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report:prm [2026/04/12 01:18] – [3.7.3. Risk Analysis, Handling, and Monitoring Table] team5report:prm [2026/04/30 17:44] (current) – [3.10. Sprint Outcomes] team5
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 The EPS teams have to complete a list of milestones to ensure project succes. The following Table {{ref>tab:milestones}} defines the project timeline, acting as the baseline to monitor the project's performance. The EPS teams have to complete a list of milestones to ensure project succes. The following Table {{ref>tab:milestones}} defines the project timeline, acting as the baseline to monitor the project's performance.
- 
- 
-<WRAP center round box 900px> 
  
 <table tab:milestones> <table tab:milestones>
 <caption>Project Milestones</caption> <caption>Project Milestones</caption>
 +<WRAP center round box 900px>
 ^ Date ^ Description ^ ^ Date ^ Description ^
 | 2026/02/28 | Choose and share the team's top 3 preferred project proposals | | 2026/02/28 | Choose and share the team's top 3 preferred project proposals |
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 | 2026/06/23 | Update the wiki, report, paper with all suggested corrections. Hand in to the EPS coordinator a printed copy of the poster, brochure and leaflet | | 2026/06/23 | Update the wiki, report, paper with all suggested corrections. Hand in to the EPS coordinator a printed copy of the poster, brochure and leaflet |
 | 2026/06/25 | Demonstration of the operation of the prototype and hand in the prototype and user manual to the client | | 2026/06/25 | Demonstration of the operation of the prototype and hand in the prototype and user manual to the client |
-</table> 
 </WRAP> </WRAP>
 +</table>
  
 The timeline reveals a strong concentration of deliverables in April and May, particularly around the interim report and prototype development phases. This required careful sprint planning to balance documentation and technical implementation tasks. The timeline reveals a strong concentration of deliverables in April and May, particularly around the interim report and prototype development phases. This required careful sprint planning to balance documentation and technical implementation tasks.
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 and demonstrate fiscal responsibility within the constraints set by the project brief. and demonstrate fiscal responsibility within the constraints set by the project brief.
  
 +=== 3.3.1. 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
 +3 ceiling LED strip runs.
 + 
 +Table {{ref>tlabelIdealHardware}} presents the planned ideal product hardware costs.
 + 
 +<table tlabelIdealHardware>
 +<caption>Ideal product component costs (full carriage deployment).</caption>
 +<WRAP center round box 700px>
 +^ 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** |
 +</WRAP>
 +</table>
 +
 +Hardware costs per carriage total 727.59 €, with the Polyamide (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 === === 3.3.2. Prototype Cost ===
  
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 with no associated purchase cost. Table {{ref>tlabelPlannedCosts}} presents total list and pricing of components for the prototype. Planned cost is 3.55 € below budget ceiling (100 €). with no associated purchase cost. Table {{ref>tlabelPlannedCosts}} presents total list and pricing of components for the prototype. Planned cost is 3.55 € below budget ceiling (100 €).
  
