Sense of Support The research topic explored with this theme was to have participants describe experiences or situations that make one feel a sense of belonging to the facility. Examination of data included in the qualitative case study gained attention as I reviewed the total counts for codes relating to the category of sense of management support. Table 1 shows themes of positive communication, feeling emancipated, and performance recognition relevant for this interview question under the category of management support. Table 1 Codes Relating to the Theme of a Sense of Support Note. Factors leading to engagement: Sense of belonging. Theme: Communication. An essential responsibility of sound leadership is to communicate organizational values and acceptable standards to set an example for the rest of the organization to follow (Walumbwa et al., 2010). Smith and Firth (2011) contended that positive communication could help individuals respond properly to organizational expectations. Engagement strategies result in better communication and builds relationships (Cowardin-Lee & Soyalp, 2011). Participants interviewed in this study indicate that one way people cope with both personal and professional dissatisfaction is through voicing one’s opinions. Employees feel valued when able to solve problems. Participant 5 stated, “When I made a difference to the investigators, I felt engaged.” The study respondents noted several constructs, such as teamwork and quality, aimed to improve the work environment derived from communication. Communication is a vehicle that provides a basis to connect employees to the business and the community in which it serves (Kruse & Lundbergh, 2010). Essential to building trust and fostering a cohesive workgroup is respectful communication skills (Participants 3 and 4). Trust and respect are necessary in building successful workplace relationships (Harter et al., 2010). Organizations can attain significant business results when the communication between employees and managers form healthy relationships (Participant 4) resulting in caring and customer-focused employees. Employees are less likely to fear change when the need for change is justified and clearly communicated (Choi, 2011). How employees connect and share ideas can bridge the gap between a dissatisfied and engaged work environment, thereby increasing morale and strengthening loyalty and commitment. Only then, will employees feel important and want to follow direction (Friedman, 2011). Communication is also a factor when the goal is to motivate employees and make the staff feel part of the team (Participant 5). Participant 9 noted that one of the most motivating aspects of her job performance is communicating with lab members. Study participants feel a strong working relationship initiates from the daily interactions supporting investigators (Participant 10). Theme: Feeling Emancipated. Most participants noted that an engaged employee would take ownership of.

1. Sense of Support
The research topic explored with this theme was to have
participants describe experiences or situations that make one
feel a sense of belonging to the facility. Examination of data
included in the qualitative case study gained attention as I
reviewed the total counts for codes relating to the category of
sense of management support. Table 1 shows themes of positive
communication, feeling emancipated, and performance
recognition relevant for this interview question under the
category of management support.
Table 1
Codes Relating to the Theme of a Sense of Support
Note. Factors leading to engagement: Sense of belonging.
Theme: Communication. An essential responsibility of sound
leadership is to communicate organizational values and
acceptable standards to set an example for the rest of the
organization to follow (Walumbwa et al., 2010). Smith and Firth
(2011) contended that positive communication could help
individuals respond properly to organizational expectations.
Engagement strategies result in better communication and
builds relationships (Cowardin-Lee & Soyalp, 2011).
Participants interviewed in this study indicate that one way
people cope with both personal and professional dissatisfaction
is through voicing one’s opinions. Employees feel valued when
able to solve problems. Participant 5 stated, “When I made a
difference to the investigators, I felt engaged.” The study
respondents noted several constructs, such as teamwork and
quality, aimed to improve the work environment derived from
communication. Communication is a vehicle that provides a

2. basis to connect employees to the business and the community
in which it serves (Kruse & Lundbergh, 2010). Essential to
building trust and fostering a cohesive workgroup is respectful
communication skills (Participants 3 and 4). Trust and respect
are necessary in building successful workplace relationships
(Harter et al., 2010). Organizations can attain significant
business results when the communication between employees
and managers form healthy relationships (Participant 4)
resulting in caring and customer-focused employees. Employees
are less likely to fear change when the need for change is
justified and clearly communicated (Choi, 2011). How
employees connect and share ideas can bridge the gap between a
dissatisfied and engaged work environment, thereby increasing
morale and strengthening loyalty and commitment. Only then,
will employees feel important and want to follow direction
(Friedman, 2011). Communication is also a factor when the goal
is to motivate employees and make the staff feel part of the
team (Participant 5). Participant 9 noted that one of the most
motivating aspects of her job performance is communicating
with lab members. Study participants feel a strong working
relationship initiates from the daily interactions supporting
investigators (Participant 10).
Theme: Feeling Emancipated. Most participants noted that an
engaged employee would take ownership of one’s job, meaning
workers take responsibility and accountability for his or her
own job performance (see Figure 1). Study participants
acknowledged value in the freedom to create one’s own
schedule, which also fosters a sense of responsibility. As
managers step out of old practices and allow employees to
grow, trust builds between the subordinate and the manager and
an engaged workforce emerges (Participant 3).
Accomplishing tasks or getting work done in a timely manner
also contributes to a sense of satisfaction. Study participants
feel support from supervisors or managers as noted that most
leaders do a good job of helping others when needed.
Employees feel if questions or concerns arise, managers are

