The ParknPayApp


Business Plan
Submission-3

Anna Forshufvud
Therese Tellstedt
Camilla Vachet
Viktor Widerberg
 Table of content
1.  Value Proposition
2.  Financial projections 
3.  Development Plan Summary 
a. POP
b. Background
c. Deliverables
d. Metrics
d. BIM
4.  Prototype development
5.  SimVision
a. Organization Structure Baseline
b. Organization - Functional intent and Design
c. Process – Functional Intent and Model 
d. Design Versions
6.  Case analysis 
a. Executive Dashboard infromation
b. Gant Comparaison
c. Project Resource utilization
d. Work Breakdown 
e. Process quality risk 
7.  Checklist
8.  ORID analysis
1. Value Proposition
Important problems:

30 % congestion due to
drivers looking for
20 min/day spent on
looking for parking
40 % unused capacity. SF
Council missing out on
parking spots revenue stream

ParknPayApp finds the perfect

parking spot in no time
ParknPay!

Benefits:

Society: Drivers: Parking providers:

Reduced Saves time & money Increased paid occupancy
environmental impact
2. Financial projections
Projects revenue
Numbers of App-user Costs of sales and operation
Gross Margin
Net Income
200 000 900 000

675 000
150 000

450 000
100 000
225 000

50 000
0

0 −225 000
2013 2014 2015 1016 2013 2014 2015 2016
 2. Financial projections
With an initial investment of $200,000, an investor can expect to get paid back in Q3 of 2015. 
Further dividends will be distributed after that. 

NPV Break Even: Dec 2014

900 000

675 000

450 000

225 000

−225 000

−450 000
Q3 Q4 Q1* Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4

2013 2014 2015 2016

 Internal milestone

3. Development Plan Summary Launch

Events
2013 2014 2015
SF Council
Set budget Recruitment Set budget
contract
Project
Management
Founding Planning for
Pre-planning Risk assesment
secured new features

Design/ Internal Beta Design of Design/

Develop prototype version new features Develop
Product
Development ParknPay!

Testing Design/ Testing Product Beta Add-on

Develop launch version features

Create a user Social media-launch- Users: 55,000

Partner event
group campaign P-providers: 1
Marketing &
Sales
SF council
Instagram campaign -
campaign
“How good your life
has become with
ParknPay”

Expansion in 2015 to other big cities in USA

 a. POP-model

•  Level  B   Product:  App   Organiza7on   Process  

Func7on   Pay  -­‐    On  mobile,  Connec.on  to  bank   PM  –  manage  project,  manage  team   Project  Management  –  Manage  project  and  
account   Designer  –  User  interface,  content   external  partners  
Map  -­‐  Google  map,  Find  free  spots,   Developer  -­‐  Develop  beta  version,  develop   Design  -­‐  Interface  understanding  
Localiza.on     product   Develop  App  -­‐  Follow  specifica.ons,  
Refill  -­‐  Refill  func.on,  Real  .me  update,   Tester  -­‐  Find  bugs,  customer  sa.sfac.on   collaborate  with  external  partners  (SF  council),  
Reminder     integrate  contractor’s  products  (Google  maps,  
  PayPal)  
  Test  -­‐  Create  a  test  group,  understand  test  data  
 

Design   •  Design  an  easy-­‐to-­‐use  interface  with  3   A  team  of  7  employees   PM  –  Schedule,  plan,  manage  mee.ngs  
features   Design  -­‐  Set  specifica.ons,  Design  user  
•  Develop  the  product  on  5  applica.on   interface,  design  func.ons  
plaQorms   Project  Manager   Develop  –  develop  codes,  integrate  
•  Color  scheme  user  friendly  for  color   contractor’s  products,  develop  product  
blinds   Test  –  Internal  tes.ng,  Beta  tes.ng,  Alpha  
See  Product  Sketches  on  next  page  -­‐>   tes.ng  
 
Designer(2)   Developer(2)   Tester(2)    
 
 

Behavior   •  Widely  access  to  the  product  through   •  Reduced  person  backlog   •  Stay  within  budget    
several  applica.on  plaQorms   •  Less  than  20  rework   •  Finish  on  .me    
•  Reduce  conges.on  in  the  city   •  Reduced  latency   •  No  breakdown    
•  Reduce  .me  and  money  for  users   •  Increased  efficiency   •  Schedule  
•  Easier  monitoring  of  paying  users  for   •  Good  communica.on   •  A  product  that  fulfills  customer  
clients   requirements  
•  Good  collabora.on  with  external  par.es  
 
 b. Background  
Comment: 
We are currently two weeks into the project, that is in the conceptual/design phase.
Explicit model has been completed with specifications, sketches, etc. 
Next ICE session will be concept design. 

