i | P a g e

bumpedappleΚινητά – Ασύρματες Τεχνολογίες

21 Νοε 2013 (πριν από 3 χρόνια και 10 μήνες)

96 εμφανίσεις

i

|
P a g e








ii

|
P a g e


Table of Contents


Executive Summary

................................
................................
................................
................................
....

1

Part 1 Business Requirements

................................
................................
................................
...................

3

Business C
ontext: “As
-
is” and “to
-
be” business processes

................................
................................
..................

3

Business process 1: Recovering assets from
remote locations

................................
................................
...

3

Business process 2: Identify and Reward Depositors

................................
................................
.................

4

Business process 3: Securing Containers

................................
................................
................................
.....

5

Business process 4: Predicting Future Expansion Strategically

................................
..............................

6


Required Functionality

................................
................................
................................
................................
...........

7

Business Benefit Justification

................................
................................
................................
................................
.

9

Business costs to

implement the solution

................................
................................
................................
.....

9

Projected benefits

................................
................................
................................
................................
..........

9

Projected benefits

................................
................................
................................
................................
..........

9

Success M
etrics

................................
................................
................................
................................
......................

10

Part 2
Techni
cal Specification and Prototype

................................
................................
........................

1
1

Architectural Approach

................................
................................
................................
................................
........

11

Deployment Model

................................
................................
................................
................................
......

11

Architectural Diagram

................................
................................
................................
................................

11

Type of Installation

................................
................................
................................
................................
.....

1
2

Software Components

................................
................................
................................
................................
.

13


Software Solutions

................................
................................
................................
................................
.................

13

PaaS Vendor Selection

................................
................................
................................
................................

15

Cloud
-
based Database Selection

................................
................................
................................
................

16

M2M Security Solution Selection

................................
................................
................................
...............

16


GeoPointe GIS Solution Selection

................................
................................
................................
..............

17

Integration with Existing Enterprise Systems

................................
................................
................................
....

17

Integration Plan

................................
................................
................................
................................
...........

17

Middleware

................................
................................
................................
................................
..................

18

Data Validation

................................
................................
................................
................................
............

18


Integration Action
s

................................
................................
................................
................................
......

19

Data design and management
................................
................................
................................
...............................

19

E
-
R Diagram for Consumer Asset Recovery System

................................
................................
...............

19

Solution Demonstration

................................
................................
................................
................................
........

2
1


iii

|
P a g e



Part 3 Implementation Plan

................................
................................
................................
.....................

28

Solution Development and Deployment

................................
................................
................................
.............

28

Solution Development Plan

................................
................................
................................
.........................

2
8

Deliverables

................................
................................
................................
................................
..................

31

Project
Milestones Timeline

................................
................................
................................
.......................

32

Risk Mitigation

................................
................................
................................
................................
............

32


Operational Governance

................................
................................
................................
................................
.......

33

Stakeholders

................................
................................
................................
................................
................

33

Resources

................................
................................
................................
................................
.....................

34

User Enablement

................................
................................
................................
................................
...................

36

Communication

................................
................................
................................
................................
...........

36

Training and Knowledge Transfer

................................
................................
................................
............

36

Success Metrics

................................
................................
................................
................................
......................

37

Appendix A. Onli
ne Customer Service Survey example

................................
................................
.......

38

Appendix B.
Financial Model for Smart Container Project

................................
................................
.

38

Appendix C
.
Acronyms

................................
................................
................................
............................

40


Table of
Figures

Figure 1 As
-
Is: Asset Recovery Operation

................................
................................
................................
................

3

Figure 2 To
-
be: Asset Recovery Operation

................................
................................
................................
...............

3

Figure 3 As
-
is: Reward Depositors
................................
................................
................................
.............................

4

Figure 4 To
-
be: Reward Depositors

................................
................................
................................
...........................

5

Figure 5 To
-
be: Securing Containers

................................
................................
................................
.........................

6

Figure 6As
-
is: Expansion Planning Process

................................
................................
................................
..............

6

Figure 7 To
-
be: Expansion Planning Process

................................
................................
................................
............

7

Figure 8 Architectural Diagram

................................
................................
................................
...............................

12

Figure 9 GIS Module


Data Flow Diagram

................................
................................
................................
............

14

Figure 10 Smart Container Network Integration with existing Salesforce.com business platform

...................

18

Figure 11 ER Diagram for Consumer Asset Recovery System

................................
................................
..............

20

Figure 12 Touch Screen Depositor’s Interface deployed on Heroku for depositors at Kiosk.

............................

21

Figure

13 Geopointe application screenshot
................................
................................
................................
............

22

Figure 14 Snapshots of Route Optimization (Before & After)

................................
................................
..............

23

Figure 15 Scheduling Geocoding

................................
................................
................................
.............................

24

Figure 16 Smart Container


all tabs

................................
................................
................................
......................

25

Figure 17 Screenshot showing one of the Smart Containers’

details.

................................
................................
..

26

Figure 18 Screenshot showing summary of Smart Containers

................................
................................
..............

26

Figure 19 Container %full level


Dashboard

................................
................................
................................
........

27

Figure 20 Container %full level


Report

................................
................................
................................
..............

27


iv

|
P a g e


Figure 21 Gantt Chart


Solution Development Plan

................................
................................
..............................

30

Figure 22 Project Milestones Timeline

................................
................................
................................
....................

32

Figure 23 Take2Recycle’s Partial Organization Chart

................................
................................
..........................

34

Figure 24 Project Team

................................
................................
................................
................................
.............

35


Table of
Tables

Table 1 Estimated initial and
annual costs

................................
................................
................................
................

9

Table 2 Projected benefits

................................
................................
................................
................................
...........

9

Table 3 Success metrics

................................
................................
................................
................................
.............

10

Table 4 The Forrester Wave™: Enterprise Cloud Databases, Q4 2012.

................................
..............................

16

Table 5 M2M Security Solution Selection

................................
................................
................................
...............

17

Table 6 Deliverable and Date Delivered

................................
................................
................................
..................

31

Table 7 Risk Mitigation

................................
................................
................................
................................
.............

33

Table 8 Roles and Level of Participation

................................
................................
................................
.................

34

Table 9 Roles and Responsibilities


Project Team

................................
................................
................................

35

Table 10 Success Metrics
................................
................................
................................
................................
...........

37











1

|
P a g e


Executive Summary


Introduction of the Company

Take2Recycle (the company) is an electronics recycling and asset
management

start
-
up. With a small IT
budget and limited staff, Take2Recycle is planning on running most of its business processes in the cloud. Even
though the company is fledging, the Board
is still forward looking in the area of Information Technology.
Take2Recycle plans on taking advantage of technological advances in the areas of Cloud computing, Machine
-
to
-
Machine (M2M) communications, and Geographic Information Systems (GIS) to gain sign
ificant market share in
consumer electronics recycling.


Information Technology Supplier
-

The Vendor

Smart Cloud Solutions, LLC (SCS) is a small IT company based in Cambridge, MA. SCS specializes in
wireless sensor network technology, mobile technology,
and integration with cloud
-
based software services.


Business Goal

By expanding the asset
collection

operation to the Consumer sector, Take2Recycle expects significant
increases in revenue realized by the increase in volume of the electronics collected for reuse. The biggest costs
foreseen

by the Board

will be the cost of the collection containers and collection logistics. Due to its traditional
collection

model, trucks have to go to all locations of the area they are assigned t
o
pick up

the electronic recycling

assets from the containers even though th
e containers are not full. This keeps the company’s fixed operating cost
high as the cost of fuel, truck lease,
and
truck drivers’ salaries
dominate
.

The company also plans to incentivize consumers to recycle by offering cash
rebates

based on the value of

the item being recycled. By digitizing the operations at the container, the company
plans
to implement a secure
auditable process. This process will also serve to minimize risk of the theft by tracking items from the container to
the warehouse.


