[oss2018] Minor corrections

Paulo Meireles
1 parent da1e424b
Showing 1 changed file with 25 additions and 24 deletions Show diff stats
icse2018/content/03-relatedwork.tex
@@ -2,42 +2,43 @@
 \label{sec:relatedwork}
  
 Since the publication of the Agile Manisfeto in 2001, several researches have
-been evaluated the impacts and challenges in adopting agile
-methodologies in traditional culture organizations. Nerur et al. identify the
-key issues that involve migrating from traditional to agile by
-comparing main practices of the two methodologies \cite{nerur2015challenges}. In their work, the
-authors point out managerial, organizational, people, process and technological
-issues to be rethought and reconfigured in an organization for a
-successful migration. Strode et al. investigate the correlation between
-adoption of agile methodologies and organizational culture \cite{impactOfOrganizationalCulture}. They evaluate the
+been evaluated the impacts and challenges in adopting agile methodologies in
+traditional culture organizations. Nerur et al. identify the key issues that
+involve migrating from traditional to agile by comparing main practices of the
+two methodologies \cite{nerur2015challenges}. The authors point out managerial,
+organizational, people, process, and technological issues to be rethought and
+reconfigured in an organization for a successful migration. Strode et al.
+investigate the correlation between adoption of agile methodologies and
+organizational culture \cite{impactOfOrganizationalCulture}.  They evaluate the
 perception of organizational culture and the use of agile practices in nine
-software development projects and identify organizational culture factors
-that are correlated to the implementation of agile methods.
+software development projects, identifying organizational culture factors that
+are correlated to the implementation of agile methods.
  
  
 The use of agile methods has also been investigated and explored in
 interactions between industry and academia. Chookittikul et al. evaluate the
 increasing use of these methods by software development organizations in
-Thailand \cite{cho2011gap}. To encourage the software industry growth in the region, the authors
-suggest universities create a curricula which develops in their undergraduate
-students practical skills required by industry (mainly agile practices).
-This can be achieved through some activities, such as, internships, agile
-development classes, real-world research projects, and collaboration between
-faculty and industry professionals. Sandberg et al. report the implementation
-of SCRUM in a collaborative research consortium between industry and academia
-(involving ten industry partners and five universities in Sweden) \cite{sandberg2017iacollaboration}. They present
-which adaptations were made over 6 years to promote a effective use of agile
+Thailand \cite{cho2011gap}. To encourage the software industry growth in the
+region, the authors suggest universities create a curricula which develops in
+their undergraduate students practical skills required by industry (mainly
+agile practices).  This can be achieved through some activities, such as,
+internships, agile development classes, real-world research projects, and
+collaboration between faculty and industry professionals. Sandberg et al.
+report the implementation of Scrum in a collaborative research consortium
+between industry and academia (involving ten industry partners and five
+universities in Sweden) \cite{sandberg2017iacollaboration}. They present which
+adaptations were made over 6 years to promote a effective use of agile
 practices, and also overcome differences of goals and pace.
  
  
 The challenges in agile methods implementation present new variables when
 involving government. Agile methods application on the Brazilian public sector
 are approached by Melo et al. and De Sousa et al.
-\cite{melo2010adoccao,de2016using}, but both are experiences limited to pilot projects. Not
-production-ready one that will provide more accurate data with the real world.
-Alleman et al. describe a production deployment for
-the US government, but it focus on describing the methodology applied to
-address long term planning and value estimation \cite{alleman2003making}.
+\cite{melo2010adoccao,de2016using}, but both are experiences limited to pilot
+projects. Not production-ready one that will provide more accurate data with
+the real world.  Alleman et al. describe a production deployment for the US
+government, but it focus on describing the methodology applied to address long
+term planning and value estimation \cite{alleman2003making}.
  
