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Commit 20b8d9844526f75ed9c5d88f750de77b6803e9ae

Authored by Rodrigo Siqueira de Melo
1 parent 7819fdce
Exists in master and in 3 other branches oss_2018, oss_2018_siqueira, rework_case_study

Introdução e Related work revisada e atualizada

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oss2018/content/01-introduction.tex
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@@ -3,32 +3,38 @@ @@ -3,32 +3,38 @@
3 E-government projects differ from others due to their complexity and extension 3 E-government projects differ from others due to their complexity and extension
4 \cite{anthopoulos2016egovernment}. They are complex because they combine 4 \cite{anthopoulos2016egovernment}. They are complex because they combine
5 construction, innovation, information \& communications technologies, politics, 5 construction, innovation, information \& communications technologies, politics,
6 -and social impact. Their extension, on the other hand, is related to their scope,  
7 -target audience, organizational size, time, and the corresponding resistance to  
8 -change. Government-academia collaborative projects can be considered an  
9 -alternative to create novelty for e-government projects and to meet the needs of  
10 -society. This collaborative work has challenges, such as organizing the  
11 -collaboration project, aligning goals, synchronizing the pace of between 6 +and social impact. Their extension, on the other hand, is related to their
  7 +scope, target audience, organizational size, time, and the corresponding
  8 +resistance to change. Government-academia collaborative projects may be treated
  9 +as an alternative to create novelty for e-government projects and to meet the
  10 +needs of society. This collaborative work has challenges, such as organizing
  11 +the collaboration project, aligning goals, synchronizing the pace of between
12 government and academia \cite{anthopoulos2016egovernment}, and overcoming the 12 government and academia \cite{anthopoulos2016egovernment}, and overcoming the
13 failure trend of e-government projects \cite{goldfinch2007pessimism}. 13 failure trend of e-government projects \cite{goldfinch2007pessimism}.
14 14
15 -Poor project management is one of the main reasons why e-government projects  
16 -fail \cite{anthopoulos2016egovernment}. When government and academia combine  
17 -efforts to develop an e-government solution, the differences in the project  
18 -management become an issue. Academia commonly work on cutting edge of  
19 -technology while government is still relying on traditional techniques.  
20 -Changing the development process in large-size institutions represents  
21 -an organizational disturbance which impacts on structure, culture, and  
22 -management practices \cite{nerur2015challenges}. As a result, government and  
23 -academia have to harmonize their view to increasing the chances of success in  
24 -projects with tight deadlines and short budgets. 15 +Poor project management is one of the causes of projects failures in the
  16 +government \cite{anthopoulos2016egovernment} which in turn grows into a
  17 +critical issue when government and academia combine efforts to develop an
  18 +e-government solution. Academia commonly works on cutting edge of technology
  19 +while the government is still relying on traditional techniques. Changing the
  20 +development process in large-size institutions represents an organizational
  21 +disturbance with impacts on structure, culture, and management practices
  22 +\cite{nerur2015challenges}. As a result, government and academia have to
  23 +harmonize their view to increasing the chances of success in projects with
  24 +tight deadlines and short budgets.
25 25
26 -% TODO: Projetos de sl tem x características e muitas de suas práticas tem se mostrado válidas e que abrem precedentes para utilizar no contexto governo academia. Falar da influência do SL no projeto 26 +An option for harmonizing different management approaches, it is bringing
  27 +procedures from Free Libre Open Source (FLOSS) ecosystems and agile. Open
  28 +communication, project modularity, the community of users, and fast response to
  29 +problems are just a few of the FLOSS ecosystem practices \cite{capiluppi,
  30 +warsta}. Individuals and interactions, Working software, Customer
  31 +collaboration, Responding to change \cite{beck} are the core of agile
  32 +development. The intersection between FLOSS and agile can harmonize different
  33 +process management and improves the cooperation of distinct teams.
27 34
28 -In this work we investigate a set of practices from a 30-month 35 +In this work, we investigate a set of practices from a 30-month
29 government-academia project that helped to harmonize the differences between 36 government-academia project that helped to harmonize the differences between
30 government and academia management cultures. We trace the best practices based 37 government and academia management cultures. We trace the best practices based
31 -on open source ecosystems and agile methodologies. Finally, we validate their  
32 -benefits by collecting data from the main project repository and by surveying  
33 -the project participant points of view.  
