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--- report:prm [2026/04/12 01:15] – [3.7.2. Qualitative and Quantitative Evaluation] team5
+++ report:prm [2026/04/20 18:44] (current) – [3.4.2 Verification Sheets] epsatisep
@@ Line 145: / Line 145: @@
 and demonstrate fiscal responsibility within the constraints set by the project brief.
+=== 3.2.1. Ideal Product Cost ===
+This section outlines the projected costs for a full-scale, production-ready deployment
+of Connect across a single metro carriage: 11 handrail nodes, 7 power supply units, and
+ceiling LED strip runs.
+Table {{ref>tlabelIdealHardware}} presents the planned ideal product hardware costs.
+<WRAP center round box 700px>
+<table tlabelIdealHardware>
+<caption>Ideal product component costs (full carriage deployment).</caption>
+^ Component ^ Type / Model ^  Qty  ^  Unit Price (€) ^  Total (€) ^
+| Microcontroller | Wemos C3 mini (ESP32-C3) |  11  |  6.20 |  68.20 |
+| Enclosure | PA Rail (fire-resistant, 3D printed) |  2  |  69.30 |  138.60 |
+| Copper tape | Conductive adhesive, 20 mm × 20 m |  15  |  8.86 |  132.90 |
+| Velostat | Piezoresistive sheet (pressure sensor) |  15  |  7.90 |  118.50 |
+| CAN Transceiver | MCP2551-I/P |  10  |  1.99 |  19.90 |
+| LED strip (addressable RGB) | WS2813 IP65, 60 LEDs/m, 1 m |  3  |  30.49 |  91.47 |
+| Power supply | DC Step-Down 36–72 V to 12 V, 10 A, 120 W |  6  |  24.67 |  148.02 |
+| Wiring, resistors | Miscellaneous passive components |  1 |  10.00 |  10.00 |
+| Power supply | (5 V) |  1  |  37.15 |  37.15 |
+| Delivery | — |  —  |  — |  TBC |
+| **Total** | | | |  **764.74** |
+</table>
+</WRAP>
+Hardware costs per carriage total 727.59 €, with the PA Rail enclosure being the single most expensive line item at 138.60 € for two units, specified due to its fire-resistance properties required for compliance with metro safety standards. No equivalent Portuguese-based supplier was identified at the time of writing, with the current source located in France. At scale, per-unit hardware costs could be reduced through bulk procurement across multiple carriage deployments.
 === 3.3.2. Prototype Cost ===
@@ Line 165: / Line 192: @@
 | Barrel jack converter | DC female 2.5×0.6 mm, 1.5 m |  1 |  2.96 |  2.96 |
 | Power supply | Universal regulated 3–12 V DC, 5 A |  1 |  26.49 |  26.49 |
-| Buck Converter | JOY-IT SBC-Buck02 - Conversor step down 9..35V para 5V 5A 25W | 1 | 4,60 | 4,60 |
+| Buck Converter | JOY-IT SBC-Buck02 - Conversor step down 9 V -- 35 V para 5 V 5 A 25 W |  1 |  4.60 |  4.60 |
 | Wiring, resistors | Miscellaneous passive components |  1 |  4.00 |  4.00 |
 | **Total** | | | |  **96.45** |
@@ Line 184: / Line 211: @@
 <caption>Quality Requirements and Metrics</caption>
 ^ WP ^ Deliverable (WBS) ^ Requirement ^ Quality Metric ^ Threshold (Acceptance) ^
-| **1. Management** | 1.1 WBS | Organize tasks | Complete list of deliverables | 100% of the WBS included |
+| **1. Management** | 1.1 WBS | Organize tasks | Complete list of deliverables | <color #ed1c24>100%</color> of the WBS included |
 | | 1.2 Gantt Chart | Control deadlines | Approved schedule | Finalized timeline |
 | | 1.3 Global Sprint Plan | Plan sprints | Sprint dates | Approved sprint plan |
 | | 1.4 Weekly Sprint Plan | Weekly tracking | Weekly version | Updated weekly plan |
-| | 1.5 Product Backlog | Distribute workload | Jira | 100% of tasks assigned |
+| | 1.5 Product Backlog | Distribute workload | Jira | <color #ed1c24>100%</color> of tasks assigned |
 | | 1.6 Stakeholder Management | Identify key people | Stakeholder map | Closed list of stakeholders |
 | | 1.7 Risk Managemet Plan | Prevent issues | Response plan | Critical risks under control |
@@ Line 198: / Line 225: @@
 | | 3.3 Detailed Schematics | Circuit design | Electronic schematic | Finished and reviewed drawing |
 | | 3.4 Prototype (CAD) | 3D Design | Final digital model | Components fit correctly |
-| | 3.5 Packaging | Casing protection | Casing material | 100% recyclable material |
+| | 3.5 Packaging | Casing protection | Casing material | <color #ed1c24>100%</color> recyclable material |
 | | 3.6 Cardboard Model | Physical 3D "twin" | Real-scale model | Design matches 3D model |
 | **4. Development** | 4.1 List of Materials | Control spending | Final budget | Max. 100 € total cost |