  
 This paper differentiates itself from others by describing a production level
...	...	@@ -2,42 +2,43 @@
2	2	\label{sec:relatedwork}
3	3
4	4	Since the publication of the Agile Manisfeto in 2001, several researches have
5		-been evaluated the impacts and challenges in adopting agile
6		-methodologies in traditional culture organizations. Nerur et al. identify the
7		-key issues that involve migrating from traditional to agile by
8		-comparing main practices of the two methodologies \cite{nerur2015challenges}. In their work, the
9		-authors point out managerial, organizational, people, process and technological
10		-issues to be rethought and reconfigured in an organization for a
11		-successful migration. Strode et al. investigate the correlation between
12		-adoption of agile methodologies and organizational culture \cite{impactOfOrganizationalCulture}. They evaluate the
	5	+been evaluated the impacts and challenges in adopting agile methodologies in
	6	+traditional culture organizations. Nerur et al. identify the key issues that
	7	+involve migrating from traditional to agile by comparing main practices of the
	8	+two methodologies \cite{nerur2015challenges}. The authors point out managerial,
	9	+organizational, people, process, and technological issues to be rethought and
	10	+reconfigured in an organization for a successful migration. Strode et al.
	11	+investigate the correlation between adoption of agile methodologies and
	12	+organizational culture \cite{impactOfOrganizationalCulture}. They evaluate the
13	13	perception of organizational culture and the use of agile practices in nine
14		-software development projects and identify organizational culture factors
15		-that are correlated to the implementation of agile methods.
	14	+software development projects, identifying organizational culture factors that
	15	+are correlated to the implementation of agile methods.
16	16
17	17
18	18	The use of agile methods has also been investigated and explored in
19	19	interactions between industry and academia. Chookittikul et al. evaluate the
20	20	increasing use of these methods by software development organizations in
21		-Thailand \cite{cho2011gap}. To encourage the software industry growth in the region, the authors
22		-suggest universities create a curricula which develops in their undergraduate
23		-students practical skills required by industry (mainly agile practices).
24		-This can be achieved through some activities, such as, internships, agile
25		-development classes, real-world research projects, and collaboration between
26		-faculty and industry professionals. Sandberg et al. report the implementation
27		-of SCRUM in a collaborative research consortium between industry and academia
28		-(involving ten industry partners and five universities in Sweden) \cite{sandberg2017iacollaboration}. They present
29		-which adaptations were made over 6 years to promote a effective use of agile
	21	+Thailand \cite{cho2011gap}. To encourage the software industry growth in the
	22	+region, the authors suggest universities create a curricula which develops in
	23	+their undergraduate students practical skills required by industry (mainly
	24	+agile practices). This can be achieved through some activities, such as,
	25	+internships, agile development classes, real-world research projects, and
	26	+collaboration between faculty and industry professionals. Sandberg et al.
	27	+report the implementation of Scrum in a collaborative research consortium
	28	+between industry and academia (involving ten industry partners and five
	29	+universities in Sweden) \cite{sandberg2017iacollaboration}. They present which
	30	+adaptations were made over 6 years to promote a effective use of agile
30	31	practices, and also overcome differences of goals and pace.
31	32
32	33
33	34	The challenges in agile methods implementation present new variables when
34	35	involving government. Agile methods application on the Brazilian public sector
35	36	are approached by Melo et al. and De Sousa et al.
36		-\cite{melo2010adoccao,de2016using}, but both are experiences limited to pilot projects. Not
37		-production-ready one that will provide more accurate data with the real world.
38		-Alleman et al. describe a production deployment for
39		-the US government, but it focus on describing the methodology applied to
40		-address long term planning and value estimation \cite{alleman2003making}.
	37	+\cite{melo2010adoccao,de2016using}, but both are experiences limited to pilot
	38	+projects. Not production-ready one that will provide more accurate data with
	39	+the real world. Alleman et al. describe a production deployment for the US
	40	+government, but it focus on describing the methodology applied to address long
	41	+term planning and value estimation \cite{alleman2003making}.
41	42
42	43
43	44	This paper differentiates itself from others by describing a production level
...	...