[oss-2018] Results - last subsection

Melissa Wen
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Showing 1 changed file with 53 additions and 50 deletions Show diff stats
oss2018/content/04-results.tex
@@ -137,55 +137,58 @@ qualified, the code had quality and the project was well executed. So in
 practice, our difficulty interpreting the technical details did not impact the
 releases planning.''}.
  
-\subsection{Split development team into priority work fronts with IT professionals}
-
-Four teams were formed to dedicated to the main development demands of the
-portal: UX, DevOps, System-of-Systems, and Social Networking. External
-developers with vast experience in the SPB platform software components and
-professionals with experience in front-end and UX were hired. These
-professionals also contributed to disseminate practices adopted in the industry
-and in the free software communities to other project members. {87.5\%} of
-seniors agreed with our project development process. For 62.5\% this process
-has a good similarity to their previous experiences. Their experience
-\textbf{helped to reconcile development processes and decision making}, as
-stated by one of the respondent developers \textit{``I think my main
-contribution was to have balanced the relations between the MPOG staff and the
-UnB team''}. {62.5\%} of senior developers believe they have collaborated in
-the relationship between the management and development processes of the two
-institutions and {62.5\%} asserted that helped MPOG staff to more clearly
-express their requests. {62.5\%} of them did not understand MPOG's project
-management process and {50\%} believe their project productivity was affected
-by MPOG's project management process. For the government, these professionals
-gave credibility to the development \textit{``You had the reviewers, who were
-the original developers of the software, that gave you confidence and
-confidence in the code''}.
-
-In addition, with these professionals was possible to \textbf{transferred
-knowledge of industry and free software to government and academia}. Working
-with senior developers was important for all interns during the project. {91\%}
-of them also believe that working with professionals was important for
-learning. {75\%} of senior developers believe that 'Working in pairs with a
-senior' and 62.5\% that 'Participate in joint review tasks' were the tasks with
+\subsection{Split development team into priority work fronts with IT
+professionals}
+
+The development team was divided into four work areas defined by the main
+demands of the project: user eXperience, devOps, integration of systems, and
+social networking. For each of them, at least one professional in the IT market
+was hired to raise the quality of the product. These senior developers were
+selected due to their experience in the open source systems and tools used in
+the project or in visual works for large scale organizations.
+
+The participation of senior developers in the project contributed to
+\textit{conciliate the development processes of institutions and make better
+technical decisions}, as quoted in one of the answers to the senior developers
+questionnaire: \textit{``I think my main contribution was to balance the
+relations between the MPOG staff and the UnB team''}. {63\%} of senior
+developers believe they have collaborated to conciliate the management and
+development process between the two institutions and also {63\%} of them that
+they helped MPOG staff to express their requests more clearly. Government
+analysts were also more open to suggestions from these developers
+\textit{``They are developers of the upstream projects of the systems that
+integrate the platform. They conveyed trust, and then we trust in the developed
+code''}. According to questionnaire responses, they largely agreed with the
+project development process. For 63\%, this process has close similarity to
+their previous experiences. In contrast, {62.5\%} of them did not understand
+MPOG's project management process and {50\%} believe their project productivity
+was affected by MPOG's project management process.
+
+Senior developers were also responsible for improving the management and technical
+knowledge of the interns about practices from industry and open source projects.
+{91\%} of the interns believe that working with professionals was important for
+learning. Working with senior developers was important during the project for all
+of them. {75\%} of senior developers believe that 'Working in pairs with a
+senior' and 63\% that 'Participate in joint review tasks' were the tasks with
 the involvement of them that most contributed to the evolution of students in
-the project. And, in guiding a students, {75\%} believe that this knowledge was
+the project. {75\%} believe that the knowledge taught by them to a intern was
 widespread among the others in the team. This acquisition of knowledge was also
-noted by the government, which stated \textit{``On the side of UnB, what we
-perceived was that the project was very big leap when the original software
-developers were hired in the case of Noosfero and Colab, because they had a
-guide on how to develop things in the best way and were able to solve
-non-trivial problems and quickly''}.
