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report:prm [2026/06/11 11:57] – [Procurement] team6report:prm [2026/06/14 00:05] (current) – [Summary] team6
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 Our procurement management strategy is designed to balance technical performance, strict budgetary limits, and the use of local, sustainable resources. The goal is to maximize the quality of our proof-of-concept prototype while remaining within the €100 project budget. Our procurement management strategy is designed to balance technical performance, strict budgetary limits, and the use of local, sustainable resources. The goal is to maximize the quality of our proof-of-concept prototype while remaining within the €100 project budget.
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 1. Make vs. Buy Strategy 1. Make vs. Buy Strategy
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 2. Materials, Sources, and Acquisition 2. Materials, Sources, and Acquisition
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 Our procurement strategy prioritizes reliability and local availability to shorten lead times and reduce environmental impact: Our procurement strategy prioritizes reliability and local availability to shorten lead times and reduce environmental impact:
  
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 - Antimicrobial Textiles: We identified the MEDIFLEX collection from Monteiro Fabrics to ensure our textiles are medical-grade and hygienic.   - Antimicrobial Textiles: We identified the MEDIFLEX collection from Monteiro Fabrics to ensure our textiles are medical-grade and hygienic.  
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 3. Budgeting and Timings 3. Budgeting and Timings
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 All acquisitions were managed in strict alignment with our sprint schedule: All acquisitions were managed in strict alignment with our sprint schedule:
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 During this sprint, the team focused on continuing the prototype with the 3D piece to do as well. Improving the Wik, finishing the functional tests (Hardware), and finishing to detail the quality control part on Wiki. During this sprint, the team focused on continuing the prototype with the 3D piece to do as well. Improving the Wik, finishing the functional tests (Hardware), and finishing to detail the quality control part on Wiki.
  
-Looking at Figure {{ref>fig:Sprint10}}, the diagram's appearance is not really satisfactory as it shows the fairly regular completion of tasks; however, we were unable to complete all the story points: our estimate was too high relative to our workload capacity. Having completed all the tasks and story points of the last sprint 8, we wanted to increase the number of committed story points. Having completed 25 out of 55 story points (which is more than in the last sprint, as shown in Figure {{ref>fig:VelocityReport}}), we now need to try to determine our story point velocity to better plan future sprints.+Looking at Figure {{ref>fig:Sprint10}}, the diagram's appearance is not really satisfactory as it shows, first of all, that we added story points after the sprint had already started, and that we didn't even complete half of the planned story points. This week was packed with tasks and story points. We still managed to complete the most important tasks, although only 13 out of the 31 (as shown in Figure {{ref>fig:VelocityReport}}).
  
 <WRAP centeralign> <WRAP centeralign>
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-Looking at Figure {{ref>fig:VelocityReport}}, the+The velocity report in Figure {{ref>fig:VelocityReport}} shows the number of story points planned and completed for each sprint. It indicates an average of 8.38 completed story points, but this doesn't truly represent our actual story point completion rate. We need to average the last three sprints completed successfully. Our average story points completed is then 18 for the last three sprints. We would need to complete more sprints to obtain an average that accurately reflects our true capacity, and thus be able to properly plan task completion during sprints.
  
 <WRAP centeralign> <WRAP centeralign>
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 ==== Sprint Evaluations ==== ==== Sprint Evaluations ====
-//Include the summary of all the sprint retrospectives, including any actions implemented as part of the team’s continuous improvement strategy.// 
  
