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[oss-2018] collaborative review of introduction
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oss2018/content/01-introduction.tex
| 1 | \section{Introduction} | 1 | \section{Introduction} |
| 2 | 2 | ||
| 3 | -% TODO: Para refletir | ||
| 4 | -% IMO eu acho que temos que reduzir ao máximos os ganchos com agile, uma vez que | ||
| 5 | -% a conferência é sobre FLOSS e falar muito de agile pode fazer com que o | ||
| 6 | -% revisor diga que isto não se enquadra com a conferência. | ||
| 7 | E-government projects differ from others due to their complexity and extension | 3 | E-government projects differ from others due to their complexity and extension |
| 8 | -\cite{anthopoulos2016egovernment}. They are complicated because they combine | 4 | +\cite{anthopoulos2016egovernment}. They are complex because they combine |
| 9 | construction, innovation, information \& communications technologies, politics, | 5 | construction, innovation, information \& communications technologies, politics, |
| 10 | -and social impact. The extension, on the other hand, is related to their scope, | ||
| 11 | -target audience, organizational size, time and the corresponding resistance to | ||
| 12 | -change. Government-academia research is an alternative to conduct e-government | ||
| 13 | -projects and to meet the needs of society. This collaborative work has | ||
| 14 | -challenges, such as align goals during the project organization, pace | ||
| 15 | -synchronization between government and academia | ||
| 16 | -\cite{anthopoulos2016egovernment}, and overcome the failure trend of | ||
| 17 | -e-government projects \cite{goldfinch2007pessimism}. | 6 | +and social impact. Their extension, on the other hand, is related to their scope, |
| 7 | +target audience, organizational size, time, and the corresponding resistance to | ||
| 8 | +change. Government-academia collaborative projects can be considered an | ||
| 9 | +alternative to create novelty for e-government projects and to meet the needs of | ||
| 10 | +society. This collaborative work has challenges, such as organizing the | ||
| 11 | +collaboration project, aligning goals, synchronizing the pace of between | ||
| 12 | +government and academia \cite{anthopoulos2016egovernment}, and overcoming the | ||
| 13 | +failure trend of e-government projects \cite{goldfinch2007pessimism}. | ||
| 18 | 14 | ||
| 19 | -% TODO: Veja se não mudei muito o sentido de forma a prejudicar | ||
| 20 | -% Eu tirei o 'increases' da segunda frase uma vez que nós não temos evidências disto | ||
| 21 | Poor project management is one of the main reasons why e-government projects | 15 | Poor project management is one of the main reasons why e-government projects |
| 22 | -fail \cite{anthopoulos2016egovernment}. In Brazil, while the academia is | ||
| 23 | -researching modern techniques related to open source and software development, | ||
| 24 | -the government still using traditional methods to discipline their software | ||
| 25 | -development. When government and academia combine efforts to develop an | ||
| 26 | -e-government solution, the differences in the project management become an | ||
| 27 | -issue. Changing the development process in a large-size institution represents | 16 | +fail \cite{anthopoulos2016egovernment}. When government and academia combine |
| 17 | +efforts to develop an e-government solution, the differences in the project | ||
| 18 | +management become an issue. Academia commonly work on cutting edge of | ||
| 19 | +technology while government is still relying on traditional techniques. | ||
| 20 | +Changing the development process in large-size institutions represents | ||
| 28 | an organizational disturbance which impacts on structure, culture, and | 21 | an organizational disturbance which impacts on structure, culture, and |
| 29 | management practices \cite{nerur2015challenges}. As a result, government and | 22 | management practices \cite{nerur2015challenges}. As a result, government and |
| 30 | academia have to harmonize their view to increasing the chances of success in | 23 | academia have to harmonize their view to increasing the chances of success in |
| 31 | projects with tight deadlines and short budgets. | 24 | projects with tight deadlines and short budgets. |
| 32 | 25 | ||
| 33 | -% TODO: Revisar, tentei deixar mais claro a contribuição do trabalho | ||
| 34 | -% Eu tirei alguns detalhes do survey uma vez que este será detalhado mais na frente | ||
| 35 | -% Além disto, acredito que o importante é deixar a menssagem desse artigo clara | ||
| 36 | -% e direta na introdução. | ||
| 37 | -This work contribute by extracting a set of practices from open source | ||
| 38 | -ecosystems that helped to harmonize the differences between government and | ||
| 39 | -academia. We investigated a 30-month government-academia project with the | ||
| 40 | -purpose of tracing project management practices based on open source | ||
| 41 | -ecosystems. We validated the benefits by collecting data from repository | ||
| 42 | -management tools used by the project, and we surveyed project participants. | 26 | +% TODO: Projetos de sl tem x características e muitas de suas práticas tem se mostrado válidas e que abrem precedentes para utilizar no contexto governo academia. Falar da influência do SL no projeto |
| 27 | + | ||
| 28 | +In this work we investigate a set of practices from a 30-month | ||
| 29 | +government-academia project that helped to harmonize the differences between | ||
| 30 | +government and academia management cultures. We trace the best practices based | ||
| 31 | +on open source ecosystems and agile methodologies. Finally, we validate their | ||
| 32 | +benefits by collecting data from the main project repository and by surveying | ||
| 33 | +the project participant points of view. | ||
| 34 | + |