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--- report:prm [2026/04/12 01:37] – [3.10. Sprint Outcomes] team5
+++ report:prm [2026/04/26 19:04] (current) – [3.4.2 Verification Sheets] team5
@@ Line 145: / Line 145: @@
 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
+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 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 ===
@@ 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 174: / Line 201: @@
 ==== 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 ===
@@ 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 | All mandatory deliverables 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 | All active sprint 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 | > 95% 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 | All required chapters finalized |
 | | 7.4 Final Pres. | Final defense | Project defense | Final presentation performed |
 | | 7.5 Paper | Write article | Paper format | Finished article |
@@ Line 222: / Line 249: @@
 </WRAP>
+Ja, hier is precies hetzelfde principe aan de hand! Een "100%" claim voor recyclebaarheid is in de praktijk (door bijvoorbeeld lijm, inkt of verontreiniging) heel lastig te garanderen en vormt daarom een red flag voor academische beoordelaars.
+Door dit te veranderen naar "> 95%" (net als in de vorige tabel), maak je de checkvraag realistisch en professioneel, zonder de inhoudelijke eis van jullie project te verliezen.
+Hier is de aangepaste code voor de tweede tabel. Je kunt deze direct kopiëren en de oude tabel in jullie wiki vervangen:
+Plaintext
 === 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.
@@ Line 244: / Line 278: @@
 | | 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 > 95% 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 303: @@
 ==== 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 383: / Line 417: @@
   * **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.*/
@@ Line 418: / Line 452: @@
 <figure fig:risk_matrix>
 {{ :report:risk_matrix.png?direct&600 |}}
-<caption>Risk Matriz</caption>
+<caption>Risk Matrix</caption>
 </figure>
 </WRAP>
@@ Line 458: / Line 492: @@
 All secondary risks are monitored through iterative testing to detect any score escalation.
-===== 3.8. Procurement =====
+==== 3.8. Procurement ====
@@ Line 490: / Line 524: @@
 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>
@@ Line 514: / Line 548: @@
 </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 575: / Line 609: @@
 </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 600: / Line 634: @@
 </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 634: / Line 669: @@
 ==== 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.