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oss2018/content/03-methods.tex
... | ... | @@ -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
... | ... | @@ -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 | ... | ... |
oss2018/content/05-discussion.tex
... | ... | @@ -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. | ... | ... |