3. there to help (Participant 7). If there is a conflict between an
investigator and an employee, the management staff will
support the decisions made by the employee, as the staff is
knowledgeable in animal care procedures and in determining
protocol congruence (Participant 10).
(
Figure
1
.
Contributing
factors to
a sense of support
)
Running Head: IDAHO CUSTOM WOODWORKS (ICW), LLC
BUSINESS PLAN
IDAHO CUSTOM WOODWORKS, LLC BUSINESS PLAN3
Title
Student Name
Subject – Week ?
Name
School
Date
1.0

4. 1.0 Executive Summary
We are not a low cost, low price, mass producer, producing
thousands of product lines for distribution to sales associates.
All our products are handmade from the highest quality woods
available with attention to detail. Many of our customers are
looking for unique products to cherish and memorialize a loved
one. Our employees are our most valuable asset who are wood
hobbyists and who enjoy constructing unique wood projects.
Employees take pride in one’s work and are given the flexibility
to apply creativity to enhance our product line.
The cremation industry has had tremendous growth in the past
20 years, growing from just 28% of the funeral industry to over
48% (CANA, 2011). That growth has created a significant
increase in demand for specialty urns of all types, including
wood urns. As shown in the figures below, sales and profits will
grow slowly in the first two years as the company focuses on
sales to local funeral homes. The company’s primary objectives
in the first two years are to fine tune the production process,
expand the product line and develop credibility in the industry.
In year three the company leaders plan to start online marketing
direct sales to its primary customers in the United States, with
sales expected to grow significantly with the right marketing
package to direct customers to the newly created website.
ICW plans to expand its product line moving forward, to
include pet urns, small furniture and other handmade wood
products. These expansions are a natural addition utilizing
ICWs existing experience with its employees and the credibility
developed from producing quality products.
Table of Contents
1.0Executive Summary3
2.0 Company Description5
2.1 Facilities and Equipment5
3.0 Market Analysis5
3.1 Industry Outlook6

5. 3.2 Target Market7
3.3 Competitor Analysis8
3.4 Production Costs and Pricing Strategy9
4.0 Organization and Management10
4.1 Ownership10
4.2 Self Analysis11
4.2.1 Experience and Education11
4.2.3 Personal Development12
5.0 Product Line12
6.0 Marketing and Sales13
7.0 Financial Projections14
8.0 Final Remarks15
References16
2.0 Company Description
ICW builds handmade wood urns to grieving families looking
for a unique way to memorialize a loved one. Our idea is
simple; create a beautiful and unique product that can be kept as
an heirloom for generations or buried as a naturally decaying
product that is environmentally friendly. Funerals and
memorials provide a sense of closure to families. Our products
help provide that closure as family and friends create a memory
of a loved one that will last forever.
ICW serves funeral homes as distributors of our products and
direct sales to our customers. Our competitive advantage lies in
the owner’s knowledge and experience in woodworking and the
unique relationship he has with funeral homes across the
state.2.1 Facilities and Equipment
ICW operations will begin in the owner’s garage. There is
sufficient space to setup workstations for one laborer. Most of
the equipment is already available (miter saw, table saw, router
table, sander, air compressor, and paint sprayer), but some
additional equipment will need to be purchased to complete
each workstations. This equipment includes two additional
router tables, router bits, one additional miter saw and saw
blades. These items can be purchased at any tool supply store

