report:prm

Differences

This shows you the differences between two versions of the page.

Link to this comparison view

Both sides previous revision Previous revision
Next revision		 Previous revision
report:prm [2026/06/11 21:36] – [3.4 Cost] team4report:prm [2026/06/18 19:56] (current) – [3.11.2 Global Sprint] team4
Line 150: Line 150:
 | Transportation and shipping | Shipping costs from all suppliers |  310.45 € | | Transportation and shipping | Shipping costs from all suppliers |  310.45 € |
 | **Total materials and sensors including shipping** | Components, sensors and shipping combined |  **2 526.11 €** | | **Total materials and sensors including shipping** | Components, sensors and shipping combined |  **2 526.11 €** |
-| Structural material for habitat blocks | Concrete and basalt fibre |  4.43 € per block |+| Structural material for habitat blocks | Concrete and basalt fiber |  4.43 € per block |
 | **Total project cost excluding habitat blocks** | Labor + materials and sensors including shipping |  **47 526.11 €** | | **Total project cost excluding habitat blocks** | Labor + materials and sensors including shipping |  **47 526.11 €** |
 </table> </table>
Line 211: Line 211:
 | Plastic lunchbox (single compartment) | Prototype enclosure |  3 € |  1  | IKEA | [[https://www.ikea.com/pt/pt/p/ikea-365-recipiente-p-alim-c-tmp-retangular-plastico-s19269079/|link]] | Simple enclosure | | Plastic lunchbox (single compartment) | Prototype enclosure |  3 € |  1  | IKEA | [[https://www.ikea.com/pt/pt/p/ikea-365-recipiente-p-alim-c-tmp-retangular-plastico-s19269079/|link]] | Simple enclosure |
 | Smaller plastic lunchbox | Backup enclosure |  1.5 € |  1  | IKEA | [[https://www.ikea.com/pt/en/p/pruta-food-container-with-lid-blue-10597103/|link]] | Backup option | | Smaller plastic lunchbox | Backup enclosure |  1.5 € |  1  | IKEA | [[https://www.ikea.com/pt/en/p/pruta-food-container-with-lid-blue-10597103/|link]] | Backup option |
-| PLA filament 1 kg | 3D printing material |  14.60 € |  1  | Filament 3D | [[https://fillment3d.pt/produto/pla-cinzento-winkle-1kg-1-75mm/|link]] | Backup option |+| PLA filament 1 kg | Used for 3D-printed mold |  14.60 € |  1  | Filament 3D | [[https://fillment3d.pt/produto/pla-cinzento-winkle-1kg-1-75mm/|link]] | Backup option |
 | Ceys Total Tech Universal Glue and Sealant 290 ml Transparent | Silicone sealant |  8.99 € |  1  | Leroy Merlin | [[https://www.leroymerlin.pt/produtos/cola-e-veda-total-tech-universal-290-ml-transparente-ceys-13132966.html|link]] |  | | Ceys Total Tech Universal Glue and Sealant 290 ml Transparent | Silicone sealant |  8.99 € |  1  | Leroy Merlin | [[https://www.leroymerlin.pt/produtos/cola-e-veda-total-tech-universal-290-ml-transparente-ceys-13132966.html|link]] |  |
 | Continente cooking oil 1 L | Oil for enclosure |  1.69 € |  1  | Continente | [[https://www.continente.pt/produto/oleo-alimentar-continente-continente-5045342.html|link]] | Used only if needed | | Continente cooking oil 1 L | Oil for enclosure |  1.69 € |  1  | Continente | [[https://www.continente.pt/produto/oleo-alimentar-continente-continente-5045342.html|link]] | Used only if needed |
Line 343: Line 343:
 ==== 3.7 Stakeholder Management ==== ==== 3.7 Stakeholder Management ====
  
-Stakeholder management is used to identify, analyse and communicate with the people, groups and organizations that can affect or be affected by the project. For Maris Habitats, this is important because the project combines academic requirements, technical development, marine restoration, environmental monitoring and potential future users of the system.+Stakeholder management is used to identify, analyze and communicate with the people, groups and organizations that can affect or be affected by the project. For Maris Habitats, this is important because the project combines academic requirements, technical development, marine restoration, environmental monitoring and potential future users of the system.
  
