\section{Conclusion}
\label{sec:conclusion}

In this work, we presented and discussed issues experienced during a government-funded 
project, in partnership with the University of Brasilia and the University of
São Paulo, to evolve the Brazilian Public Software Portal. 
Its contributions are twofold. First, we present the strategy used to develop
and to deliver an unprecedented platform to Brazilian government. Second,
based on the results of the SPB Portal project, we point out that it is
possible to mitigate conflicts experienced in the development environment
and to conciliate governmental and academy cultures. To summarize our main contributions, we answered in this section the three open questions those guided this paper.


\textbf{Q1:} \textit{Which strategy could be used to integrate several existing
FLOSS tools to promote the collaborative software development?}
%
The SPB portal integrates more than 10 FLOSS tools and provides several features,
such as social network, mailing list, version control, content management and
source code quality monitoring. Concerned with the platform sustainability and
maintainability, the aforementioned 10 FLOSS tools were integrated with minimum
differences from their official versions and the new developed features were
sent upstream to ensure an alignment between the portal systems and their
respective official versions. In the integration process, the main softwares
were identified, specific teams were formed to work with each one of them
and each team was composed of students with different levels of skills and at
least one senior professional.

\textbf{Q2:} \textit{How to involve students in real-world projects interacting with
real customers?}
%
In terms of mitigating conflicts, we tried to show that, as long as the
university can provide a healthy and challenging environment to its students,
one may conciliate studies and professional training in universities.
%
The students interacted with professionals of diverse fields of expertise, and they were
able to participate in all levels of the software development process.
This contributed to a great learning opportunity.
%
In our work process, based on open and collaborative software development
practices, students could negotiate their work schedule as well as count on IT
professionals to solve development issues.
%
Among the students, we have defined coaches for each team and a meta-coach
(coach of whole project). All coaches, together with professors, have
intermediated the communication between client (Ministry of Planning of Brazil)
and the rest of the group. 
After the end of the project, some students successfully
embraced opportunities in public and private sectors, within national borders
and abroad. Some other students went further and started their own companies.

\textbf{Q3:} \textit{How to introduce the FLOSS collaborative and agile
practices to governmental development process?}
With some adaptations, what we called the ``translation processes'', it is feasible
to conciliate agile methodologies and FLOSS practices to develop software to 
governmental organizations with functional hierarchical structures that use 
traditional development paradigm.
%
Aiming at reducing client questions about workconclusion, a DevOps front was
created to automate all deploy process and also  to work in continuous
delivery. The government was brought to our work environment and interacted
with our management and communication tools. For the project success, we
focused on providing a friendly working environment as well as on showing to
governmental agents another way to interact with the FLOSS community and the
university.

From the answers of our initial open questions, we can also highlighted six lessons learned to make easier to share our experience during the development of the new SPB Portal.

\textbf{L1:} \textit{The participation of experienced professionals is crucial to
the success of the project.} 
One important factor for the students was the composition of the teams
with the participation of experienced professionals.
%
On the technical side, the senior developers and designers would handle
the more difficult technical decisions, creating a work environment
where the students could develop their skills in a didactic way without
pressure.
%
On the management side, the active participation of professors -- who
are, in the end, the ones responsible for the project -- is crucial to
make sure students participation is conducted in a healthy way, and it is an
instance of leading by example.

\textbf{L2:} \textit{A balanced relationship between academia and industry.}
The experience of the SPB project led UnB to develop a work style which
proved to be appropriate for an educational environment that brings
academia and industry together.
%
The highest priority from the university's point of view is the
students.  Considering this, the activities of the project were never
prioritized to the detriment of classes and other pedagogical
activities. In summary, we had students working at different times, part
time, remotely or locally, always respecting their individual
conditions, but doing the work in a collective, collaborative and open
way.
%
And even under a potentially adverse environment, the project delivered
the desired solution with success.
%
At the end of the project, we noted that the skills developed by the
students were at the software engineering state of the art.
After the project ended, we had team members successfully embracing
opportunities in public, private, national, and international
organizations, in addition to those students that
opened their own companies.

\textbf{L3:} \textit{Managing different organizational cultures.}
In the beginning of the project, the Brazilian Government stakeholders
had certain expectations about the project development that, let's
say, did not exactly match our work style based on agile and FLOSS practices.
%
We had to develop strategies that would support these different
organizational cultures. The
MP is organized in a functional hierarchical organizational structure,
typically adopting a traditional development paradigm. Therefore, we had to
create a translation process between our team and the MP managers who
managed the project on their side assuming a traditional waterfall
process.

