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

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report [2022/06/20 00:17] – [7.4 Structural Design] team2report [2022/06/28 10:49] (current) – [7.7 Tests and Results] team2
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 ** 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 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.
  
-The following tables are identified risks regarding to the project and product. 
- 
-<WRAP center centeralign 750px> 
-<table tlabel6> 
-<caption>Risks in the product level</caption> 
-^ Numbering ^ Description ^ Category ^ Causes ^ Possible consequences ^ Affected stakeholders ^ Probability of occurrence ^ Influence ^ 
-| R01 | failure of parts | technical | technical issues | unusability of the product |  users, project team | medium | creating stress simulation |   
-| R02 | delivery delay | possible | significant | guaranteed delivery on time |  
-| R03 | too costly | possible | moderate | make or buy decision, finding a cheaper alternative, finding sponsors | 
-| R04 | public has hurdles to participate| unlikely | severe | strong study of the state of the art |  
-</table> 
-</WRAP> 
-  
-Numbering ^ Description ^ Category ^ Causes ^ Possible consequences ^ Affected stakeholders ^ Probability of occurrence ^ Influence  
  
 **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. **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.
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 **Risk monitoring** - Review of the planned measures and their effect as well as the further development of risks. **Risk monitoring** - Review of the planned measures and their effect as well as the further development of risks.
 The individual processes do not represent completed procedures, but must be monitored regularly and re-evaluated when new information about a risk is available. The individual processes do not represent completed procedures, but must be monitored regularly and re-evaluated when new information about a risk is available.
 +The following tables are identified risks regarding to the project and product.
  
-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.  +<WRAP center centeralign 750px> 
-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. +<table tlabel7> 
- +<caption>Risks on the project level</caption> 
- +^ Risk Event ^ Probability ^ Impact Rating ^ Risk Handling ^ 
- +| Deadlines are not kept | possible | significant | creating sprint plant to keep all members updated with the current tasks, finding out the origin of the delay, weekly meetings |   
- +| Lack of appropriate prior knowledge to gather expertise promptly | very likely | significant | assign different expert roles to each person, who informs their group members about their research and transfers learned skills |   
-==== 3.7.1 Product Level ====+| Coordination problems between the team members | possible | moderate | weekly meetings incl. writing minutes that are published in the shared cloud |  
 +</table> 
 +</WRAP>
  
 <WRAP center centeralign 750px> <WRAP center centeralign 750px>
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 </WRAP> </WRAP>
  
-==== 3.7.2 Project Level ==== 
-<WRAP center centeralign 750px> 
-<table tlabel7> 
-<caption>Risks on the project level</caption> 
-^ Risk Event ^ Probability ^ Impact Rating ^ Risk Handling ^ 
-| Deadlines are not kept | possible | significant | creating sprint plant to keep all members updated with the current tasks, finding out the origin of the delay, weekly meetings |   
-| Lack of appropriate prior knowledge to gather expertise promptly | very likely | significant | assign different expert roles to each person, who informs their group members about their research and transfers learned skills |   
-| Coordination problems between the team members | possible | moderate | weekly meetings incl. writing minutes that are published in the shared cloud |  
-</table> 
-</WRAP> 
  
-<WRAP centeralign> +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.  
-<figure figlabel13> +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.
-{{ :risk_assessment.png?nolink&600 |}} +
-<caption>Risk assessment</caption> +
-</figure> +
-</WRAP>+
  
  
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 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).  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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 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. 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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 **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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