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report:prm [2026/04/30 17:43] – [3.9. Project Plan] team5report:prm [2026/05/16 20:40] (current) – 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.
  
-=== 3.3.1. 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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 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. 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 ==
  
 All components were procured through a single supplier ([[https://mauser.pt/|Mauser]]) to consolidate All components were procured through a single supplier ([[https://mauser.pt/|Mauser]]) to consolidate
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 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.  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 ==
  
 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. 
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 </WRAP> </WRAP>
 </table> </table>
-=== 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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 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.
  
-=== 3.5.1. Project Team and Internal Dynamics ===+== 3.5.1. Project Team and Internal Dynamics ==
  
 We operate under a structure where all members share responsibility for project management. However, as we are a team of students with diverse backgrounds, special tasks are delegated based on individual expertise.  We operate under a structure where all members share responsibility for project management. However, as we are a team of students with diverse backgrounds, special tasks are delegated based on individual expertise. 
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 Using the weekly sprint plan helps us to redistribute tasks if a member is overburdened to prevent burnout and ensure quality. Using the weekly sprint plan helps us to redistribute tasks if a member is overburdened to prevent burnout and ensure quality.
  
-=== 3.5.2. Stakeholders Identification and Roles ===+== 3.5.2. Stakeholders Identification and Roles ==
  
 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. 
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 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.
-=== 3.5.2. Stakeholders Management Strategy ===+== 3.5.3. Stakeholders Management Strategy ==
  
 To manage these relationships effectively, we have analyzed each stakeholder based on their Power and Interest. This analysis allows us to prioritize our communication and engagement efforts. To manage these relationships effectively, we have analyzed each stakeholder based on their Power and Interest. This analysis allows us to prioritize our communication and engagement efforts.
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-=== 3.6.1. Communication Channels and Tools ===+== 3.6.1. Communication Channels and Tools ==
  
 The team uses multiple tools to maintain a continuous flow of information: The team uses multiple tools to maintain a continuous flow of information:
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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. 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.
 <table tab:communication> <table tab:communication>
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 </table> </table>
  
-=== 3.6.3. Stakeholder Management ===+== 3.6.3. Stakeholder Management ==
  
 We maintain a specific communication frequency with external parties: We maintain a specific communication frequency with external parties:
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 Risk management for CONNECT involves a systematic approach to identify and address potential challenges. Following the PMBOK standards, we have performed qualitative analyses to ensure that risks are treated effectively.  Risk management for CONNECT involves a systematic approach to identify and address potential challenges. Following the PMBOK standards, we have performed qualitative analyses to ensure that risks are treated effectively. 
  
-=== 3.7.1. Identification of Key Risks ===+== 3.7.1. Identification of Key Risks ==
  
 We have identified the following risks categorized into project and product levels. We have identified the following risks categorized into project and product levels.
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   * Privacy Breach: Unauthorized collection or exposure of user data through the interaction app.   * Privacy Breach: Unauthorized collection or exposure of user data through the interaction app.
  
-=== 3.7.2. Qualitative and Quantitative Evaluation ===+== 3.7.2. Qualitative and Quantitative Evaluation ==
 To evaluate these risks, we adopt a 5x5 Risk Matrix seen on the Figure {{ref>fig:risk_matrix}}. The exposure score is calculated by multiplying Probability (1-5) and Impact (1-5). To evaluate these risks, we adopt a 5x5 Risk Matrix seen on the Figure {{ref>fig:risk_matrix}}. The exposure score is calculated by multiplying Probability (1-5) and Impact (1-5).
  
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   * Extreme (15-25): Critical; requires immediate action and response.   * Extreme (15-25): Critical; requires immediate action and response.
  
-=== 3.7.3. Risk Analysis, Handling, and Monitoring Table ===+== 3.7.3. Risk Analysis, Handling, and Monitoring Table ==
  
 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}}.
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 </table> </table>
  
-=== 3.7.3. Definition of Appropriate Risk Responses ===+== 3.7.4. Definition of Appropriate Risk Responses ==
  
 Based on the results, our strategy prioritizes Extreme and High risks. Delivery (R1) and Vandalism (R5) require immediate mitigation through early procurement and robust mechanical design.  Based on the results, our strategy prioritizes Extreme and High risks. Delivery (R1) and Vandalism (R5) require immediate mitigation through early procurement and robust mechanical design. 
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 Connect and share procurement strategy balances regulated industrial components with cost-effective prototyping through centralized purchasing and institutional resource utilization. Connect and share procurement strategy balances regulated industrial components with cost-effective prototyping through centralized purchasing and institutional resource utilization.
  
-=== 3.8.1. Sources ===+== 3.8.1. Sources ==
  
 Three procurement streams are defined: Three procurement streams are defined:
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   * Fabrication (Make): ISEP facilities used for 3D printing and lab testing, reducing costs to raw filament only.   * Fabrication (Make): ISEP facilities used for 3D printing and lab testing, reducing costs to raw filament only.
  
-=== 3.8.2. Make vs. Buy Decisions ===+== 3.8.2. Make vs. Buy Decisions ==
  
 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.
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 </table> </table>
  
-=== 3.8.3. Cost and Schedule Control ===+== 3.8.3. Cost and Schedule Control ==
  
 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.
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 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. 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 ===+== 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. 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 ===+== 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. 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.
  
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 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. 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 ===+== 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. In this sprint, the focus was on establishing the technical foundation. The retrospective revealed significant gaps in task granularity and time management.
  
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   *Action Plan: The team committed to breaking down tasks into sub-tasks (max 4h each) and ensuring Jira is updated daily.   *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 ===+== 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. Following the action plan from the previous sprint, Sprint 4 showed a marked improvement in organization and team morale.
  
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