 The stakeholders were divided into internal and external groups. Internal stakeholders are directly involved in the project development, such as the team members, EPS coordinator, supervisors and professors. External stakeholders are not part of the daily project work, but they may influence the project or benefit from the final solution. These include suppliers, research institutions, environmental NGOs, public authorities, potential customers and marine life. The stakeholders were divided into internal and external groups. Internal stakeholders are directly involved in the project development, such as the team members, EPS coordinator, supervisors and professors. External stakeholders are not part of the daily project work, but they may influence the project or benefit from the final solution. These include suppliers, research institutions, environmental NGOs, public authorities, potential customers and marine life.
Line 440: Line 440:
  
  
-This communication structure helps the team maintain a clear workflow, follow deadlines and solve problems early. Regular meetings, shared documentation and continuous task updates support collaboration and ensure that all members remain informed about the development of Maris Habitats. See {{ref>tab_CommunicationStakeholders}} table for the ways of communication with stakeholders.+This communication structure helps the team maintain a clear workflow, follow deadlines and solve problems early. Regular meetings, shared documentation and continuous task updates support collaboration and ensure that all members remain informed about the development of Maris Habitats. See {{ref>tab_CommunicationStakeholders}} table for the communication approaches with stakeholders.
  
 <table tab_CommunicationStakeholders> <table tab_CommunicationStakeholders>
Line 592: Line 592:
 | 13 | 28 May | 4 Jun | 5 days | Done | | 13 | 28 May | 4 Jun | 5 days | Done |
 | 14 | 4 Jun | 11 Jun | 5 days | Done | | 14 | 4 Jun | 11 Jun | 5 days | Done |
-| 15 | 11 Jun | 18 Jun | 5 days | Started | +| 15 | 11 Jun | 18 Jun | 5 days | Done | 
-| 16 | 18 Jun | 25 Jun | 5 days | To do |+| 16 | 18 Jun | 25 Jun | 5 days | Done |
  
 </table> </table>
Line 627: Line 627:
 | S | Prototype | Done | | S | Prototype | Done |
 | T | Video | Done | | T | Video | Done |
-| V | Final report | To do | +| V | Final report | Done | 
-| W | Upload final deliverables | To do | +| W | Upload final deliverables | Done | 
-| X | Final presentation | To do | +| X | Final presentation | Done | 
-| Y | Final review and submission | To do |+| Y | Final review and submission | Done |
  
 </table> </table>
Line 660: Line 660:
  
 ==== 3.12 Sprint Outcomes ==== ==== 3.12 Sprint Outcomes ====
-The sprints officially started from 19 March to 26 March, as the previous weeks were mainly used to become familiar with Jira and project tools.+The sprints officially started from March 19th to March 26th, as the previous weeks were mainly used to become familiar with Jira and project tools.
  
  
Line 729: Line 729:
 The burndown chart for Sprint 6, shown in Figure {{ref>fig:Week6}}, indicates limited progress during the initial phase of the sprint, suggesting that relatively little work was carried out at the beginning of the period. The burndown chart for Sprint 6, shown in Figure {{ref>fig:Week6}}, indicates limited progress during the initial phase of the sprint, suggesting that relatively little work was carried out at the beginning of the period.
  
-An increase in the remaining workload can also be observed on 14 April, when new tasks were added after the sprint had already started. This was partly caused by incomplete tasks from Sprint 5 being carried over into Sprint 6. As a result, the workload appears to increase rather than decrease at that stage.+An increase in the remaining workload can also be observed on April 14th, when new tasks were added after the sprint had already started. This was partly caused by incomplete tasks from Sprint 5 being carried over into Sprint 6. As a result, the workload appears to increase rather than decrease at that stage.
  
 Towards the end of the sprint, a noticeable reduction in remaining work is observed, indicating that several tasks were completed before the sprint was concluded. Towards the end of the sprint, a noticeable reduction in remaining work is observed, indicating that several tasks were completed before the sprint was concluded.
Line 744: Line 744:
 **Sprint 7** **Sprint 7**
  
-The burndown chart for Sprint 7 shows that little or no progress was recorded during the first part of the sprint. No significant task completion was registered until 20 April, when a new task was added to the sprint.+The burndown chart for Sprint 7 shows that little or no progress was recorded during the first part of the sprint. No significant task completion was registered until April 20th, when a new task was added to the sprint.
 Most of the remaining work was then checked off on the final day of the sprint. This indicates that tasks were either completed late or not updated continuously in Jira. As a result, the burndown chart does not show a steady reduction in workload. Most of the remaining work was then checked off on the final day of the sprint. This indicates that tasks were either completed late or not updated continuously in Jira. As a result, the burndown chart does not show a steady reduction in workload.
 This sprint demonstrates the importance of updating tasks more regularly and ensuring that work is distributed more evenly throughout the sprint. The burndown chart for Sprint 7 is shown in Figure {{ref>fig:Week7}}. This sprint demonstrates the importance of updating tasks more regularly and ensuring that work is distributed more evenly throughout the sprint. The burndown chart for Sprint 7 is shown in Figure {{ref>fig:Week7}}.
Line 761: Line 761:
 The burndown chart for Sprint 8 shows that the sprint was started before all tasks had been properly added and assigned story points. This made the initial sprint planning less accurate and reduced the reliability of the burndown chart. The burndown chart for Sprint 8 shows that the sprint was started before all tasks had been properly added and assigned story points. This made the initial sprint planning less accurate and reduced the reliability of the burndown chart.
  
