be hired to run necessary tests on both the lab prototype and production level prototype. They will report to the Technical Director and will perform tests based on the Quality Assurance Certification requirements.

Installation EngineerThe installation engineer will go out to the automobile manufacture and will be in charge of training on installation of the system and is responsible for the modification of the production line.

Software ManagerThe software manager is in charge of delegating tasks and modules to the software engineers and will help keep the software department on task for meeting deliverable deadlines. In addition the software manager will report to the technical director on progress and various issues that may arise.

Software EngineerIs in charge of designing, coding, and debugging all software related to the development of the system as well as the necessary encryption to keep the data on the vehicles secure.

Technical WriterThe Technical Writer is responsible for preparing, writing, and reviewing the technical documentation for each project section.

Web DesignerWill create a website to raise public awareness about OmnAuto and its life saving system, as well as to allow automotive companies to do research about the company. The site will also be beneficial to the marketing department.

Financial ManagerIs in charge of creating the quarterly budget and managing finances to assure that OmnAuto stays within budget.

Financial AnalystThe Financial Analyst is responsible for pulling together, organizing, and filling out financial documents. He is also responsible for working with Research to produce accurate estimations for the Finance Director to analyze and approve.

Marketing ManagerDevelops the overall plan for how to approach the market. The marketing manager will make contacts among the automobile industry, give

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presentations, and work with the legal firm and lobbying firm and evaluate their progress.

Marketing SpecialistThe Marketing Specialist is responsible for analyzing the market and developing strategies for the best and most efficient way to secure a contract.

Legal AnalystIs responsible for understanding current federal mandates and how they apply to the OmnAuto system design, as well as how they affect patent rights. She will be in constant communication with the legal and lobbying firms and will evaluate and report progress to the project manager.

Legal FirmThe legal firm is responsible for writing and reviewing the various contracts that OmnAuto will enter into with suppliers and customers (i.e. auto manufacturers).

Lobbying FirmThe lobbying firm will be used to lobby the government in an effort to get the TREAD act rewritten in favor of the OmnAuto system. They will be allocated a significant amount of money and will report progress regularly to the marketing department.

16.0.9 Risk Management Plan

Failure to manage risks can result in delayed deadlines, over budget, or poor quality. Following is the list of our project risks:

1) Legal Risk: Liability if the system is not functioning properly2) Legal Risk: Unfavorable Government Mandates 3) Societal Risk: Information overload4) Managerial Risk: Time to market 5) Managerial Risk: Strained relations with the Automobile manufactures,

sub-contractors and lobbyist group 6) Marketing Risk: Competition7) Technical Risk: Cost of implementation of the system8) Technical Risk: Proprietary protocols for existing car networks 9) Technical Risk: The system requires Rf receiver10)Technical Risk: Failure to meet the industrial standards 11)Production Risk: Loss of equipment supplier

•Legal Risks

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Liability if the system is not functioning properly

Mitigation:A legal firm has been hired to formulate the contract. They would be specifically instructed to create a liability shield. If the system fails due to some reason, the check engine light would come on. The OmnAuto system would not be liable for not functioning properly as per the liability shield.

Government Mandates

Mitigation:A lobbying firm has been hired to push for a favorable mandate. They would specifically try to push for a mandate that includes tire pressure and temperature monitoring. An added plus would be to push for a mandate that requires historical data recording. The OmnAuto system fulfills the aforementioned requirements.

•Societal

Information overload

Mitigation:We will format and analyze the data in a way that isn’t overwhelming and easy to understand and apply. For example, graphical analysis of data will help mitigate this risk.

•Managerial

Time to market

Mitigation:We have a detailed project plan backed by a strong evaluation plan in order to maintain the deadline.

Relations with Automobile manufactures, sub-contractors and lobbyist group

Mitigation:Clear and constant communication will help mitigate this risk. The established management structure will allow only the project manager and the marketing manager to have a communication with the automobile manufacturer in the initial stages. Later, only the project manager and the technical director will have this communication. The meetings established by the management plan will help to maintain constant understanding and communication between the sub-contractors and the lobbyist group.

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•Marketing

Competition

Mitigation:OmnAuto will offer automatic tire pressure monitoring systems based upon both, temperature and pressure. The system will record, analyze and archive data. In the present market no other competitor provides the later. The price of the OmnAuto system will also be competitive.

•Technical

Cost of implementation of the system

Mitigation:The design of the OmnAuto system has been made extremely easy to implement. The cost of implementation is a well-kept secret. Our technical team will be in constant touch with the automobile manufacturer in order to minimize the cost of implementation of the system.