Proposed

Solution

SCS proposes a solution to the goals mentioned above by deploying smart electronic recycling containers.
The smart container is equipped with
sensors,
a modem, a microprocessor, a touch screen, a barcode scanner, and a
label maker. It records dat
a such as a level of assets in the container (%full), model and condition of electronics
being deposited, and contact information
about

the consumer. The data generated by the smart containers will be
stored in a cloud
-
based database.

SCS will integrate
the database with cloud computing services running
from various
providers.
Using these
business process services, the company will be able to strategically schedule
pickup
s

to reduce the operating cost
s
,
to reward the depositor
s

and also to audit the end
-
to
-
end
recycling

process.



2

|
P a g e


How the technology will be implemented

During the first phase of six months, Take2Recycle and SCS will form a partnership and
execute

the pilot
implementation. Assignments and requirements for the pilot

will be identified. Smart containers will be deployed at
five selected locations and integrated with cloud
-
based business process applications. SCS will configure the
applications and the test/troubleshoot
ing

effort.

In phase II, the company will expand
the deployment of smart containers across
New England
. SCS will
integrate the containers and train the Take2Recycle staff on how to use the business applications.


Success Measurements

Upon completion of both phases, Take2Recycle will have greater
visibility in
to
their

one of the
core
b
usiness processes
-

asset reuse
. The company projects an increase in revenue by 40% as it will be able to attract
more depositors due to its ability to fulfill reward processing.

They will achieve this growth with sig
nificant

realized
cost avoidance
.





























3

|
P a g e


Part 1 Business Requirements


Business context: “As
-
is”

and “to
-
be” business processes

Business process 1: Recovering a
ssets from remote locations




As
-
is:

Following flow diagram shows current process to recover assets from
all
remote locations
.


Figure
1

As
-
Is: Asset Recovery Operation



To
-
be:

Following flow diagram shows future process to recover assets from
only those locations whe
re the
containers are at least 90% full.



Figure
2

To
-
be: Asset Recovery Operation

Recovering Assets from Remote Locations
(
As
-
is
)
Asset
Manager
Truck Drivers
Daily
Generate daily
Asset Recovery
schedule
Start
Receive
schedule for the
day
Recover assets
from
ALL
locations
Return to the
main recycle
location
Receive and
verify recovered
assets
End
Recovering Assets from Remote Locations
(
To
-
be
)
Asset
Manager
Truck Drivers
Smart
Container
Daily
Generate daily
Asset Recovery
schedule for
only
90
%
full
Start
Receive
schedule for the
day
Recover assets
from only
90
%
full container

locations
Return to the
main recycle
location
Receive and
verify recovered
assets
End
Monitor
Container Level
90
%
full
?
Yes
No

4

|
P a g e


Benefits:

Having visibility in the status of remotely deployed containers enables Asset Manager to come up
with an optimal number of truck drivers needed per day and also the shortest route for each truck driver. This
improves efficiency and reduces cost of recove
ry.


Business process 2:
Identify and Reward Depositors




As
-
is:

There is no way to track assets to individual depositors. Instead, rewards are paid out to community
organizations and payments occur on a quarterly basis.


Figure
3

As
-
is:
Reward Depositors



To
-
be:

Depositors are made aware of the value of their used electronics on the spot. Barcodes match assets
to individual depositors. Rewards are paid out directly to the individual and paid in a timely manner.

Identify and Reward Depositors
(
As
-
Is
)
Truck Drivers
Receiving
(
e
)
commerce
Accounting
Asset Management
Quarterly
Daily
Pickup assets at
remote
locations
Start
Unpack truck
,
weigh assets
,
record bulk
asset categories
End
Make payment
quarterly to
community
donation

Assign a dollar
valuation to the
item
Palletize
/
box
items from
individual
container
Label the bulk
assets by
container
Unpack skid
/
box For all
items
:
Inspect
,
Test
Recycle
Working
Quality
Reuse
no
yes
End
Record revenue
from reuse for
each container
Sell


the source
container id was
preserved in the
asset system

5

|
P a g e



Figure
4

To
-
be: Reward Depositors

Benefits
:



Higher volumes of better quality items. Results in more reuse than recycling. Reuse is better for the
environment and generates higher revenues over recycling.



Individuals are rewarded as oppose
d to communities. Result is higher customer satisfaction.



Assets values are estimated at the time of the deposit.



Rewards are disseminated quickly, taking only the amount of time to verify the item is in the condition that
was claimed.


Business process 3:
Securing Containers




As
-
is:

Currently the containers have no security.



To
-
be:

The following diagram introduces the future business process of securing the smart containers with
sensors that monitor integrity and the weight of the cont
ents. These sensors allow visibility into the state of
the smart container.


Identify and Reward Depositors
(
To
-
Be
)
Truck Drivers
Receiving
(
e
)
commerce
Accounting
Asset Management
Daily
Pickup assets at
remote
locations
Start
Unpack truck
,
scan barcode on
items to receive
into inventory
Make
immediate
payments to
depositors

Assign a dollar
valuation to the item
Individual items
are pre
-
labeled
with barcode by
the depositor

For all items
:
Inspect
,
Test
Recycle
Working
Quality
No reward
Yes
Sell


the source
depositor id was
preserved in the
asset system
Reuse
Update
customer
reward tracking
information
Reuse
End
No
Yes
End

6

|
P a g e



Figure
5

To
-
be: Securing Containers

Benefits:

Sensors in the container offer the asset manager visibility into the status of the container. When a
breach is detected, the cloud service can verify if any assets have actually been removed. Container integrity
verification allows the asset manager to

ensure that items donated are actually inside the smart container.


Business process 4:
Predicting Future Expansion Strategically




As
-
is:

Currently analysis is based on only the empirical data collected


Bins, Schedules, and Trucks.


Figure
6
As
-
is: Expansion Planning Process

Securing Containers
(
To
-
be
)
Smart
Container
Asset
Manager
SCS Cloud
Services
Ongoing Real Time
Deploy Smart
Container
Start
911
call made
.
Report Theft
Verify assets
missing with
central
database
Return to the
main recycle
location
Alert Created
Sensors Monitor
Container
Integrity
Breach
Detected
Weight sensor
verification
discrepancy
End
No
Yes
No
Yes
Planning Future Process Strategically
(
As

is
)
Expansion Analyst
Senior
Manag
er
Asset
Manager
Evaluation of existing design
&
Forecasting once a Quarter
Data analysis
Start
Manual data
collection
Add or relocate
containers
Compare
-

Trends

Savings

Routes
Plan expansion
End
Asset Statistics
Truck routes
Truck capacity
Schedules
Route
Optimization
(
Manual
)
Limited Forecasting
due to insufficient
data and manual
processes
Submit
expansion
proposal

7

|
P a g e




To
-
be:

Analysis is proposed to be done incorporating up
-
to
-
date geographical data using GIS, into the
existing setup to make the forecasting as accurate as possible.


Figure
7

To
-
be: Expansion Planning Process

Benefits:

The key point of the proposed analysis is
using
the GIS technology
to

provide accurate & up
-
to
-
date
spatial information capable of supporting decision
-
making for future expansion proposals.


Required
functionality

1.

Each container will be replaced with Smart Container.

2.

Smart Containers will have a touch screen user interface, a barcode scanner and a label maker for depositor
interaction.

3.

Smart Containers will have a cellular modem, a microprocessor,

a touch
-
screen display,
an integrity

sensor
and
a
weight sensor.

4.

All data of a Smart Container will be stored in a centralized database.

5.

Smart Container will transmit status related data (e.g.
container level
) every fifteen minutes.

6.

Smart Container will

transmit transaction related data (e.g. depositors’ input) immediately.

7.

In the event of an integrity breach the integrity sensor will generate an alert message
.