-<WRAP center round box 600px> 
 <table tlabelPlannedCosts> <table tlabelPlannedCosts>
 <caption>Planned prototype component costs.</caption> <caption>Planned prototype component costs.</caption>
 +<WRAP center round box 800px>
 ^ Component ^ Type / Model ^ Qty ^ Unit Price (€) ^ Total (€) ^ ^ Component ^ Type / Model ^ Qty ^ Unit Price (€) ^ Total (€) ^
-| Microcontroller | Wemos C3 mini (ESP32-C3) |  2 |  6.20 |  12.40 | +| Microcontroller | Wemos C3 mini (ESP32-C3) | 2 | 6.20 | 12.40 | 
-| Enclosure | PLA biodegradable (3D printed) |  1 |  13.99 |  13.99 | +| Enclosure | PLA biodegradable (3D printed) | 1 | 13.99 | 13.99 | 
-| Copper tape | Conductive adhesive, 20 mm × 20 m |  1 |  8.86 |  8.86 | +| CAN bus cable | 2×1.0mm CCA speaker wire, 10m | 1 | 2.20 | 2.20 | 
-| Velostat | Piezoresistive sheet (pressure sensor) |  1 |  7.90 |  7.90 | +| LED strip diffuser | Opaque sliding diffuser for aluminium profile, 2m | 1 | 3.27 | 3.27 | 
-| CAN Transceiver | MCP2551-I/P |  2 |  1.99 |  3.98 | +| Potentiometer | 10 kΩ linear mono | 1 | 0.49 | 0.49 | 
-| LED strip (addressable RGB) | WS2813 IP65, 60 LEDs/m, 1m |  1 |  11.27 |  11.27 | +| Copper tape | Conductive adhesive, 50 mm × 20 m | 1 | 17.60 | 17.60 | 
-| Barrel jack converter | DC female 2.5×0.6 mm, 1.5 m |  1 |  2.96 |  2.96 | +| Velostat | Piezoresistive sheet (pressure sensor) | 2 | 7.90 | 15.80 | 
-| Power supply | Universal regulated 3–12 V DC, 5 A |  1 |  26.49 |  26.49 | +| CAN Transceiver | MCP2551-I/P | 2 | 1.99 | 3.98 | 
-| Buck Converter | JOY-IT SBC-Buck02 - Conversor step down 9..35V para 5V 5A 25W | 1 | 4,60 | 4,60 | +| LED strip (addressable RGB) | WS2813 IP65, 60 LEDs/m, 1m | 1 | 11.27 | 11.27 | 
-| Wiring, resistors | Miscellaneous passive components |  1 |  4.00 |  4.00 | +| Barrel jack adapter | DC female 5.5×2.1mm screw terminal | 1 | 0.92 | 0.92 | 
-| **Total** | | | |  **96.45** | +| Power supply | 5 VDC 4 A 20 W, 5.5×2.1mm | 1 | 11.75 | 11.75 | 
-</table>+| Jumper cables | 120-piece Dupont set M-M/M-F/F-F, 200mm | 1 | 3.20 | 3.20 | 
 +| Resistors | Metal film 1 kΩ 0.6 W | 10 | 0.05 | 0.50 | 
 +| **Total** | | | | **97.37** |
 </WRAP> </WRAP>
 +</table>
  
  
 ==== 3.4. Quality ==== ==== 3.4. Quality ====
  
-Quality management is needed to ensure that every deliverable meets the technical requirements and the expectations of our primary stakeholders: Porto Metro passengers and EPS coordination. Following the PMBOK standards, quality is managed as a continuous process rather than a final check. By defining clear metrics and verification protocols, we minimize risks and guarantee that the final prototype is safe, functional and socially impactful. +Quality management is needed to ensure that every deliverable meets the technical requirements and the expectations of our primary stakeholders: Porto Metro passengers and EPS coordination. Following the Project Management Body of Knowledge (PMBOK) standards, quality is managed as a continuous process rather than a final check. By defining clear metrics and verification protocols, we minimize risks and guarantee that the final prototype is safe, functional and socially impactful. 
  
