Commit 1000b14ee2c65ec594eb56eb780882b237f7cefb
1 parent
cc91fad4
Exists in
master
and in
2 other branches
[oss-2018] Minor fixes
Showing
2 changed files
with
5 additions
and
5 deletions
Show diff stats
oss2018/content/03-methods.tex
... | ... | @@ -12,7 +12,7 @@ questions that guided our work: |
12 | 12 | \textbf{RQ1. }\textit{How to introduce open source and agile best practices into |
13 | 13 | government-academia collaboration projects?} |
14 | 14 | |
15 | -\textbf{RQ2. }\textit{What practices would favor effective team management in | |
15 | +\textbf{RQ2. }\textit{What practices favor effective team management in | |
16 | 16 | government-academia collaborative projects?} |
17 | 17 | |
18 | 18 | To answer these questions, we use the case study as research method. We selected | ... | ... |
oss2018/content/04-results.tex
... | ... | @@ -23,7 +23,7 @@ practices that made these decisions concrete. We use data collected from the |
23 | 23 | central repository to map best practices and, with the respondents' answers, we |
24 | 24 | analyzed how each decision benefited the project collaboration. |
25 | 25 | |
26 | -The development team decides to \textbf{use of the system under development to | |
26 | +The development team decided to \textbf{use of the system under development to | |
27 | 27 | develop the system itself}. The team released the first version of the new SPB |
28 | 28 | portal nine months after the project beginning. Due to the platform features |
29 | 29 | for software development and social network, the development coordinators decided to |
... | ... | @@ -79,7 +79,7 @@ well as in the portal itself. When necessary, we can access the tools and find |
79 | 79 | out how we develop a solution. We can recover these positive points.''}. |
80 | 80 | |
81 | 81 | |
82 | -The development coordinator works to \textbf{brings together government staff | |
82 | +The development coordinators worked to \textbf{brings together government staff | |
83 | 83 | and development team}. At the beginning of the project, the interviewed MPOG |
84 | 84 | analysts did not participate in any direct interaction with any university |
85 | 85 | representative, even though they were the ones in charge of the government in |
... | ... | @@ -133,7 +133,7 @@ qualified, the code had quality, and the project was well executed. So in |
133 | 133 | practice, our difficulty interpreting the technical details did not impact |
134 | 134 | release planning.''}. |
135 | 135 | |
136 | -The technical leaders \textbf{divide the development team into priority fronts, | |
136 | +The project leaders \textbf{divided the development team into priority fronts, | |
137 | 137 | and for each one, hire at least one specialist from the IT market}. The |
138 | 138 | development team had four work areas divided by the main demands of the |
139 | 139 | project: User Experience, DevOps, Integration of Systems, and Social |
... | ... | @@ -158,7 +158,7 @@ their previous experiences. In contrast, {62.5\%} of them did not understand |
158 | 158 | the MPOG's project management process and {50\%} believed this process could |
159 | 159 | affect their project productivity. |
160 | 160 | |
161 | -Senior developers were also responsible for \textbf{improving the management | |
161 | +The senior developers were also responsible for \textbf{improving the management | |
162 | 162 | and technical knowledge} of the interns about practices from industry and open |
163 | 163 | source projects. {91\%} of the interns believed that working with professionals |
164 | 164 | was essential for learning. Working with senior developers was important during | ... | ... |