Merge branch 'oss_2018' of softwarepublico.gov.br:softwarepublico/articles into oss_2018

Paulo Meireles
2 parents 3493f7a1 d9c5b447
Showing 3 changed files with 36 additions and 36 deletions Show diff stats
icse2018/content/03-relatedwork.tex
icse2018/content/04-methods.tex
icse2018/content/05-results.tex
@@ -16,8 +16,8 @@ are correlated to the implementation of agile methods.
 Some works also discuss how academia can collaborate with the industry in the
 management of software projects. Chookittikul et al. evaluates the increasing
 use of the agile methods by software development organizations in Thailand and
-suggests universities create a curricula which develops in their undergraduate
-students practical skills required by industry (mainly agile practices) to
+suggests universities create curricula which develop in their undergraduate
+students' practical skills required by industry (mainly agile practices) to
 encourage the software industry growth in the region \cite{cho2011gap}.
 Sandberg et al. report the implementation of Scrum in a collaborative research
 consortium between industry and academia (involving ten industry partners and
@@ -26,9 +26,9 @@ five universities in Sweden) \cite{sandberg2017iacollaboration}.
 New variables arise when a different approach to project management is
 introduced to complex and large-scale organizations, such as the public
 administration.  Alleman et al. describe a production deployment for the US
-government, focus on describing the methodology applied to address long term
+government, focus on describing the methodology applied to address long-term
 planning and value estimation \cite{alleman2003making}.  Agile methods
-application on the Brazilian public sector are approached by Melo et al. \cite{melo2013agileBr} and De
+application in the Brazilian public sector are approached by Melo et al. \cite{melo2013agileBr} and De
 Sousa et al.  \cite{de2016using}, both are experiences limited
 to pilot projects. Not production-ready one that will provide more accurate
 data with the real world.  
 \section{Research Design}
 \label{sec:researchdesign}
-The focus on this paper is investigating practical ways to reconcile cultural
+The focus of this paper is investigating practical ways to reconcile cultural
 differences in software development process between government and academia,
 without modifying their internal processes. Our analysis was guided by the
 following research questions:
@@ -38,11 +38,11 @@ integrated using a system-of-systems software (Colab) \cite{meirelles2017spb}.
 The academic team carried out development activities in the Advanced Laboratory
 of Production, Research and Innovation in Software Engineering (LAPPIS) at UnB.
-The project management and development process in this laboratory is usually
+The project management and development process in this laboratory are usually
 executed adopting empirical practices from open source communities and agile
 methodologies. For this project, a total of 42 undergraduate students and two
 professors participated in the development team. Six IT professionals were also
-hired as senior developers due their experiences in open source projects and
+hired as senior developers due to their experiences in open source projects and
 two designers specialized in User eXperience. 
 The government team was composed of one director, one coordinator, and two IT
@@ -63,7 +63,7 @@ the project, this workflow proved to be inefficient. Conflicts between the
 internal management processes and differences in pace and goals of each
 institution were compromising the platform development. To improve the project
 management process we have adopted and evolute a set of empirical practices
-based on open source ecossystems and agile methodologies, establishing an empirical
+based on open source ecosystems and agile methodologies, establishing an empirical
 management model.
 \subsection{Survey and data collection}
@@ -72,7 +72,7 @@ We divided the UnB development team into two groups of target participants
 according to their roles during the project: \textit{UnB Interns} and
 \textit{Senior Developers}. For each group, we designed an online survey with
 topics related to project organization, development process, communication and
-relationship between members, acquired knowledge and experience with open
+relationship between members, acquired knowledge, and experience with open
 source projects. We interviewed also two \textit{MPOG analysts} who directly
 interacted with the development team and project development process. The
 interview questions could be classified into four parts: Professional profile;
@@ -80,20 +80,20 @@ Organization, communication and development methodologies in the context of
 government and project; Satisfaction with the developed platform; Lessons
 learned.
-We sent the link of the online survey through emails to 42 UnB interns
+We sent the link to the online survey through emails to 42 UnB interns
 (undergraduate students), who participated in any time of the project as
-developer receiving scholarship. We received a total of 37 responses. Their
+developer receiving a scholarship. We received a total of 37 responses. Their
 average age is 25 years old and 91.9\% of them are male. Currently, 35.1\%
-continue at university as undergraduate or graduate students, 18.9\% work as
-developer in a small company and 18.9\% in medium or large companies, 10.8\%
+continue at the university as undergraduate or graduate students, 18.9\% work as
+a developer in a small company and 18.9\% in medium or large companies, 10.8\%
 are entrepreneurs, 8.1\% are unemployed and the others work as teachers or
 civil servants. 43.2\% said the SPB project was their first experience with
 open source software.
-We also sent the link of the online survey through emails to eight senior
+We also sent the link to the online survey through emails to eight senior
 developers (IT professionals). All of them answered the questionnaire.
 Their average age is 32 years old and 87.5\% are male. They have an average of
-11 years of experience in the IT market, and currently 62.5\% of respondents
+11 years of experience in the IT market, and currently, 62.5\% of respondents
 are company employees, 37.5\% are freelance developers, 25\% are master's
 degree students and 25\% entrepreneurs. They have worked on average in 5
 companies and participated in 4 to 80 projects. They participated in this
@@ -111,11 +111,11 @@ publicly available on the SPB platform. We collected from the repository
 manager tool of the platform all open issues and commits related to the main
 repository of the platform, that is, the development repositories of the
 integrated software were not considered.  For issues, we collected project
-name, author of the issue, opening date, issue title, and number of comments.