 This section provides a retrospective analysis of each sprint, highlighting successes, challenges, and opportunities for improvement. It examines team performance, project progress, and lessons learned, with the objective of continuously improving future sprint planning and execution. This section provides a retrospective analysis of each sprint, highlighting successes, challenges, and opportunities for improvement. It examines team performance, project progress, and lessons learned, with the objective of continuously improving future sprint planning and execution.
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 <figure fig:Sprint5retro> <figure fig:Sprint5retro>
-{{ :report:sprint_5_retro.png?direct&600 |}}+{{ :report:sprint_5_retro.png?direct& |}}
 <caption>Sprint 5 retrospective</caption> <caption>Sprint 5 retrospective</caption>
 </figure> </figure>
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 <figure fig:Sprint6retro> <figure fig:Sprint6retro>
-{{ :report:sprint_6_retro.png?direct&600 |}}+{{ :report:sprint_6_retro.png?direct& |}}
 <caption>Sprint 6 retrospective</caption> <caption>Sprint 6 retrospective</caption>
 </figure> </figure>
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 <figure fig:Sprint7retro> <figure fig:Sprint7retro>
-{{ :report:sprint_7_retro.png?direct&600 |}}+{{ :report:sprint_7_retro.png?direct& |}}
 <caption>Sprint 7 retrospective</caption> <caption>Sprint 7 retrospective</caption>
 </figure> </figure>
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 <WRAP centeralign> <WRAP centeralign>
 <figure fig:Sprint8retro> <figure fig:Sprint8retro>
-{{ :report:sprint_8_retro.png?direct&600 |}}+{{ :report:sprint_8_retro.png?direct& |}}
 <caption>Sprint 8 retrospective</caption> <caption>Sprint 8 retrospective</caption>
 </figure> </figure>
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 <WRAP centeralign> <WRAP centeralign>
 <figure fig:Sprint9retro> <figure fig:Sprint9retro>
 +{{ :report:sprint_9_retro.png?direct& |}}
 <caption>Sprint 9 retrospective</caption> <caption>Sprint 9 retrospective</caption>
 </figure> </figure>
 </WRAP> </WRAP>
 \\ \\
 +
 +=== Sprint 10 ===
 +Looking at Figure {{ref>fig:Sprint10retro}} the team successfully completed several planned tasks, including designing the 3D part in SolidWorks, improving the quality control section of the Wiki, and finalizing the project video. However, the prototype assembly was delayed because we were waiting for validation of the 3D-printed component. We also observed that adding story points after the sprint had started negatively impacted the burndown chart. For future sprints, we aim to improve our planning by using previous sprint velocity to estimate workloads more accurately while continuing to make progress despite technical constraints.
 +
 +<WRAP centeralign>
 +<figure fig:Sprint10retro>
 +{{ :report:sprint_10_retro.png?direct& |}}
 +<caption>Sprint 10 retrospective</caption>
 +</figure>
 +</WRAP>
 +\\
 +
 +
 === Retrospective Summary === === Retrospective Summary ===
 Throughout the project, the team demonstrated a strong ability to achieve sprint objectives and continuously improve both technical deliverables and project documentation. Significant progress was made in prototype development, testing, reporting, and communication materials, while the team also showed resilience in overcoming technical challenges and external constraints. Throughout the project, the team demonstrated a strong ability to achieve sprint objectives and continuously improve both technical deliverables and project documentation. Significant progress was made in prototype development, testing, reporting, and communication materials, while the team also showed resilience in overcoming technical challenges and external constraints.
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 ==== Summary ==== ==== Summary ====
-//Provide here the conclusions of this chapter and make the bridge to the next chapter.//+ 
 +This chapter summarised the project management approach used for developing the Healing Cocoon prototype, a proof-of-concept designed to reduce anxiety in children in clinical waiting environments. The project scope focused on research, design, and development, organised using a Work Breakdown Structure (WBS) to structure tasks and responsibilities. 
 + 
 +The project was managed through short, structured development cycles with weekly planning sessions and Jira task tracking, enabling steady progress and flexibility over the 15-week timeline. The project was completed within a €100 budget by prioritising low-cost materials and components while maintaining core functionality. 
 + 
 +Quality was ensured through iterative testing, supervisor feedback, and a focus on safety, hygiene, accessibility, and reliability. Key stakeholders, including healthcare professionals, patients, supervisors, and suppliers, were considered throughout development. 
 + 
 +Communication was maintained using WhatsApp, Microsoft Teams, Outlook, and Jira to support effective collaboration. Risks were continuously identified and mitigated, while procurement decisions balanced cost, performance, and availability. 
 + 
 +Overall, this structured and iterative development process, supported by continuous feedback, allowed the team to deliver a functional prototype within the defined constraints of scope, time, cost, and quality. 
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