Your  name  
Background  
Anna  Forshufvud,  Therese  Tellstedt,  Camilla  Vachét  and  Viktor  Widerberg  
Your  organiza.on   ParknPayApp                          
Date  (dd/mm/yyyy)   2013-­‐07-­‐11                          
Project  phases  that  use  VDC   Concept/  criteria  design   Concept  design   Design  Development   Detailed  design/  shop  drawings              
Current  project  phase   Design  Development                          
What  type  project  is  this:     Other                          
Why  does  (or  do  you  propose)  the  
project  use  VDC?  
Visualize  the  predicted  work,  intergrate  all  teams  and  deligate  tasks  to  decrease  risk      
How  will  VDC  assist?   Find  the  cricical  path  and  make  the  team  aware  of  and  understand  the  risks  of  the  project    
VDC  methods  you  use  
Metrics   ICE                
How  big  is  it  (area)       units:     SF  Inner  city              
How  big  is  it  (height)       units:     Everyone  that  has  a  car  and  visit  the  city  will  use  it  
Budgeted  cost       units:     $15000  
Scheduled  dura.on  (months)   10  weeks      

Personal activities Comment - certification requirements:

Principal respons-ibility Contribute to team Reviewed

Specify functional intent

Five explicit, quantitative and measurable output objectives
Product (3D) model no   yes   some   for your project, including at least one each that relate to
product, organization and process

Organization yes   no   yes  

Process yes   no   yes  
Explicitly model
Product (3D) some   yes   yes   Create or contribute to one project model, which might be a
Organization yes     yes   3D BIM, organization or process
Process yes     yes  
Analysis: predict, measure
status
Two performance predictions and five measured process
Product (3D) some   yes   some   performance metrics
Organization yes     some  
Process some   yes   some  

Explain management implications of measured performance

Use VDC methods in metrics wrt explicit objectives
management yes
 c. Deliverables  

Responsible  team,   Due  date  met  

Planned  deliverables   Deliverable  format   Receiving  team   Due  date   Expected  LOD  
individuals   (Yes/No)?  

Design   Sketch   Design  team   Programer   25-­‐jul   Yes   A  

Yes  
Specifica.on   Excel   Design  team   Programer   20-­‐jul   A  
Schedule  of  assets  to   Yes  
manage   Excel   Project  manager   Everybody   20-­‐jul   A  
Build  =>  Beta  version   U.I   Programer   Test  Team   21-­‐okt   No   A  
Test  Team  and  Customer   No  
Test  result   Excel  with  improvments   rela.on   Project  manager   01-­‐nov   A  
Alpha  version   App  new  version   Programer   Programer   21-­‐jan   No   A  

Comment:
50% of planned deliverables have been met. At this stage of the project no
building has been completed since we are currently seeking funds to
complete our product and launch it on the SF market. 
The due dates conform to the predicted schedule (see Gantt Scheme) 

 d. Metrics  
Comment: Improvements of managers response time is critical. Better communication rules could
be established to ensure relevant questions are addressed to the best suited team member. We could
then expect a decrease in latency observed. 

Predicted/
Stakeholders
Target How to use in Type [P, Collection Objective measured value Assesed
Name Comment Tolerance: +-∆ Source of data who saw data
value management O] frequency Weight (how you are status
last week
doing)

Quality: POE satisfaction wrt Guide explaning Client

Appropriate U.I 100 5 P All on team Weekly 50 97 3
program (%) how to use assessment
Cost conformance to plan (item Project team
100 10 Plan next job P PM only Weekly 30 90 3
actual - predicted/predicted) design review

Schedule conformance to plan Client Major

100 5 Plan next job O All on team 10 90 2
(%) assessment milestones

Team preparation: Fraction of

Periodic project
participants saying that other Meeting
100 10 stakeholder P All on team Turnover time 5 80 2
team members came prepared to improvements
survey
meeting (%)
Improve
communication and
Latency: % responses received From manager to speed and bring Periodic project
100 5 P Subteam only Weekly 15 80 1
<= 1 day team progress report
down the backlog
for the manager
Set weekly U.I Periodic project
Field RFIs (count) 0 3 P All on team Weekly 10 0 3
specifications progress report
Set U.I weekly
Fraction of prefab assemblies Project team
60 10 specifications, P All on team Weekly 10 60 3
that take <=1 day to install (%) design review
procurement
Personal preparation: Faction of
Less Periodic project
participants that say they
90 10 communication and stakeholder P All on team Every session 10 85 3
understood modeled design
rework survey
content and rationale (%)
Team preparation: Fraction of
Less
participants saying that other Project team
90 10 communication and P All on team Every session 10 85 3
team members came prepared to design review
rework
meeting (%)
Compare option vs. Project team
Other (please enter) 13 400 1340 P All on team Every session 12 350 3
others design review
 d. BIM  