34 - 38 +on FLOSS ecosystems and agile methodology. Finally, we validate the set of
  39 +methods extracted from the project by collecting data from the project
  40 + repository and by surveying the project participant points of view.
oss2018/content/02-relatedwork.tex
  Diff comments   View file @20b8d98
1 \section{Related work} 1 \section{Related work}
2 \label{sec:relatedwork} 2 \label{sec:relatedwork}
3 3
4 -% TODO:  
5 -%O related work está bem montado. Contudo, eu senti falta de falar sobre  
6 -%software livre. A adoção dele ou de suas práticas. Se não existe ainda esse  
7 -%estudo, então essa seria uma bela colaboração da nossa parte e deveria ser  
8 -%evidênciada no último parágrafo. IMO isso é importante uma vez que é a nossa  
9 -%chance de por a parte de FLOSS que sempre defendemos, em adição a conferência é  
10 -%sobre FLOSS e talvez possam dizer que a gente não se 'enquadra' na conferência.  
11 -%Não acho que precisamos tirar a parte 'agile', mas precisamos ser mais conciso  
12 -%sobre isso  
13 -  
14 -%Sugestão do Fabio: Colocar referências de trabalho que conseguiram conciliar  
15 -%ou que reportam dificuldade em conciliar ou aplicar processos de gerenciamento  
16 -%em um projeto de colaboração  
17 - 4 +% TODO: Verificar se não vale a pena citar os fatores que o Strode descobriu.
  5 +% Eu acho que deixaria a frase mais completa
18 Discussions on how to introduce new management methods into an organization are 6 Discussions on how to introduce new management methods into an organization are
19 -present in several papers. Nerur et al. identify the critical issues that involve  
20 -migrating from traditional to agile by comparing main practices of the two 7 +present in several papers. Nerur et al. recognized critical issues concerning
  8 +the migration from traditional to agile by comparing practices of both
21 methodologies \cite{nerur2015challenges}. The authors point out managerial, 9 methodologies \cite{nerur2015challenges}. The authors point out managerial,
22 organizational, people, process, and technological issues to be rethought and 10 organizational, people, process, and technological issues to be rethought and
23 reconfigured in an organization for a successful migration. Strode et al. 11 reconfigured in an organization for a successful migration. Strode et al.
24 -investigate the correlation between adoption of agile methodologies and  
25 -organizational culture \cite{impactOfOrganizationalCulture}. They evaluate the  
26 -perception of organizational culture and the use of agile practices in nine  
27 -software development projects, identifying organizational culture factors that  
28 -are correlated to the implementation of agile methods. 12 +investigated the relationship between the adoption of agile methodologies and
  13 +organizational culture \cite{impactOfOrganizationalCulture} by evaluating nine
  14 +projects. They identified a set of factors directly linked to the agile
  15 +methods.
29 16
30 Some works also discuss how academia can collaborate with the industry in the 17 Some works also discuss how academia can collaborate with the industry in the
31 -management of software projects. Chookittikul et al. evaluates the increasing  
32 -use of the agile methods by software development organizations in Thailand and  
33 -suggests universities create curricula which develop in their undergraduate  
34 -students' practical skills required by industry (mainly agile practices) to  
35 -encourage the software industry growth in the region \cite{cho2011gap}.  
36 -Sandberg et al. report the use of Scrum in a collaborative research  
37 -consortium between industry and academia (involving ten industry partners and  
38 -five universities in Sweden) \cite{sandberg2017iacollaboration}.  
39 -  
40 -New variables arise when a different approach to project management is  
41 -introduced to complex and large-scale organizations, such as the public  
42 -administration. Alleman et al. describe a production deployment for the US  
43 -government, focus on describing the methodology applied to address long-term  
44 -planning and value estimation \cite{alleman2003making}. Agile methods  
45 -application in the Brazilian public sector are approached by Melo et al. \cite{melo2013agileBr} and De  
46 -Sousa et al. \cite{de2016using}, both are experiences limited  
47 -to pilot projects. Not production-ready one that will provide more accurate  
48 -data with the real world.  
49 -  
50 -This paper differentiates itself from others by describing a production level  
51 -software development collaboration between government and academia,  
52 -analyzing differences in the development process and administrative issues of  
53 -the two organizations, and evidencing empirical practices that harmonized the  
54 -interactions and satisfied the development and management process of both  
55 -sides.  
