[oss-2018] more fixes and reinsert conclusion and subsections

Melissa Wen
1 parent f2771370
Showing 5 changed files with 98 additions and 148 deletions Show diff stats
oss2018/content/01-introduction.tex
oss2018/content/04-results.tex
oss2018/content/05-discussion.tex
oss2018/content/06-conclusion.tex
oss2018/spb-oss-2018.tex
@@ -32,8 +32,7 @@ project modularity, the community of users, and fast response to problems are
 just a few of the FLOSS ecosystem practices \cite{capiluppi, warsta}.
 Individuals and interactions, working software, customer collaboration,
 responding to change \cite{beck} are the values agile development. With this in
-mind, FLOSS and agile practices may improve the process management and the
-cooperation of distinct teams.
+mind, FLOSS and agile practices may improve the cooperation of distinct teams.
 In this work, we investigate the empirical method developed during 30 months of a
 government-academia project that helped to harmonize the differences between
@@ -10,27 +10,26 @@ telephone calls. Therefore, the quantitative data found for this period
 are not conclusive or have little expressiveness, and we do not examine them.
 The second phase, from April 2015 to the end of the project (June 2016), has
-meaningful data. Much of the management and communication
-activities were recorded and published on online channels and tools. During
-this period, several FLOSS practices and agile values were applied to the
-development process to harmonize the cultural and organizational divergences of
-the institutions involved. At the end of the project, an empirical approach to
-communication and management was built using the development leaders'
-experiences in FLOSS and agile projects to meet the government bureaucracies.
-
-\textit{\textbf{Use of the system under development to develop the system itself}}.
+meaningful data. Much of the management and communication activities were
+recorded and published on online channels and tools. During this period, the
+development leaders' employed several FLOSS practices and agile values in the
+development process. At the end of the project, the academic team had an
+empirical management approach for meeting the government bureaucracies.
+
+\subsection{Use of the system under development to develop the system itself}
+
 Due to the platform features for software development and
 social network, the development coordinators decided to use the platform under
 construction to develop the system itself. Gradually, in addition to development
 activities, government and academia migrated the project management and the
-communication between teams to the portal environment.
+communication between teams to the portal environment. 
+
 In short, the wiki feature was used for logging meetings, defining
 goals, planning sprints, documenting deployment procedures and user guides. The
 issue tracker was used for discussing requirements, monitoring features under
 development, requesting and recording changes, and validating the delivered
-functionalities. Finally, the mailing list was used by the entire team for
-collaborative construction of requirements, defining schedules, and scheduling
-meetings between institutions.
+functionalities. Finally, the mailing list was used for collaborative construction
+of requirements, defining schedules, and scheduling meetings between institutions.
 Our surveys report Mailing list (100\%) and Issue Tracker (62.5\%) as the main
 means of interaction between senior developers and interns. Developers and MPOG
@@ -40,40 +39,40 @@ staff also interacted mostly via Mailing List (87.5\%) and Issue tracker
 that \textit{``Communicating well goes far beyond the speed. It means enabling
 someone to tell everyone about everything that is happening in the project. We
 did not use emails, we use more mailing list and avoid emails. This usage
-helped us a lot because everything was public and did not pollute our email
-box. So, when you wanted to know something, you could access the SPB list to
-see everything that was happening.''}.
+helped us considerably. Everything was public and did not pollute our email
+box. So, when you wanted to know something, you could access the SPB list and
+see everything''}.
 Migrating to the SPB platform also \textbf{easied monitoring of activities and
 increased interactions between developers and public servants}. The data
-collected from the repository highlight the frequent use of the platform by the
-academic and the government teams. In the last 15 months of the project, the
-central repository issues were opened by 59 different authors, 8 of them MPOG
-agents. These issues received comments from 64 distinct users, 9 of them from
-MPOG. When we consider the issues with more interactions, those which had ten
+collected from the repository highlight the frequent use of the platform by both
+sides teams. In the last 15 months of the project, 59 different authors opened the
+central repository issues, 8 of them were MPOG agents. These issues received comments
+from 64 distinct users, 9 of them from MPOG. When we consider the issues with more interactions, those which had ten
 comments or more, we notice that the government team also felt comfortable in
 using the tool to interact directly with the development team. In a set of 102
-issues with more interactions, MPOG staff created 43 of them (this represents
-42\% of the most active issues). For the MPOG analysts, interaction via
+active issues, MPOG staff created 43 of them (this represents 42\% of the most active issues).