8.

In case of network connectivity failure, Smart Container will record and store all data locall
y.

9.

In case of Smart Container’s system crash, asset monitor application will send a notification.

10.

The Smart Container shall estimate the rebate for a deposited item by comparing against competitive
market pricing.

Planning Future Process Strategically
(
To

be
)
GIS Analyst
Senior
Manager
Smart
Container
Expansion
Analyst
Evaluation of existing design
(
Smart container location
/
allocation
/
Truck Routes
)
&
Forecasting using GIS once a Quarter
GIS
construction
Start
GIS analysis
(
Multi
-
criteria
Decision
Making
)
Plan expansion
End
Data
collection
Data
transmission
Submit
Results
Submit
expansion
proposal
Compare
-

Trends

Savings

Routes


Add
/
Remove from
sites depending upon
performance
,
proximity
.


Optimize routes
.


Demographic
&
Socio
-
Economic data


Road Network


Proximity to
key locations

8

|
P a g e


11.

The Smart Container shall have a user

interface where the depositor can enter contact information to
receive their rebate.

12.

SCS shall provide a web portal running on the Salesforce platform which will have dashboards for
customer interface, asset manager interface, and scheduling interface.

13.

GI
S Analyst will u
se the data collected from the Smart C
ontainers plus gather spatial data (Demographic &
Socio
-
Economic) as required to construct the Geodatabase to perform data
analysis.

14.

With the GIS constructed, Expansion Analyst will perform data analysi
s to reallocate
Smart C
ontainers by
forecasting upcoming needs at right places, relocate smart containers to better performing areas, optimize
the routes taken by truck to minimize cost, distance, time, fuel consumption & gas emissions.

15.

The expansion

propo
sal will be submitted to the Senior Manager for approval.

16.

Depositors will be able to track their rebate using the cloud
-
based web portal.

17.

The cloud
-
based Asset Manager will request depositors’ rebate payments from the financial component
running on the sam
e cloud

based platform.

18.

Rebate payments will be authorized by personnel using internal
-
facing interfaces to the Company’s
business process software components.

19.

The customer shall be able to use a web interface to initiate depositor functions and complete
the
transaction at the container.

20.

The customer will receive email notification when there is a change in the rebate status.

21.

Depositors will have access to the touch screen user interface at the smart container site to enter personal
information, to track r
ebate status and to browse Take2Recycle’s contact information.

22.

Smart container web portal interfaces will be accessible with appropriate authentication and authorization.

23.

Cloud
-
based web portal’s Container Management interface will have a dashboard display
ing status of all
remotely deployed smart containers.

24.

Cloud
-
based web portal’s Asset Management interface will be used by the asset manager to retrieve and
manage data related to deposited assets.

25.

Asset Manager will be able to schedule daily pick
-
ups via s
hortest routes using the Cloud
-
based web
portal’s Scheduling interface.

26.

Truck drivers will have read
-
only access to the Cloud
-
based web portal’s Scheduling interface via their
smart phones.

27.

The cloud based GIS interface will be used to perform the initial
analysis to decide the appropriate
locations for the initial placement of smart containers.

28.

The cloud based GIS interface will be used to map spatial & non
-
spatial data for future analysis for
optimization of truck routing and reallocation & relocation of
Smart Containers as appropriate.





9

|
P a g e


Business
Benefit J
ustification



Increased revenue



Identify and

reward depositors

o

Higher quality
electronic
assets will

be recycled.

o

Attract more people to recycle their electronic asset
s

with Take2Recycle.

o

V
isibility
into the status of the integrity of all deployed smart containers.



Reduced operating cost


Asset recovery only when the container is 90% full.

o

Save operating

costs such as truck driver’s salary, truck maintenance, fuel cost, etc.



Forecasting ability

o

Smart

Container data used for
GIS

analysis

will make
future expansions

more

accurate.


Business costs

to implement the solution


Following table shows estimated
initial and annual
costs to implement the Smart Container solution.

Item/Product/Service

Initial

Annual

Smart Containers Cost

$216,000

$0

Smart Container Site Rent

$108,000

$108,000

Platform as a Service by Salesforce.com
-

Force.com

$7,500

$22,500

Add
-
on services in Cloud
-

Salesforce.com

$1,000

$3,000

Database in Cloud
-

Database.com

$1,560

$4,689

SCS Services

$100,000

$0

SCS annual Maintenance/support (15%)

$0

$15,000

Training for Take2Recycle staff

$20,000

$2,000

Reward cost (20%)

$0

$1,287,000

Total

$454,060

$1,442,189

Table
1

E
stimated
initial and annual costs

Projected benefits

Following table shows projected benefits generated by the Smart Container project for Take2Recycle at the
end of the first year.


Projected Annual Benefit

Decrease number of trucks

$
29,780

Decrease number of
truck drivers' salary

$150
,000

Reduction

in trucks' fuel, insurance, maintenance costs

$31,650

Increase in revenue

$6,435,000

Smart Container solution costs

($1,896,249)

Total

$4,750,181

Table
2

P
rojected benefits




10

|
P a g e


Success

metrics

Following table shows
the
success metrics of the Smart Container project.

Metric Category

Goal

Top line growth

40% increase in revenue by implementing a business process to identify
and reward depositors.

Bottom line growth

30% operating cost avoidance by recovering assets efficiently and by
securing the containers from thefts.

Future expansions

Increase forecasting accuracy by utilizing the data from Smart
Containers and GIS analysis.

Customer Satisfaction

Results of an
online Customer Satisfaction Survey

Table
3

S
uccess metrics





























11

|
P a g e


Part 2
Technical Specification and Prototype


Architectural Approach

Deployment Model

SCS offers a completely cloud
-
based solution to meet
the business requirements
defined in
Part 1. SCS will
build a cloud
-
based web portal consisting
of
applications for Depositor Interface, Container Security, Scheduling
Pick
-
ups and Asset Tracking. Applications will be developed on cloud computing services,

namely Platform as a
Service (PaaS), Database as a Service (DaaS) and Software as a Service (SaaS). Take2Recycle is a small/medium
sized business with very limited financial and human resources. The reasons behind choosing cloud
-
based
infrastructures vers
us on
-

premises packaged software are following:



No capital expense to build primary and disaster recovery server infrastructures.



Reduced administration, management and maintenance cost.



Scale as needed. Grow or shrink the capacity responding to real rath
er than projected requirements.



Accessible via the Internet without any specific hardware or software.



Easy to integrate using Simple Object Access Protocol (SOAP) and Representational State Transfer (REST)
application programming interface (API).


Archite
ctural Diagram

Figure 8
shows an architectural diagram, from a business context viewpoint. The figure depicts the data
flow between the depositor and the Take2Recycle via applications running in the cloud.

(1)

Status data: Each Smart Container sends status
data such as weight in the container and integrity of the
container to the Container Security application periodically.

(2)

Transaction data from the kiosk:

a)

Deposit an asset: Depositor’s information, asset details, barcode flow from Smart Container to the
Port
al. A depositor can deposit one of more assets in a single transaction.

b)

Track reward status: The Interface on the kiosk displays the status of the reward.

(3)

Transaction data from any Internet connected device:

a)

Generate a barcode: Depositor uses a browser
-
bas
ed interface to be prepared for the deposit by
generating and printing a barcode for the asset he/she is planning to deposit.

b)

Track reward status: Fetches and displays the status of the reward.

(4)

Portal data: Sub
-
components of the Smart Container portal inse
rts and/or pulls the data to/from the cloud
-
based database.

(5)

Customer Relationship Management (CRM) and Financial data: Existing services inserts and/or pulls the
data to/from the cloud
-
based database.

(6)

Admin: The portal administrator of the Take2Recycle per
forms admin activities such as create a new
account for the newly deployed Smart Container.