6. for about $2000. One workstation can produce approximately
700 units per year based on 3 hours per unit and a 40 hour
workweek. 3.0 Market Analysis
ICW will provide quality products to the funeral services
merchandising industry. More specifically, ICW will build
handmade wood urns for the cremation merchandise industry, a
large, growing industry with huge growth potential. We will
begin operations selling our merchandise directly to funeral
homes, targeting cremation clients as our potential customers.
ICW will expand to online sales by year three to target the
online consumer, targeting customers looking for quality
handmade wood urns made in the United States at affordable
prices.3.1 Industry Outlook
There are two primary types of disposal of remains in the
United States: traditional burials and cremations. Tradition
burials require a casket, cemetery plot, headstone, and vault (if
required). Cremations require a temporary, flammable casket to
store the body in for burning at a crematorium and an urn to
carry the ashes and ground bone fragments. 2,472,208 people
passed away in the United States in 2011. 42.23% of the deaths,
1,044,013, resulted in a cremation (CANA, 2011). Only 23.1%
of all deaths in the United States resulted in a cremation in
1997. That result is expected to be 48% in 2017, with a growth
rate of 1.79 % per year (CANA, 2012). The primary reasons for
this increase in cremated remains include: affordability, range
of burial/disposal options, reduced environmental impact,
religious acceptance and transportability (CANA, 2011).
One of the primary reasons for the increase in created remains
is the affordability. Traditional burials require a cemetery plot,
casket, embalming, and a cement vault (sometimes optional).
Depending on the additional services the family requests, costs
can range from $3,000 on the lower end to well over $10,000.
Cremations are significantly cheaper, usually between $1,000
and $3,000, depending on services and other products requested
by the family. Another primary reason is the range of options
available to the family for disposition of the remains. Families

7. can bury the ashes like a traditional burial, spread the ashes in
one or multiple locations, store the ashes in multiple urns with
multiple family members, turn the ash into jewelry or other
memorial keepsakes, and many other options not normally
available for a traditional burial. Religious acceptance has also
contributed greatly to the growth in cremations. Many religions
used to have restrictions against cremation or disapproved of
the practice. As cremation has become mainstream, most
religions have become more tolerant of the practice, allowing
religions followers to recognize cremation as an alternative
option (CANA, 2011).
12,426 people passed away in Idaho in 2013, an increase of
3.9% from 2012. 6,591 of the deaths occurred in the three
districts where ICW plans to open operations. Four thousand
and eighty-three of the deaths, or 61.9%, resulted in a
cremation. Statewide Idaho averaged 58.1% of deaths, 7,164,
resulting in cremation in 2013 (Idaho Dept. of Vital Statistics,
2015). Based on these statistics there is a growing need locally,
regionally and nationally for urns to meet the demands of a
growing number of cremated remains.3.2 Target Market
The cremation merchandise industry is broken down into several
categories, including urns, vaults, jewelry and other specialty
keepsakes. The cremation urn industry itself is broken down
into several sub categories including wood urns, marble or stone
urns, bronze or other metal urns, ceramic urns, specialty
memorabilia urns, miniature keepsake urns, urns for spreading
ashes and others. Our goal is to produce handmade solid
hardwood urns at prices below the average price currently
available in the market.
There is a substantial market for urns that continues to grow as
cremations continue to become more popular for disposition of
remains. This market will continue to grow as the population
grows and will be provide continuous market demand unless a
new method of disposition is developed in the future. Our target
customers are families who have recently experienced a death in
the family who are looking to memorialize family member in a

8. unique urn that can be kept as a keepsake piece displayed at
home or buried in a traditional cemetery or columbarium.
We do not currently know the actual size of the demand for our
product in the current market, but we expect there to be a fair
demand with our price structure and quality both locally and
online. We expect to capture up to 2.5% to 3% of the local
market via the owners existing relationship with funeral homes
in the area, approximately 102-122 urns a year. That number is
expected to grow in future years as more models are developed
and funeral homes begin to value the quality and craftsmanship
of our products. We expect to begin offering our urns online by
year 3 and anticipating capturing as much as .1% of the total
market within 1 to 2 years, approximately 1044 urns each year.
As we continue to develop new products and garner a strong
reputation as an online urn retailer, we expect to build our
market share over the next decade to at least .5% of the total
market, or approximately 5,500 urns. 3.3 Competitor Analysis
ICW’s direct competitors include large memorial service
manufacturers, custom wood urn builders, other custom urn
builders and online low cost distributors. Each segment is
unique in its product range and scope, price structure and target
distribution method.
Large memorial service manufacturers include Mathews
International, Davis Whitehall Co., SinoSource International
and UPD Urns/In the Light Urns. Each company manufacturers
a wide array of memorial service products, including urns,
jewelry, caskets, vaults, cremation equipment and other
memorial equipment both nationally and internationally. All
four companies market to funeral homes and online distributors
of memorial products for the distribution of products. In the
Light Urns is UPD Urns online direct sales distribution
company. These companies produce urns on assembly lines
using low cost materials to mass produce at low cost rates.
Custom wood urn producers include Bryan Wood Urns, Mood
Wood, Arizona Urns, Great American Urn Co., Mabrey
Handcrafted Urns and Exotic Savannah Woodworks. Each

