EPS@ISEP | The European Project Semester (EPS) at ISEP

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report [2022/06/19 23:05] – [3.9 Stakeholders Management] team2report [2022/06/28 10:49] (current) – [7.7 Tests and Results] team2
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 | Carla Gomes Cardani| Brazil | Design | Graphic Design and Marketing | | Carla Gomes Cardani| Brazil | Design | Graphic Design and Marketing |
 | Carmen Couzyn| Austria | Media Technology | Software Development |  | Carmen Couzyn| Austria | Media Technology | Software Development | 
-| Eliott Degouilles| France | Mechanical Engineering | Hardware - Materials |+| Eliott Degouilles| France | Mechanical Engineering | Structure - Materials |
 | Julia Aleksandra Engst| Germany | Management (Building Real Estate Infrastructure) | Project Management | | Julia Aleksandra Engst| Germany | Management (Building Real Estate Infrastructure) | Project Management |
 | Jan Michael Benner| Germany | Energy Engineering | Quality Manager and Reporting | | Jan Michael Benner| Germany | Energy Engineering | Quality Manager and Reporting |
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 ==== - Risk ==== ==== - Risk ====
  
-The biggest challenge of a project is that due to existing risks a project’s success can be achieved completely, partially or not at all.  +Risks in general are understood as the danger that the realized result deviates from the planned result. This happens mainly due to unknowable events. The main goal of a well-developed risk management is therefore to systematically identify risks at an early stage in order to then minimize them to increase the probability that the project goals will be achieved. A lack of a well thought-out risk management system can lead to partial or, in the worst case, total failure of the project. Also, early and effective minimization of the risk potential leads to avoidance of rework costs. 
-With a well-developed risk management, the chance of achieving the project goal is increased and risks can be minimised through early and effective identification. Furthermore, minimizing the risk potential also means avoiding post-processing costs. The tasks of a risk manager include: risk identification, risk evaluation, risk handling, risk controlling.+
  
-In the following our group identified key risk regarding to our product and our project: 
  
-==== 3.7.1 Product Level ====+There are four phases in the risk management process: Risk identification, risk assessment, risk treatment, risk controlling.
  
-<WRAP center centeralign 750px> +** Risk identification** - Collection of potential risks in various fields of observation that arise in the course of the project.   
-<table tlabel6> + 
-<caption>Risks in the product level</caption> +** Risk assessment** - Evaluation of risks, depends on the risk preference of the decision maker. As a risk-neutral company, our decisions are based primarily on expected values. 
-^ Risk Event ^ Probability ^ Impact Rating ^ Risk Handling ^ + 
-| technical issues (failure of parts) | unlikely | severe | creating stress simulation |   + 
-| delivery delay | possible | significant | guaranteed delivery on time |  +**Risk management** - Development of strategies to manage risk. The measures can be preventive or corrective. The following risk strategies are distinguished: risk avoidance, risk reduction, risk transfer, risk assumption. 
-| too costly | possible | moderate | make or buy decision, finding a cheaper alternative, finding sponsors | + 
-| public has hurdles to participate| unlikely | severe | strong study of the state of the art |  +**Risk monitoring** - Review of the planned measures and their effect as well as the further development of risks. 
-</table> +The individual processes do not represent completed procedures, but must be monitored regularly and re-evaluated when new information about a risk is available. 
-</WRAP>+The following tables are identified risks regarding to the project and product.
  
-==== 3.7.2 Project Level ==== 
 <WRAP center centeralign 750px> <WRAP center centeralign 750px>
 <table tlabel7> <table tlabel7>
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 </WRAP> </WRAP>
  
-<WRAP centeralign> +<WRAP center centeralign 750px> 
-<figure figlabel13> +<table tlabel6> 
-{{ :risk_assessment.png?nolink&600 |}} +<caption>Risks in the product level</caption> 
-<caption>Risk assessment</caption> +^ Risk Event ^ Probability ^ Impact Rating ^ Risk Handling ^ 
-</figure>+| technical issues (failure of parts) | unlikely | severe | creating stress simulation |   
 +| delivery delay | possible | significant | guaranteed delivery on time |  
 +| too costly | possible | moderate | make or buy decision, finding a cheaper alternative, finding sponsors | 
 +| public has hurdles to participate| unlikely | severe | strong study of the state of the art |  
 +</table>
 </WRAP> </WRAP>
 +
 +
 +The biggest challenge of a project is that due to existing risks a project’s success can be achieved completely, partially or not at all. 
 +With a well-developed risk management, the chance of achieving the project goal is increased and risks can be minimised through early and effective identification. Furthermore, minimizing the risk potential also means avoiding post-processing costs. The tasks of a risk manager include: risk identification, risk evaluation, risk handling, risk controlling.
  