12

|
P a g e


(7)

Asset, Depositor, Barcode: A business user pulls details of assets deposited, depositors and barcode using
Asset Tracking application.

(8)

Event, Reward: A business use
r pulls events such as container status, rebate status and depositor details
using CRM. The business user also manages reward process using existing financial services.

(9)

Routes, Tasks: A business user uses Scheduling application to create pick
-
up schedules
and generate
optimized routes.

(10) Read
-
only data: A truck driver uses handheld device to receive daily pick
-
up schedules and routes to
follow.



Figure
8

Architectural Diagram

Type of Installation

The Smart Container solution is a “green field” installation of a cloud
-
based portal and a database. The new
installations are shown in shaded green shapes in the figure 1 and are labeled the Smart Container Portal and the
Cloud Database.

SCS will also in
tegrate Take2Recycle’s existing CRM and Financial services, shown as blue rectangles in
the figure 1, with the cloud
-
based database. These existing services will pull and push the data to/from database
tables shared with Smart Container portal applications
.


13

|
P a g e



Software Components

SCS will build two components, a portal and a database.

(1)

Smart Container Portal


a JEE (Java Enterprise Edition) based portal running on PaaS. The portal will
have several sub
-
components. Take2Recycle will allow users, internal and external, access to sub
-
components only with proper authentication and authoriza
tion.



Touch Screen Depositor Interface


an interface for external users at the Smart Container kiosks to
deposit assets, to generate barcodes, to track reward status.



Browser
-
based Depositor Interface


an interface for depositors to generate barcodes, t
rack reward
status from anywhere using any internet connected device.



Container Security


an app which receives security related data from all Smart Containers and
stores them into the database. The app displays status of each Smart Container for the inte
rnal users.



Scheduling


an internal facing app to identify and schedule Smart Container pick
-
ups. The app also
generates optimized pick
-
up routes.



Asset Tracking


an internal facing app for Asset Managers to track assets deposited in each Smart
Contain
er. The app will also display depositor’s information such as name, mailing address and
email ID.

(2)

Cloud
-
based database


to store and access all Smart Containers’ data.



Provides a single view of the data to the entire Enterprise.



Supports Sequential Query

Language (SQL)
-
like Create, Read, Update, Delete (CRUD) operations
.



Accessible via REST, SOAP, and Bulk APIs over secure HTTP.


Software Solutions

This section describes build and buy details on the software solutions identified for this project.



Smart
Container Web Portal:



SCS will use JEE as a language to develop Smart Container web portal.



The JEE code will be deployed on web dynos of HerokuPaaS. A web dyno responds to the HTTP
requests. More web dynos provide more concurrency and redundancy. A dyno,

the basic unit of
composition on Heroku, is a lightweight container running a single user
-
specified command.



Asset Tracking application:



SCS will build an Asset Tracking application using Apex language. The application will be deployed
on the Force.com Pa
aS. Barcode Zone, a Salesforce.com app from AppExchange, will be used to
create unique barcode labels for asset tracking. Extensions to the enterprise data schema will be
made to accommodate asset tracking from deposit into container to rebate approval.



Ap
ex is a strongly typed, object
-
oriented programming language that allows developers to execute
flow and transaction control statements on the Force.com platform server in conjunction with calls to
the Force.com
API. Using syntax that looks like Java and ac
ts like database stored procedures, Apex

14

|
P a g e


enables developers to add business logic to most system events, including button clicks, related
record updates, and Visualforce pages. Apex code can be initiated by Web service requests and from
triggers on objects
.



Container Security application:



A

machine to machine (M2M) agent within Smart Container will maintain the state of the various
objects that correlate to the status of the smart container. When the state of the container changes,
the agent will utilize a

custom object to create alerts that are sent back to the Salesforce.com (SFDC)
servers through the Axeda cloud.



The Container Security application will be created using Apex and deployed on the Force.com PaaS.
The application will receive alerts from Axed
a cloud.



Scheduling application:



GeoPointe.


Figure
9

GIS Module


Data Flow Diagram


SCS will use the Geopointe app from SalesForce AppExchange for





Creating map objects from Sobjects. MapObjects have a field of ‘lookup
relationship’ type. A
corresponding data set is automatically attached to every map object created.


15

|
P a g e




Scheduling the Geocoder process to run hourly. Geocoder process continually monitors your data for
additions and changes, preparing it for mapping.



Overlayi
ng data
set

layers to decide initial placement of smart containers.



Creating Clusters based on proximity of containers. The clusters are formed in such a way such that the
total working hours per day is sufficient to cover the allotted cluster. Each cluster

is allocated to a
vehicle for collection.



Optimizing the route for the collection of 90% full smart container
(
s
)

or if the
earliest deposited date
since the last pickup is more than a fortnight or if the collective
value of assets exceeds 1000 dollars for

at least one smart container

in a cluster.



Determining additional allocation/relocation of Smart Containers based on their Filling statistics.



Reassigning
/Reforming

Clusters to Smart Containers reflecting changes.



Cloud
-
based Database:



SCS will use database.com as an enterprise cloud solution for the Smart Container solution.



The database.com service will include following:



3 standard users and 200 light users.



Capacity of 20mm number of records.



2mm transactions, number of API calls,
per month.


PaaS Vendor Selection

As per Gartner, there are over 130 vendors that provide some form of a PaaS service as of end of year
2012. Heroku and Force.com will be used as PaaS providers for the Smart Could solution’s PaaS needs.

Salesforce
-

Herok
u: Salesforce.com bought Heroku, one of the original PaaS providers, in 2008. It
supports many popular languages such as Java, Python, Node.js, Grails, Play, Clojure and Gradle. Heroku’sPaaS
is mature, 100% open and widely adopted. Hence, it makes it easy
to move customer developed code and run it on
another PaaS. The documentation is fairly user friendly. Heroku offers integrated development environment (IDE)
as well as command line interfaces. It offers hundreds of add
-
ons and also integrates well with Sa
lesforces.com’
other apps. As of December 2012, there are 2.4 million apps running live on Heroku’sPaaS.

Salesforce
-

Force.com: It is backed by Salesforce.com’s cloud infrastructure. It offers many basic
components out of the box or by SOAP/REST APIs that

makes it easy to start building complex applications. It
supports Apex
-

a Java like language. It has native SDK for iOS and Android making development for mobile
devices in HTML5 smoother. Force.com takes advantage of Salesforces’ AppExchange
-

a market
place for
applications and components built on Force.com PaaS. The Force.com PaaS can be readily integrated with other
major PaaS.


Google App Engine (GAE) and Microsoft Azure were also considered as a PaaS provider. Though GAE is
backed up by Google’s bes
t in the industry infrastructure and service level agreement (SLA), it offers only
proprietary services. Microsoft Azure runs on Microsoft’s own cloud and it supports most popular languages
including .Net, Node.js, Java, Python and PHP. But, it is more .Ne
t centric. Thus, GAE and Microsoft Azure were

16

|
P a g e


not preferred as they are not easy to get off and move to a different PaaS once the customer commits to their
services.


Why Salesforce.com’s

PaaS offerings are a suitable solution for Take2Recycle?



Take2Recycle has an existing relationship with salesforce.com (SFDC) as it is has been using SFDC’s
Customer Relationship Management (CRM) and financialforce.com offerings for several years.



Since Force.com and Heroku are owned by SFDC and they can be
integrated with other SFDC’s offerings
easily.



Force.com provides an enterprise
-
level security and it is an ISO 27001 certified platform.



Force.com runs on three geographically dispersed, mirrored data centers with built
-
in replication, disaster
recovery,
a redundant network backbone, and no single points of failure.



Force.com has had a proven 99.9% uptime record for years.



Force.com offers real
-
time transparent system status and its query optimizer delivers under 300ms response
time.