-
-The fronts also gained more autonomy to manage their activities. The role of
-``meta-coach'' was defined among the students, to coordinate the interactions
-between teams and coach to coordinate each front. Coaches have become a
-\textbf{point of reference for the development process}. {89.1\%} of students
-said that the presence of the coach was essential to the running of sprint, and
-for {87.5\%} of senior developers coaches was essential for their interaction
-with the team.  MPOG analysts saw coaches as facilitators for their activities
-and for communication with the development team. One of the interviewees said
-\textit{``I interacted more with the project coordinator and team coaches''},
-\textit{``The reason for this was that the coaches were more likely to meet the
-requirements, to ask questions about requirements, to understand some features.
-interaction with leaders than with senior developers. Sometimes the coaches
-brought the question to the senior developers''}.
-
+pointed by the government: \textit{``On the side of Unb, what we noticed was a
+significant improvement in the platform with the hiring of the original
+developers of the systems. They had a guide on how to best develop each feature
+and were able to solve non-trivial problems quickly.''}.
+
+Dividing the development team and hiring senior developers allowed each team
+to \textbf{self-organize and gain more autonomy in the management of their tasks}.
+Each team was coordinated by a coach who together was supported by a meta-coach
+in the execution of their activities. The coaches were points of reference
+in the development process. {89\%} of the interns said that the presence of
+the coach was essential to the sprint's running, and for {88\%} of senior
+developers coaches was essential for their interaction with the team. MPOG
+analysts saw coaches as facilitators for their activities and for communication
+with the development team. They said \textit{``I interacted
+more with the project coordinator and team coaches''}, \textit{``Usually, we
+contact a coach to clarify some requirements or to understand some feature. We
+interact more with coaches because they are more accessible than senior
+developers. Sometimes the coach would take our question to the senior
+developer''}.
...	...	@@ -137,55 +137,58 @@ qualified, the code had quality and the project was well executed. So in
137	137	practice, our difficulty interpreting the technical details did not impact the
138	138	releases planning.''}.
139	139
140		-\subsection{Split development team into priority work fronts with IT professionals}
141		-
142		-Four teams were formed to dedicated to the main development demands of the
143		-portal: UX, DevOps, System-of-Systems, and Social Networking. External
144		-developers with vast experience in the SPB platform software components and
145		-professionals with experience in front-end and UX were hired. These
146		-professionals also contributed to disseminate practices adopted in the industry
147		-and in the free software communities to other project members. {87.5\%} of
148		-seniors agreed with our project development process. For 62.5\% this process
149		-has a good similarity to their previous experiences. Their experience
150		-\textbf{helped to reconcile development processes and decision making}, as
151		-stated by one of the respondent developers \textit{``I think my main
152		-contribution was to have balanced the relations between the MPOG staff and the
153		-UnB team''}. {62.5\%} of senior developers believe they have collaborated in
154		-the relationship between the management and development processes of the two
155		-institutions and {62.5\%} asserted that helped MPOG staff to more clearly
156		-express their requests. {62.5\%} of them did not understand MPOG's project
157		-management process and {50\%} believe their project productivity was affected
158		-by MPOG's project management process. For the government, these professionals
159		-gave credibility to the development \textit{``You had the reviewers, who were
160		-the original developers of the software, that gave you confidence and
161		-confidence in the code''}.
162		-
163		-In addition, with these professionals was possible to \textbf{transferred
164		-knowledge of industry and free software to government and academia}. Working
165		-with senior developers was important for all interns during the project. {91\%}
166		-of them also believe that working with professionals was important for
167		-learning. {75\%} of senior developers believe that 'Working in pairs with a
168		-senior' and 62.5\% that 'Participate in joint review tasks' were the tasks with
	140	+\subsection{Split development team into priority work fronts with IT
	141	+professionals}
	142	+
	143	+The development team was divided into four work areas defined by the main
	144	+demands of the project: user eXperience, devOps, integration of systems, and
	145	+social networking. For each of them, at least one professional in the IT market
	146	+was hired to raise the quality of the product. These senior developers were
	147	+selected due to their experience in the open source systems and tools used in
	148	+the project or in visual works for large scale organizations.