+
+For the MPOG analysts, interaction via
 repository improved communication. \textit{``There was a big evolution, we
-increased our communication via Gitlab.''}.  Migrating to the platform also led MPOG
+increased our communication via Gitlab''}.  Migrating to the platform also led MPOG
 staff to \textbf{trust the developed code}: \textit{``Everything was validated.
 We tested the functionalities and developed the project on the SPB platform
-itself.  Consequently, the use of the system validated most of its features.
-From the moment we began to use it for development, this validation was
-constant. We felt confident in the code developed.''}.
+itself. Hence, the use of the system homologated most of its features. From the
+moment we began to use it for developing, this validation was constant. We felt
+confident in the code produced''}.
 The abovementioned decision also collaborated to meet the government's demand
 for meticulous documentation of the software design and stages of development
-without bureaucratizing or modifying the development process. The team started
-to \textbf{produce documentation and records organically} on the platform
-itself, as mentioned in one of the MPOG responses: \textit{``For me, it was a
-great learning experience. There are a lot of things documented in emails as
-well as in the portal itself. We can access the tools at any time and find
-out how we develop a solution. Therefore, we can remember the project positive
-points.''}.
-
-\textit{\textbf{Brings together government staff and development team}}.
+without bureaucratizing or modifying the development process. The usage of the
+platform for project team management conducted \textbf{the organic production
+of documentation and records}, as mentioned in one of the MPOG responses: \textit{``It was a great
+learning experience. There are many things documented in emails as well as
+in the portal itself. We can access the tools at any time and find out how we
+develop a solution. We can remember the positive project points''}.
+
+\subsection{Brings together government staff and development team}
+
 In the first phase of the project, the interviewed MPOG
 analysts did not participate in any direct interaction with any university
 representative, even though they were the ones in charge of the government in
@@ -83,29 +82,28 @@ meetings. They reported that there was significant communication noise in the
 internal dialogues with their superiors, as well as between their superiors and
 the development team.
-In the second phase of the project, these analysts came to represent the
-government directly in the dialogues with the academia, and they started to
-visit bi-weekly the university's laboratory. One of the analysts believed that
-\textit{``at this point, the communication started to change.''}. The new
-dynamic \textit{reduced communication misunderstandings and unified both
+In the second phase of the project, these analysts became direct representatives
+of the government and started to visit the university's laboratory bi-weekly.
+One of the analysts believed that
+\textit{``at this point, the communication started to change''}. The new
+dynamics \textit{reduced communication misunderstandings and unified both
 sides}, as reported by another interviewee: \textit{``It was very positive. We
 liked to go there and to interact with the team. I think it brought more unity,
-more integration into the project.''}. {73\%} of the interns considered positive
+more integration into the project''}. {73\%} of the interns considered positive
 the direct participation of the MPOG staff, and {81\%} of them believed the
 presence of government staff in sprint ceremonies was relevant for the project
 development. For 76\% of the interns, writing the requirements together with the
 MPOG staff was very important to \textbf{better meet expectations of both
 sides}. According to one of them, \textit{``Joint planning and timely meetings
-were very important for understanding the needs of MPOG.''}.
+were very important for understanding the needs of MPOG''}.
 The closest dialogue between government and academia generated empathy, as
 reported by one of the interviewees: \textit{``Knowing people in person makes a
 big difference in the relationship because it causes empathy. You know who that
-person is, it's not simply a name.''}. This point helped to \textbf{synchronize
-the execution pace of activities}: \textit{``When we visited the lab and met
-the team, we realized that this encouraged us to validate resources faster and
-give faster feedback to the team. In return, they also quickly answered us any
-question.''}.