Proprietary protocols for existing car networks

Mitigation:We have designed the initial OmnAuto system keeping Ford protocols in mind, which is used in Volvo XC-90.The system requires Rf receiver

Mitigation:Our Initial target market is the Volvo XC-90. The Volvo XC-90 has an Rf receiver. Moreover, the design of the OmnAuto system is simple and addition of an external Rf receiver will not have a catastrophic effect on the cost as well as the technical implementation of the system.

Failure to meet the industrial standards or obtain QA certification

Mitigation:OmnAuto has a well-developed project plan which also considers appropriate resources for registration to meet QS-9000, and TS-16949 industry quality standards. QS-9000 is the standard that is being phased out, and TS-16949 is the standard that will take its place on December 8, 2003. The strong quality assurance department will help mitigate this risk by keeping track of quality.

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16.0.10 Glossary

ABS – Anti-lock Brake System - an automatic cycling of the brakes on and off, used in emergency braking situations to maintain control of the car.

CAN – Controller Area Network - a high-integrity serial data communications bus for real-time applications, operates at data rates of up to 1 Megabit per second and has excellent error detection and confinement capabilities. Was originally developed by Bosch for use in cars, and is now being used in many other industrial automation and control applications. ISO 11898.

CFR – Code of Federal Regulations - the codification of the general and permanent rules published in the Federal Register by the executive departments and agencies of the Federal Government. It is divided into 50 titles that represent broad areas subject to Federal regulation.

Direct Monitoring – the tire pressure is measured directly for each tire, rather than a calculation of pressure.

DOT – Department of Transportation - established by an act of Congress on October 15, 1966. Its mission is to serve the United States by ensuring a fast, safe, efficient, accessible and convenient transportation system that meets our vital national interests and enhances the quality of life of the American people, today and into the future.

ECU – Electronic Control Unit – controls the fuel injection system, ignition timing, and the idle speed control system. The ECU consists of an 8-bit microprocessor, random access memory (RAM), read only memory (ROM), and an input/output interface.

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FMVSS – Federal Motor Vehicle Safety Standards. The National Highway Traffic Safety Administration has a legislative mandate under Title 49 of the United States Code, Chapter 301, Motor Vehicle Safety, to issue Federal Motor Vehicle Safety Standards (FMVSS) and Regulations to which manufacturers of motor vehicle and equipment items must conform and certify compliance. FMVSS 209 was the first standard to become effective on March 1, 1967. A number of FMVSS became effective for vehicles manufactured on and after January 1, 1968. Subsequently, other FMVSS have been issued. New standards and amendments to existing standards are published in the Federal Register.

Indirect Monitoring – the tire pressure difference is calculated through the Anti-lock brake system, based on a difference of rotation rates of the tires.

NHTSA – National Highway Transportation Safety Administration - a subdivision of the U.S. Department of Transportation, and investigates safety defects in motor vehicles, among other things.

RF – Radio Frequency - any frequency within the electromagnetic spectrum normally associated with radio wave propagation.

RMA – Rubber Manufacturer’s Association - the national trade association for the rubber products industry.

16.0.11 References

Transportation Recall Enhancement Accountability and Documentation Act (TREAD Act). Public Law 106-414. November 1, 2000.

Tire Pressure Monitoring Mandate. 49 CFR 571.138. National Highway Traffic Safety Administration. October 1, 2002.

“Appeals court tells safety agency to redo arbitrary and capricious regulation.” Detroit News. August 7, 2003.

National Tire Safety Fact Sheet 2003. A Consumer Education Program of the Rubber Manufacturer’s Association. 2003.

SmarTire Comments to the National Highway Transportation Safety Board. NHTSA Docket 2000-8572-136. 2000.

Summary Root Cause Analysis. Bridgestone/Firestone. 2000.

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http://www.nhtsa.dot.gov/exit.cfm?link=http://www.dot.gov/

http://www.nhtsa.dot.gov/exit.cfm?link=http://www.dot.gov/

Final Rule Requiring Tire Pressure Monitoring Systems. 49 CFR 571. RIN 2127-AI33. National Highway Traffic Safety Safety Administration. May 30, 2002.

Tire Trouble: The Ford-Firestone Blowout. Editor: Dan Ackman. Forbes.com http://www.forbes.com/2001/06/20/tireindex.html. June 20, 2001.

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http://www.forbes.com/2001/06/20/tireindex.html