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--- report:prm [2026/04/12 21:43] – [3.2.1. Ideal Product Cost] epsatisep
+++ 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.
-=== 3.2.1. Ideal Product Cost ===
+=== 3.3.1. Ideal Product Cost ===
 This section outlines the projected costs for a full-scale, production-ready deployment
@@ Line 165: / Line 165: @@
 | 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 | (5V) |  1  |  37.15 |  37.15 |
+| Power supply | (5 V) |  1  |  37.15 |  37.15 |
 | Delivery | — |  —  |  — |  TBC |
-| **Total hardware cost** | | | |  **764.74** |
+| **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.
+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 192: / 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 201: / 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 211: / 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 225: / 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 242: / 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 249: / 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 271: / 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 296: / 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 410: / 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 445: / Line 452: @@
 <figure fig:risk_matrix>
 {{ :report:risk_matrix.png?direct&600 |}}
-<caption>Risk Matriz</caption>
+<caption>Risk Matrix</caption>
 </figure>
 </WRAP>
@@ Line 485: / Line 492: @@
 All secondary risks are monitored through iterative testing to detect any score escalation.
-===== 3.8. Procurement =====
+==== 3.8. Procurement ====
@@ Line 517: / 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 {{ref>sprint_plan}}), the project is divided into 15 distinct sprints.
 <WRAP center round box 600px>
@@ Line 610: / Line 617: @@
 ^ 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 |