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Commit 25ab9f4a6a3d5d78dee043cc10fc9059781893a0

Authored by Rodrigo Siqueira de Melo
1 parent 17717ced
Exists in master and in 3 other branches oss_2018, oss_2018_siqueira, rework_case_study

Revisão 1 da introdução

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oss2018/content/01-introduction.tex
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1 1 \section{Introduction}
2 2  
3   -E-government projects differ from others due to their complexity and
4   -extension \cite{anthopoulos2016egovernment}. They are complex because they
5   -combine construction, innovation, information \& communications technologies,
6   -politics and social impact. Their extension, on the other hand, is related to
7   -their scope, target audience, organizational size, time and the corresponding
8   -resistance to change. Government-academia researches can be considered a way to
9   -create novelty for e-government projects and to meet the needs of society.
10   -However, this collaborative work also has challenges, such as to organize the
11   -project, to align goals, to synchronize the pace of both government-academia
12   -sides \cite{sandberg2017iacollaboration}, and to overcome the failure trend of
  3 +% TODO: Para refletir
  4 +% IMO eu acho que temos que reduzir ao máximos os ganchos com agile, uma vez que
  5 +% a conferência é sobre FLOSS e falar muito de agile pode fazer com que o
  6 +% revisor diga que isto não se enquadra com a conferência.
  7 +E-government projects differ from others due to their complexity and extension
  8 +\cite{anthopoulos2016egovernment}. They are complicated because they combine
  9 +construction, innovation, information \& communications technologies, politics,
  10 +and social impact. The extension, on the other hand, is related to their scope,
  11 +target audience, organizational size, time and the corresponding resistance to
  12 +change. Government-academia research is an alternative to conduct e-government
  13 +projects and to meet the needs of society. This collaborative work has
  14 +challenges, such as align goals during the project organization, pace
  15 +synchronization between government and academia
  16 +\cite{anthopoulos2016egovernment}, and overcome the failure trend of
13 17 e-government projects \cite{goldfinch2007pessimism}.
14 18  
  19 +% TODO: Veja se não mudei muito o sentido de forma a prejudicar
  20 +% Eu tirei o 'increases' da segunda frase uma vez que nós não temos evidências disto
15 21 Poor project management is one of the main reasons why e-government projects
16   -fail \cite{anthopoulos2016egovernment}. In Brazil, while academia increases its
17   -researches regarding open source and agile approaches benefits to project
18   -management, government organizations remain using traditional methods to
19   -discipline its software development. When government and academia decide to
20   -join forces to develop an e-government solution, these differences in project
21   -management become an issue. Changing the software development process in a
22   -large-size institution represents a complex organizational disturbance that has
23   -impacts on structure, culture, and management practices
24   -\cite{nerur2015challenges}, which will limit its feasibility in projects with
25   -tight deadlines and short budgets.
26   -
27   -This paper presents practices based on open source ecosystems and agile
28   -methodologies, and adopted to harmonize differences between government and academia project management. We map
29   -the management practices of the referred project by examining a 30-month government-academia collaboration case. Then we show benefits of this empirical model, using collected data from repository management tools and from project participants surveyed: analysts from the Brazilian Ministry of Planning (MPOG) and developers from the University of Brasília and the University of São Paulo.
  22 +fail \cite{anthopoulos2016egovernment}. In Brazil, while the academia is
  23 +researching modern techniques related to open source and software development,
  24 +the government still using traditional methods to discipline their software
  25 +development. When government and academia combine efforts to develop an
  26 +e-government solution, the differences in the project management become an
  27 +issue. Changing the development process in a large-size institution represents
  28 +an organizational disturbance which impacts on structure, culture, and
  29 +management practices \cite{nerur2015challenges}. As a result, government and
  30 +academia have to harmonize their view to increasing the chances of success in
  31 +projects with tight deadlines and short budgets.
30 32  
  33 +% TODO: Revisar, tentei deixar mais claro a contribuição do trabalho
  34 +% Eu tirei alguns detalhes do survey uma vez que este será detalhado mais na frente
  35 +% Além disto, acredito que o importante é deixar a menssagem desse artigo clara
  36 +% e direta na introdução.
  37 +This work contribute by extracting a set of practices from open source
  38 +ecosystems that helped to harmonize the differences between government and
  39 +academia. We investigated a 30-month government-academia project with the
  40 +purpose of tracing project management practices based on open source
  41 +ecosystems. We validated the benefits by collecting data from repository
  42 +management tools used by the project, and we surveyed project participants.
... ...
oss2018/content/02-relatedwork.tex
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1 1 \section{Related work}
2 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
4 13 Discussions on how to introduce new management methods into an organization are
5   -present in several papers. Nerur et al. identify the key issues that involve
  14 +present in several papers. Nerur et al. identify the critical issues that involve
6 15 migrating from traditional to agile by comparing main practices of the two
7 16 methodologies \cite{nerur2015challenges}. The authors point out managerial,
8 17 organizational, people, process, and technological issues to be rethought and
... ... @@ -19,7 +28,7 @@ use of the agile methods by software development organizations in Thailand and
19 28 suggests universities create curricula which develop in their undergraduate
20 29 students' practical skills required by industry (mainly agile practices) to
21 30 encourage the software industry growth in the region \cite{cho2011gap}.
22   -Sandberg et al. report the implementation of Scrum in a collaborative research
  31 +Sandberg et al. report the use of Scrum in a collaborative research
23 32 consortium between industry and academia (involving ten industry partners and
24 33 five universities in Sweden) \cite{sandberg2017iacollaboration}.
25 34  
... ...