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Commit 25aa4b8bd4a6a1a5d8daf97b648b5aa0e22e2df1

Authored by Rodrigo Siqueira de Melo
1 parent fff0a013
Exists in master and in 1 other branch rework_case_study

Ajustes na parte do case study

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oss2018/content/03-methods.tex
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... ... @@ -23,27 +23,32 @@ repository.
23 23 \subsection{The case study}
24 24  
25 25 The project to evolve the SPB portal was a partnership between government and
26   -academia held between 2014 and 2016 \cite{meirelles2017spb}. The old version of
27   -SPB suffered from maintenance problems and design-reality gaps. In this sense,
28   -The Ministry of Planning (MPOG) decided to join the University of Brasília
29   -(UnB) and the University of São Paulo (USP) to develop a new platform. This
30   -platform had as its primary requirement to be based on existing FLOSS projects
31   -and integrate multiple systems into one, providing the end user with a unified
32   -experience.
  26 +academia held between 2014 and 2016 \cite{meirelles2017spb}. The old version
  27 +of SPB suffered from maintenance problems and design-reality gaps. The new
  28 +platform had the primary requirement to be based on existing FLOSS projects and
  29 +integrate multiple systems into one, providing the end user with a unified
  30 +experience. The reasons behind these requirements are the attempt to reduce
  31 +costs by taking the upstream updates and internal political issues. In this
  32 +sense, The Ministry of Planning (MPOG) decided to join the University of
  33 +Brasília (UnB) and the University of São Paulo (USP) to develop a new platform.
33 34  
34 35 In short, the SPB portal evolved into a Collaborative Development Environment
35   -(CDE) \cite{booch2003}. It was a novelty in the context of the Brazilian
  36 +(CDE)\cite{booch2003}. It was a novelty in the context of the Brazilian
36 37 government, due to the technologies employed and its diverse features. The
37 38 portal includes social networking, mailing lists, version control system, and
38 39 source code quality monitoring. All software is integrated using a
39   -system-of-systems framework \cite{meirelles2017spb}.
  40 +system-of-systems framework \cite{meirelles2017spb}. These characteristics led
  41 +the project to interact with different FLOSS projects.
40 42  
41 43 The platform development took place at the Advanced Laboratory of Production,
42 44 Research, and Innovation in Software Engineering (LAPPIS/UnB) and the FLOSS
43   -Competence Center at USP (CCSL/USP). Undergraduate interns, IT professionals and
44   -professors formed a partially distributed development team. While interns and
45   -professors worked in-person, most IT professionals worked remotely. Their
46   -activities followed the workflow of biweekly sprints and 4-month releases.
  45 +Competence Center at USP (CCSL/USP). It is important to highlight that LAPPIS
  46 +was selected to lead SPB project for geographical reasons (the laboratory is
  47 +close to the MPOG) and due to its know-how on FLOSS communities. Undergraduate
  48 +interns, IT professionals and professors formed a partially distributed
  49 +development team. While interns and professors worked in-person, most IT
  50 +professionals worked remotely. Their activities followed the workflow of
  51 +biweekly sprints and 4-month releases.
47 52  
48 53 On the managerial aspect, at the project
49 54 beginning, the collaboration management and strategic discussions happened only
... ... @@ -84,10 +89,14 @@ between the internal management processes and differences in pace and goals of
84 89 each institution were compromising the platform development. To improve the
85 90 project management process and reducing the mismatching between government and
86 91 academia, professors, with the senior developers' collaboration, incrementally
87   -employed a set of best practices based on FLOSS and agile values. Throughout
88   -the project, the development leaders made decisions in a non-systematic way to
89   -promote the usage of these techniques. In this paper, we analyzed and codified
90   -these decisions and how they favored the collaboration progress.
  92 +employed a set of best practices based on FLOSS and agile values.
  93 +
  94 +The government investment in FLOSS projects, the geographical advantages, the
  95 +novelty of the SPB project in Brazillian government, and the system-of-system
  96 +characteristic made SPB as a perfect case study. Throughout the project, the
  97 +development leaders made decisions in a non-systematic way to promote the usage
  98 +of FLOSS and agile techniques. In this paper, we analyzed and codified these
  99 +decisions and how they favored the collaboration progress.
91 100  
92 101 \subsection{Survey, Interview and Data Collection}
93 102  
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