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report:prm [2026/04/12 13:21] – [3.2.1. Ideal Product Cost] team5report:prm [2026/04/26 19:04] (current) – [3.4.2 Verification Sheets] team5
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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.
  
-=== 3.2.1. Ideal Product Cost ===+=== 3.3.1. Ideal Product Cost ===
    
 This section outlines the projected costs for a full-scale, production-ready deployment This section outlines the projected costs for a full-scale, production-ready deployment
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 Table {{ref>tlabelIdealHardware}} presents the planned ideal product hardware costs. Table {{ref>tlabelIdealHardware}} presents the planned ideal product hardware costs.
    
-<WRAP>+<WRAP center round box 700px>
 <table tlabelIdealHardware> <table tlabelIdealHardware>
 <caption>Ideal product component costs (full carriage deployment).</caption> <caption>Ideal product component costs (full carriage deployment).</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) |  11  |  6.20 |  68.20 | 
-| Microcontroller | Wemos C3 mini (ESP32-C3) | 11 | 6.20 | 68.20 | +| Enclosure | PA Rail (fire-resistant, 3D printed) |  2  |  69.30 |  138.60 | 
-| 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 | 
-| Copper tape | Conductive adhesive, 20mm × 20m | 15 | 8.86 | 132.90 | +| Velostat | Piezoresistive sheet (pressure sensor) |  15  |  7.90 |  118.50 | 
-| Velostat | Piezoresistive sheet (pressure sensor) | 15 | 7.90 | 118.50 | +| CAN Transceiver | MCP2551-I/P |  10  |  1.99 |  19.90 | 
-| 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 | 
-| LED strip (addressable RGB) | WS2813 IP65, 60 LEDs/m, 1m | 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 | 
-| Power supply | DC Step-Down 36–72V to 12V, 10A, 120W | 6 | 24.67 | 148.02 | +| Wiring, resistors | Miscellaneous passive components |  1 |  10.00 |  10.00 | 
-| Wiring, resistors | Miscellaneous passive components | 1 | 10.00 | 10.00 | +| Power supply | (5 V) |  1  |  37.15 |  37.15 | 
-| Power supply | (5V) | 1 | 37.15 | 37.15 | +| Delivery | — |  —  |  — |  TBC | 
-| Delivery | — | — | — | TBC | +| **Total** | | | |  **764.74** |
-| **Total hardware cost** | | | | **764,74** | +
-</WRAP>+
 </table> </table>
 </WRAP> </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.+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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 | Barrel jack converter | DC female 2.5×0.6 mm, 1.5 m |  1 |  2.96 |  2.96 | | 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 | | 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 | | Wiring, resistors | Miscellaneous passive components |  1 |  4.00 |  4.00 |
 | **Total** | | | |  **96.45** | | **Total** | | | |  **96.45** |
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 ==== 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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 <caption>Quality Requirements and Metrics</caption> <caption>Quality Requirements and Metrics</caption>
 ^ 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 |
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 </WRAP> </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 === === 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.
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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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 ==== 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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   * **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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 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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 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> <WRAP center round box 600px>
 <table sprint_plan> <table sprint_plan>
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 </WRAP> </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> <WRAP center round box 900px>
-<table sprint_plan>+<table project_backlog>
 <caption>Project backlog</caption> <caption>Project backlog</caption>
 ^ Timeline ^ Epic ^ Ticket code ^ Ticket title ^ Status ^ ^ Timeline ^ Epic ^ Ticket code ^ Ticket title ^ Status ^
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 </WRAP> </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> <WRAP center round box 900px>
-<table tab:initial_spring>+<table initial_sprint>
 <caption>Initial sprint plan</caption> <caption>Initial sprint plan</caption>
 ^ 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 |
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 </WRAP> </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> <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>
  • report/prm.1775996464.txt.gz
  • Last modified: 2026/04/12 13:21
  • by team5