\textbf{L4:} \textit{Managing higher-level and lower-level goals separately.}
During the initial phase of the project, the MP team has brought
strategic discussions to technical/operational meetings that
were supposed to be about practical technical decisions.
%
This produced a highly complex communication and management environment,
overloading the professors because they were supposed 
for maintaining the MP strategy synchronized with the
implementation plans of the development team. This was hard, especially because the
aforementioned cultural mismatch. Mixing both concerns in the same
discussions caused confusion on both sides.
%
From the middle of the project we were able to keep those
concerns separated, what eased the work of everyone involved.

\textbf{L5:} \textit{Living with ill-advised political decisions.}
At the initial phases of the project, by political and personal
motivation, the main stakeholders from the Brazilian government imposed
the use of Colab to guide the development of the new SPB platform. Our
team was totally against the idea because we already knew that Colab was
a very experimental project and its adoption could dramatically increase
the project complexity. Even though we provided technical reasons to
not utilize Colab, the MP was adamant and we had to manage this problem. We did massive changes to
Colab, and at the end of the project we have completely rewritten it to make
it stable. It is important to notice that the MP compelled us to accept	
a technical decision based only on political interests, without considering
all the resources that would be spent due to that decision. At the end
of the project, we verified that Colab indeed consumed a vast amount of
the budget and increased the project complexity. At the end of the
project and after our analysis on the decision made by the MP, we
understand that MP managers are capable of ignoring technical reasons
in favor of political decisions.

\textbf{L6:} \textit{Consider sustainability from the beginning.}
In the process of deploying the SPB platform in the MP infrastructure we had
to interact with the MP technicians. We did several workshops, training
and a meticulous documentation describing all the required procedures to
update the platform, however, we realized that the MP technicians
constantly avoid the responsibility. After noticing the aforementioned
situation, we organized a DevOps team that completely automated all
the deployment procedure. We simplified all the platform deployment to a
few steps: (1) initial configurations (just ssh configuration) and (2)
the execution of simple commands to completely update the platform. By
the end of the project, we observed that the MP technicians invariably
still depended on our support to update the platform even with all the
automation provided by us. We were sadly left with a feeling of
uncertainty about the future of the platform after the project ended. In
hindsight, we realize that the MP dedicated system analysts and
managers to the project, but not operations technicians. The later
should have been more involved with the process so they could at least be
comfortable in managing the platform infrastructure.


Ultimately, the SPB portal is in production and its full
documentation, including detailed architecture and operation manuals are
also available\footnote{\url{https://softwarepublico.gov.br/doc/}}.
%
All the integrated tools are FLOSS and our contributions were published
in open repositories, available on the SPB Portal itself. We also
contributed these features back to the respective communities, which
benefits both those communities and us, since we can share future
development and maintenance effort with other organizations that
participate in these projects.

Future work should use data produced by the project to validate and evaluate
how the used FLOSS and Agile practices have impacted the students and the
governmental development process. For this, we will conduce a \textit{postmortem}
analysis using the project open data and a survey targeting the involved stakeholders.

%===========
% Conclusion
%===========

% * Gestão dos recursos: Fizemos mais por menos (2.6M de 3.2M) --- sem os dados
%% (escopo, custo, tempo e qualidade) bem discutidos é difícil sustentar essa
%% afirmação, embora eu e Paulo consigamos perceber isso.


%* utilização do projeto para formação de recursos humanos (alunos)

%* dados da verificação dos repositório para a análise da qualidade dos código via Mezuro e CodeClimate

%* o que achamos que irá acontecer com o SPB no futuro breve (acabar)

%* 69 projetos marcados como SPB, de 81 no total na plataforma.

%* 47\% é desenvolvido em PHP.

% foi constatado que aproximadamente 75\% dos softwares \textbf{não} possuem seus códigos-fonte versionados nesta ferramenta. Realizado algumas pesquisas, foi encontrado o código-fonte em outros serviços (Github, Bitbucket).

% Foram adicionados 31 softwares do SPB em ambas as ferramentas (Mezuro e Code Climate), desenvolvidos em PHP e Python. Estas adições resultaram na análise descrita nos próximos parágrafos. No Mezuro, dos 31 softwares adicionados, somente 4 obtiveram sucesso na avaliação. No Code Climate, 16 softwares realizaram a \textit{build} da avaliação com sucesso. Nos que falharam, alguns dos erros foram encontrados em três das \textit{engines}: ora em \textit{duplication}, ora na \textit{phpmd}, ora na \textit{eslint}.

% também foram inseridos no Mezuro para avaliação, 5 projetos dos 17 desenvolvidos em Java, com o intuito de ser um contraponto ao Code Climatepor esta não compreender a análise de projetos em Java, C, ou C++. Infelizmente nenhuma das \textit{builds} resultou em resultados concretos.

%* Debater economia de recursos em orgão públicos

