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[oss-2018] Creating best practices table
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icse2018/content/06-results.tex
| 1 | 1 | \section{Results} |
| 2 | 2 | \label{sec:results} |
| 3 | 3 | |
| 4 | -\subsection{Respondents profile} | |
| 5 | - | |
| 6 | -\subsubsection{MPOG Staff} | |
| 7 | - | |
| 8 | -The two analysts interviewed are more than 30 years old and have been government | |
| 9 | -employees for more than 7 years. Only one of them continues working in the same | |
| 10 | -ministry. Both reported that the collaborative project studied was their first | |
| 11 | -experience in collaborative projects between government and academia. | |
| 12 | - | |
| 13 | -\subsubsection{UnB undergraduated students} | |
| 14 | - | |
| 15 | -The average age of the 37 respondents is 25 years old and 91.9\% of them are male. | |
| 16 | -Currently, 35.1\% continue at university as undergraduate or graduate students, | |
| 17 | -18.9\% work as developer in a small company and 18.9\% in medium or large | |
| 18 | -companies, 10.8\% are entrepreneurs, 8.1\% are unemployed and the others work as | |
| 19 | -teachers or civil servants. | |
| 20 | - | |
| 21 | -\subsubsection{Senior Developers} | |
| 22 | -The average age is 32 years old and 87.5\% are male. They have an average of 11 | |
| 23 | -years of experience in the IT market, and currently 62.5\% of respondents are | |
| 24 | -company employees, 37.5\% are freelance developers, 25\% are master's degree | |
| 25 | -students and 25\% entrepreneurs. They have worked on average in 5 companies and | |
| 26 | -participated in 4 to 80 projects. They participated in the collaborative project | |
| 27 | -studied between 7 to 24 months. | |
| 28 | - | |
| 29 | 4 | \subsection{RQ1. Practices to well combine different teams with different |
| 30 | 5 | management processes in a government-academia collaboration} |
| 31 | 6 | |
| ... | ... | @@ -38,6 +13,22 @@ from the FLOSS universe, academic research and bureaucracies needed by the |
| 38 | 13 | government. In this section, we present by context the practices adopted in this |
| 39 | 14 | second phase and show the benefits generated by its deployment. |
| 40 | 15 | |
| 16 | +\begin{table}[] | |
| 17 | +\centering | |
| 18 | +\resizebox{\textwidth}{!}{% | |
| 19 | +\begin{tabular}{ | m{4cm} m{10cm} m{10cm} | } | |
| 20 | +\hline | |
| 21 | +\textbf{Decision} & \textbf{Practice Explanation} & \textbf{Benefits} \\ \hline | |
| 22 | +\textbf{Project management and communication on the developing platform itself} & \begin{itemize} \item Migration of project management and communication into the platform under development using its integrated software components Gitlab and Mailman \end{itemize} & \begin{itemize} \item Confidence in developed code; \item Transparency and efficiency in communication; \item Easier monitoring and increase interactions between development team and public servants; \item Organically documentation and records generation; \end{itemize} \\ \hline | |
| 23 | +\textbf{Continuous Delivery} & \begin{itemize} \item Creation of DevOps Team to build Continuous Delivery pipeline which involves both side participation. \item At each release, DevOps members would go to the ministry to assist its infrastructure team in deploying. \end{itemize} & \begin{itemize} \item Increasing government confidence for collaborative projects with the university; \item Motivating teams; \item Transfering of knowledge about DevOps and Continuous Deliveries from academia to gov infrastructure team; \item Aligning both side pace to execute project-related activities; \item Improving translation from one development process to the other; \end{itemize}\\ \hline | |
| 24 | +\textbf{Divide development team in "component" fronts} & \begin{itemize} \item The development was divided into four fronts with a certain self-organization of tasks. \item IT market professionals with recognized experience on each front were hired to work in person or remotely. \item For each front, there was at least one senior developer and the role of coach. \item The meta-coach role was also defined to coordinate tasks between teams. \end{itemize} & \begin{itemize} \item Helping conciliation of development processes and decision-making; \item Creating support-points for students, senior developers, and gov staff; \item Transfering of knowledge from industry and FLOSS community to both academia and government; \end{itemize}\\ \hline | |
| 25 | +\textbf{Bring together government staff and development team} & \begin{itemize} \item Biweekly gov staff, senior developers and coaches met to planning and review sprint at the UnB headquarters. \item Most of features under development were discussed on Gitlab Issue Tracker. \item Only strategic decisions or bureaucratic issues involve board directors. \end{itemize} & \begin{itemize} \item Reducing communication misunderstood; \item Empathy between members on both sides; Meeting expectations of both sides on developing requirements; \item Improving the understanding of collaborative development by the government; \item Aligning both side pace to execute project-related activities; \end{itemize} \\ \hline | |
| 26 | +\end{tabular}% | |
| 27 | +} | |
| 28 | +\caption{Empirical SPB management method and its benefits} | |
| 29 | +\label{practice-table} | |
| 30 | +\end{table} | |
| 31 | + | |
| 41 | 32 | \subsubsection{Project management and communication on the developing platform |
| 42 | 33 | itself} |
| 43 | 34 | ... | ... |