9. builder claims to build handcrafted and/or custom built wood
urns on the website. Each also has a unique selection, ranging
from one or two products to several categories of urn products.
There is a wide range of styles, including etched or engraved
urns, specialty woods and designs, basic box urns, keepsake box
urns, custom built urns on request and others. Custom wood urn
producers will provide the primary direct competition against
ICW in the handmade wood urn market segment.
Online low cost distributors include Walmart, Costco, Perfect
Memorials, and others. These distributors purchase products in
bulk from the lowest bidder and offer the lowest cost
alternatives on the market. These distributors also have the
largest selection of urns of all types available, as well as the
largest selection of other memorial merchandise. The
weaknesses lie in the quality of the products, as low quality
materials and mass production assembly line techniques tend to
produce inferior quality products that look good at first, but
may not hold up over time. 3.4 Production Costs and Pricing
Strategy
Production costs include direct and indirect items including
materials, hardware and replacement saw blades and bits. It will
take 3 board feet of materials per unit at an average cost of
$7.00 per board foot. On average it will take an additional $4.00
per unit to cover the costs of nails, other hardware, glue and
indirect costs including saw blade and router bit replacements.
In addition to the $25.00 in materials, it will also take
approximately 3 hours of labor to complete each unit assuming
each unit is made in batches of 5 or more. The mean wage for
woodworkers in occupation code 51-7042 in Idaho is $14.15 per
hour (Bureau of Labor and Statistics, 2015). Including employer
paid social security taxes (6.2%), employer paid Medicare tax
(1.45%), unemployment tax (2%), and workers compensation
(6.8%). The combined total is $16.47 per hour. In order to
account for pay raises, insurance increases, and other labor
expenses later, we will use $25.00 per hour as the base rate for
calculating labor costs. The combined cost per unit is estimated

10. at $100.00, however, labor expenses are expected to decrease as
production expands and labor efficiencies improve.
Funeral home profit margins on merchandise range from 50% to
130% (Sanburn, 2013). Based on research, funeral home urn
prices range from $226 to $396 (Appendix A). In order to keep
funeral home profit margins within the average price range ICW
will incorporate a pricing strategy markup of 50% for sales to
funeral homes and 100-150% markup for internet sales. The
increased markup for online sales will ensure we don’t compete
directly with our funeral homes. Online prices for similar hand
crafted urns range from $192 to $359. Our online pricing
strategy will place our products below the average price,
allowing us to beat many competitors prices for similar
products.4.0 Organization and Management
4.1 Ownership
ICW will begin as a sole proprietorship operating out of my
garage. There is limited personal financial risk so there is no
need for the liability protections an LLC or S-corp offer.
Additionally, the sole proprietorship offers a simplistic business
form suitable for the small scale production ICW will start with.
ICW will change to an LLC or S-corp once the business has
grown large enough to start requiring employees. The owner
will be responsible for all facets of the operation, including
production, shipping, marketing, accounting, etc. As the
business grows, the owner will shift from production and
shipping to marketing, management and accounting.
4.2 Self Analysis
4.2.1 Experience and Education
I have 3 years experience building custom wood furniture and
other carpentry projects. These projects include night stands,
entertainment centers, chess boards, small keepsake boxes,
small rings, toy boxes, cabinetry and display racks. Some
projects have been for my own personal use, but many have