 === 3.4.1 Quality Requirements and Metrics === === 3.4.1 Quality Requirements and Metrics ===
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 To quantify the success of our work, we have established specific metrics and acceptance thresholds. As seen in Table {{ref>tab:quality}} each deliverable is associated with a measurable requirement.  To quantify the success of our work, we have established specific metrics and acceptance thresholds. As seen in Table {{ref>tab:quality}} each deliverable is associated with a measurable requirement. 
 The selected quality metrics focus on three dimensions: technical functionality, user experience, and project completeness. This ensures that Connect is not only operational, but also meaningful and usable in its intended social context. The selected quality metrics focus on three dimensions: technical functionality, user experience, and project completeness. This ensures that Connect is not only operational, but also meaningful and usable in its intended social context.
-<WRAP center round 100%> 
 <table tab:quality> <table tab:quality>
 <caption>Quality Requirements and Metrics</caption> <caption>Quality Requirements and Metrics</caption>
 +<WRAP center round box 1200px>
 ^ WP ^ Deliverable (WBS) ^ Requirement ^ Quality Metric ^ Threshold (Acceptance) ^ ^ 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 | All mandatory deliverables included |
 | | 1.2 Gantt Chart | Control deadlines | Approved schedule | Finalized timeline | | | 1.2 Gantt Chart | Control deadlines | Approved schedule | Finalized timeline |
 | | 1.3 Global Sprint Plan | Plan sprints | Sprint dates | Approved sprint plan | | | 1.3 Global Sprint Plan | Plan sprints | Sprint dates | Approved sprint plan |
 | | 1.4 Weekly Sprint Plan | Weekly tracking | Weekly version | Updated weekly plan | | | 1.4 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 | All active sprint tasks assigned |
 | | 1.6 Stakeholder Management | Identify key people | Stakeholder map | Closed list of stakeholders | | | 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 | | | 1.7 Risk Managemet Plan | Prevent issues | Response plan | Critical risks under control |
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 | | 3.3 Detailed Schematics | Circuit design | Electronic schematic | Finished and reviewed drawing | | | 3.3 Detailed Schematics | Circuit design | Electronic schematic | Finished and reviewed drawing |
 | | 3.4 Prototype (CAD) | 3D Design | Final digital model | Components fit correctly | | | 3.4 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 | > 95% recyclable material |
 | | 3.6 Cardboard Model | Physical 3D "twin" | Real-scale model | Design matches 3D model | | | 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 | | **4. Development** | 4.1 List of Materials | Control spending | Final budget | Max. 100 € total cost |
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 | **7. Reporting** | 7.1 Interim Report | Mid-term report | Wiki chapters | Approved draft | | **7. Reporting** | 7.1 Interim Report | Mid-term report | Wiki chapters | Approved draft |
 | | 7.2 Interim Pres. | Present progress | PowerPoint presentation | Presentation performed | | | 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 | All required chapters finalized |
 | | 7.4 Final Pres. | Final defense | Project defense | Final presentation performed | | | 7.4 Final Pres. | Final defense | Project defense | Final presentation performed |
 | | 7.5 Paper | Write article | Paper format | Finished article | | | 7.5 Paper | Write article | Paper format | Finished article |
 | | 7.6 Manual | User guide | Instructions for use | Easy-to-follow guide | | | 7.6 Manual | User guide | Instructions for use | Easy-to-follow guide |
 +</WRAP>
 </table> </table>
-</WRAP> 
- 
 === 3.4.2 Verification Sheets === === 3.4.2 Verification Sheets ===
 While metrics define "what" we want to achieve, our verification system ensures "how" we check it. Table {{ref>tab:verification}} presents a series of Yes/No questions for every deliverable. These sheets act as a final quality gate: if the answer to the question is "Yes", the deliverable is accepted. While metrics define "what" we want to achieve, our verification system ensures "how" we check it. Table {{ref>tab:verification}} presents a series of Yes/No questions for every deliverable. These sheets act as a final quality gate: if the answer to the question is "Yes", the deliverable is accepted.
  
- 
-<WRAP center round 100%> 
 <table tab:verification> <table tab:verification>
 <caption>Verification Sheets for Deliverables</caption> <caption>Verification Sheets for Deliverables</caption>
 +<WRAP center round box 1200px>
 ^ WP ^ Deliverable (WBS) ^ Necessary Steps (Checklist) ^ ^ WP ^ Deliverable (WBS) ^ Necessary Steps (Checklist) ^
 | **1. Management** | 1.1 WBS | Are all 35 deliverables included in the structure? | | **1. Management** | 1.1 WBS | Are all 35 deliverables included in the structure? |
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 | | 3.3 Schematics | Has the circuit schematic been verified to avoid short circuits? | | | 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? | | | 3.4 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 > 95% recyclable and does it protect the product? |
 | | 3.6 Cardboard | Is the real-scale model finished and approved by the team? | | | 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 €? | | **4. Development** | 4.1 List Materials | Is the total budget under 100 €? |
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 | | 7.5 Paper | Does the article comply with the scientific paper format? | | | 7.5 Paper | Does the article comply with the scientific paper format? |
 | | 7.6 Manual | Are the instructions easy to follow for any user? | | | 7.6 Manual | Are the instructions easy to follow for any user? |
-</table> 
 </WRAP> </WRAP>
 +</table>
  
 ==== 3.5. People & Stakeholder Management ==== ==== 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. 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.
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 Apart from the main teams, several external entities are involved in the project. In the Table {{ref>tab:stakeholders}} below, we identified them, their roles and their responsibilities.  Apart from the main teams, several external entities are involved in the project. In the Table {{ref>tab:stakeholders}} below, we identified them, their roles and their responsibilities. 
  