56 -  
57 -% TODO: if needed, we can add this paper as related work  
58 -%% Staying Agile in Government Software Projects - reports how the agile culture and practices (XP and Scrum) were introduced in a development team working on a government project. Describes practices added, adapted and abandoned. They had a experienced small team that did not know agile. TODO: Not sure if any process had to be added/adapted/abandoned at the government side.  
59 -  
60 -%Talvez seria relevante citar Extending Patterns for Fearless Change: sobre como introduzir novas ideias em uma organização tradicional (em particular, como introduzir métodos ágeis)  
61 -%O Mestrado do Alexandre Freire sobre como ensinar métodos ágeis que tem toda um capítulo sobre governo: https://www.ime.usp.br/~ale/dissertacao_ale_para_web.pdf 18 +management of software projects. Chookittikul et al. evaluated the increasing
  19 +use of the agile techniques in the software development companies in Thailand.
  20 +The authors suggested that universities should create curricula which develop
  21 +in their undergraduate student's practical skills required by industry (mainly
  22 +agile practices) to promote growth in the local software business \cite{cho2011gap}.
  23 +Sandberg et al. report the use of Scrum in a collaborative research consortium
  24 +between industry and academia (involving ten industry partners and five
  25 +universities in Sweden) \cite{sandberg2017iacollaboration}.
  26 +
  27 +% TODO: Eu tirei várias coisas, que ao meu ver não estavam agregando. Verificar
  28 +% se não mudei o significado de algo
  29 +Complex and large-scale organizations, such as the public administration, have
  30 +to deal with multiple project variables. Alleman et al. describe a production
  31 +deployment for the US government, focus on the methodology applied to address
  32 +long-term planning and value estimation \cite{alleman2003making}. Agile
  33 +methods application in the Brazilian public sector are approached by Melo et
  34 +al. \cite{melo2013agileBr} and De Sousa et al. \cite{de2016using}, both are
  35 +experiences limited to pilot projects.
  36 +
  37 +% TODO: Parágrafo novo, vale a pena dar uma olhada
  38 +Several works tried to highlight the FLOSS practices, while others attempted to
  39 +determine the relationship between the FLOSS practices and agile methods.
  40 +Capiluppi et al. examined about 400 projects to find FLOSS project properties
  41 +\cite{capiluppi}. In their work, they extracted generic characterization
  42 +(project size, age, license, and programming language), analyzed the average
  43 +number of people involved in the project, the community of user, and
  44 +documentation characteristics. Warsta et al. found differences and similarities
  45 +between agile development and FLOSS practices \cite{warsta}. The authors argued
  46 +that FLOSS development may differ from agile by philosophical and economic
  47 +perspective, on the other hand, both shares the definition of work. Finally,
  48 +Eric Raymond describes many of his experience and decisions in his work with
  49 +FLOSS communities \cite{raymond}, this report has many intersections with the
  50 +agile manifesto.
  51 +
  52 +% TODO: Mudei consideravelmente esse parágrafo
  53 +This paper distinguishes itself from others by studying a software created in
  54 +collaboration between government and academia. We extracted empirical practices
  55 +that helped to harmonize the interactions between two different development
  56 +process and satisfied the management process of both sides. We analyzed these
  57 +methods from the FLOSS an agile perspective.