11. been for friends or family when requested. Attached in
Appendix A are some pictures of previous projects and quality.
I currently have 10 years experience as a manager for the Idaho
Army National Guard. As the state manager for the military
funeral honors program, I have the knowledge and experience
needed in management, accounting, finance and marketing. My
responsibilities included personnel management, cost analysis,
budget management and projections, marketing and training. I
also have 14 years experience as a sergeant first class in the
Idaho Army National Guard, managing a small section of
Soldiers during drill and annual training. I have received
significant training in the areas of leadership and training
during my career. These experiences will be extremely
beneficial as the business grows and my primary role in the
business changes from the production to management.
I will have my Masters in Business Administration degree at the
completion of this course. The knowledge gained during my
studies includes financial management, accounting, marketing
management, economics and online business.
4.2.2 Strengths and Weaknesses
Organization is one of my top strengths. I have a natural ability
to break down processes, techniques and procedures and
rearrange to improve efficiency. Time management adaptability
are two additional strengths. Funeral honors is a last minute
business, with requests for honors coming in between 48-72
hours prior to the event, sometimes with as little as 12-24 hours
notice. That experience has allowed me to become very adept at
scheduling workers and very adaptable to last minute change.
My primary weaknesses are a lack of manufacturing experience,
lack of experience as a small business owner and professional
experience in wood crafting. These weaknesses will diminish
with time, but require a steep learning curve in the beginning to
grasp all three areas successfully.
4.2.3 Personal Development
I plan to research wood production techniques and continue to

12. experiment with new methods and techniques to enhance my
wood crafting abilities and identify improved methods of
production. I also plan to purchase samples of competitor
products to identify quality, craftsmanship and production
techniques used. This will serve a two-fold purpose of
identifying competitor strengths and weaknesses and improving
our product line by identifying production ideas and methods
that can enhance our production.
Management classes will also be needed as the business grows
so I can be fully prepared to transition from the primary labor
role to the managerial role. Lastly, I plan to join the Cremation
Association of North America as a tool to stay current on
cremation trends as well as a marketing tool into other
geographic markets.5.0 Product Line
Our urns are handmade by local woodcrafters. ICW will start
with 2 models available in 3 wood varieties in order to maintain
a low overhead and maximize production capabilities. Each of
the 6 available combinations will be produced in batches of 5 to
10 urns to maximize labor efficiency and maintain a small
supply available for immediate shipment. Models and varieties
will be added as volume increases and labor efficiency makes it
more cost effective for enhanced features. Specialized laser
etching will be added in year two, allowing families to
personalize an urn with pictures or words.
Each urn will be assembled using a lock and miter and pocket
hole joinery, leaving the outside of the urn unblemished while
allowing for increased productions speeds. Cedar, black walnut
and hickory will be the three varieties of wood available, each
with a unique texture and color suitable for small woodworking
projects. Our urns will make perfect memorial pieces that can
be displayed as a beautiful family heirloom for generations.6.0
Marketing and Sales
ICW will expand operations slowly over a three year period in
order to maintain a constant growth, allow for lessons learned in
production processes, and ensure I can meet my current
employment obligations until such time that ICW can support

13. my family (expected in year 3). For this reason I will start by
marketing to the local market before expanding our products
regionally and nationally.
Funeral directors are one of the primary links between our
customers and our products. My primary marketing strategy in
the first year is to meet with each funeral home and funeral
director in the three districts I plan to serve and demonstrate the
quality and durability of our hand mad urns, leaving a free
sample urn, which can be used to display as a marketing tool for
customers. As part of that strategy I also plan to attend and
market my product at each regional funeral directors association
meeting and the state funeral directors association meeting. This
strategy, combined with my pre-existing relationship from my
current employment will ensure my product is on one’s mind
when meeting with clients. The advantage will allow ICW to
capture 1.8% (75 units) of the urn market in the local area in the
first year.
ICW will expand marketing to funeral homes and funeral
directors across all of Idaho and southeastern Oregon in year
two, capturing 2.5-3% of the total market share (177 units). In
year three ICW will begin direct sales to its customers by
creating a website and using a variety of advertising to create
traffic to the site. I will also begin expanding ICWs regional
footprint, traveling to funeral homes across the northwest, as
well as attending state funeral directors association meetings in
the states. We expect to achieve .05% of the national market
(531 units) in our first year online while continuing to grow or
sales to funeral homes.
Marketing tactics beyond year three include attending the
national funeral directors association meetings, attending the
Cremation Association of North America meetings, marketing
through each association’s website, and developing a pet
cremation urn to market to pet cremation companies. We will
also expand our online marketing presence, adjusting
advertising tactics to maximize our exposure and expanding our
shipping options to ship to Canada, Europe and other nations as

