1 DORS PROPRIETARY–SENSITIVE INFORMATION Welcome to DORS Many high volume restaurants during peak periods can experience a significant increase in inaccurate orders due to the arrival of so many guests at one time and the rush that is placed on each server to efficiently handle each order. As a result of inaccurate orders, restaurants can lose up to 14% of their clientele, which is lost revenue and lost profits. DORS allow customers to place their food order online and provide them with feedback as to the calorie and fat count of the meal, a generic image of the meal, and a list of side dishes and main course ingredients, and cost information. This allows the customer to be more informed about their order than if they selected from a picture less menu. This works to decrease order errors which will improve customer satisfaction.

2 DORS PROPRIETARY–SENSITIVE INFORMATION DORS Management Organization (Management Process)

3 DORS PROPRIETARY–SENSITIVE INFORMATION DORS Milestones (Management Process)

4 DORS PROPRIETARY–SENSITIVE INFORMATION DORS Engineering Process (Design Process) FSR PDR CDR Assets Objective People Requirements Analysis/ Engineering Verification System Verification/ Validation Performance Requirements Analysis Controls Functional Allocation/ Decomposition Design Synthesis DORS SYSTEMS ENGINEERING PROCESS Ensures Traceability to Requirements Drives the Spiral that Integrates Assets, Objective, and People at all Levels of System Design FER DLR

5 DORS PROPRIETARY–SENSITIVE INFORMATION DORS Functional Decomposition (Design Process) R R R R R R R R R R R R R R R R F F F F F F F F f f f f f f f r r r r r r r r

6 DORS PROPRIETARY–SENSITIVE INFORMATION DORS Functional Architecture (Design Process) Restaurant Customer Submit Finalize Modify Order Browse Identification Usage Welcome Restaurant Staff Notify Modif y Print Remov e HTML Form CGI Mail DORS

7 DORS PROPRIETARY–SENSITIVE INFORMATION DORS Physical Architecture (Design Process)

8 DORS PROPRIETARY–SENSITIVE INFORMATION DORS Trade Studies (Engineering Controls) Examine Trade Study ProblemReview Requirements Select and Setup MethodologySelect Candidates Analyze Results Document Trade Study Process and Results Define constraints Generate problem statement List requirements Examine checks and balances Define level of analysis detail Develop customer/team interface Choose trade-off methodology Develop and quantify criteria Determine weights Gather data by following the selected methodology Measure Performance Evaluate candidates Perform sensitivity analysis Reevaluate candidates

9 DORS PROPRIETARY–SENSITIVE INFORMATION DORS Risk Management (Engineering Controls) DORS Risk Management Process Track, Status, Task, Select Alternatives DORS Risk Management Process Track, Status, Task, Select Alternatives Identify RiskAssess and PrioritizeMitigation Convene Risk Management Board Reallocate Resources, Assess Requirements, Modify Schedule Stakeholder Input/Recommendation Technology and Subsystems Legacy vs. New System Integration Programmatic, Cultural, Political Cost, Schedule, and Performance Risk Assessments Probability of Risk Consequence Analysis Program Impact Prioritization Overall Strategy Evaluation Transitions Reduction & Mitigation Strategies Long Range Plans Off Ramp Strategy Development

10 DORS PROPRIETARY–SENSITIVE INFORMATION DORS Test & Evaluation (Design Process) Requirement Derived Requirement Function Sub Function Resource 2 3 1

11 DORS PROPRIETARY–SENSITIVE INFORMATION DORS Budget (Management Process) Specification Planning Time (7 Group Members) 7 x $ 3,000 =$ 21,000 $21,000 Prototype 7 Group Members7 x $ 3,000=$ 21,000 Consultants2 x $15,000=$ 30,000 Hardware for Prototype =$ 20,000 $ 71,000 Delivery 7 Group Members7 x $50,000=$350,000 Consultants7 x $50,000 =$350,000 Support Personnel 2 x $25,000=$ 50,000 Technical Support2 x $25,000 =$ 50,000 Hardware=$ 25,000 Software and Licenses=$ 50,000 Training=$ 25,000 Marketing=$ 16,000 Personnel Overhead=$ 50,000 Office Space=$ 50,000 Operating Cost=$ 25,000 Other=$ 5,000 $956,000 Total Projected Cost = $1,048,000 Specification Planning Time (7 Group Members) 7 x $ 3,000 =$ 21,000 $21,000 Prototype 7 Group Members7 x $ 3,000=$ 21,000 Consultants2 x $15,000=$ 30,000 Hardware for Prototype =$ 20,000 $ 71,000 Delivery 7 Group Members7 x $50,000=$350,000 Consultants7 x $50,000 =$350,000 Support Personnel 2 x $25,000=$ 50,000 Technical Support2 x $25,000 =$ 50,000 Hardware=$ 25,000 Software and Licenses=$ 50,000 Training=$ 25,000 Marketing=$ 16,000 Personnel Overhead=$ 50,000 Office Space=$ 50,000 Operating Cost=$ 25,000 Other=$ 5,000 $956,000 Total Projected Cost = $1,048,000

12 DORS PROPRIETARY–SENSITIVE INFORMATION DORS Marketing Plan (Management Process) According to Ruby Tuesday, Inc “is a billion-dollar public company with more than 500 restaurants in nearly every state in America...” If we signed up Ruby Tuesday, Inc with this Dynamic On-Line Restaurant System service for one year we would make $1,802,000. Montly Fee$ 300 x 500 Locations $ 150,000 Per Month x 12 Months $1,800,000 Per Year To break even we would need a one year contact with at least 138 locations. Marketing Strategies Newspaper and TV Ads, aside from Website Sell the system at a reasonable and affordable cost Demo CDs Distribution Brochures

13 DORS PROPRIETARY–SENSITIVE INFORMATION Dynamic Online Restaurant System (DORS) R R R R R R R R R R R R R R R R F F F F F F F F f f f f f f f r r r r r r r r