-We also collected informations about total open issues, total commits,
-different authors of issues, total of different authors of issues, total of
-comments, authors of comments, total of authors other than comments.  During
-the period from April 2015 to June 2016, 879 issues was opened by 59 distinct
+name, author of the issue, opening date, issue title, and the number of comments.
+We also collected information about total open issues, the total commits,
+different authors of issues, the number of different authors of issues, the number of
+comments, authors of comments, the number of authors other than comments.  During
+the period from April 2015 to June 2016, 879 issues were opened by 59 distinct
 authors with a total of 4,658 comments and 64 distinct commentators. The
 development team made 3,256 commits in the repository provided by SPB platform.
@@ -20,14 +20,14 @@ feature was used for meeting logging, defining goals, sprint planning, and
 documentation of deployment processes and administration resources guide. Issue
 tracker was used for discussing requirements, monitoring the features under
 development, registering changes, and validating functionalities delivered.
-Finally, the whole team used Mailing list to defining schedules of meetings and
-deliveries and also to collaborative definition of requirements.
+Finally, the whole team used the Mailing list to defining schedules of meetings and
+deliveries and also to the collaborative definition of requirements.
-Our surveys reports Mailing list (100\%) and Issue Tracker (62.5\%) as the main
+Our surveys report Mailing list (100\%) and Issue Tracker (62.5\%) as the main
 means of interaction between senior developers and undergraduates. Developers
 and MPOG staff also interacted mostly via Mailing List (87.5\%) and Issue
 tracker (50\%).  According to research findings, this movement made
-\textbf{communication more transparent and efficient}. A MPOG IT analyst said
+\textbf{communication more transparent and efficient}. An MPOG IT analyst said
 that the \textit{``Communicating well goes far beyond the speed, it is someone
 being able to communicate to everyone everything that is happening in the
 project. We did not use emails. We use more mailing list and avoid e-mails. It
@@ -35,21 +35,21 @@ helped a lot because everything was public and did not pollute our mailbox. You
 wanted to know something, could go there and look at what was happening''}.
 Migrating to SPB platform also provided an \textbf{easier monitoring and
-increase interactions between development team and public servants by
+increase interactions between the development team and public servants by
 coordinators}. As shown by collected data, in the last 15 months of the
-project, the issues have 59 different authors (8 from MPOG staff), and
+project, the issues have 59 different authors (8 from MPOG staff) and
 commented by 64 different users (9 from MPOG staff and users).  Considering
-issues with higher level of interaction those that have 10 or more comments, in
+issues with a higher level of interaction those that have 10 or more comments, in
 a set of 102 issues, MPOG staff authored 43 issues (which represents 42\% of
-these most active issues). A MPOG analyst highlighted that \textit{``there was
+these most active issues). An MPOG analyst highlighted that \textit{``there was
 a lot of evolution, a lot of communication via Gitlab''}.  This interaction
 also led MPOG staff to \textbf{trust developed code}: \textit{``Everything was
-validated, we tested the features and the project was developed inside the
-platform, so that the feature was validated in the development of the software
-itself. From the moment we installed it, and began to use it for development,
+validated, we tested the features and we developed the project inside the
+platform so that the feature was validated in the development of the software
+itself. From the moment we installed it and began to use it for development,
 this validation was constant. We felt confident in the features''}.
-One of the main concerns of traditional approach is meticulous documentation of
+One of the main concerns of traditional approaches is meticulous documentation of
 the software designed and the development steps. With this aforementioned
 decision, we could meet this government demand without bureaucracies and
 changes in our development process, \textbf{producting organically
@@ -62,7 +62,7 @@ good points&#39;&#39;}.
 \subsection{Bringing together government staff and development team}
 The MPOG analysts observed communication noise in the dialogue between them and
-their superiors and in the dialogues with the development team that were
+their superiors and in dialogues with the development team,
 intermediated by the superiors. They said that direct dialogue with the
 development team and biweekly visits to the university's lab  \textbf{reduce
 communication misunderstood}: \textit{``At this point, the communication
@@ -70,7 +70,7 @@ started to change.. started to improve&#39;&#39;}. According to another interviewee,
 this new dynamic unified the two sides: \textit{``I believe it was very
 positive, we also liked to go there, to interact with the team. I think it
 brought more unity, more integration into the project''}. The participation of
-the MPOG staff was also considered positive by {72.9\%} of the undegraduates
+the MPOG staff was also considered positive by {72.9\%} of the undergraduates
 and to {81.1\%} of them think the presence of MPOG staff in sprint ceremonies
 was important for the development. In addition, to \textbf{better meet
 expectations of both sides} regarding the requirements developed, {75.6\%} of
@@ -78,7 +78,7 @@ students believe that writing the requirements together with the MPOG staff was
 very important. According to one of them \textit{``Joint planning and timely
 meetings were very important for understanding the needs of MPOG''}.
-An imported consequence of this direct government-academia interaction in
+An imported consequence of this direct government-academia interaction in the
 laboratory was empathy, as reported by one of the interviewees \textit{``You
 know people in person and it makes such a big difference because it causes
 empathy.  You already know who that person is, it's not just a name''}. This
@@ -94,7 +94,7 @@ deploying new versions of the SPB portal in production was a motivator during
 the project.
 One of the MPOG analyst interviewed also noted these releases also helped to
-\textbf{overcome the government bias regarding low productivity of
+\textbf{overcome the government bias regarding the low productivity of
 collaborative projects with academia}: \textit{``At first, the government staff
 had a bias that universities do not deliver. We overcame that bias in the
 course of the project.  We deliver a lot and with quality. Today, I think if we