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report:prm [2026/04/12 19:06] – [Project Plan] epsatisepreport:prm [2026/04/21 14:13] (current) – [Cost] team6
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 ===== Project Management ===== ===== Project Management =====
-In this chapter, we will develop our project managment approach by describing several aspects such as the scope, time, project plan and our understanding and use of Jira, particularly with sprints.+In this chapter, we will develop our project management approach by describing several aspects such as the scope, time, project plan and our understanding and use of Jira, particularly with sprints.
 ==== Scope ==== ==== Scope ====
  
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 **2026-06-23** Update the __wiki, report__ (suggested corrections), upload __refined deliverables__ in shared section of MS Teams (source and PDF), __printed copy of the poster, brochure and leaflet__ for EPS coordinator\\  **2026-06-23** Update the __wiki, report__ (suggested corrections), upload __refined deliverables__ in shared section of MS Teams (source and PDF), __printed copy of the poster, brochure and leaflet__ for EPS coordinator\\ 
 **2026-06-25** __Submit prototype and user manual, prototype demonstration__\\ **2026-06-25** __Submit prototype and user manual, prototype demonstration__\\
 +
 ==== Cost ==== ==== Cost ====
-We need to clearly separate two different prices: the price of the final product and the budget we have right now. While the final Healing Cocoon will be sold to clinics for about 2000€ to 2500€, our goal right now is just to build a working test model (prototype) to prove our technology works. 
  
-For this first prototype, the EPS program gave us a 100€ budget limit. To make sure we don't spend too much, we are using affordable, easy-to-find materials for the physical frame. For the smart system, we are using low-cost electronic sensors and a basic microcontroller (ESP32).+We need to clearly separate two different prices: the price of the final product and the budget we have right now. While the final Healing Cocoon will be sold to clinics for about 2000 € to 2500 €, our goal right now is just to build a working test model (prototype) to prove our technology works. 
 + 
 +For this first prototype, the EPS program gave us a 100 € budget limit. To make sure we don't spend too much, we are using affordable, easy-to-find materials for the physical frame. For the smart system, we are using low-cost electronic sensors and a basic microcontroller (ESP32).
  
 <table bill> <table bill>
 <caption>Planned vs. Actual Costs</caption> <caption>Planned vs. Actual Costs</caption>
-^ Required component ^ Description ^ Total Budget (€) ^ Actual Costs (€) ^ +^ Required component ^ Description ^  Total Budget (€) ^  Actual Costs (€) ^ 
-| Smart brain & sensors | ESP32 board, and sensors for light, carbon dioxide and humidity | 25.00 | 23.67 |  +| Smart brain & sensors | ESP32 board, and sensors for light, carbon dioxide and humidity |  25.00 |  3.67 |  
-| Output devices | Scent sprayer, speaker amplifier, and relay switch | 25.00 | 22.98 |  +| Output devices | Scent sprayer, speaker amplifier, and relay switch |  25.00 |  22.98 |  
-| Power supply | 5 V 2 A USB wall plug | 25.00 | 7.26|  +| Power supply | 5 V 2 A USB wall plug |  25.00 |  7.26 |  
-| Building materials | Fiberglass rods, hula hoop, spandex, acoustic foam, PVC | 40.00 | 0.00 (Pending purchase) |  +| Building materials | Fiberglass rods, hula hoop, spandex, acoustic foam, PVC |  40.00 |  (Pending purchase) 0.00 |  
-| Total prototype budget |  | 100.00 | 53.91 | +| Total prototype budget |  |  100.00 |  53.91 | 
 </table> </table>
 +
 ==== Quality ==== ==== Quality ====
-//Document quality metrics that will apply to your project deliverables, associated thresholds and how they should be reviewed.//+ 
 +To make sure the Healing Cocoon is safe for children and works perfectly in a real clinic, we set clear quality goals. We constantly check our work through team reviews, teacher feedback, and physical testing. 
 + 
 +Building & Hardware Quality 
 + 
 +  - Wheelchair access - The opening and inside of the pod must be big enough for a standard child's wheelchair to roll right in without the child needing to stand up. 
 +  - Cleanliness & Hygiene - All inside surfaces must be easy to wipe down and made of materials that stop germs from spreading. They must also survive standard clinic cleaning sprays without getting damaged. This will be done by checking the manufacturer's safety sheets and testing the materials with cleaning sprays. 
 +  - Fast Electronics - When the smart system (the ESP32) senses something, the lights, sounds, or scents must react in less than 2 seconds so the experience feels magical and natural. This is going to be tested by running the code and testing the electronics over and over to find any delays. 
 + 
 +We are also focusing on clear and consistent report for keeping the track of our progress and milestones achieved. We use a final "cross-check checklist" before submission, ensuring all numbers, part names, and deadlines match across every single chapter.
  