-<WRAP center round 100%> 
 <table tab:stakeholders> <table tab:stakeholders>
 <caption>Stakeholders, Roles, and Responsibilities</caption> <caption>Stakeholders, Roles, and Responsibilities</caption>
 +<WRAP center round box 1200px>
 ^ Entity / Name ^ Project Role ^ Primary Responsibility ^ ^ Entity / Name ^ Project Role ^ Primary Responsibility ^
 | **Team Members** | Project owners | Responsible for the full development cycle and all mandatory deliverables. | | **Team Members** | Project owners | Responsible for the full development cycle and all mandatory deliverables. |
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 | **Maintenance Team (Metro)** | Operational stakeholder | Evaluates ease of installation, durability, and maintenance of the smart handle. | | **Maintenance Team (Metro)** | Operational stakeholder | Evaluates ease of installation, durability, and maintenance of the smart handle. |
 | **Cleaning Staff (Metro)** | Operational support | Provides hygiene, accessibility, and resistance of the materials. | | **Cleaning Staff (Metro)** | Operational support | Provides hygiene, accessibility, and resistance of the materials. |
-</table> 
 </WRAP> </WRAP>
 +</table>
  
 Among all stakeholders, Metro do Porto, the Security Department (Metro), and end users are considered critical, as they directly influence feasibility, approval, and user acceptance. Among all stakeholders, Metro do Porto, the Security Department (Metro), and end users are considered critical, as they directly influence feasibility, approval, and user acceptance.
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 While the matrix identifies the "where", the following Table {{ref>tab:engagement}} defines the "how". It establishes the specific strategy for each group and assigns a point person from the internal team to manage the relationship.  While the matrix identifies the "where", the following Table {{ref>tab:engagement}} defines the "how". It establishes the specific strategy for each group and assigns a point person from the internal team to manage the relationship. 
  
-<WRAP center round box 100%>+<WRAP center round box 900px>
 <table tab:engagement> <table tab:engagement>
 <caption>Stakeholder Engagement Plan</caption> <caption>Stakeholder Engagement Plan</caption>
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 === 3.6.2. Communication Matrix === === 3.6.2. Communication Matrix ===
- +Table {{ref>tab:communication}} presents our activities and the way of realization, covering the frequency, medium, and participants involved in each communication event throughout the project.
-<WRAP center round 100%>+
 <table tab:communication> <table tab:communication>
 <caption>Communication Matrix</caption> <caption>Communication Matrix</caption>
 +<WRAP center round box 800px>
 |**Activity**|**Objective**|**Frequency**|**Medium**|**Participants**| |**Activity**|**Objective**|**Frequency**|**Medium**|**Participants**|
 |Daily Stand-up|Daily tasks and identify blockers.|Daily|WhatsApp / Face-to-Face|Team Members| |Daily Stand-up|Daily tasks and identify blockers.|Daily|WhatsApp / Face-to-Face|Team Members|
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 |Retrospective|Evaluate team performance and workflow.|Weekly|Face-to-Face|Team Members| |Retrospective|Evaluate team performance and workflow.|Weekly|Face-to-Face|Team Members|
 |Interim Demo|Present project status to coordinators.|Milestone-based|Presentation|Team & Supervisors| |Interim Demo|Present project status to coordinators.|Milestone-based|Presentation|Team & Supervisors|
 +</WRAP>
 </table> </table>
-</WRAP> 
  
 === 3.6.3. Stakeholder Management === === 3.6.3. Stakeholder Management ===
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   * **Target Users:** Feedback gathered through surveys and testing sessions.   * **Target Users:** Feedback gathered through surveys and testing sessions.
  
-===== 3.7. Risk =====+==== 3.7. Risk ====
  
 /*Identify key risks (product and project level), evaluate them and define how they should be handled (responses) and monitored. Perform quantitative and qualitative risk analysis and use the results to define the appropriate risk responses.*/ /*Identify key risks (product and project level), evaluate them and define how they should be handled (responses) and monitored. Perform quantitative and qualitative risk analysis and use the results to define the appropriate risk responses.*/
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 <figure fig:risk_matrix> <figure fig:risk_matrix>
 {{ :report:risk_matrix.png?direct&600 |}} {{ :report:risk_matrix.png?direct&600 |}}
-<caption>Risk Matriz</caption>+<caption>Risk Matrix</caption>
 </figure> </figure>
 </WRAP> </WRAP>
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 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}}. 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 risk_analysis_final> <table risk_analysis_final>
 <caption>Risk Analysis</caption> <caption>Risk Analysis</caption>
 +<WRAP center round box 1200px>
 ^ ID ^ Risk Description ^ Probability ^ Impact ^ Score ^ Response ^ Management (Action) ^ Follow-up ^ ^ 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. | | R1 | Delivery (Component delays) | 4 | 4 | 16 | Avoid | Purchase from local suppliers as soon as possible. | Weekly tracking of shipment ID. |
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 | R9 | Ergonomic Strain | 2 | 3 | 6 | Reduce | Create several 3D-printed prototypes for testing. | User feedback surveys. | | R9 | Ergonomic Strain | 2 | 3 | 6 | Reduce | Create several 3D-printed prototypes for testing. | User feedback surveys. |
 | R10 | Privacy Breach | 1 | 5 | 5 | Avoid | No personal data is collected via the application. | Legal checklist verification. | | R10 | Privacy Breach | 1 | 5 | 5 | Avoid | No personal data is collected via the application. | Legal checklist verification. |
-</table> 
 </WRAP> </WRAP>
 +</table>
  