  
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 Users are the most important ones, especialy for our project where our first goal is to get them invested as much as possible. However, interaction with users will only be done though the use of parcitypate. Therefore, the product is completely designed to improve the participation rate and user experience. This is archieved through everything possible like the website but also via the design of the structure.\\ Users are the most important ones, especialy for our project where our first goal is to get them invested as much as possible. However, interaction with users will only be done though the use of parcitypate. Therefore, the product is completely designed to improve the participation rate and user experience. This is archieved through everything possible like the website but also via the design of the structure.\\
 Clients are another very important stakeholder for any project. For parcitypate, clients are mostly going to be town halls. To have them engaged, and for the longest time, it was necessary to identify their needs as well as strengh  and weekness of the project. The chapter 4 about marketing explains and details these choices that were made.\\ Clients are another very important stakeholder for any project. For parcitypate, clients are mostly going to be town halls. To have them engaged, and for the longest time, it was necessary to identify their needs as well as strengh  and weekness of the project. The chapter 4 about marketing explains and details these choices that were made.\\
-The last external stakeholders identified are suppliers. Their importance is great because the manufacturing of the product relie almost them. From the raw materials, to the shaping of parts,  but also the transportation, all these cannot be fully carried out as explained in the previous section 3.8 procurement. Therefore, it would be detrimental to not maintain good relationship with them. But on the other hand, since we are so dependant on them, it is necessary to monitor them closely. Thus, contrats must clarify precisely needs and expectation as well as what should happen if not respected (delays, etc). +The last external stakeholders identified are the suppliers. Their importance is great because the manufacturing of the product relie almost them. From the raw materials, to the shaping of parts,  but also the transportation, all these cannot be fully carried out as explained in the previous section 3.8 procurement. Therefore, it would be detrimental to not maintain good relationship with them. But on the other hand, since we are so dependant on them, it is necessary to monitor them closely. Thus, contrats must clarify precisely needs and expectation as well as what should happen if not respected (delays, etc). 
 ==== - Sprint Outcomes ==== ==== - Sprint Outcomes ====
-//To be added. Include the outcomes of all sprint reviews (what was the sprint backlog, completion status, planned capacity vs. achieved velocity).//+The following tables show the weekly sprints, indicating the task, the completion status and the person in charge. In addition, the planned working hours are compared with the actual workload.
  
 <WRAP center centeralign 750px> <WRAP center centeralign 750px>
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 ==== - Sprint Evaluations ==== ==== - Sprint Evaluations ====
-//To be added. Include the summary of all the sprint retrospectives, including any actions implemented as part of the team’s continuous improvement strategy.// +Due to the high workload caused by the lectures in the middle third of the project semester and illnesses of some team members, the team fell behind somewhat towards the end of the project period. Nevertheless, a strict distribution of tasks and a lot of teamwork made it possible to lead the project to a successful result. The division of larger tasks into sprints made it possible to better estimate the time required and to keep motivation as high as possible. 
 +There is potential for improvement above all in a more balanced distribution of workload over the entire course of the project. The joint focus on finding a solution in the event of time bottlenecks should be emphasized positively.
 ==== - Conclusion ==== ==== - Conclusion ====
-//To be added. Provide here the conclusions of this chapter and introduce the next chapter.//+Well-structured project management serves as a key element to ensure a high-quality project that is completed on time and within budget. It is important to live project management throughout the entire project phase, i.e. from project planning to project closure. With the help of the SCRUM method, the work schedules and tasks were organized and successfully completed. The detailed management plan regarding quality, people, risk, procurement and stakeholders helped the project team to successfully complete the project. 
 + 
 +In the following chapter, a complete marketing plan is created. Through a comprehensive marketing analysis, the strengths and weaknesses of the company and the opportunities and threats related to our product are addressed and the marketing strategy and its control are outlined. 
  
 ===== - Marketing ===== ===== - Marketing =====
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  </figure>  </figure>
  </WRAP>   </WRAP> 
 +
 +In order to be able to transport the product to the later installation site, a packaging system was designed (see figure {{ref>figlabel99}}).
 +The concept produces as little waste as possible, so the product itself is used as a transport package and fixed with Vime. A bench, which is also used as packaging, can provide additional value.
 +
 + <WRAP centeralign>
 + <figure figlabel99>
 +{{ :packaging.png?800 |}}
 + <caption>Packaging</caption>
 + </figure>
 + </WRAP> 
 +
 === - Selection of materials === === - Selection of materials ===
 While designing the structure, we also had to decide which materials we want to use for each part. As explained in the sustainability chapter, we applied ourself several constraints about the materials selection : single material parts, material 100 % recyclable only, etc. Some other constraints come from the context and the use of the product : resist UV, rain, temperature, etc. While designing the structure, we also had to decide which materials we want to use for each part. As explained in the sustainability chapter, we applied ourself several constraints about the materials selection : single material parts, material 100 % recyclable only, etc. Some other constraints come from the context and the use of the product : resist UV, rain, temperature, etc.
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 **Performance test** **Performance test**
  
-The technological performance of software was assessed using the Google Developers service [[https://pagespeed.web.dev|Page Speed Insights]], which sends a request to the page and measures response and load times. The performance scores of the mobile and screen applications were both high with 90 and 92 percent respectively (see figures {{ref>figlabel41}} and {{ref>figlabel42}}). The small reduction in performance scores is due to the large data size of the 3D plugin. +The technological performance of software was assessed using the Google Developers service [[https://pagespeed.web.dev|Page Speed Insights]], which sends a request to the page and measures response and load times. The performance scores of the mobile and screen applications were both high with 90 and 92 percent respectively (see Table {{ref>tlabel29}}). The small reduction in performance scores is due to the large data size of the 3D plugin. 
  
  
- +<WRAP center centeralign 750px> 
-<figure figlabel41> +<table tlabel29> 
-{{ ::performance-mobile.png?600 |{{ :performance-screen.png?600 |}} +<caption>Page Speed Performance Test Results</caption> 
-<caption>Performance result mobile application</caption> +^ Performance Indicator ^ Screen Application ^ Mobile Application ^  
-</figure>  +| Overall Score | 92 | 90 |  
-<figure figlabel42> +| First Contentful Paint | 0.7s | 0.7s |  
-{{ :performance-screen.png?600 |}} +| Time to Interactive | 1.4s | 1.5s | 
-<caption>Performance result screen application</caption> +| Speed Index | 1.0s | 1.1s |  
-</figure> +| Total Blocking Time | 10ms | 20ms |  
 +| Largest Contentful Paint | 2.8s | 2.0s |  
 +| Cumulative Layout Shift | 0.002s | 0 |  
 +</table> 
 +</WRAP>
  
  

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