Cloud
-
based Databas
e Selection

As per Forrester, Microsoft Sequential Query Language (SQL) Azure Database, Amazon Relational
Database Service (RDS) and SFDC’s database.com are the market leaders of enterprise cloud database offerings
available in the market as of Q4
-
2012
. Ta
ble 4

is from ‘The Forrester Wave™: Enterprise Cloud Databases, Q4
2012’.


Comparing Major Enterprise Cloud Databases Providers


Microsoft SQL Azure

Amazon RDS

Database.com

Xeround

Integrity

3.60

3.00

3.00

3.40

Performance

3.60

4.20

3.60

3.00

Scalability

3.60

4.20

3.00

3.00

Development

5.00

5.00

5.00

3.00

Security

3.00

3.50

3.00

2.10

Administration

3.00

4.50

5.00

3.30

Total

3.63

4.07

3.77

2.97

Table
4

The Forrester Wave™: Enterprise Cloud Databases, Q4 2012.

SCS will use SDFC’s Database.com as Take2Recycle has already a multi
-
year old relationship with
SFDC and Database.com integrates with Force.com and Heroku well.
Database.com will be used to create, read,
update and delete all business data for the Smart Co
ntainer solution.


M2M Security Solution Selection

A decision matrix was utilized to determine the M2M vendor. The three options we compared were
creating the solution in house, Axeda, and iDigi Device Cloud. The criteria we applied to the various soluti
ons
were whether the solution was cloud based, the cost of the solution, the ability to customize the solution, the
solutions capacity to integrate with SFDC, and the knowledge base the vendor has access too. Axeda was selected

17

|
P a g e


as the vendor over an in ho
use solution or iDigi Device Cloud due to lower cost, greater customization, superior
integration with SFDC, and a larger knowledge base.



M2M Criteria

Weight
(
H =5 M=3 L=1
)

In house

Axeda

iDigi

Cloud Based

5

5

25

25

Cost

5

5

25

15

Customizability

3

15

9

9

Integration with
SFDC

5

25

25

15

Knowledge base

1

1

5

3

Total


51

89

67

Table
5

M2M Security Solution Selection


GeoPointe GIS Solution Selection

Arrowpointe was the vendor selected immediately for the GIS solution because they met all the
requirements of SCS. They had both Geopointe (SalesForce) and Geopointe Mobile App (Iphone/Android/IPad
supported) which can leverage the setup from the main Geop
ointe app installed in Salesforce system. Price was
considerably low for $15/month/user
Geopointe Mobile is free with a standard Geopointe license.
Geopointe was
a complete GIS cloud solution with advanced features including optimize routing & schedule job
s to automate
geocoding

at 1000+ records per minute
.

The County value is returned as a by
-
product of Geocoding.

Geopointe mobile app also provided users ability to post updates to Salesforce Chatter.

Other apps considered were MapAnything and G2maps. MapA
nything had to be immediately dropped as
it did not provide routing optimization. G2maps was a tough competitor to Geopointe providing all the same
features “Out of the box” but the integration with salesforce was not as quick & simple as Geopointe.


Integration with Existing Enterprise Systems

Take2Recycle has adopted SFDC as its core business process platform. As a business
-
in
-
the
-
box
solution, SFDC provides CRM, Marketing, and Reporting applications. They also offer a large app store for
additional
plug
-
in applications relevant to the Smart Container network integration; Accounting, Scheduling,
Geographic Information System (GIS) and Barcode facilities. For custom application development, SFDC offers
two development platforms, Force.com and Heroku.co
m. Force.com is restrictive in supported languages and
development environments, whereas the Heroku.com PaaS is a complete JEE development platform. For that
reason, the Web Portal will be built on the Heroku platform.


Integration Plan

Figure 10

shows the integration plan for the Smart Container network. Standard HTTP/HTTPS internet
protocols are used for all communications except in the case of a proprietary Axeda Wireless Protocol (AWP).
AWP is a proprietary binary serialization format used to
improve transmission speeds for M2M communications.
All other communications use web services over standard internet protocols. REST is the favored web services

18

|
P a g e


framework in this Smart Container integration plan. It is generally accepted to be a simpler, l
ighter approach than
SOAP. The one case where SOAP is used in this plan is the cloud
-
to
-
cloud integration of Axeda services with
Container Security and this is due to a vendor
-
driven restriction. All message payloads, with the exception of the
smart contai
ner sensor data, are standard formats, eXtensible

Marrkup Language (XML) and JavaScript Object
Notation (JSON). This integration plan achieves communication across the Smart Container network using
standard internet protocols over well established cellular

and Internet Service Provider (ISP) networks.



Figure
10

Smart Container Network Integration with existing Salesforce.com busi
ness platform

Middleware

The middleware in this integration plan is the SFDC Database as a Service (Da
aS), database.com. All
server
-
side components communicate through the database. The data model is presented below in Data design and
management. All applications can perform Create, Read, Update, and Delete (CRUD) operations on the business
data. This allo
ws one common picture of the business data, maintained in the Salesforce framework.


Data Validation

Data validation is accomplished by validation against an Interface Control Document (ICD). The ICD
defines all data types and restrictions for all message
payloads in the system. Each component is responsible for
validating received data before pushing to the database.



19

|
P a g e



Integration Actions

The following actions facilitate integration of the Smart Container network into the Take2Recycle
Enterprise:



Expand
the existing CRM data model to include Depositors. The existing Take2Recycle customers are
businesses and municipalities. CRM needs to be expanded to include individuals.



Expand the existing Accounting data model to include Rebate processing. Current accou
nts payable are
limited to vendors. This integration will expand pay
-
outs to individuals.



Expand the Salesforce platform to include custom applications for Asset Tracking and Container Security.



Create database triggers using Force.com to advance business

processes, raise alerts, and enforce business
rules.



Build the Web Portal using Heroku to gain the full benefits of developing and running in a standards
-
based
Java EE environment.



Choose buy over build for the asset worth estimation service, WorthMonkey
.com. A complete used
-
electronics blue
-
book service is provided by WorthMonkey.com and exposed over a RESTful web services
API.



Choose buy over build for GIS routing. This integration plan includes GeoPointe for GIS
-
enabled
scheduling/routing from the Sale
sforce AppExchange.



Choose buy over build for Barcode management. Barcode Zone is available from the Salesforce
AppExchange



Choose buy over build for integration with Axeda M2M data sources. A SOAP web services interface is
available from Axeda and is supp
orted by Force.com integration.

Data design and management

The Smart Container Network expands Take2Recycle’s asset recovery operations to the residential sector.
With this new business area, the enterprise data model is expanded as described in this
section.


E
-
R Diagram for Consumer Asset Recovery System

In the Consumer Asset Recovery System that is introduced with the Smart Container Network, the
following entities & attributes are identified:


20

|
P a g e



Figure
11

ER Diagram for Cons
umer Asset Recovery System

The data model enforces the following business rules:

(1)

A department can have zero (department

is inactive
) or more employees.

(2)

A Truck Driver and his backup are assigned one truck and one route per day.

(3)

A route has at least one
stop.

(4)

A route stop is for collecting assets from one smart container.

(5)

A warehouse can have zero or more spare containers.

(6)

A smart container can have zero (at the start of the day) or more statuses posted.

(7)

A smart container can have zero or more assets depo
sited on a day.

(8)

A depositor deposits at least one asset in a single transaction.

(9)

A single rebate transaction has at least one asset deposited by one depositor.

(10)

A depositor can create zero (cancelled the transaction) or more rebates using one smart containe
r in a day.

(11)

A rebate has one status posted at any period of time.

(12)

A cluster has at least one or more smart containers.






21

|
P a g e


Solution demonstration


(1) Screenshots of Touch Screen Depositor Interface for users at the Smart Container kiosks.



Figure
12

Touch Screen Depositor’s Interface deployed on Heroku for depositors at Smart Container Kiosk.