14. we grow.7.0 Financial Projections
Refer to Appendix B-D for all financial reports. Assumptions
for each year are listed below the Income Statement. ICW’s
price structure will be $140 per urn for distribution sales to
funeral homes and $250 per urn for direct sales online. Profit
margins for each type of sale are $40 and $150 respectively.
Profit margins are significantly greater for online sales,
however a large portion of urn sales still occurs through funeral
homes as a direct contact with clients immediately following a
death and have time to build trust with the client prior to a need
for an urn.
Revenue will increase slowly in the first two years with net
income increasing from $1,279 in the first year to $4,424 in the
second year. Year three is projected to increase in net income
with the addition of online sales and the increased profit
margins from sales. The net income is anticipated at $68,230.
The figures do not include any potential savings gained from
labor efficiencies gained after the first two years of production.
It is expected that the average cost per unit will decrease below
3 hours per unit. Along with increases in net profit, there are
also large increases in operating and net profit margins. Both
are expected to increase from 11.7% and 10.1% to 43% and
35.4% respectively. Return on equity will also increase
drastically, as all equipment purchased in the first year is
sufficient to maintain full production capabilities for one
operator.8.0 Final Remarks
After further analysis, I am strongly considering adjusting the
marketing strategy to start online marketing first via using
Amazon, Ebay or another established online store in year one
instead of waiting until year three because of the larger profit
margin per unit from online sales. This strategy would allow
for cash flows to build up faster, increase production faster, and
allow the company to build its own website sooner. Distribution
sales to funeral homes can start at any point and can always be
incorporated at a later time to allow for further expansion. I still
need to conduct more research on comparable online and funeral

15. prices for similar products to ensure my price structure fits in to
the existing market. I also still need to finish development of
my urn prototypes to firm up the actual production costs per
unit.
Future expansion opportunities include developing a line of pet
urns and entering other woodworking product markets.
References
Basmajian, C., & Coutts, C. (2010). Planning for the Disposal
of the Dead. Journal Of The American Planning Association,
76(3), 305-317. doi:10.1080/01944361003791913
Bureau of Labor and Statistics. (2015). May 2014 state
occupational employment and wage estimates Idaho. Retrieved
01 July, 2015 from
http://www.bls.gov/oes/current/oes_id.htm#51-0000.
CANA (2011). Annual CANA statistics report 2011. Cremation
Association of North America.
Kelly, S. (2012). Dead bodies that matter: Toward a new
ecology of human death in American Culture. Journal Of
American Culture, 35(1), 37-51. doi:10.1111/j.1542-
734X.2011.00796.x.
Running head: REFERENCE PAGE REQUIREMENTS
CAPSTONE PROJECT – APA MINUMUM REQUIREMENTS 2
References
· Must have at least 2 peer-reviewed references to be awarded
the full points. Cannot use on-line magazine articles, such as
Ask.com, Forbes, or dictionaries. Government websites and
books are not peer-reviewed; therefore, you can have an 85/15%
match where 85% of the references are peer-reviewed and 15%
are not.
· Must have properly formatted citations and Reference Page.
The Reference page must contain document retrieval

16. information, such as a doi number or the journal’s url. The doi
is not capitalized and there is not a space between the doi and
the number. doi:10.1348/096317904322915892
If you cannot find the doi number (I use googlescholar.com to
start) than go to the journal’s homepage, find the TOC or index,
and copy the url.
http://www.ejournals.ph/index.php?journal=BER&page=issue&
op=archive
Do not use the retrieval information of the journal article itself,
such as
http://onlinelibrary.wiley.com/doi/10.1111/j.1754-
9434.2007.0002.x/pdf
t
Project Proposal Guidelines
Outline and advice for crafting a project proposal to use when
setting up Projects as well as convincing a faculty advisor or
client to work with you on a project. Depending on the faculty
advisor a formal document may or may not be required but it is
strongly recommended that you write a proposal as part of your
professional education and to help you end up with good project
results. Also note it is possible that the proposal may have to be