 ==== People & Stakeholder Management ==== ==== 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.//+ 
 +To make sure our project runs smoothly, we have clearly defined the roles of our internal team members and identified the external groups (stakeholders) who care about the success of the Healing Cocoon. 
 + 
 +**The Project Team (Internal)** 
 +Our team is made up of six international students from different academic backgrounds. Because we have different skills, we divided the project responsibilities to match our strengths: 
 +  - Ronja Kruse (Dental Technology): Provides medical insights for the clinic environment, helps with B2B marketing, and designs the wheelchair-accessible layout. 
 +  - Hanna Kaczmarek (Industrial Biotechnology): Focuses on ergonomic dimensions, market analysis, and the business SWOT analysis. 
 +  - Anouc Goedhart (Industrial Design Engineering): Leads the 3D design models, branding (flyers/leaflets), and the visual identity of the Cocoon. 
 +  - Daniel Aagaard Pérez (Informatics Engineering): Handles the smart system hardware, projector integration, and the detailed technical schematics. 
 +  - Julie Bonnet (Packaging Engineering): Manages material selection, eco-efficiency research, and building the physical cardboard scale model. 
 +  - Kemal Yilmaz (Electronics - ICT): Develops the software app, the user interface (UI), and database management. 
 + 
 +**Key External Stakeholders** 
 +These are the people outside our team who are impacted by our project: 
 +  * EPS Supervisors & Teachers: They guide our academic progress and grade our deliverables. We manage their expectations by meeting all deadlines and updating our Wiki logbook. 
 +  * Clinic Directors (The Customers): The private dentists and therapists who will buy the Cocoon. We manage them by proving the product is easy to clean and will save their clinic time and money. 
 +  * Patients & Parents (The Users): The anxious children and their parents. We manage their needs by ensuring the final pod is safe, calming, and inclusive. 
 +  * Local Suppliers: Companies like F. Marques da Silva and Artnovion who provide our materials. 
  
 ==== Communications ==== ==== Communications ====
 +
 //Document how your team will manage communications, describing communication channels, meetings, etc.// //Document how your team will manage communications, describing communication channels, meetings, etc.//
  
 ==== Risk ==== ==== 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.//
  
 ==== Procurement ==== ==== Procurement ====
 +
 //Document your procurement management strategy including make vs buy decisions, materials/services to be acquired, sources, costs, timings, etc.// //Document your procurement management strategy including make vs buy decisions, materials/services to be acquired, sources, costs, timings, etc.//
  
 ==== Project Plan ==== ==== Project Plan ====
  
-/* 
 **__1. Description of the project schedule and its key phases using a Gantt chart__** **__1. Description of the project schedule and its key phases using a Gantt chart__**
-//<color #c3c3c3>Document the project schedule, and the key project phases, using a Gantt Chart. Highlight the key project phases and milestones.</color>//+/* 
 +//<color #c3c3c3>Document the project schedule, and the key project phases, using a Gantt Chart. Highlight the key project phases and milestones</color>.// 
 */ */
  