	149	+
	150	+The participation of senior developers in the project contributed to
	151	+\textit{conciliate the development processes of institutions and make better
	152	+technical decisions}, as quoted in one of the answers to the senior developers
	153	+questionnaire: \textit{``I think my main contribution was to balance the
	154	+relations between the MPOG staff and the UnB team''}. {63\%} of senior
	155	+developers believe they have collaborated to conciliate the management and
	156	+development process between the two institutions and also {63\%} of them that
	157	+they helped MPOG staff to express their requests more clearly. Government
	158	+analysts were also more open to suggestions from these developers
	159	+\textit{``They are developers of the upstream projects of the systems that
	160	+integrate the platform. They conveyed trust, and then we trust in the developed
	161	+code''}. According to questionnaire responses, they largely agreed with the
	162	+project development process. For 63\%, this process has close similarity to
	163	+their previous experiences. In contrast, {62.5\%} of them did not understand
	164	+MPOG's project management process and {50\%} believe their project productivity
	165	+was affected by MPOG's project management process.
	166	+
	167	+Senior developers were also responsible for improving the management and technical
	168	+knowledge of the interns about practices from industry and open source projects.
	169	+{91\%} of the interns believe that working with professionals was important for
	170	+learning. Working with senior developers was important during the project for all
	171	+of them. {75\%} of senior developers believe that 'Working in pairs with a
	172	+senior' and 63\% that 'Participate in joint review tasks' were the tasks with
169	173	the involvement of them that most contributed to the evolution of students in
170		-the project. And, in guiding a students, {75\%} believe that this knowledge was
	174	+the project. {75\%} believe that the knowledge taught by them to a intern was
171	175	widespread among the others in the team. This acquisition of knowledge was also
172		-noted by the government, which stated \textit{``On the side of UnB, what we
173		-perceived was that the project was very big leap when the original software
174		-developers were hired in the case of Noosfero and Colab, because they had a
175		-guide on how to develop things in the best way and were able to solve
176		-non-trivial problems and quickly''}.
177		-
178		-The fronts also gained more autonomy to manage their activities. The role of
179		-``meta-coach'' was defined among the students, to coordinate the interactions
180		-between teams and coach to coordinate each front. Coaches have become a
181		-\textbf{point of reference for the development process}. {89.1\%} of students
182		-said that the presence of the coach was essential to the running of sprint, and
183		-for {87.5\%} of senior developers coaches was essential for their interaction
184		-with the team. MPOG analysts saw coaches as facilitators for their activities
185		-and for communication with the development team. One of the interviewees said
186		-\textit{``I interacted more with the project coordinator and team coaches''},
187		-\textit{``The reason for this was that the coaches were more likely to meet the
188		-requirements, to ask questions about requirements, to understand some features.
189		-interaction with leaders than with senior developers. Sometimes the coaches
190		-brought the question to the senior developers''}.
191		-
	176	+pointed by the government: \textit{``On the side of Unb, what we noticed was a
	177	+significant improvement in the platform with the hiring of the original
	178	+developers of the systems. They had a guide on how to best develop each feature
	179	+and were able to solve non-trivial problems quickly.''}.
	180	+
	181	+Dividing the development team and hiring senior developers allowed each team
	182	+to \textbf{self-organize and gain more autonomy in the management of their tasks}.
	183	+Each team was coordinated by a coach who together was supported by a meta-coach
	184	+in the execution of their activities. The coaches were points of reference
	185	+in the development process. {89\%} of the interns said that the presence of
	186	+the coach was essential to the sprint's running, and for {88\%} of senior
	187	+developers coaches was essential for their interaction with the team. MPOG
	188	+analysts saw coaches as facilitators for their activities and for communication
	189	+with the development team. They said \textit{``I interacted
	190	+more with the project coordinator and team coaches''}, \textit{``Usually, we
	191	+contact a coach to clarify some requirements or to understand some feature. We
	192	+interact more with coaches because they are more accessible than senior
	193	+developers. Sometimes the coach would take our question to the senior
	194	+developer''}.
...	...