17. modified during the term or year to adapt to intermediate
results. This is not a bad thing but is often necessary and
desirable -- compared to proceeding with a plan that is not
working.
Goals of Project Proposal
• Convince the faculty advisor and/or client that the project is
both worthwhile and feasible, and that the proposed approach is
the best possible.
• State the goals of the project and what the faculty/client can
expect to see accomplished.
• Specify a time limit and budget for completion of the project.
• Identify milestones by which the faculty/client can monitor
the progress of the project.
• Clarify the relationship between the faculty/client and the
project team; in particular, to state what data and services the
faculty/client is expected to provide.
• Establish and delineate a professional approach to the project
to gain experience with proposal skills that will be needed in
professional life.
Suggested Outline
� Executive Summary – 1-2 paragraph statement of project
goals and deliverables emphasizing the benefits to the
university/department/faculty/client, outline of methodology,
and statement of time and budget required.
� Introduction - Statement of problem context (background)
and problem essentials (foreground).
� Project Statement – Expanded statement of goals. Clarify the
deliverables of the project.
� Methodology – Description of approach to be taken. Organize
in subsections. Motivation for the approach and the advantages
and disadvantages of the approach. As necessary, provide
definitions and a brief technical outline. Note skills to be
learned by students.
� Resource Requirements – Identify software, hardware,
facilities, space, funding and data required for project

18. completion. Identify what data you will collect, and what data
and services the university/client will provide.
� Schedule - Set up a method for the client to monitor the
project through measurable accomplishments, milestones, and a
meeting schedule with the client. Timeline or list of dates and
deliverables.
� Budget – This section is not required for many MEng.
Projects but is an essential part of any other proposal. Outline
monetary requirements for the project along with a schedule for
expenditure.
� Contacts – It may prove useful to identify all parties involved
with their contact information
Tips on How to Write a Project Proposal
Use typical sales techniques to create a better proposal.
• Know your client
• Know their needs and address them
• Use positive language
• Promise only what you can deliver
• Understand the difference between needs and wants
• Consider the possible negative outcomes of your proposal so
that you may avoid them.
• Rejected
• Accepted but you didn't want it
• Oversold – the client expected more than was intended
• Under-resourced – possibly the result of the project being
over-scoped
How a project will be judged and graded:
The project will receive a letter grade as other courses, but it is
not just another course. It is the centerpiece of the MBA
program. It requires sustained effort and time comparable to
that of your most difficult courses, over a longer period of time.
The work effort is close to activities in the workplace. The
project report must meet the high academic standards applicable
to a thesis while communicating effectively to non-specialist
client(s). While the faculty advisor and any is a valuable
resources, the individual student, not the advisor, is responsible

19. for overcoming obstacles and moving the project steadily
forward.
The grade is entirely the responsibility of the faculty, who is the
official instructor of the course. Here are some criteria that
faculty advisors usually take into account in establishing
individual project grades:
• Creativity and judgment
- Accurately discern and define the essential and true elements
of the real-world problem, develop a practical solution strategy,
and follow through to a useful product.
- Searching out, learning and making appropriate use of
available theory and tools, seeking additional expertise and data
as needed.
- Figuring out how to deal with a difficult, complex and
unstructured real-world problem with incomplete data, for
which the solution may not be straightforward or 'cookbook'
• Communication
- Establishing clear two-way ongoing written and oral
communication and the advisor about progress, status, and
issues, up to and including the final presentation
- Producing clear, well-organized, and accurate project
documents.
• Leadership
- Taking initiative, resolving conflicts, and maintaining
participation
• Professionalism
- Making and updating the project plan and meeting the
resulting commitments about deadlines, milestones, and budgets
- Justifying recommendations by conclusions and findings
- Adhering to high ethical standards
Acknowledgement – This document is largely based on several
documents used at various times by Peter Jackson and other
faculty and staff in Operations Research and Industrial
Engineering and other departments at Cornell University.

20. If you are submitting a mission statement, here is some
information.
An example:
The mission of Cleveland Clinic is to provide better care of the
sick, investigation into their problems, and further education of
those who serve.
The vision of Cleveland Clinic: Striving to be the world's leader
in patient experience, clinical outcomes, research and
education.
Statement of Values
Cleveland Clinic was established by visionary leaders who
believed in simple, guiding principles. Six fundamental values
form the foundation of the Cleveland Clinic's culture:
· Quality. We maintain the highest standards and achieve them
by continually measuring and improving our outcomes.
· Innovation. We welcome change, encourage invention and
continually seek better, more efficient ways to achieve our
goals.
· Teamwork. We collaborate and share knowledge to benefit
patients and fellow caregivers for the advancement of our
mission.
· Service. We strive to exceed our patients’ and/or fellow
caregivers’ expectations for comfort and convenience.
· Integrity. We adhere to high moral principles and professional
standards by a commitment to honesty, confidentiality, trust,
respect and transparency.
· Compassion. We demonstrate our commitment to world-class
care by providing a caring and supportive environment for our
patients, patients’ families and fellow caregivers.
Why is it important to know the organization's vision and
mission statements before developing a project/plan?
People must understand the company’s vision and mission
statements before developing a project plan because mission and
vision statements assist in guiding employees towards reaching
goals. Systematic and comprehensive assessments of both
internal capabilities and external environments are analyzed.