-During the sprint, the workload was adjusted again. On 28 April, story points were added or changed, which affected the chart after the sprint had already started. Despite these changes, all tasks were completed by the end of the sprint.+During the sprint, the workload was adjusted again. On April 28th, story points were added or changed, which affected the chart after the sprint had already started. Despite these changes, all tasks were completed by the end of the sprint.
  
 Although the final outcome was positive, the chart shows that the sprint was not planned according to Scrum principles, since tasks and story points should ideally be defined before the sprint begins. The burndown chart for Sprint 8 is shown in Figure {{ref>fig:Week8}}. Although the final outcome was positive, the chart shows that the sprint was not planned according to Scrum principles, since tasks and story points should ideally be defined before the sprint begins. The burndown chart for Sprint 8 is shown in Figure {{ref>fig:Week8}}.
Line 819: Line 819:
 <figure fig:Week12> <figure fig:Week12>
 {{ :report:week12.png?nolink&800 |}} {{ :report:week12.png?nolink&800 |}}
-<caption>Week 11 burndown chart</caption>+<caption>Week 12 burndown chart</caption>
 </figure> </figure>
 </WRAP> </WRAP>
Line 827: Line 827:
  
 **Sprint 13 ** **Sprint 13 **
-The burndown chart for Sprint 13 shows that no significant progress was recorded until 1 July. On this date, a new task was added to the sprint and assigned story points, which increased the total workload after the sprint had already started.+The burndown chart for Sprint 13 shows that no significant progress was recorded until June 1st. On this date, a new task was added to the sprint and assigned story points, which increased the total workload after the sprint had already started.
 The sprint was also closed one day earlier than planned. As a result, several tasks were not completed during Sprint 13 and had to be transferred to the Week 14 sprint. This affected the accuracy of the sprint outcome and shows that the planned workload was not fully achieved. The sprint was also closed one day earlier than planned. As a result, several tasks were not completed during Sprint 13 and had to be transferred to the Week 14 sprint. This affected the accuracy of the sprint outcome and shows that the planned workload was not fully achieved.
-On 3 July, a significant part of the sprint work was completed or closed. However, because several tasks had already been moved forward, the sprint does not show a steady or fully successful workflow.+On June 3rd, a significant part of the sprint work was completed or closed. However, because several tasks had already been moved forward, the sprint does not show a steady or fully successful workflow.
 Sprint 13 highlights challenges related to late task creation, incomplete sprint execution, and early sprint closure. It also shows the importance of completing and updating tasks within the correct sprint period to ensure accurate progress tracking. The burndown chart for Sprint 13 is shown in Figure {{ref>fig:Week13}}. Sprint 13 highlights challenges related to late task creation, incomplete sprint execution, and early sprint closure. It also shows the importance of completing and updating tasks within the correct sprint period to ensure accurate progress tracking. The burndown chart for Sprint 13 is shown in Figure {{ref>fig:Week13}}.
  
Line 943: Line 943:
  
  
-==Eight Week Retrospective==+==Eighth Week Retrospective==
  
 **Positive Aspects** **Positive Aspects**
Line 991: Line 991:
  
 **Positive Aspects** **Positive Aspects**
-During this week, the team made important progress by figuring out how to produce the 3D mold. The 3D video was also completed, and work began on both the testing phase and the prototype.+During this week, the team made important progress by figuring out how to produce the 3D mould. The 3D video was also completed, and work began on both the testing phase and the prototype.
  
 **Challenges** **Challenges**
Line 1022: Line 1022:
  
 **Challenges**   **Challenges**  
-One challenge this week was the name change from Smartblock to Smartlogger, which required updates in the documentation and project material. In addition, the scientific paper is still not finished. The team is also waiting for the final part of the 3D mold before the prototype can be fully completed.+One challenge this week was the name change from Smartblock to Smartlogger, which required updates in the documentation and project material. In addition, the scientific paper is still not finished. The team is also waiting for the final part of the 3D mould before the prototype can be fully completed.
  
 **Ideas for Improvement** **Ideas for Improvement**
Line 1034: Line 1034:
  
 **Positive Aspects** **Positive Aspects**
-During this week, the team delivered the scientific paper, completed the 3D print mold, finalized the wiki, finished the video, and prepared the final presentation. These tasks were important steps toward completing the final project deliverables.+During this week, the team delivered the scientific paper, completed the 3D print mould, finalized the wiki, finished the video, and prepared the final presentation. These tasks were important steps toward completing the final project deliverables.
  
 **Challenges** **Challenges**