22

|
P a g e


(2) Geopointe

application screenshot:


Figure
13

Geopointe application screenshot




23

|
P a g e


Snapshots of Route

Optimization (Before & After)



Figure
14

Snapshots of Route Optimization (Before & After)



24

|
P a g e


Scheduling Geocoding



Figure
15

Scheduling Geocoding

Geopointe Mobile App screenshots



Figure 9:
Geopointe Mobile App screenshots


25

|
P a g e



(3) Smart Container


all tabs



Figure
16

Smart Container


all tabs



26

|
P a g e



Figure
17

Screenshot showing one of the Smart Containers’ details.

This is a custom tab on Sale
s Force shows detailed information about each of the Smart Containers.


Figure
18

Screenshot showing summary of Smart Containers

This dashboard shows visibility into the Fill Status of smart containers. There are currently three
containers with a
90% percent fill status that need to be scheduled for a pickup. Clicking on the dashboard takes the asset manager to
the Fill Status Report where additional details can be learned.


27

|
P a g e



Figure
19

Container %full lev
el


Dashboard


The Fill Status Report gives the asset manager visibility into which containers have achieved a status of 90% percent
full. Once a container is 90% percent full it can then be scheduled for a pick up. The other states of the Smart
Contain
er can be monitored in a similar manner to the fill status. Dashboards will be created and reports generated
that give the asset manager the visibility required to efficiently manage a fleet of smart containers.


Figure
20

Conta
iner %full level


Report


28

|
P a g e


Part 3

I
mplementation Plan


Solution Development and Deployment

Development of the Smart Container Network is planned as a three
-
phased iterative process. Applications
and supporting infrastructure mature over the course of the project from Prototype to PreRelease to Release quality.
A phased, iterative approach allows

for flexibility and increased user feedback during development, leading to better
chances for project success. Periodic reporting and deployment milestones keep stakeholders informed throughout
all phases of development and deployment.


Solution Developm
ent Plan

The development project spans 6 months from kick
-
off culminating in a working pilot of 25 Smart
Containers (see Figure
-
2
1). A prototype of the complete system is quickly stood up within the first 2 months of the
project. All feature development ta
sks are
worked on

during

the Prototype phase, although not necessarily brought
to full functionality. An actual prototype container is built in this phase, instrumented with sensors, network
connectivity, and test harness. Both Heroku

PaaS and Force.com Pa
aS applications are brought to a state where they
satisfy the Interface Control Document (ICD) and can communicate with the rest of the system, even if complete
business feature sets are not yet implemented.

Changes are allowed to all design documentation

including the ICD at the end of the Prototype phase.
Moreover, the entire implementation at the end of the Prototype phase may be discarded in accordance with Rapid
Application Development (RAD) methodology and the next phase may start with lessons learne
d and a clean slate.
This is an important concept in RAD since it allows prototypes to be built up quickly, without getting as bogged
down as if the product at the end of this phase were the deliverable. At the end of every spiral, integration and user
acc
eptance testing is conducted. The generated test reports are used to re
-
plan for the next spiral.

Three major development thrusts are outlined in this plan; the Smart Container kiosk, website, and business
applications. They progress in parallel, with end
-
phase milestones occurring at approximately the same time so that
integration and user acceptance
tests can be performed on the complete system. A single prototype Smart Container
is scheduled to complete within the first 2 months of the project. The pilot set of 25 containers completes within the
first 6 months of the development plan. The remaining 8
3 containers are manufactured and deployed in the 2 months
after completion of the pilot.

Website development on the Heroku

PaaS and business application development on the Force.com PaaS
progresses in parallel. Both are SFDC PaaS environments. Both platf
orms use the Eclipse Interactive Development
Environment (IDE) with necessary plug
-
ins for the target platforms. Source control is achieved through the Eclipse
IDE. The way that developers are licensed to work on a SFDC PaaS is through development and test

sandboxes.
Each developer in this project plan is allocated a dedicated development sandbox. All Force.com developers share a
single test sandbox, which is used for integration and User Acceptance Test (UAT) events. Force.com developers

29

|
P a g e


will promote thei
r changes to the test sandbox via ‘change sets’. Change sets are a mechanism provided with the
SFDC sandbox toolset.

The Heroku website application will not share the same test sandbox as the Force.com applications. The
website app runs out of its own tes
t sandbox and communicates in a loosely coupled manner via Database.com and
exposed APEX service calls with the Force.com applications. All project sandboxes are kept isolated from the
Production Organization until Go Live. Go Live is scheduled to happen
at the end of the Pilot, 6 months after project
start. By that time, the pilot network of 25 Smart Containers will be deployed, applications will pass all UATs, and
users will be trained.


30

|
P a g e



Figure
21

Gantt Chart


Solution Developme
nt Plan


31

|
P a g e


Deliverables

Smart Cloud Solutions will deliver a smart container that has the capability to track container integrity, the
weight of assets donated, and the total number of assets donated in relation to the entire capacity of the smart
container.

Once the working container is designed, developed, and tested, deployment can take place.

The physical
infrastructure of containers to be deployed is 108 containers in the greater Boston area.

Placement will be
determined utilizing GIS and demographic a
nalytics.

There will be a pilot program involving 25 containers for
testing.

Salesforce.com and database.com are the two cloud services that will be utilized to house and deliver the
information necessary to drive this project. Once testing is complete t
he project will expand to include the
deployment of the remaining containers.

The scope of this project contains the following deliverables: project
documentation, the service interfaces and created schema on Database.com, the Smart Container Kiosk, the S
mart
Container Portal, the applications, the 25 Container Pilot Program, and Integration of SFDC and database.com.


The project documentation deliverables encompass the project plan, application design documentation, the
Gantt chart, and software test repo
rts.

Database.com is the data warehouse for all of our information that will be
used for transactions and analytics.


Database.com is the backbone of the project and will be developed first.

The
deliverable is the service interfaces and the creation of
the schema on the new database licensed from
database.com.

The Smart Container portal website is the second component of the project to be developed.

There
are two parts to Smart Container portal, the consumer facing side and the administrative back end.


The consumer
side of the portal includes the user interfaces for the Smart Container kiosks, browsers, and mobile devices.

The
deliverable for the consumer side is the web site and the user interface on the kiosks.

The administrative side of the
portal

involves all of the dashboards that allow visibility into the various functionalities of the Smart
Containers.

These functionalities are the security of the Smart Containers, asset tracking, donor rewards, and the
GIS functionality associated with the sc
heduling and routing of Smart Container pickups.

The deliverables are the
applications that allow for the visibility.

Integrating all of the existing SalesForce.com services with database.com is
the third deliverable of this project.

Take2Recycle is alr
eady using salesforce.com for accounting and CRM.

These
services need to continue and will require integration with the new functionality previously mentioned.

Integration
is the final deliverable for this project.

(See
the deliverable timeline Table
-
6
.
)

Out of Scope:

The project team will not be conducting any marketing.

Marketing will be responsibility of
the corporate marketing team.

#

Deliverable

Date Delivered

1

Project Documentation

7/2/2013

2

Service Interfaces and schema created on
database.com

7/22/2013

3

Smart Container Kiosk

7/22/2013

4

Smart Container Portal

7/22/2013

5

Applications

10/16/2013

6

25 Container Pilot Program

11/8/2013

7

Integration

12/3/2013

Table
6

Deliverable

and Date Delivered



32

|
P a g e


Project Milestones Timeline

The timeline diagram in Figure
-
2
2

summarizes the schedule of major project milestones.



