Problem Statement
Many roadways that are prone to flooding lack a contiguous alert system to warn drivers of dangerous water levels. Such a system could assist drivers in preventing vehicle damage and personal injury in cases where they overestimate their ability to proceed through inundated portions of the road.
Risk Mitigation Plan
1. Document Identification
This Risk Management Plan serves to identify risks associated with the creation and implementation of the Surface Water Detection System (hereafter referred to as SWDS). For each data point, a risk level is assigned and its mitigation step listed.
1.1 Risk Matrix
| Probability | ||||||
|---|---|---|---|---|---|---|
| Impact | Rare | Unlikely | Possible | Likely | Highly Likely | |
| Very High | ||||||
| High | ||||||
| Moderate | B & C | D | ||||
| Low | A | |||||
| Very Low | ||||||
1.2 Risks & Mitigations
Risk A:
Scheduling Risks- Information delay
- Concerning the cities specific network system
- Concerning sensor locations
- Equipment delay
- Manufacturing delay on mounting system
- Manufacturing delay on road sign (putting the lights on the custom sign)
Mitigation A:
Concerning information delay, it is classified as (Low/Unlikely) that the client taking more time to decide sensor location placement and equipment production would cause the project to fail. It may increase the completion timeline however; this would be partially the client’s responsibility to decide on fast efficient placement of sensors to complete in a timely fashion to mitigate this risk.
Risk B:
Financial Risks- Additional unforseen expenses
- Additional parts needed that aren't mentioned in budget
- Manufacturing costs increase
- Contact Penalties
- Associated with equipment delay that could cause a late delivery for the project
Mitigation B:
The financial risks with this portion of the project are classified as (Moderate/Possible) because it is the common case that planning does not take into account every expenditure. This could drive up the cost for the client, and will be absolved by adding in an overhead expense to the price quote.
Risk C:
Technical Risks- Technology Availability
- City doesn't have a network system to piggy-back
- Outsourcing to third party to build network
Mitigation C:
This risk is classified at level (Moderate/Possible) due to the fact that this is a likely scenario. Despite research efforts, the information on the city of Norfolk’s networking capabilities is not readily available. It is unknown exactly which of the two scenarios the development team will encounter when attempting to integrate the networked solution into the existing infrastructure. For that reason, it is possible that the networking may need to be outsourced to accommodate the functionality of the product. This risk will be addressed by meeting with the City Engineer and discussing details of this project and feasibility.
Risk D:
Marketing Risks- Customer Risk
- City isn't interested in purchasing product without monetary investment return
Mitigation D:
This risk is classified at level (Moderate/Likely) because it is quite possible that local cities will not want to purchase the SWDS if their return is mainly on public safety and alleviating emergency staff. These undefined benefits cannot be measured quantitatively, only estimated subjectively. The elucidation of this would be to identify an alternative customer and market to them. It has been proposed that SWDS team should consider insurance agencies because they have a vested interest in the data that the SWDS would provide. This being the case, insurance companies can choose to confirm or deny policyholder claims based on the data from our system.
Work Breakdown Structures
The Work Breakdown Structure (WBS) is a chart that the Project Manager and other team members will utilize in order to compare the budgeted cost against the resources required to complete the associated task. Every element in the WBS has an associated cost, budget, staffing, and resource requirement. The WBS is a vital tool in ensuring that deadlines and other constraints are met throughout the SWDS development phase.
Organizational Structure
Program Management Overview
Phase 0 & 1 Organization
Phase 2 – Functional Prototype & Development
Phase 3 – Post Production
Business Plans
SBIR/Budget
User Manual
410 Presentations
411 Labs
411 Final Presentation
About Our Team
Marissa Hornbrook – Project Manager
- Rank: Senior, Old Dominion University
- Skills: Management, web development, C++ programming, software development, technical writing, database management.
- Responsibilities: The Project Manager is responsible for the coordination, communication, and collaboration of the team, monitoring development, and delegating task assignments/project schedules.
Eric Boyd – Web Developer/Webmaster
- Rank: Senior, Old Dominion University
- Skills: Web Development, ASP.NET Development, Software Engineering
- Responsibilities: The web developer is responsible for designing, developing, and maintaining the web application software portion of the solution, in addition to the internal SWDS website
Robert Dayton – Hardware & Communications Specialist
- Rank: Senior, Old Dominion University
- Skills: C++/C#/BASIC Programming, embedded prototyping development, basic hardware implementation, and networking.
- Responsibilities: The Hardware Specialist is responsible for the design, networking, and implementation of all hardware required in the development of SWDS. Essentially responsible for a large part of the embedded system development and prototype creation.
Jill Mostoller – Research & Development
- Rank: Senior, Old Dominion University
- Skills: Programming: C, C++, Java
- Responsibilities: Research and Development Specialist is responsible for researching to solve team problems and assisting implementation of the SWDS prototype. Also responsible for documenting work in written reports and oral presentations, in addition to accomplishing additional tasks as needed.
Cassandara Rothrauff – Marketing & Public Relations
- Rank: Senior, Old Dominion University
- Skills: HTML, PHP, Javascript, AJAX, Unix, networking
- Responsibilities: The Marketing Specialist is responsible for promoting and maintaining a positive image for SWDS, and will represent the company while establishing and maintaining contacts with the client. The Marketing Specialist will also design and implement effective marketing campaigns and thorough market research plans.
Prototype