21. Leaders examine an organization’s strategic management
process to reveal exposed and hidden opportunities, which
should be implemented, monitored, and controlled (Pearce and
Robinson, 2004). The mission and vision statement, therefore,
serve as the cornerstones of an organization’s philosophy that
support its strategic posture in the market. The statements
identify the scope of its product and market operations, sets
forth the image the firm seeks to project, and satisfies the
primary needs of the customer. The mission and vision
statement aids leaders in reaching desired end state goals by
proposing the current methodology and intention and future
prospectus for all stakeholders involved in project planning and
strategic processes.
When combined, the mission, vision, and values of the company
serve to put the focus of the company to becoming the leading
source within the industry. When a CEO defines the mission,
vision, and values, the information illustrates the purpose,
philosophy, and goals of the organization. An organization’s
mission and vision statements serve are motivational statements
that announce the organization’s goals and aspirations to all
stakeholders, including employees. “A sound mission and value
statement is brief, memorable, pragmatic, and inspiring” (Bain
& Company, 2009). In many industries, organizations revise
the mission and vision statements due to frequently changing
markets and customers conditions.
Employees of the organization must fully understand
the organization’s mission and vision statements to develop a
solid project or business plans. One of the many purposes of
the organization’s mission and vision statements will help focus
employees on the highest objectives of the company. The
statements, consequently, are the building blocks of corporate
strategy, which provides the foundation for project plan
development and execution. A sound mission and vision
statement provides employees with the direction necessary to
develop successful projects and plans to help the organization
and its clients reach one's full potential. An organization must

22. clearly deliver the values and goals of the organization to
identify new opportunities and remain competitive in the
marketplace.
Successful organizations set goals that directly relate to
their visions. From this stems actions and strategies to help
leaders reach their goals. By having a vision and mission
statement that supports an organization’s project or plan, the
firm can control its destiny, instead of allowing outside forces
to determine the direction a business wants to take. The
objective is to work out strategic approaches and required daily
actions to help the business reach its vision. The role of a
project or plan is critical to the successful outcomes of
an endeavor. A vision must possess certain characteristics.
Further, the work must be understood, motivational, credible,
demanding, and challenging. While not all elements need to be
fully active constantly for the success of a project or plan, the
documents should be presented at some period during the
project’s execution.
References:
Bain & Company. (2009). Mission and vision. Retrieved from
http://www.bain.com/bainweb/Consulting_Expertise/capabilities
_detail_asp?capID=92
Christenson, D., (2004). Understanding the role of “vision” in
project success. Retrieved from
http://www.allbusiness.com/management/1042063-1.html.
Pearce, J., Robinson, R., (2004). Strategic Management:
Formulation, Implementation and Control: Defining the
Company’s Mission and Social Responsibility. New York, NY:
McGraw-Hill Companies.
Running Head: VIDEO STORAGE SYSTEM SOLUTIONS
PROJECT PROPOSAL 1
VIDEO STORAGE SYSTEM SOLUTIONS (VS3) PROJECT
PROPOSAL

23. Video Storage System
Solution
s (VS3) Project Proposal
Student Name
BA 599 Capstone
Dr. Joni Scott
Grantham University
September 15, 2015
Table of Contents

24. 1.0 Executive Summary3
2.0 Introduction4
2.1 Project Proposal5
2.2 Project Planning Questionnaire6
3.0 Mission Statement7
4.0 Goals and Objectives7
5.0 Customer and Competitive Analysis8
6.0 Marketing and Sales Analysis9
7.0 Financial Projections10
8.0 Deliverables and Milestones10
9.0 Risk Management11
10.0 Final Remarks12
Appendix A –Questionnaire14
Appendix B –Project Budget Estimate15
Appendix C –Project Schedule16
Appendix D –Risk Assessment17
References18
1.0 Executive Summary
The Video Storage System