+person is. He's not merly a name''}. Consequently, this empathy helped to \textbf{synchronize
+the execution pace of activities}: \textit{``Visiting the lab and meeting
+the developers encouraged us to validate resources faster and give faster feedback to
+the team. In return, they also quickly answered us any question''}.
 The implementation of a Continuous Delivery pipeline also reinforced the teams'
 synchronization \cite{siqueira2018cd} .  For 81\% of the interns and 75\% of the senior
@@ -116,18 +114,19 @@ collaborative projects with academia}, as mentioned by themselves:
 \textit{``Government staff has a bias that universities do not deliver
 products. However, in this project, we made many deliveries with high quality.
 Nowadays, I think if we had paid the same amount for a company, it would not
-have done the amount of features we did with the technical quality we have.''}. Additionally, the
+have done the amount of features we did with the technical quality we have''}. Additionally, the
 deployment of each new version also \textbf{share a common understanding of the
 process from one side to the other}, as mentioned by a MPOG analyst: \textit{``We
-had a strategic level view. When we went to the technical level, we had
-difficulty to plan each four-month release. However, in the final stages of the
-project, I realized that this was not a problem because the team made the
-deliveries and the results were available in production. The team was
-qualified, the code had quality, and the project was well executed. So in
-practice, our difficulty interpreting the technical details did not impact
-release planning.''}.
-
-\textit{\textbf{Organized development team into priority fronts, and for each one, hire at least one specialist from the IT market}}.
+had only the strategic vision of the project. When we needed to deal with
+technical issues, we had some difficulty planning the four-month releases.
+However, in the last stages of the project I realized that this was not a
+problem. The team was delivering and the results were available in production.
+The team was qualified, the code had quality, and the project was well executed.
+So in practice, our difficulty in interpreting the technical details did not
+impact the release planning''}.
+
+\subsection{Organized development team into priority fronts, and for each one, hire at least one specialist from the IT market}
+
 The development team had four work areas divided by the main demands of the
 project: User Experience, DevOps, Integration of Systems, and Social
 Networking. For each segment, at least one professional in the IT market was
@@ -139,14 +138,14 @@ The presence of senior developers in the project contributed to
 \textbf{conciliate the development processes of each institution and make
 better technical decisions}, as quoted in one of the answers to the senior
 developer's questionnaire: \textit{``I think my main contribution was to
-balance the relations between the MPOG staff and the university team.''}. {63\%} of
+balance the relations between the MPOG staff and the university team''}. {63\%} of
 the senior developers believed they have collaborated to conciliate the management
 and development process between the two institutions and also {63\%} of them 
 helped MPOG staff 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
+\textit{``They are upstream developers 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
+code''}. According to questionnaire responses, senior developers 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
 the MPOG's project management process and {50\%} believed this process could
@@ -155,17 +154,17 @@ affect their project productivity.
 The senior developers were also responsible for \textbf{improving the management
 and technical knowledge} of the interns about practices from industry and open
 source projects. {91\%} of the interns believed that working with professionals
-was essential for learning. Working with senior developers was important during
-the project for all of them. {75\%} of the senior developers believed that ``Working
+was essential for learning, and, for all of them, working with senior developers
+was important during the project. {75\%} of the senior developers believed 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 university interns in the project. {75\%} believed that the knowledge
 shared by them to one intern was widespread among the others in the team.
 Government analysts also pointed this knowledge sharing: \textit{``On
-the side of the universities, 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
+the university side, we noticed a significant improvement in the platform
+with the hiring of the systems original developers. They had a guide on
 how to best develop each feature and were able to solve non-trivial problems
-quickly.''}.
+quickly''}.
 Organizing the development team and hiring senior developers allowed each team to
 \textbf{self-organize and gain more autonomy in the management of their tasks}.
