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Commit 04571084793f878179888be2f80122979a7ee624

Authored by Paulo Meireles
2 parents 6ee9e709 3790962c
Exists in master and in 2 other branches oss_2018, rework_case_study

Merge branch 'oss_2018' of softwarepublico.gov.br:softwarepublico/articles into oss_2018

Showing 3 changed files with 16 additions and 17 deletions   Show diff stats
oss2018/content/03-methods.tex
  Diff comments   View file @0457108
... ... @@ -27,20 +27,19 @@ repository.
27 27 The project to evolve the SPB portal was a partnership between government and
28 28 academia held between 2014 and 2016 \cite{meirelles2017spb}. The old version of
29 29 SPB suffers from maintenance problems and design-reality gaps. In this sense,
30   -Ministry of Planning (MPOG) decided to join the University of Brasília (UnB)
31   -and the University of São Paulo (USP) to develop a new platform based existing
32   -FLOSS projects. However, it was required to integrate multiple software in the
33   -same system in the way that end-user has a unified experience between the
34   -tools.
  30 +Ministry of Planning (MPOG) decided to join the University of Brasília (UnB) and
  31 +the University of São Paulo (USP) to develop a new platform. This platform has
  32 +as its primary requirement to base on existing FLOSS projects and integrate
  33 +multiple systems into one, providing the end user with a unified experience.
35 34  
36 35 In short, the SPB portal evolved into a Collaborative Development Environment
37 36 (CDE) \cite{booch2003}. It was a novelty in the context of the Brazilian
38 37 government, due to the technologies employed and its diverse features. The
39   -project includes social networking, mailing lists, version control system, and
  38 +portal includes social networking, mailing lists, version control system, and
40 39 source code quality monitoring. All of this software is integrated using a
41 40 system-of-systems framework \cite{meirelles2017spb}.
42 41  
43   -The academic team carried out development activities in the Advanced Laboratory
  42 +The platform development activities happened in the Advanced Laboratory
44 43 of Production, Research, and Innovation in Software Engineering (LAPPIS) at
45 44 UnB. The laboratory born from a professor that is part of Brazillian FLOSS
46 45 community and another one that spreads out agile values. Thus, naturally,
... ... @@ -51,8 +50,8 @@ significant experience with FLOSS communities, and two designers specialized in
51 50 User Experience (UX).
52 51  
53 52 The government team was composed of one director, one coordinator, and two IT
54   -analysts from MPOG. They were responsible for contracts and managed the
55   -collaboration, which means they do not produce software. Analysts following
  53 +analysts from MPOG. They were responsible for contracts and collaboration
  54 +management, which means they do not produce software. Analysts following
56 55 traditional management approaches (e.g., RUP, CMMI, and PMBOK) for a new
57 56 contract and homologating software services.
58 57  
... ... @@ -66,10 +65,10 @@ inefficient. Conflicts between the internal management processes and
66 65 differences in pace and goals of each institution were compromising the
67 66 platform development.
68 67  
69   -Professors with senior developers' collaboration adopted, incrementally, a set
70   -of best practices based on FLOSS ecosystems and agile values to improve the
71   -project management process and reduce the conflict between the government and
72   -academia. Throughout the project, the LAPPIS team built an experimental
  68 +Professors, with the senior developers' collaboration, incrementally employed a
  69 +set of best practices based on FLOSS ecosystems and agile values for improving
  70 +the project management process and reducing the conflict between the government
  71 +and academia. Throughout the project, the LAPPIS team built an experimental
73 72 management model to harmonize the different cultures. The development leaders
74 73 made decisions in a non-systematic way to promote the usage of these best
75 74 practices. In this paper, we analyze and codify these decisions and its
... ... @@ -107,7 +106,7 @@ worked in 5 different companies and participated in 4 to 80 projects. They
107 106 joined in this collaborative project between 7 to 24 months, and 86\% of them
108 107 had some experience with FLOSS before the SPB project.
109 108  
110   -We interviewed two MPOG analysts separately. Each interview took an average of
  109 +We interviewed two MPOG analysts separately. Each interview took an average of
111 110 2 hours with 28 open questions. They are over 30 years old, and they have more
112 111 than seven years of experience working in the government. Only one of them
113 112 continues working in the same ministry. Both of the analysts said this
... ...
oss2018/content/04-results.tex
  Diff comments   View file @0457108
... ... @@ -7,8 +7,8 @@ project management activities. The first one, between January 2014 and March
7 7 activities. Professors and MPOG coordinators had meetings to define strategic
8 8 goals. The communication between government and academia was, generally, in
9 9 private channels, such as professional e-mails, personal meetings, and
10   -telephone calls. Because of this, the quantitative data found for this period
11   -are inconclusive or have little expressiveness, and we did not examine them.
  10 +telephone calls. Therefore, the quantitative data found for this period
  11 +are not conclusive or have little expressiveness, and we do not examine them.
12 12  
13 13 The second phase, from April 2015 to the end of the project (June 2016), has a
14 14 more considerable wealth of data. Much of the management and communication
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oss2018/content/05-discussion.tex
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... ... @@ -84,7 +84,7 @@ the validity of this work, we point out the lack of communication records and
84 84 low traceability of the management data referring to the first phase of the
85 85 project. We also consider as a threat the hiatus between the completion of the
86 86 project and the conduction of interviews and questionnaires, since we rely on
87   -the memory of the interviewees to rescue the events. Also, the new work
  87 +the memory of the interviewees to rescue the events. Furthermore, the new work
88 88 experiences of the respondents after the project and their current working
89 89 mindset may also modify their interpretation of the topics addressed in the
90 90 questionnaire and consequently their responses.
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