Figure
22

Project Milestones Timeline

Risk Mitigation

The risks identified in Table
-
7

have been identified as having significant potential impact on the success of
this project. Most items are in response to developing for the SFDC Cloud. Cloud vendors put restrictions on
resources such as data access, data export, processing limits, and
sandbox restrictions. SCS developers will require
additional training to become efficient in this environment. For example, in order to perform integration testing, the
changes from all developers will have to be merged in a test sandbox. The process of pr
omoting change sets to a
common sandbox is specific to SFDC and will require new skills that developers may
not already possess. See
Table
-
7

for the complete risk mitigation plan.


Risk Summary

Impact

Likelihood

Mitigation Plan

Application development for

the
Cloud is a new environment. The
tools are scarce and vendor
-
dependent.

High

High

Apply proven development methodologies like
rapid development cycles regardless of target
deployment environment. Build components in
a distributed fashion with a
well
-
defined ICD
and develop to the interfaces.

Cloud PaaS mandates usage and
licensing restrictions such as
database query quotas, sandbox
limits, processing resource caps.

High

High

Budget time for software developers to gain
familiarity with the PaaS l
imitations, SFDC
operating procedures, and multitenant app
development.

Schedule Overruns

Medium

Medium

A phased development schedule is planned
which allows for less feature completeness if
necessary on the scheduled stop date.

Usage of a third party
service for
valuation of assets (Worth
Monkey) may return incomplete or
unexpected results


unknown
asset for example
.

Medium

High

Provide default behaviors as part of the SCS
deliverable, such as mean price per laptop for
general model categories and con
ditions

Budget Overruns

Medium

Low

Any budget overruns will be communicated to
the stakeholders. Budget can be recouped by

33

|
P a g e


decreasing the number of deployed containers.
The fully planned deployment is 108 containers.
The project can get underway and stil
l be
profitable with fewer deployed containers.

Service Level Agreements are not
achieved

High

Low

This is a low likelihood risk as this would put
the cloud provider out of business, but to
mitigate, SCS will develop applications in a
generic manner so
that a different provider can
be adopted with minimal migration issues.

Truck Driver not following the
optimized route

Medium

Low

Requiring check
-
ins at every location on their
route, and send that information to Salesforce
Chatter. Truck Driver will be t
rained to optimize
the rest of the route using GeoPointe mobile.

Table
7

Risk Mitigation

Operational Governance

Stakeholders


The Smart Container Network project involves participants from four dep
artments of the company. Table
-
8

describes the role of each participant and the level of participation he or she will have in the project. Figure
-
2
3
shows a partial organization chart of the company. The cells are color coded to differentiate each group.


Roles

Level of Participation

Ex
ecutive



Chief Executive Officer (CEO)



Chief Information Officer (CIO)



Vice President (
VP
)

Finance



VP Operations



VP Marketing



A
ccountable for the completion and overall success of
the project



Ultimate authority to approve or disapprove



Provide and monitor strategic direction

Stakeholder



Director IT


A灰pi捡tio湳



Director IT


l灥p慴i潮o



Customer Satisfaction (CS)
Manager



Change Manager



Systems Manager



CRM Manager



Corporate Finance Manager



Marketing Manager



R
esponsible for the
project’s success



Provide resources needed for the project



Provide business requirements



Frequently meet with the project team to discuss
progress and to advise on risks



Approve changes in the systems



Represent divisions which are most impacted by the
project



Receive project status reports from the project team and
convey those to the executives

Project

Team



Project Manager (PM)



Portal Admin



CRM Admin



Systems Engineer



Asset Manager



Finance Analyst



SCS Consultants
(not in
the
Org Chart)



C
ontribute

by p
erforming project tasks



Receive and interpret business requirements



Architect and d
esign solution
(s)



Procure necessary software and hardware



Develop and/or customize software



Deploy and promote solutions through the SDLC



Meet with PM and provide status



Document on
-
going project tasks



Test, monitor and troubleshoot systems


34

|
P a g e




Follow established risk and change management steps



Communicate and escalate risks to the PM



Participate in knowledge transfers and trainings.

Internal

User



CS Agent(s)



Truck
Driver(s)



I
nformed internal users



Participate in trainings and provide feedbacks



Perform testing during the pilot phase

Table
8

Roles and Level of Participation



Figure
23

Take2Recycle’s Partial
Organization Chart


Resources

The Smart Container project team consists of resources from both organizations


Take2Recycle and SCS.
Cells filled with green color represent resources of Take2Recycle while the blue colored cells r
epresents SCS
resources.
Table
-
9

describes roles, number of roles and responsibilities of the project team members.


Participant

Responsibilities

Project Manager (1)



Manages project resources, creates timeline for project deliverables



Communicates with the stakeholders



Manages
relationship with Take2Recycle and SCS resources

Tech Lead
(1)



Provides technical leadership



Evaluates vendors’ offerings and decides the
獵st慢l攠offeri湧



Guides on Smart Container Portal application development

Cloud Architect

(1)



Designs cloud
-
based
architectures



Translates business requirements into variety, velocity and volume to come
up with the appropriate cloud
-
based solution design



Helps developers

Java Developer

(3)



Develops JEE applications


a数潳itor⁉湴敲f慣敳⁦ori潳o猠s湤⁷eb
J
扡b敤e

35

|
P a g e


d
evices

Apex Developer

(3)



Develops Apex application


Asset Tracker

Database Analyst
(1)



Develops data model and create tables on DBDC



Manages database organizations on DBDC

Cloud App Admin

(1)



Sets up sandbox, testing, UAT and production organizations
on Force.com
and Heroku

Cloud
Integrator (2)



Integrates cloud
-
based applications such as SFDC CRM, FFDC, DBDC,
Heroku, Axeda and GeoPointe

QA Analyst

(1)



Designs test cases. Performs load tests. Performs and shares test results

GIS Analyst

(1)



Integrate
s

and configure
s

Geopointe (Sales Force) and Geopointe mobile
applications



Plans deployment, routing & quarterly analysis.

Trainer (1)



Prepares support documents for Smart Container Portal applications



Creates training media.
Trains Take2Recycle
’s staff.

Portal Admin

(1)



Administers Smart Container Portal applications



Creates, deletes, updates artifacts of Smart Container Portal



Allows users appropriate level of access

Systems Engineer (1)



Prepares and manages systems for Smart Container Portal users

Asset Manager (1)



Advises on business requirements



Works with developers during UAT stage of Smart Container Portal.

Finance Analyst (1)



Works with Tech Lead and helps procuring required software and hardware



Works with developers during UAT stage of th
e Asset Tracker app.

SFDC Admin (1)



Works on existing SFDC applications and integrates new cloud
-
based
applications with SFDC.

Table
9

Roles and Responsibilities


Project Team


Figure
24

Project Team





36

|
P a g e


User Enablement

Communication

Internal

o

PM of the Smart Container project will create status reports and communicate to all the stakeholders

on a bi
-
weekly basis. These

reports will be saved on a share location accessible to the staff of Take2Recycle.

o

Smart

Container project team will provide presentations to the Take2Recycle’s business users, CRM users,
truck drivers on what’s being built, how it will affect them and when it will be ready.

External

o

Marketing manager will develop a strategy to generate publ
ic awareness about the smart containers in the
areas where the smart containers will be deployed.

o

Marketing team will conduct a customer research and depending upon the results, advertisements in print
and electronic media will be carried out.

o

Marketing ad
vertisements will include a URL to locate a web page containing information about Smart
Container usage, locations and benefits.

o

Smart Containers how
-
to videos will be made available on Take2Recycle.com and on the depositor’s
interface at kiosks.

o

Each em
ail sent by Take2Recycle to the depositors will contain an invitation of a survey powered by
SurveyMonkey.com.


Training and Knowledge Transfer

External Users’ Training

o

SCS Trainer will create videos on following topics:



How it, Smart Container, works



How to use Smart Container kiosks to deposit an asset and to track reward



How to generate barcode and track reward using Depositor Interface on Take2Recycle.com

o

Each depositor facing page, either on kiosk or on web, will have a Help button to provide help

for that
particular page. Similarly, each depositor facing page will have a Contact Us button to find information on
ways to contact Take2Recycle’s CRM agents.