 === 3.7.3. Definition of Appropriate Risk Responses === === 3.7.3. Definition of Appropriate Risk Responses ===
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 All secondary risks are monitored through iterative testing to detect any score escalation. All secondary risks are monitored through iterative testing to detect any score escalation.
  
-===== 3.8. Procurement =====+==== 3.8. Procurement ====
  
  
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 The following Table {{ref>tab:makebuy}} summarizes the strategic choices for key project elements. The following Table {{ref>tab:makebuy}} summarizes the strategic choices for key project elements.
  
-<WRAP center round box 100%> 
 <table tab:makebuy> <table tab:makebuy>
 <caption>Make vs. Buy Decision Summary</caption> <caption>Make vs. Buy Decision Summary</caption>
 +<WRAP center round box 600px>
 ^ Item ^ Decision ^ Rationale ^ ^ Item ^ Decision ^ Rationale ^
 | Electronic Nodes | Buy | Wemos C3 Mini boards offer greater reliability and lower cost than custom PCBs at prototype stage. | | Electronic Nodes | Buy | Wemos C3 Mini boards offer greater reliability and lower cost than custom PCBs at prototype stage. |
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 | Sensing Material | Buy | Velostat is a specialized piezoresistive material with no viable in-house alternative. | | Sensing Material | Buy | Velostat is a specialized piezoresistive material with no viable in-house alternative. |
 | Web Platform | Make | Custom React/Supabase implementation ensures delayed-gratification logic and anonymization requirements are precisely met. | | Web Platform | Make | Custom React/Supabase implementation ensures delayed-gratification logic and anonymization requirements are precisely met. |
-</table> 
 </WRAP> </WRAP>
 +</table>
  
 === 3.8.3. Cost and Schedule Control === === 3.8.3. Cost and Schedule Control ===
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 Expenditure is tracked against a detailed bill of materials within program budget constraints. Component procurement is milestone-gated to ensure availability before prototype assembly. Miscellaneous parts are sourced locally where possible to reduce lead times. Expenditure is tracked against a detailed bill of materials within program budget constraints. Component procurement is milestone-gated to ensure availability before prototype assembly. Miscellaneous parts are sourced locally where possible to reduce lead times.
  
-===== 3.9. Project Plan ===== +==== 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> <table sprint_plan>
 <caption>Global sprint plan</caption> <caption>Global sprint plan</caption>
 +<WRAP center round box 600px>
 ^  Sprint  ^  Start  ^  Finish  ^  Working days  ^ ^  Sprint  ^  Start  ^  Finish  ^  Working days  ^
 |  1  |  5 march  |  12 march  |  4 days of availability  | |  1  |  5 march  |  12 march  |  4 days of availability  |
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 |  3  |  19 march  |  26 march  |  5 days of availability  | |  3  |  19 march  |  26 march  |  5 days of availability  |
 |  4  |  26 march  |  2 april  |  5 days of availability  | |  4  |  26 march  |  2 april  |  5 days of availability  |
-|  5  |  2 april  |  9 april  |  2 days of availability  | +|  5  |  2 april  |  16 april  |  2 days of availability  | 
-|  6  |  9 april  |  16 april  |  3 days of availability  | +|  6  |  16 april  |  23 april  |  5 days of availability  | 
-|  7  |  16 april  |  23 april  |  5 days of availability  | +|  7  |  23 april  |  30 april  |  5 days of availability  | 
-|  8  |  23 april  |  30 april  |  5 days of availability  | +|  8  |  30 april  |  14 may  |  4 day of availability  | 
-|  9  |  30 april  |  7 may  |  1 day of availability  | +|  9  |  14 may  |  21 may  |  5 days of availability  | 
-|  10  |  7 may  |  14 may  |  3 days of availability  | +|  10  |  21 may  |  28 may  |  5 days of availability  | 
-|  11  |  14 may  |  21 may  |  5 days of availability  | +|  11  |  28 may  |  4 june  |  5 days of availability  | 
-|  12  |  21 may  |  28 may  |  5 days of availability  | +|  12  |  4 june  |  11 june  |  5 days of availability  | 
-|  13  |  28 may  |  4 june  |  5 days of availability  | +|  13  |  11 june  |  18 june  |  5 days of availability  | 
-|  14  |  4 june  |  11 june  |  5 days of availability  | +</WRAP>
-|  15  |  11 june  |  18 june  |  5 days of availability  |+
 </table> </table>
-</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}}).
  