@@ -178,8 +177,5 @@ interaction with the team. MPOG analysts saw coaches as facilitators their
 activities and communication with the development team. They said \textit{``I
 interacted more with the project coordinator (professor) 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.''}.
-
-%TODO: talvez encaixar aqui a troca de papéis
+understand some feature. The coaches were more available than senior
+developers and, sometimes, they would take our question to a senior developer''}.
 \section{Discussion}
 \label{sec:discussion}
-Organizational culture is built and reinforced every life year of a large-size
-organization. These cultural values reflect on the internal management
-processes and the norms of communication among its members. In the context of
-software development projects, each institution adopts development methods that
-best meet its managerial procedures and organizational routines. When two
-large-size organizations decide to develop a solution collaboratively, the
-development methods and workflow of one may conflict with the interests of the
-other. In a case of government-academia collaboration, conciliating their
-different management processes is crucial, since the poor and unadaptable
-management could lead the project to fail, resulting in the waste of
-population-funded resources.
+Our results reveal a set of nine management practices successfully employed in
+abovementioned case. We analyzed unsystematic decisions made during 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. The Table \ref{practices-table} summarizes
+macro-decisions, practices, and benefits.
 \vspace*{-.5cm}
@@ -90,47 +87,15 @@ population-funded resources.
 \vspace*{-1cm}
-
-We investigated the management method employed at the SPB portal project, a
-partnership between the Brazilian government and universities. The development
-leaders empirically built an approach using FLOSS and agile development
-practices and values.  As a result, we identified a set of best practices which
-improves the workflow and relationship between the organizations involved.  Our
-results reveal a set of nine management practices successfully employed in
-abovementioned case.  We analyzed unsystematic decisions made during 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. The Table \ref{practices-table} summarizes
-macro-decisions, practices, and benefits.
-
-Regarding our first research question \textit{``How to introduce open source and
-agile best practices into government-academia collaboration projects?''}, we
-examined the SPB project and identified three macro-decisions taken by the
-academic coordinators that led them to intuitively and non-systematically adopt
-FLOSS and agile practices in the development process. We extracted nine best
-management practices and verified their efficient use collecting data from the
-management tool and interviewing the project participants.
-
-The interviewed responses allowed us to understand how FLOSS and agile
-practices have benefited the people and project management. Based on that, we
-answered our second research question \textit{``What practices favor
-effective team management in government-academia collaborative projects?''},
-making to explicit in Table \ref{practices-table} eleven benefits obtained from
-the use of the nine best practices.
-
 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 solve the impasses between organizations, and the
-development coordinators sometimes took on that.
+academic side. In short, the government staff took time to understand how
+collaboration works and to realize that the project was not a client-executor
+relationship and both organizations were at the same hierarchical level
+in the work plan. 
 The decisions, practices, and benefits presented in the Table
 \ref{practices-table} should be evaluated and used in contexts with more
@@ -143,10 +108,3 @@ the memory of the interviewees to rescue the events. Lastly, the current
 situation of the respondents, such as their current working midset, may also
 alter their perception on the on the topics addressed in the questionnaire and
 consequently their responses.
-
-Finally, we collected a significant amount of data and testimonials related to
-the teaching of software engineering. We consider the project studied an
-educational case, an example of teaching FLOSS and agile techniques applied to
-real-world software development. As future work, we intend to analyze this collected
-information to propose improvements in software engineering undergraduates
-education methodology.
@@ -13,32 +13,29 @@ different management processes is crucial, since the poor and unadaptable
 management could lead the project to fail, resulting in the waste of
 population-funded resources.
-We investigated the management method employed at the SPB portal project, a
-partnership between the Brazilian government and universities. This approach
-was empirically built using FLOSS and agile development practices and values.
-As a result, we identified a set of best practices which improves the workflow
-and relationship between the organizations involved. 