BIM  (VDC  project  model)  Content  Specifica7on  

Comment:  Model  LOD   Scope   Rela7onship   Func7onal  Requirement  

Organisa7onal  
Form  (  Actor)  
Comment  
At the B level we are using external
expertis to assist in the UI Design. Organiza7on  
The Customer Relation Manager will  Project   Manage  the  project  and  
internal   CEO    
be responsible for rolling out the Mangagemnet   its  resource  

different version of the product and Design  easy  UI   internal  

Communicate  with  
Design  manager    
customers  
making use of the feedback from our A   Use  open  source  and  
users.  Programing   internal  
develop  a  good  
archetecturing  by  own  
Develop  manager    
coding  
Tes.ng     Design  team   Improve  the  beta  version  Test  Team      
Translate  the  customers  
User  interface   Design  team   need  to  precise   UI  specialist    
specifica.ons  
reach  the  specifica.on  
Desin  features   Develop  team   Design  department    
on  .me  
Set  up  a  architecture  
Code  wri.ng     Develop  team   Develop  Team    
that  work  suficent  
B  
User  experience    Test  Team     Collect  test  data   Develop  Team    

Test  evalua.on   Generate  new  

Test  Team     CR  Manager  
team     specifica.ons  
 
Write  drai  for  contract   Test  evalua.on  
Contract  wri.ng  External    
for  partners   team      
5. SimVision  
 a. Organization Structure Baseline
b. Organization - 
Functional Intent
and Design

The team: 

It is important that the actors
know their responsibilities while
being encouraged to
communicate with the rest of
the team. Plans and milestones
are going to be available to all
and developed in a transparent
manner in order to ease
communication and prevent
failures.
 c. Process - 
Functional Intent
and Model
Process: 
An iterative process is illustrated below.
The developers and designers
contribute to the testing functions in
the last phases. The manager
coordinates the process with the
responsible actors to ensure the
progress of the project.
d. Design Versions 
 d. Design Versions
Case Risks
Expected results: Observed results:
Increased project duration and cost Same duration as baseline
Increased rework Increased cost 
 d. Design Versions
Case Primary Tasks
Observed results:
Expected results:
One of the lowest risks observed
Longer project duration
Project duration shortened
Higher process risk 
Reduced project cost
Backlog peak at 1.17

 d. Design Versions
Case Reduced Meetings
Expected results:  Observed results: 
Decreased project duration and cost + Overall Coordination risk slight increase but
increased coordination risks  significant decrease of 
coordination risk on certain tasks
 
6. Case analysis

•  Stay within budget – With the Case – Baseline as our reference. The Case –Risk results in an
increase in costs like expected. The most interesting case to look at when it comes to the impact
on the budget is Case – Reduced Meetings. That specific case shows considerable savings when it
comes to Total Work Cost. 

•  Finnish on time – Compared to Case - Baseline, Case – Reduced Meetings has the biggest impact on
the duration of the project, with a decreased project time of 18 %. The other studied cases have
no major impact on the estimated project duration.

•  No breakdowns – Since we encountered difficulties when running the models with different
functional and product risks we had to set it at at constant level. This could impact the results
significantly and will therefore be considered seriously going forward in the project. 

•  Conformance to Schedule – As shown in the Gantt charts (slide 23), Case – Primary Tasks has the
most impact on the schedule, shifting most of the tasks on the critical path to an earlier point in
time.

•  Product quality – The task Developing links is the parameter that is most prone to influence our
processes regarding product quality

 a. Executive dashboard


Comment: 

Lowest risk 
Case- Primary Tasks

Highest Risk
Case - Risks
 b. Gantt Comparison

Baseline vs. Case Primary Tasks Baseline vs. Case Reduced Meetings Baseline vs. Case Risks

Least
Most impact
time on
saved
schedule 
c. Project resource utilization

Baseline

Case – Primary Tasks shows less utilization of 

the resources when the complete duration of 
the project is considered. 