 +<table project_backlog>
 +<caption>Project backlog</caption>
 <WRAP center round box 900px> <WRAP center round box 900px>
-<table sprint_plan> 
-<caption>Project backlog</caption> 
 ^ Timeline ^ Epic ^ Ticket code ^ Ticket title ^ Status ^ ^ Timeline ^ Epic ^ Ticket code ^ Ticket title ^ Status ^
 | Sprint 1 (5 Mar - 12 Mar) | General / No Epic | SCRUM-3 | Communication presentation | Done | | Sprint 1 (5 Mar - 12 Mar) | General / No Epic | SCRUM-3 | Communication presentation | Done |
Line 572: Line 595:
 | Backlog | TESTING | SCRUM-67 | Non-functional testing | To Do | | Backlog | TESTING | SCRUM-67 | Non-functional testing | To Do |
 | Backlog | TESTING | SCRUM-68 | User-acceptance testing | To Do | | Backlog | TESTING | SCRUM-68 | User-acceptance testing | To Do |
 +</WRAP>
 </table> </table>
-</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> <caption>Initial sprint plan</caption>
 +<WRAP center round box 900px>
 ^ Sprint ^ Start ^ Finish ^ Epics ^ Responsible ^ ^ Sprint ^ Start ^ Finish ^ Epics ^ Responsible ^
 | 1 | 5 march | 12 march | INITIATION & PLANNING | All | | 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 | | 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 | | 13 | 28 may | 4 june | FINAL REPORT, PRESENTATION & VIDEO | All |
 | 14 | 4 june | 11 june | FINAL REPORT, PRESENTATION & VIDEO | All | | 14 | 4 june | 11 june | FINAL REPORT, PRESENTATION & VIDEO | All |
 | 15 | 11 june | 18 june | FINAL REPORT, PRESENTATION & VIDEO ; FINAL DELIVERABLES | All | | 15 | 11 june | 18 june | FINAL REPORT, PRESENTATION & VIDEO ; FINAL DELIVERABLES | All |
-</table> 
 </WRAP> </WRAP>
 +</table>
 +
 +Lastly, the visual dependencies and duration of these tasks are illustrated in the Gantt Chart (see Figure {{ref>fig:gantt_chart}}).
  
-<color #ed1c24>Figure ...</color>  
 <WRAP centeralign> <WRAP centeralign>
-<figure>+<figure fig:gantt_chart>
 {{ :report:eps_group_5_2026-03-19_06.11pm.png?nolink&1200 | Gantt chart }} {{ :report:eps_group_5_2026-03-19_06.11pm.png?nolink&1200 | Gantt chart }}
 <caption>Timeline for this project (Gantt chart)</caption> <caption>Timeline for this project (Gantt chart)</caption>
Line 610: Line 634:
 ==== 3.10. Sprint Outcomes ==== ==== 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> 
 <table sprint_reports> <table sprint_reports>
 <caption>Reports of sprint exported from Jira</caption> <caption>Reports of sprint exported from Jira</caption>
 +<WRAP center round box 600px>
 ^ Sprint ^ Report Link ^ ^ Sprint ^ Report Link ^
 | Sprint 3 | {{ :report:sprint_3_report.pdf | Sprint 3 Report}} | | Sprint 3 | {{ :report:sprint_3_report.pdf | Sprint 3 Report}} |
 | Sprint 4 | {{ :report:sprint_4_report.pdf | Sprint 4 Report}} | | Sprint 4 | {{ :report:sprint_4_report.pdf | Sprint 4 Report}} |
-</table> 
 </WRAP> </WRAP>
 +</table>
 +
 +=== 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 ==== ==== 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 ==== ==== 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. 
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