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--- report:prm [2026/04/12 01:47] – [3.11. Sprint Evaluations] 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 491: / 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 514: / 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 575: / 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 600: / 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 660: / Line 688: @@
 ==== 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.