+In this study, we investigated the management method employed at the SPB portal
+project, a partnership between the Brazilian government and universities. As a
+result, we identified a set of FLOSS and agile best practices, empirically
+employed by development leaders, which improved the workflow and relationship
+between the organizations involved.
-Regarding our first research question \textit{How to introduce open source and
-agile best practices into government-academia collaboration project?}, we
+Regarding our first research question \textit{``How to introduce open source and
+agile best practices into government-academia collaboration projects?''}, we
 examined the SPB project and identified three macro-decisions taken by the
-academic coordinators that led them to intuitively and non-systematically adopt
-FLOSS and agile practices in the development process. We extracted nine best
-management practices and verified their efficient use collecting data from the
-management tool and interviewing the project participants.
+academic coordinators that drove them to intuitively and unsystematically adopt
+nine FLOSS and agile best practices in the development process.
 The interviewed responses allowed us to understand how FLOSS and agile
 practices have benefited the people and project management. Based on that, we
-answered our second research question \textit{What practices would favor
-effective team management in government-academia collaborative project?},
+answered our second research question \textit{``What practices favor
+effective team management in government-academia collaborative projects?''},
 making to explicit in Table \ref{practices-table} eleven benefits obtained from
-the use of the nine best practices aforementioned.
+the use of the best practices.
 Finally, we collected a significant amount of data and testimonials related to
-the teaching of software engineering. We consider that the project studied is
-also an educational case. It is an example of how to teach information
-technology students FLOSS and agile approaches applied to production-level
-software development. As future work, we intend to analyze this collected
-information to propose improvements in the teaching of software engineering for
-undergraduates.
+the teaching of software engineering. We consider the project studied an
+educational case, an example of teaching FLOSS and agile techniques applied to
+real-world software development. As future work, we intend to analyze this collected
+information to propose improvements in software engineering undergraduates
+education methodology.
@@ -42,7 +42,7 @@
 \input{content/03-methods}
 \input{content/04-results}
 \input{content/05-discussion}
-%\input{content/06-conclusion}
+\input{content/06-conclusion}
 \bibliographystyle{splncs03}
 \bibliography{spb-oss-2018}
1	\section{Discussion}	1	\section{Discussion}
2	\label{sec:discussion}	2	\label{sec:discussion}
3		3
4	-Organizational culture is built and reinforced every life year of a large-size
5	-organization. These cultural values reflect on the internal management
6	-processes and the norms of communication among its members. In the context of
7	-software development projects, each institution adopts development methods that
8	-best meet its managerial procedures and organizational routines. When two
9	-large-size organizations decide to develop a solution collaboratively, the
10	-development methods and workflow of one may conflict with the interests of the
11	-other. In a case of government-academia collaboration, conciliating their
12	-different management processes is crucial, since the poor and unadaptable
13	-management could lead the project to fail, resulting in the waste of
14	-population-funded resources.	4	+Our results reveal a set of nine management practices successfully employed in
		5	+abovementioned case. We analyzed unsystematic decisions made during a 30-month
		6	+collaborative project and identified three macro-decisions that harmonized the
		7	+differences of the management processes of each organization. We evidenced from
		8	+data collection, and responses of the members of both sides to the
		9	+questionnaires and interviews, the benefits obtained through the adoption of
		10	+this empirical method. The Table \ref{practices-table} summarizes
		11	+macro-decisions, practices, and benefits.
15		12
16	\vspace*{-.5cm}	13	\vspace*{-.5cm}
17		14
	@@ -90,47 +87,15 @@ population-funded resources.		@@ -90,47 +87,15 @@ population-funded resources.
90		87
91	\vspace*{-1cm}	88	\vspace*{-1cm}
92		89
93	-
94	-We investigated the management method employed at the SPB portal project, a
95	-partnership between the Brazilian government and universities. The development
96	-leaders empirically built an approach using FLOSS and agile development
97	-practices and values. As a result, we identified a set of best practices which
98	-improves the workflow and relationship between the organizations involved. Our
99	-results reveal a set of nine management practices successfully employed in
100	-abovementioned case. We analyzed unsystematic decisions made during a 30-month
101	-collaborative project and identified three macro-decisions that harmonized the
102	-differences of the management processes of each organization. We evidenced from
103	-data collection, and responses of the members of both sides to the
104	-questionnaires and interviews, the benefits obtained through the adoption of
105	-this empirical method. The Table \ref{practices-table} summarizes
106	-macro-decisions, practices, and benefits.