oss2018/spb-oss-2018.bib
  Diff comments   View file @20b8d98
1 -@article{anthopoulos2016egovernment,  
2 - title={Why e-government projects fail? An analysis of the Healthcare. gov website},  
3 - author={Anthopoulos, Leonidas and Reddick, Christopher G and Giannakidou, Irene and Mavridis, Nikolaos},  
4 - journal={Government Information Quarterly},  
5 - volume={33},  
6 - number={1},  
7 - pages={161--173},  
8 - year={2016},  
9 - publisher={Elsevier}  
10 -} 1 + @article{anthopoulos2016egovernment,
  2 + title={Why e-government projects fail? An analysis of the Healthcare. gov website},
  3 + author={Anthopoulos, Leonidas and Reddick, Christopher G and Giannakidou, Irene and Mavridis, Nikolaos},
  4 + journal={Government Information Quarterly},
  5 + volume={33},
  6 + number={1},
  7 + pages={161--173},
  8 + year={2016},
  9 + publisher={Elsevier}
  10 + }
11 11
12 -@inproceedings{sandberg2017iacollaboration,  
13 - author = {Sandberg, Anna B\"{o}rjesson and Crnkovic, Ivica},  
14 - title = {Meeting Industry: Academia Research Collaboration Challenges with Agile Methodologies},  
15 - booktitle = {Proceedings of the 39th International Conference on Software Engineering: Software Engineering in Practice Track},  
16 - series = {ICSE-SEIP '17},  
17 - year = {2017},  
18 - isbn = {978-1-5386-2717-4},  
19 - location = {Buenos Aires, Argentina},  
20 - pages = {73--82},  
21 - numpages = {10},  
22 - url = {https://doi.org/10.1109/ICSE-SEIP.2017.20},  
23 - doi = {10.1109/ICSE-SEIP.2017.20},  
24 - acmid = {3103122},  
25 - publisher = {IEEE Press},  
26 - address = {Piscataway, NJ, USA},  
27 - keywords = {agile methodologies, case study, collaboration, industry-academia research}  
28 -} 12 + @inproceedings{sandberg2017iacollaboration,
  13 + author = {Sandberg, Anna B\"{o}rjesson and Crnkovic, Ivica},
  14 + title = {Meeting Industry: Academia Research Collaboration Challenges with Agile Methodologies},
  15 + booktitle = {Proceedings of the 39th International Conference on Software Engineering: Software Engineering in Practice Track},
  16 + series = {ICSE-SEIP '17},
  17 + year = {2017},
  18 + isbn = {978-1-5386-2717-4},
  19 + location = {Buenos Aires, Argentina},
  20 + pages = {73--82},
  21 + numpages = {10},
  22 + url = {https://doi.org/10.1109/ICSE-SEIP.2017.20},
  23 + doi = {10.1109/ICSE-SEIP.2017.20},
  24 + acmid = {3103122},
  25 + publisher = {IEEE Press},
  26 + address = {Piscataway, NJ, USA},
  27 + keywords = {agile methodologies, case study, collaboration, industry-academia research}
  28 + }
29 29
30 30
31 -@article{goldfinch2007pessimism,  
32 - ISSN={00333352, 15406210},  
33 - URL={http://www.jstor.org/stable/4624644},  
34 - author={Shaun Goldfinch},  
35 - journal={Public Administration Review},  
36 - number={5}, 31 + @article{goldfinch2007pessimism,
  32 + ISSN={00333352, 15406210},
  33 + URL={http://www.jstor.org/stable/4624644},
  34 + author={Shaun Goldfinch},
  35 + journal={Public Administration Review},
  36 + number={5},
37 pages={917-929}, 37 pages={917-929},
38 publisher={[American Society for Public Administration, Wiley]}, 38 publisher={[American Society for Public Administration, Wiley]},
39 title={Pessimism, Computer Failure, and Information Systems Development in the Public Sector}, 39 title={Pessimism, Computer Failure, and Information Systems Development in the Public Sector},
@@ -224,3 +224,38 @@ @@ -224,3 +224,38 @@
224 organization={IEEE} 224 organization={IEEE}
225 } 225 }
226 226
  227 +@inproceedings{capiluppi,
  228 + title={Characteristics of open source projects},
  229 + author={Capiluppi, Andrea and Lago, Patricia and Morisio, Maurizio},
  230 + booktitle={Software Maintenance and Reengineering, 2003. Proceedings. Seventh European Conference on},
  231 + pages={317--327},
  232 + year={2003},
  233 + organization={IEEE}
  234 +}
  235 +
  236 +@inproceedings{warsta,
  237 + title={Is open source software development essentially an agile method},
  238 + author={Warsta, Juhani and Abrahamsson, Pekka},
  239 + booktitle={Proceedings of the 3rd Workshop on Open Source Software Engineering},
  240 + pages={143--147},
  241 + year={2003}
  242 +}
  243 +
  244 +@article{beck,
  245 + title={Manifesto for Agile Software Development. Agile Alliance (2001)},
  246 + author={Beck, Kent and Beedle, M and Bennekum, A and others},
  247 + journal={Retrieved June},
  248 + volume={14},
  249 + year={2010}
  250 +}
  251 +
  252 +@article{raymond,
  253 + title={The cathedral and the bazaar},
  254 + author={Raymond, Eric},
  255 + journal={Philosophy \& Technology},
  256 + volume={12},
  257 + number={3},
  258 + pages={23},
  259 + year={1999},
  260 + publisher={Springer}
  261 +}