@@ Line 215: / Line 242: @@
 | **7. Reporting** | 7.1 Interim Report | Mid-term report | Wiki chapters | Approved draft |
 | | 7.2 Interim Pres. | Present progress | PowerPoint presentation | Presentation performed |
-| | 7.3 Final Report | Final report | Final Wiki document | 100% of chapters closed |
+| | 7.3 Final Report | Final report | Final Wiki document | <color #ed1c24>100%</color> of chapters closed |
 | | 7.4 Final Pres. | Final defense | Project defense | Final presentation performed |
 | | 7.5 Paper | Write article | Paper format | Finished article |
@@ Line 244: / Line 271: @@
 | | 3.3 Schematics | Has the circuit schematic been verified to avoid short circuits? |
 | | 3.4 Prototype (CAD) | Has it been verified that all parts fit correctly in the 3D model? |
-| | 3.5 Packaging | Is the material 100% recyclable and does it protect the product? |
+| | 3.5 Packaging | Is the material <color #ed1c24>100%</color> recyclable and does it protect the product? |
 | | 3.6 Cardboard | Is the real-scale model finished and approved by the team? |
 | **4. Development** | 4.1 List Materials | Is the total budget under 100 €? |
@@ Line 269: / Line 296: @@
 ==== 3.5. People & Stakeholder Management ====
-//Enumerate all people relevant to your project, including the project team and key stakeholders. Document their roles and responsibilities. Document your stakeholder management plan and strategy.//
+/* //Enumerate all people relevant to your project, including the project team and key stakeholders. Document their roles and responsibilities. Document your stakeholder management plan and strategy.// */
 To make CONNECT a success, it is necessary to strategically manage all parties affected by the project. Following the PMBOK standards, this section identifies the key individuals and groups, defines their roles and outlines the management strategy.
@@ Line 418: / Line 445: @@
 <figure fig:risk_matrix>
 {{ :report:risk_matrix.png?direct&600 |}}
-<caption>Risk Matriz</caption>
+<caption>Risk Matrix</caption>
 </figure>
 </WRAP>
@@ Line 429: / Line 456: @@
 === 3.7.3. Risk Analysis, Handling, and Monitoring Table ===
+The risk analysis highlights that logistical and physical risks (delivery and vandalism) pose the greatest threat to project success, like it is shown in Figure {{ref>risk_analysis_final}}.
 <WRAP center round 100%>
-<table tab:risk_analysis_final>
+<table risk_analysis_final>
+<caption>Risk Analysis</caption>
 ^ ID ^ Risk Description ^ Probability ^ Impact ^ Score ^ Response ^ Management (Action) ^ Follow-up ^
 | R1 | Delivery (Component delays) | 4 | 4 | 16 | Avoid | Purchase from local suppliers as soon as possible. | Weekly tracking of shipment ID. |
@@ Line 488: / Line 518: @@
 ===== 3.9. Project Plan =====
-As detailed in the Global Sprint Plan (see [[#global_sprint_plan|Table 1]]), the project is divided into 15 distinct sprints. The specific tasks and deliverables assigned to these periods are managed in the Project Backlog (see [[#project_backlog|Table 2]]).
+As detailed in the Global Sprint Plan (see {{ref>sprint_plan}}), the project is divided into 15 distinct sprints.
 <WRAP center round box 600px>
 <table sprint_plan>
@@ Line 511: / Line 541: @@
 </WRAP>
-The high-level distribution of Epic responsibilities across the timeline is summarized in the Initial Sprint Plan (see [[#initial_sprint_plan|Table 3]]), while the visual dependencies and duration of these tasks are illustrated in the Gantt Chart (see [[#gantt_chart|Figure 1]]).
+The specific tasks and deliverables assigned to these periods are managed in the Project Backlog (see Table {{ref>project_backlog}}).
 <WRAP center round box 900px>
-<table sprint_plan>
+<table project_backlog>
 <caption>Project backlog</caption>
 ^ Timeline ^ Epic ^ Ticket code ^ Ticket title ^ Status ^
@@ Line 572: / Line 602: @@
 </WRAP>
-<color #ed1c24>Never add figures or tables without a clear explanation of their contents. The explanation is provided before each figure or table.</color>
-<color #ed1c24>Table {{ref>tab:initial_spring}} ...</color>
+The high-level distribution of Epic responsibilities across the timeline is summarized in the Initial Sprint Plan (see Table{{ref>initial_sprint}}).