Case Primary Task

Case Reduced Meetings

 d. Work Breakdown
Baseline vs. Case Risks

Case Risk is here shown to result

in higher risk when considering
work breakdown.
 e. Project Process Quality Risk
Baseline vs. Case Risks

Case Risk is here shown to result

in higher process quality risk all
tasks considered
 7. ICE pre-plan Checklist
Problems  and  subtasks   Outcome   Par7cipants     Agenda   Resources  
0.  Project    Management   SMART-­‐Goal  sejng  and   Designer,  tester  and   Set  and  review  project  goals   Computer,  room  for  mee.ng  
task  assigned  to  the  team   developer  
0.1  Budget     Founding  secured,       PM,  Angels,  SF  council   Secure  development  1  year   Dinner  and  company  visits.  
Product  presenta.on  
1.  Simple  U.I   Easy  Features   Designer,  tester  and   Set  and  review  project  goals   Computer,  room  for  mee7ng  
developer  
1.1  Set  specifica.on,  U.I,   Clear  direc.ons  and   The  team   Design  what  features  to  develop  and   Computer,  room  for  mee.ng  
plan  revenue  streams     controllable     product  specifica.on        
1.2  Product  lay  out   A  product  for  tes.ng  3   Designer  and  developer,  SF   (develop  page;  Find,  Pay  and  Check)   Developer,  SF  parking  data  
pages   council  and  Google  engineers   and  Google  map  data  
1.3  Test  lay  out   A  beler  alpha  version   Testers,  developers  and   Find  bugs  and  improvements   Test  equipment  
mee.ng  the  needs   designer    
2.  Informa7on  flow   Par7cipants  with  SF   PM,  SF  and  Google   Generate  a  good  collabora7on  for   Maps,  technology  for  data  
about  parking  and   council   future  rela7on.   transfer  
loca7ons  
2.1  Develop   Future    data  access   SF  council  and  developers,  PM   Drai  contracts,  and  set  up  co-­‐   Dinner  and  company  visits.  
collabora.on  w.  SF   developments   Product  presenta.on  
2.2  Develop   Get  access  to  plaQorm   Google  engineers,  developers   Drai  contracts,  and  set  up  co-­‐   Dinner  and  company  visits.  
collabora.on  w.  Google   and  PM   developments   Product  presenta.on  
2.3  Improve  reac.ons   Best  product  on  the   Co-­‐developers  and   Benchmark  and  understand  the   Mee.ng  room,  customer  
and  collabora.on   market   development  team   customers  need   data.    
3.  Customer  payment   Safe  transac7on   PayPal,  PM  and  developer   Set  up  a  safe  money  transac7on   Technology  for  money  
  system   transac7on  
3.1  Buy  product  from   Set  up  a  safe  transac.on   PayPal,  PM   Drai  contract     Mee.ng  room  and  company  
PayPal   visit  
3.2  “looking  safe”   TrusQul  app   Tester,  Developer   Reviews  goals  for  a  trusQul  app   Customer  tes.ng,  free  trials  
 7. ICE pre-plan Checklist
Goal: Develop an app for parking in San Francisco that is easy to use

•  4 milestones have been analyzed in our checklist

•  Manager invites all team members to the upcoming meeting 
⇒  2 hours meeting with 2 ICE sessions
⇒  Manager send out agenda with attached checklist for efficiency and process
reliability
•  Next task: decide B level deadlines following funding decision. 


 8. ORID
•  Objectives – What did you see in the class? What factual statements can you make based on the data?

We observed the power of Simulation when used to test organizational structure, processes and risks
associated with a project. We also have a better understanding of the importance of clear presentations to
emphasize the substantial content we are presenting.

•  Reflective – What surprised, encouraged or interested you? What concerned or discouraged you?

A few of the ideas and pitches were really good and have a chance to succeed. We were surprised by the fact
that some plans were a bit unrealistic, and that not all of the groups had ask themselves the question: would
I buy this myself, and if no, who would? Or why not?

•  Interpretive – What sense to you make of what you did as you prepare your proposal?

As we prepared our proposal, our own idea became clearer to us as well. I think even if you don’t need to
ask for money, just presenting your plan and expressing it in words and in terms of money could help
address important questions in the early phases of the project. 

•  Descriptional – What are our proposed next steps? What is your action plan for next steps?

If we were to take our app to the next level one of the most important things would be to find with the
background and knowledge needed to develop the app. . We will not take the idea further however, but it has
been very interesting to get to know the process, and we are certain what we learned will be of value to all of
us in the future.