Internal Users’ Training

o

SCS Trainer will create training material such as how
-
to videos and u
ser manu
als for the Take2Recycle.

o

Business users will receive training on how to use Smart Container applications related to their domains.

o

CRM users will receive training on new features like asset tracking and depositors contact details.

o

Truck drivers

will go through a hands
-
on training on the Scheduling and Routing applications.

o

Each internal facing page will have a Help button to locate a detailed documentation for that page.

o

Business users, CRM users and truck drivers will provide feedback on traini
ngs to the PM and request for
additional help if needed.



37

|
P a g e


Knowledge Transfer

o

All SCS resources will create an on
-
going documentation on the tasks they will be performing. SCS trainer
will organize these documents and prepare formal support documentation f
or the Take2Recycle’s IT staff.

o

As one of the last tasks of the project, SCS will conduct a series of presentations for the Take2Recycle’s IT
staff to handover the support.

Success Metrics

The Business benefits that need to be measured are, reducing operating cost, increasing revenue, and
forecasting based on GIS analysis to make future expansion more profitable.

The reduction in operating cost can be
realized by reducing the amount of driv
ers and trucks combined with the efficiency gained from optimized
routing.

Another metric to analyze is how successful the project is at recovering assets from smart containers when
they are 90% full.

Recovering assets from containers that are above the
90% full will result in the efficiency
required to reduce the number of drivers and trucks.

Ensuring the containers are at 90% capacity can be
accomplished by comparing the reported container contents to the actual assets recovered when a truck returns to

central receiving.

Customer satisfaction with using the Smart Containers will also be essential to the success of the
project. A customer will be provided with an online survey that addresses their satisfaction with the overall
recycling process.

Questi
ons topics will cover how easily they were able to find a container, did they like the user
interface, were they satisfied with the speed with which they received their rebate, and were they happy with the
rebate amount they received. (See Online Customer
Service Survey example in appendix A). The overall success of
this project is e
asily measured against the goals

of increasing revenue by 40% combined with
a 30% cost avoidance
as the number of deployed containers increases
.

Operating cost avoidance is ach
ieved by route efficiency and
container security. Each subsequent Smart Container deployment should cost 30% less than a deployment of an
equivalent number of dumb containers.

If either goal is not achieved
the project team

will be able to drill down into

the data collected from the Smart Containers to
gain valuable insight into some of the areas

where the project may
have gone wrong.

Future placement of Smart Containers based on analysis of the GIS data is designed to improve
the profitability of each co
ntainer.

The analytics should get smarter as the project matures.

The placement of future
containers should see them reach a 90% fill status quicker and the resulting deposits should be of a higher value.


Metric C
ategory

Goal

Top line growth

4
0%
increase in revenue by implementing a business process to identify and
reward depositors.

Bottom line growth

30%
operating cost avoidance

by recovering assets efficiently and by securing
the containers from thefts.

Future expansions

Increase forecasting accuracy by utilizing the data from Smart Containers and
GIS analysis.

Customer
Satisfaction

Results of an online Customer Satisfaction Survey

Table
10

Success Metrics


38

|
P a g e


Appendix A.
Online Customer Service Surv
ey example



Appendix B
.

Financial Model for Smart Container Project


Assumptions

Number of work days per year

260

Containers can hold

100

25



Daily round trip limit in miles

100

Average Value

$20.00

$75.00



Interest rate for financing

3.5

Full
Container value

$2,000

$1,875

$3,875

Fringe Rate

0.33









Rate of
pickup

per container per month

1









Number of Containers a truck can

service up per trip

5









Number of trips per month

22









Number of Smart Containers a single
truck

can service

108









Cost Per Container

$3,000









Cost To Rent Per Container Per Month

$1,000









Incentive to Owner

20%













39

|
P a g e


Fixed Costs


Item Cost

Yearly Cost

Monthly Cost

Da
i
ly Cost

Smart Containers

$3,000.00

$324,000.00

$27,000.00

$887.67

Cargo Van 2013 Ford E
-
250

$29,780.00

$6,492.00

$541.00

$17.79

Cost of a driver salary plus fringe

$75,000.00

$75,000.00

$6,250.00

$205.48

Insurance

$800.00

$800.00

$66.67

$2.19

Gas calculated at 10 mpg and

$3.75 per gallon



$9,750.00

$812.50

$37.50

Cost of renting space in mall



$1,296,000.00

$108,000.00

$4,984.62

Cost of Smart Cloud Solutions



$40,000.00

$3,333.33

$153.85

Container Maintenance (Software and
Hardware)



$216,000.00

$18,000.00

$591.78

Container Cellular Service

$240.00

$25,920.00

$2,160.00

$71.01

Container warehousing

$200.00

$21,600.00

$1,800.00

$59.18

Totals



$2,015,562.00

$167,963.50

$7,011.07


Revenue

Pick Up of 5

Revenue per day

Revenue per month

Revenue per year

Containers 100% full

$19,375

$419,791.67

$5,037,500.00

Containers 90% full

$17,437.50

$377,812.50

$4,533,750.00

Containers 80% full

$15,500

$335,833.33

$4,030,000.00

Containers 70% full

$13,562.50

$293,854.17

$3,526,250.00

Containers 60% full

$11,625

$251,875.00

$3,022,500.00

Containers 50% full

$9,687.50

$209,895.83

$2,518,750.00

Containers 40% full

$7,750

$167,916.67

$2,015,000.00

Containers 30% full

$5,812.50

$125,937.50

$1,511,250.00

Containers 20% full

$3,875

$83,958.33

$1,007,500.00

Containers 10% full

$1,937.50

$41,979.17

$503,750.00


Profit

% full

Profit per day

Profit per month

Profit per year

Containers 100% full

$8,488.94

$167,869.83

$2,014,438.00

Containers 90% full

$6,938.94

$134,286.50

$1,611,438.00

Containers 80% full

$5,388.94

$100,703.17

$1,208,438.00

Containers 70% full

$3,838.94

$67,119.83

$805,438.00

Containers 60% full

$2,288.94

$33,536.50

$402,438.00

Containers 50% full

$738.94

($46.83)

($562.00)

Containers 40% full

($811.06)

($33,630.17)

($403,562.00)

Containers 30% full

($2,361.06)

($67,213.50)

($806,562.00)

Containers 20% full

($3,911.06)

($100,796.83)

($1,209,562.00)

Containers 10% full

($5,461.06)

($134,380.17)

($1,612,562.00)



40

|
P a g e


Appendix C
.

Acronyms


Acronym

Full Form

API

Application programming interface

CEO

Chief Executive Officer

CIO

Chief Information Officer

CRM

Customer Relationship Management

CRUD

Create, Read, Update, Delete

CS

Customer Satisfaction

DAAS

Database as a Service

DBDC

Database.com

ER

Entity Relationship

FFDC

Financial
Force.com

GAE

Google App Engine

GIS

Geographic Information System

HTTP

Hypertext Transfer Protocol

ICD

Interface Control Document

IDE

Integrated Development Environment

IOS

iPhone OS

ISO

International Organization for Standardization

JEE

Java Enterprise Edition

M2M

Machine to machine

PAAS

Platform as a Service

PHP

Hypertext Preprocessor

PM

Project Manager

RAD

Rapid Application Development

RDS

Amazon Relational Database Service

REST

Representational State Transfer

SAAS

Software as a Service

SCS

Smart Cloud Solutions

SDLC

Systems Development Life Cycle

SFDC

Salesforce.com

SLA

Service Level Agreement

SOAP

Simple Object Access Protocol

SQL

Sequential Query Language

UAT

User Acceptance Test

VP

Vice President