From 15ce9a627dc70f6798268f05696a9c15b8bcac02 Mon Sep 17 00:00:00 2001 From: Paulo Meirelles Date: Wed, 24 Jan 2018 13:32:41 -0200 Subject: [PATCH] [oss-2018] Reviewing Discussion --- oss2018/content/05-discussion.tex | 60 +++++++++++++++++++++++++++--------------------------------- 1 file changed, 27 insertions(+), 33 deletions(-) diff --git a/oss2018/content/05-discussion.tex b/oss2018/content/05-discussion.tex index ba5ab7e..ec56c78 100644 --- a/oss2018/content/05-discussion.tex +++ b/oss2018/content/05-discussion.tex @@ -1,17 +1,17 @@ \section{Discussion} \label{sec:discussion} -The results presented in this paper reveal a set of nine best management -practices from the agile and free software development methods that were -successfully employed in a government-academia collaboration to develop an -e-government platform. Around a case study, we analyzed unsystematic decisions -made by the coordinators in a 30-month collaborative project and identified -three macro-decisions that harmonized the differences of the management -processes of each organization. We evidenced from data collection, and responses -of the members of both sides to the questionnaires and interviews, the benefits -obtained through the adoption of this empirical method. As a result of our -research, macro-decisions, practices, and benefits are listed and related in the -table \cite{practices-table} +Our results reveal a set of nine best management practices from the FLOSS and +agile development methods that were successfully employed in a +government-academia collaboration to develop an e-government platform. Around a +case study, we analyzed unsystematic decisions made by the development leaders +in a 30-month collaborative project and identified three macro-decisions that +harmonized the differences of the management processes of each organization. We +evidenced from data collection, and responses of the members of both sides to +the questionnaires and interviews, the benefits obtained through the adoption +of this empirical method. As a result of our investigation, the Table +\ref{practices-table} summarizes macro-decisions, practices, and benefits (also +highlighted in the results section). \begin{table}[] \centering @@ -65,29 +65,23 @@ table \cite{practices-table} \label{practices-table} \end{table} -The results of this current work corroborate the lessons learned in our previous -work on studying the SPB project case \cite{meirelles2017spb}. Evidence from the -data collected and responses to questionnaires and interviews reinforce what -has been reported by the academic coordination of the project, adding the point of -views of government and other roles involved on the academic side. The -respondents also reveal conflicts not overcame during the project that -should be evaluated for future software development partnerships between -government and academia. Among the problems faced, the government staff had -difficulty to understand how collaboration works, that is, they took time to -realize that the project was not a client-executor relationship and that both -organizations were at the same hierarchical level in the work plan. They also -felt the project needed a decision-maker role to resolve impasses between -organizations. Finally, they said that at times they felt intimidated by the -coordinator in some attempts to communicate directly with the UnB interns. +The results of this current work corroborate the lessons learned in our +previous work on studying the SPB project case \cite{meirelles2017spb}. +Evidence from the data collected, responses to questionnaires, and interviews +reinforce what has been reported by the academic coordination of the project, +adding the point of views of government and other roles involved on the +academic side. In short, the government staff had difficulty to understand how +collaboration works. They took time to realize that the project was not a +client-executor relationship and that both organizations were at the same +hierarchical level in the work plan. Finally, they also felt the project needed +a decision-maker role to resolve impasses between organizations, and the +development coordinator (UnB professor) sometimes took on that. -\textit{Limitations}. We consider the results found in this work are valid -for the project studied, but may not have the same effectiveness for another -government-academia collaboration. However, based on the benefits presented in -the Table \ref{practices-table}, we believe that the abovementioned practices -and other OSS practices should be evaluated and used in contexts with plurality -and diversity of stakeholders, such as collaborations. As threats to the -validity of this work, we point out the lack of communication records and low -traceability of the management data referring to the first phase of the +The decisions, practices, and benefits presented in the Table +\ref{practices-table} should be evaluated and used in contexts with more +substantial plurality and diversity of government stakeholders. As threats to +the validity of this work, we point out the lack of communication records and +low traceability of the management data referring to the first phase of the project. We also consider as a threat the hiatus between the completion of the project and the conduction of interviews and questionnaires, since we rely on the memory of the interviewees to rescue the events. Also, the new work -- libgit2 0.21.2