 <WRAP center round box 900px>
-<table tab:initial_spring>
+<table initial_sprint>
 <caption>Initial sprint plan</caption>
 ^ Sprint ^ Start ^ Finish ^ Epics ^ Responsible ^
 | 1 | 5 march | 12 march | INITIATION & PLANNING | All |
-| 2 | 12 march | 19 march | INITIATION & PLANNING ; SYSTEM DESIGN & DRAWINGS ; FINAL DELIVERABLES | All |
+| 2 | 12 march | 19 march | INITIATION & PLANNING; SYSTEM DESIGN & DRAWINGS; FINAL DELIVERABLES | All |
-| 3 | 19 march | 26 march | INITIATION & PLANNING ; SYSTEM DESIGN & DRAWINGS | All |
+| 3 | 19 march | 26 march | INITIATION & PLANNING; SYSTEM DESIGN & DRAWINGS | All |
-| 4 | 26 march | 2 april | SYSTEM DESIGN & DRAWINGS ; INTERIM REPORT & PRESENTATION | All |
+| 4 | 26 march | 2 april | SYSTEM DESIGN & DRAWINGS; INTERIM REPORT & PRESENTATION | All |
 | 5 | 2 april | 9 april | INTERIM REPORT & PRESENTATION | All |
-| 6 | 9 april | 16 april | PROTOTYPE CONSTRUCTION ; FINAL DELIVERABLES | All |
+| 6 | 9 april | 16 april | PROTOTYPE CONSTRUCTION; FINAL DELIVERABLES | All |
-| 7 | 16 april | 23 april | PROTOTYPE CONSTRUCTION ; FINAL DELIVERABLES | All |
+| 7 | 16 april | 23 april | PROTOTYPE CONSTRUCTION; FINAL DELIVERABLES | All |
-| 8 | 23 april | 30 april | PROTOTYPE CONSTRUCTION ; FINAL DELIVERABLES | All |
+| 8 | 23 april | 30 april | PROTOTYPE CONSTRUCTION; FINAL DELIVERABLES | All |
-| 9 | 30 april | 7 may | PROTOTYPE CONSTRUCTION ; FINAL DELIVERABLES | All |
+| 9 | 30 april | 7 may | PROTOTYPE CONSTRUCTION; FINAL DELIVERABLES | All |
-| 10 | 7 may | 14 may | PROTOTYPE CONSTRUCTION ; FINAL DELIVERABLES | All |
+| 10 | 7 may | 14 may | PROTOTYPE CONSTRUCTION; FINAL DELIVERABLES | All |
-| 11 | 14 may | 21 may | PROTOTYPE CONSTRUCTION ; FINAL DELIVERABLES | All |
+| 11 | 14 may | 21 may | PROTOTYPE CONSTRUCTION; FINAL DELIVERABLES | All |
-| 12 | 21 may | 28 may | PROTOTYPE CONSTRUCTION ; FINAL DELIVERABLES | All |
+| 12 | 21 may | 28 may | PROTOTYPE CONSTRUCTION; FINAL DELIVERABLES | All |
 | 13 | 28 may | 4 june | FINAL REPORT, PRESENTATION & VIDEO | All |
 | 14 | 4 june | 11 june | FINAL REPORT, PRESENTATION & VIDEO | All |
@@ Line 597: / Line 627: @@
 </WRAP>
-<color #ed1c24>Figure ...</color>
+Lastly, the visual dependencies and duration of these tasks are illustrated in the Gantt Chart (see Figure {{ref>fig:gantt_chart}}).
 <WRAP centeralign>
-<figure>
+<figure fig:gantt_chart>
 {{ :report:eps_group_5_2026-03-19_06.11pm.png?nolink&1200 | Gantt chart }}
 <caption>Timeline for this project (Gantt chart)</caption>
@@ Line 607: / Line 638: @@
 ==== 3.10. Sprint Outcomes ====
-Sprints 1 & 2 were not managed in Jira and there were no specific tasks to be done. Idea of the project had been forming before Sprint 3. Table {{ref>sprint_reports}} presents all completed sprints from Sprint 3, which was first sprint where all the work items and their status was managed in Jira.
+Sprints 1 & 2 were not managed in Jira and there were no specific tasks to be done. However, the idea of the project had been forming before Sprint 3 and some outcomes were achieved such as:
+  * **Black Box Diagram V1**
+  * **Structural Drawings V1**
+  * **Selection of materials and components V1**
+  * **Inicial sketches of our project idea**
+Bellow, we can see Table {{ref>sprint_reports}}, where we can find all Burn Down Chart from Sprint 3, with the which was first sprint managed in Jira.
