Welcome to DORS

DORS PROPRIETARY–SENSITIVE INFORMATION 1

Welcome to DORSWelcome to DORS

Many high volume restaurants during peak periods can experience a significant increase in

inaccurate orders due to the arrival of so many guests at one time and the rush that is placed

on each server to efficiently handle each order. As a result of inaccurate orders, restaurants

can lose up to 14% of their clientele, which is lost revenue and lost profits.

DORS allow customers to place

their food order online and

provide them with feedback as

to the calorie and fat count of

the meal, a generic image of the

meal, and a list of side dishes

and main course ingredients,

and cost information. This

allows the customer to be more

informed about their order than

if they selected from a picture

less menu. This works to

decrease order errors which will

improve customer satisfaction.


DORS Management Organization(Management Process)

DORS Management Organization(Management Process)


DORS Milestones(Management Process)

DORS Milestones(Management Process)


DORS Engineering Process(Design Process)

DORS Engineering Process(Design Process)

FSRFSR PDRPDR CDRCDR

AssetsAssets

ObjectiveObjective

PeoplePeople

Requirements Analysis/

Engineering

Ver

ific

atio

n

System Verification/Validation

•Performance Requirements•Analysis•Controls

FunctionalAllocation/

Decomposition

Design Synthesis

DORS SYSTEMS ENGINEERING PROCESS

•Ensures Traceability to Requirements

•Ensures Traceability to Requirements

•Drives the Spiral that Integrates Assets, Objective, and People at all Levels of System Design

•Drives the Spiral that Integrates Assets, Objective, and People at all Levels of System Design

FERFER DLRDLR


DORS Functional Decomposition(Design Process)

DORS Functional Decomposition(Design Process)

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DORS Functional Architecture(Design Process)

DORS Functional Architecture(Design Process)

Restaurant Customer

Submit

Finalize

Modify

Order

Browse

Identification

Usage

Welcome

Restaurant Staff

NotifyNotify

Modify

Modify

PrintPrint

Remove

Remove

HTMLHTML

FormForm

CGICGI

MailMail

DORS


DORS Physical Architecture(Design Process)

DORS Physical Architecture(Design Process)


DORS Trade Studies(Engineering Controls)

DORS Trade Studies(Engineering Controls)

Examine Trade Study Problem Review Requirements

Select and Setup MethodologySelect Candidates

Analyze Results

Document Trade StudyProcess and Results

• Define constraints• Generate problem statement

• List requirements• Examine checks and balances• Define level of analysis detail• Develop customer/team interface

• Choose trade-off methodology• Develop and quantify criteria• Determine weights

• Gather data by following the selected methodology

Measure Performance

• Evaluate candidates• Perform sensitivity analysis• Reevaluate candidates


DORS Risk Management(Engineering Controls)

DORS Risk Management(Engineering Controls)

DORS Risk Management Process Track, Status, Task, Select Alternatives

DORS Risk Management Process Track, Status, Task, Select Alternatives

Identify Risk Assess and Prioritize Mitigation

Convene Risk Management Board

Reallocate Resources, Assess Requirements, Modify Schedule

Convene Risk Management Board

Reallocate Resources, Assess Requirements, Modify Schedule

Stakeholder Input/Recommendation

• Technology and Subsystems

• Legacy vs. New System Integration

• Programmatic, Cultural, Political

• Cost, Schedule, and Performance Risk Assessments

• Probability of Risk• Consequence

Analysis• Program Impact• Prioritization

• Overall Strategy Evaluation

• Transitions• Reduction &

Mitigation Strategies• Long Range Plans• Off Ramp Strategy

Development


DORS Test & Evaluation(Design Process)

DORS Test & Evaluation(Design Process)

Requirement

Derived Requirement

Function

Sub Function Resource

2

3

1


DORS Budget(Management Process)

DORS Budget(Management Process)

SpecificationPlanning Time (7 Group Members) 7 x $ 3,000 =$ 21,000

$21,000Prototype

7 Group Members 7 x $ 3,000 =$ 21,000Consultants 2 x $15,000 =$ 30,000Hardware for Prototype =$ 20,000

$ 71,000Delivery7 Group Members 7 x $50,000

=$350,000Consultants 7 x $50,000

=$350,000Support Personnel 2 x $25,000 =$ 50,000Technical Support 2 x $25,000 =$ 50,000Hardware =$ 25,000Software and Licenses =$ 50,000Training =$ 25,000Marketing =$ 16,000Personnel Overhead =$ 50,000Office Space =$ 50,000Operating Cost =$ 25,000Other =$ 5,000

$956,000

Total Projected Cost = $1,048,000

SpecificationPlanning Time (7 Group Members) 7 x $ 3,000 =$ 21,000

$21,000Prototype

7 Group Members 7 x $ 3,000 =$ 21,000Consultants 2 x $15,000 =$ 30,000Hardware for Prototype =$ 20,000

$ 71,000Delivery7 Group Members 7 x $50,000

=$350,000Consultants 7 x $50,000

=$350,000Support Personnel 2 x $25,000 =$ 50,000Technical Support 2 x $25,000 =$ 50,000Hardware =$ 25,000Software and Licenses =$ 50,000Training =$ 25,000Marketing =$ 16,000Personnel Overhead =$ 50,000Office Space =$ 50,000Operating Cost =$ 25,000Other =$ 5,000

$956,000

Total Projected Cost = $1,048,000


DORS Marketing Plan(Management Process)

DORS Marketing Plan(Management Process)

According to www.rubytuesday.com Ruby Tuesday, Inc “is a billion-dollar public company with more than 500 restaurants in nearly every state in America...” If we signed up Ruby Tuesday, Inc with this Dynamic On-Line Restaurant System service for one year we would make $1,802,000.

Montly Fee $ 300 x 500 Locations $ 150,000 Per Month

x 12 Months $1,800,000 Per Year

To break even we would need a one year contact with at least 138 locations.

Marketing Strategies

• Newspaper and TV Ads, aside from Website

• Sell the system at a reasonable and affordable cost

• Demo CDs Distribution

• Brochures


Dynamic Online Restaurant System (DORS)

Dynamic Online Restaurant System (DORS)

http://www.cs.odu.edu/~jhp/cs410/project

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Welcome to DORS

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