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   * the development phases of the project (Figure {{ref>fig:ganttv1.2}})   * the development phases of the project (Figure {{ref>fig:ganttv1.2}})
   * the deliverables to be submitted (Figure {{ref>fig:ganttv1.3}})   * the deliverables to be submitted (Figure {{ref>fig:ganttv1.3}})
- 
-We divided the tasks according to our strengths and areas of expertise, but some compromises had to be made to meet the needs of the project's progress. For example, marketing tasks are primarily managed by Hanna and Ronja, even though their fields of study are unrelated to this topic. \\ 
-**The figures below correspond to the first version of the Gantt chart, before the update.**\\ 
-Here is the updated Gantt Chart: {{ :report:healing_cocoon_gantt_chart_updated_v2_.pdf |}} 
-\\ 
  
  
 <WRAP centeralign> <WRAP centeralign>
 <figure fig:ganttv1.1> <figure fig:ganttv1.1>
-{{ :report:initiation_phase_gantt_before_update_v1.png |}}+{{ :report:initiation_phase_gantt_before_update_v1.png?direct&1100 |}}
 <caption>Tasks from the project initiation phase</caption> <caption>Tasks from the project initiation phase</caption>
 </figure> </figure>
 </WRAP> </WRAP>
-\\ +   
 <WRAP centeralign> <WRAP centeralign>
 <figure fig:ganttv1.2> <figure fig:ganttv1.2>
-{{ :report:development_phase_gantt_before_update_v1.png |}}+{{ :report:development_phase_gantt_before_update_v1.png?direct&1100 |}}
 <caption>Tasks from the development phase</caption> <caption>Tasks from the development phase</caption>
 </figure> </figure>
 </WRAP> </WRAP>
-\\+
  
 <WRAP centeralign> <WRAP centeralign>
 <figure fig:ganttv1.3> <figure fig:ganttv1.3>
-{{ :report:wiki_and_deliverables_gantt_before_update_v1.png |}}+{{ :report:wiki_and_deliverables_gantt_before_update_v1.png?direct&1100 |}}
 <caption>Deliverables and Tasks related to the Wiki</caption> <caption>Deliverables and Tasks related to the Wiki</caption>
 </figure> </figure>
 </WRAP> </WRAP>
-\\+ 
 + 
 +We divided the tasks according to our strengths and areas of expertise, but some compromises had to be made to meet the needs of the project's progress. For example, marketing tasks are primarily managed by Hanna and Ronja, even though their fields of study are unrelated to this topic. 
 + 
 +Figure {{ref>fig:ganttv2}} presents the updated Gantt Chart. 
 +<WRAP centeralign> 
 +<figure fig:ganttv2> 
 +{{:report:healing_cocoon_gantt_chart_updated_v2_-1.png |}} 
 +<caption>Updated Gantt Chart</caption> 
 +</figure> 
 +</WRAP>
  
 Figure {{ref>fig:gantt2}} contains the semester schedule (before the last update of the Gantt Chart for the interim report): each purple bar represents the planned time for its completion, with the start and end dates set. The gray area indicates the progress of the task, allowing us to see if we are ahead of schedule or if we still need to do more work on the task. Figure {{ref>fig:gantt2}} contains the semester schedule (before the last update of the Gantt Chart for the interim report): each purple bar represents the planned time for its completion, with the start and end dates set. The gray area indicates the progress of the task, allowing us to see if we are ahead of schedule or if we still need to do more work on the task.
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 </figure> </figure>
 </WRAP> </WRAP>
-\\+
  
 **__2. Sprint backlog and sprints created in Planner on Jira:__**\\ **__2. Sprint backlog and sprints created in Planner on Jira:__**\\
 +
 +/*
 //<color #c3c3c3>Describe how your plan was mapped to multiple iterative sprints.</color>//  //<color #c3c3c3>Describe how your plan was mapped to multiple iterative sprints.</color>// 
 //<color #c3c3c3>Document how the sprint backlog was planned and managed for each of the sprints you have created in Planner.</color>//  //<color #c3c3c3>Document how the sprint backlog was planned and managed for each of the sprints you have created in Planner.</color>// 
 +*/
  
-First of all, discovering and using Jira was not easy. Despite the explanations that we thought we understood, some parameters and steps were not completed sucessfully on time, notably the timely launch of certain sprints.+First of all, discovering and using Jira was not easy for our team. Despite the explanations that we thought we understood, some parameters and steps were not completed successfully on time, notably the timely launch of certain sprints. 
 + 
 +Figure {{ref>fig:Sprint2}} is one of the first sprint we organized (but forgot to launch it on time).
  