 <WRAP center round box 600px>
@@ Line 617: / Line 654: @@
 </table>
 </WRAP>
+=== 3.10.1 Sprint 3 Outcome ===
+In Sprint 3 we consolidated both the technical foundation of the project and the supporting documentation. The team completed all planned issues in Jira, with no carry‑over work. Key outcomes included updated structural drawings and schematics (V2), the cardboard model, and a refined selection of materials and components. We also advanced the digital side with Figma designs for the message application and progressed written deliverables such as the background/related work and eco‑efficiency measures. Routine work like daily meetings, the sprint retrospective, and logbook updates was completed, ensuring the project stayed aligned and well documented.
+=== 3.10.2 Sprint 4 Outcome ===
+In Sprint 4 we advanced both the written deliverables and the technical foundations of the CONNECT system. The team completed the core report chapters (Introduction, Background & Related Work, Marketing Plan, Eco‑Efficiency Measures, Ethical & Deontological Concerns) and updated the project wiki start page, ensuring the documentation is coherent and aligned with the project vision. On the technical side, we produced Structural Drawings V3 with measurements, Detailed Schematics V3, a general software flow chart, and updated the list of materials and components, while also finalizing the clickable web app prototype and the design system/brand guidelines. Routine process tasks such as daily meetings, the sprint retrospective, and logbook updates were completed, keeping communication and traceability strong. Some higher‑effort items like Chapter 3 – Project Management, Chapter 7 – Project Developments, and the Interim Presentation remained in progress and will be continued in Sprint 5.
 ==== 3.11. Sprint Evaluations ====
+Sprint evaluations and retrospectives are fundamental to the team’s Agile workflow, allowing for continuous process improvement. Starting from Sprint 3, the team implemented formal retrospective sessions to identify bottlenecks and refine internal methodologies.
+=== 3.11.1. Sprint 3 Retrospective ===
+In this sprint, the focus was on establishing the technical foundation. The retrospective revealed significant gaps in task granularity and time management.
+Retrospective Summary:
+  *Positive (+): Effective feedback loops with professors and proactive note-taking during presentations.
+  *Negative (-): Vague backlog items, inconsistent Jira updates, and poor workload distribution.
+  *Action Plan: The team committed to breaking down tasks into sub-tasks (max 4h each) and ensuring Jira is updated daily.
+=== 3.11.2. Sprint 4 Retrospective ===
+Following the action plan from the previous sprint, Sprint 4 showed a marked improvement in organization and team morale.
+Retrospective Summary:
+  *Positive (+): High motivation, excellent mutual support, and a much more balanced task distribution.
+  *Negative (-): No major process blockers identified; the workflow reached a stable state.
+  *Action Plan: Focus on maintaining the current communication frequency and standardizing the documentation style for the upcoming deliverables.
-Table {{ref>sprint_retros}} presents presents sprint retrospectives from Sprint 3. Sprint 1 & 2 did not have retrospectives.
-<WRAP center round box 1200px>
-<table sprint_retros>
-<caption>Sprint retrospectives</caption>
-^ Sprint ^ Positive (+) ^ Negative (-) ^ Start Doing ^ Stop Doing ^
-| **Sprint 3** | * Meeting with Luis\\ * Feedback from Thursday meeting with professors \\ * Taking notes from all presentations | * Backlog not specific enough \\ * Daily Jira updates lacking \\ * Tasks not divided per member \\ * Poor meeting prep (context/content) \\ * Bad time estimation | * Break down backlog into specific tasks \\ * Assign estimated hours and balance workload | * Entering meetings without a clear agenda \\ * Leaving Jira unupdated for >24 hours |
-| **Sprint 4** | * Organization regarding splitting tasks and time management \\ * High team motivation \\ * Mutual support and active listening \\ * Note: Found good balance on task distribution | *None listed* | *None listed* | *None listed* |
-</table>
-</WRAP>
 ==== 3.12. Summary ====
-//Provide here the conclusions of this chapter and make the bridge to the next chapter.//
+This chapter detailed the management strategies used to organize and track the project's progress. We established the core foundations for scope, time, and cost, while also setting up protocols for quality, risk, and procurement. Managing communications and stakeholders was also key to keeping the workflow consistent and transparent.
+These management pillars are put into practice through a cycle of continuous planning and execution. The Sprint outcomes and evaluations documented here reflect our ongoing effort to refine the workflow and hit project milestones. With the management structure in place, the focus now shifts to the Marketing Plan to define the project's market strategy and value proposition.