107	-
108	-Regarding our first research question \textit{``How to introduce open source and
109	-agile best practices into government-academia collaboration projects?''}, we
110	-examined the SPB project and identified three macro-decisions taken by the
111	-academic coordinators that led them to intuitively and non-systematically adopt
112	-FLOSS and agile practices in the development process. We extracted nine best
113	-management practices and verified their efficient use collecting data from the
114	-management tool and interviewing the project participants.
115	-
116	-The interviewed responses allowed us to understand how FLOSS and agile
117	-practices have benefited the people and project management. Based on that, we
118	-answered our second research question \textit{``What practices favor
119	-effective team management in government-academia collaborative projects?''},
120	-making to explicit in Table \ref{practices-table} eleven benefits obtained from
121	-the use of the nine best practices.
122	-
123	The results of this current work corroborate the lessons learned in our	90	The results of this current work corroborate the lessons learned in our
124	previous work on studying the SPB project case \cite{meirelles2017spb}.	91	previous work on studying the SPB project case \cite{meirelles2017spb}.
125	Evidence from the data collected, responses to questionnaires, and interviews	92	Evidence from the data collected, responses to questionnaires, and interviews
126	reinforce what has been reported by the academic coordination of the project,	93	reinforce what has been reported by the academic coordination of the project,
127	adding the point of views of government and other roles involved on the	94	adding the point of views of government and other roles involved on the
128	-academic side. In short, the government staff had difficulty to understand how
129	-collaboration works. They took time to realize that the project was not a
130	-client-executor relationship and that both organizations were at the same
131	-hierarchical level in the work plan. Finally, they also felt the project needed
132	-a decision-maker role to solve the impasses between organizations, and the
133	-development coordinators sometimes took on that.	95	+academic side. In short, the government staff took time to understand how
		96	+collaboration works and to realize that the project was not a client-executor
		97	+relationship and both organizations were at the same hierarchical level
		98	+in the work plan.
134		99
135	The decisions, practices, and benefits presented in the Table	100	The decisions, practices, and benefits presented in the Table
136	\ref{practices-table} should be evaluated and used in contexts with more	101	\ref{practices-table} should be evaluated and used in contexts with more
	@@ -143,10 +108,3 @@ the memory of the interviewees to rescue the events. Lastly, the current		@@ -143,10 +108,3 @@ the memory of the interviewees to rescue the events. Lastly, the current
143	situation of the respondents, such as their current working midset, may also	108	situation of the respondents, such as their current working midset, may also
144	alter their perception on the on the topics addressed in the questionnaire and	109	alter their perception on the on the topics addressed in the questionnaire and
145	consequently their responses.	110	consequently their responses.
146	-
147	-Finally, we collected a significant amount of data and testimonials related to
148	-the teaching of software engineering. We consider the project studied an
149	-educational case, an example of teaching FLOSS and agile techniques applied to
150	-real-world software development. As future work, we intend to analyze this collected
151	-information to propose improvements in software engineering undergraduates
152	-education methodology.
	@@ -42,7 +42,7 @@		@@ -42,7 +42,7 @@
42	\input{content/03-methods}	42	\input{content/03-methods}
43	\input{content/04-results}	43	\input{content/04-results}
44	\input{content/05-discussion}	44	\input{content/05-discussion}
45	-%\input{content/06-conclusion}	45	+\input{content/06-conclusion}
46		46
47	\bibliographystyle{splncs03}	47	\bibliographystyle{splncs03}
48	\bibliography{spb-oss-2018}	48	\bibliography{spb-oss-2018}