-Figure {{ref>fig:Sprint2}} is one of the first sprint we organized (but forgot to launch it on time).\\ 
 Figure {{ref>fig:Sprint3}} is the last sprint we launched, which takes place from April 7th to 14th.  Figure {{ref>fig:Sprint3}} is the last sprint we launched, which takes place from April 7th to 14th. 
-\\+
  
 <WRAP centeralign> <WRAP centeralign>
 <figure fig:Sprint2> <figure fig:Sprint2>
-{{ :report:screen_shot_scrum_sprint_2_jira.png |}}+{{ :report:screen_shot_scrum_sprint_2_jira.png?direct&1100 |}}
 <caption>Scrum Sprint 2</caption> <caption>Scrum Sprint 2</caption>
 </figure> </figure>
 </WRAP> </WRAP>
-\\+
  
 <WRAP centeralign> <WRAP centeralign>
 <figure fig:Sprint3> <figure fig:Sprint3>
-{{ :report:scrum_sprint3_7to14_april.png |}}+{{ :report:scrum_sprint3_7to14_april.png?direct&1100 |}}
 <caption>Scrum Sprint 3</caption> <caption>Scrum Sprint 3</caption>
 </figure> </figure>
 </WRAP> </WRAP>
-\\+
  
 Figure {{ref>fig:LastBacklog}} is the curent backlog (edited on April 9th) with tasks that still need to be completed. Figure {{ref>fig:LastBacklog}} is the curent backlog (edited on April 9th) with tasks that still need to be completed.
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 <WRAP centeralign> <WRAP centeralign>
 <figure fig:LastBacklog> <figure fig:LastBacklog>
-{{ :report:last_backlog_april_9th.png |}}+{{ :report:last_backlog_april_9th.png?direct&1100 |}}
 <caption>Last backlog edited on April 9th</caption> <caption>Last backlog edited on April 9th</caption>
 </figure> </figure>
 </WRAP> </WRAP>
-\\ 
  
 Finally, {{ref>fig:PlannerJira}} is the Jira planner in which we created the Epics, Stories, and corresponding tasks. Finally, {{ref>fig:PlannerJira}} is the Jira planner in which we created the Epics, Stories, and corresponding tasks.
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 <WRAP centeralign> <WRAP centeralign>
 <figure fig:PlannerJira> <figure fig:PlannerJira>
-{{ :report:jira_planner_epics_stories_sprints.png |}}+{{ :report:jira_planner_epics_stories_sprints.png?direct&1100 |}}
 <caption>Jira Planner</caption> <caption>Jira Planner</caption>
 </figure> </figure>
 </WRAP> </WRAP>
-\\ 
  
-**__3. Prioritization, estimation process and underlying challenges__**\\+**__3. Prioritization, estimation process and underlying challenges__** 
 +/*
 //<color #c3c3c3>Describe how prioritization was done.</color>// //<color #c3c3c3>Describe how prioritization was done.</color>//
 //<color #c3c3c3>Document how the estimation process was implemented, and any underlying challenges.</color>// //<color #c3c3c3>Document how the estimation process was implemented, and any underlying challenges.</color>//
-\\ We tried to prioritize tasks based on the deadlines and deliverables to respect, but it was also based on our estimated workload and the time it would take. \\ +*/
- +
-The tricky part was finding compromises based on each person's areas of expertise and the time the tasks could take. +
  
 +We tried to prioritize tasks based on the deadlines and deliverables to respect, but it was also based on our estimated workload and the time it would take. \\
  
 +The tricky part was finding compromises based on each person's areas of expertise and the time the tasks could take.
  
  
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