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icse2018/bibliography.bib
1 | +@article{agileSoftwareDevelopment, | |
2 | + title={Agile software development: The business of innovation}, | |
3 | + author={Highsmith, Jim and Cockburn, Alistair}, | |
4 | + journal={Computer}, | |
5 | + volume={34}, | |
6 | + number={9}, | |
7 | + pages={120--127}, | |
8 | + year={2001}, | |
9 | + publisher={IEEE} | |
10 | +} | |
11 | + | |
12 | +@inproceedings{onTheProductivityOfAgile, | |
13 | + title={On the productivity of agile software practices: An industrial case study}, | |
14 | + author={Maurer, Frank and Martel, Sebastien}, | |
15 | + booktitle={Proceedings of the International Workshop on Global Software Development}, | |
16 | + year={2002} | |
17 | +} | |
18 | + | |
19 | +@article{mcilroy1968software, | |
20 | + title={Software Engineering: Report on a conference sponsored by the NATO Science Committee}, | |
21 | + author={McIlroy, MD}, | |
22 | + year={1968}, | |
23 | + publisher={NATO Scientific Affairs Division} | |
24 | +} | |
25 | + | |
26 | +@inproceedings{anAnalysisOfTrends, | |
27 | + title={An analysis of trends in productivity and cost drivers over years}, | |
28 | + author={Nguyen, Vu and Huang, LiGuo and Boehm, Barry}, | |
29 | + booktitle={Proceedings of the 7th International Conference on Predictive Models in Software Engineering}, | |
30 | + pages={3}, | |
31 | + year={2011}, | |
32 | + organization={ACM} | |
33 | +} | |
34 | + | |
35 | +@article{comparisonAgileTraditional, | |
36 | + title={A comparison between agile and traditional software development methodologies}, | |
37 | + author={Awad, MA}, | |
38 | + journal={University of Western Australia}, | |
39 | + year={2005} | |
40 | +} | |
41 | + | |
42 | +@article{theNewMethodology, | |
43 | + title={The new methodology}, | |
44 | + author={Fowler, Martin}, | |
45 | + journal={Wuhan University Journal of Natural Sciences}, | |
46 | + volume={6}, | |
47 | + number={1}, | |
48 | + pages={12--24}, | |
49 | + year={2001}, | |
50 | + publisher={Springer} | |
51 | +} | |
52 | + | |
53 | +@article{peopleFactor, | |
54 | + title={Agile software development, the people factor}, | |
55 | + author={Cockburn, Alistair and Highsmith, Jim}, | |
56 | + journal={Computer}, | |
57 | + volume={34}, | |
58 | + number={11}, | |
59 | + pages={131--133}, | |
60 | + year={2001}, | |
61 | + publisher={IEEE} | |
62 | +} | |
63 | + | |
64 | +@book{agileSoftwareDevelopmentEco, | |
65 | + title={Agile software development ecosystems}, | |
66 | + author={Highsmith, James A}, | |
67 | + volume={13}, | |
68 | + year={2002}, | |
69 | + publisher={Addison-Wesley Professional} | |
70 | +} | |
71 | + | |
72 | +@article{challengesOfMigrating, | |
73 | + title={Challenges of migrating to agile methodologies}, | |
74 | + author={Nerur, Sridhar and Mahapatra, RadhaKanta and Mangalaraj, George}, | |
75 | + journal={Communications of the ACM}, | |
76 | + volume={48}, | |
77 | + number={5}, | |
78 | + pages={72--78}, | |
79 | + year={2005}, | |
80 | + publisher={ACM} | |
81 | +} | |
82 | + | |
83 | +@inproceedings{impactOfOrganizationalCulture, | |
84 | + title={The impact of organizational culture on agile method use}, | |
85 | + author={Strode, Diane E and Huff, Sid L and Tretiakov, Alexei}, | |
86 | + booktitle={System Sciences, 2009. HICSS'09. 42nd Hawaii International Conference on}, | |
87 | + pages={1--9}, | |
88 | + year={2009}, | |
89 | + organization={IEEE} | |
90 | +} | |
91 | + | |
92 | +@incollection{layeredApproach, | |
93 | + title={The structure of the “THE” multiprogramming system}, | |
94 | + author={Dijkstra, Edsger W}, | |
95 | + booktitle={The origin of concurrent programming}, | |
96 | + pages={139--152}, | |
97 | + year={1968}, | |
98 | + publisher={Springer} | |
99 | +} | |
100 | + | |
101 | +% Remover?? | |
102 | + | |
1 | 103 | @article{anthopoulos2016government, |
2 | 104 | title={Why e-government projects fail? An analysis of the Healthcare. gov website}, |
3 | 105 | author={Anthopoulos, Leonidas and Reddick, Christopher G and Giannakidou, Irene and Mavridis, Nikolaos}, |
... | ... | @@ -23,13 +125,6 @@ |
23 | 125 | year={2007} |
24 | 126 | } |
25 | 127 | |
26 | -@article{mcilroy1968software, | |
27 | - title={Software Engineering: Report on a conference sponsored by the NATO Science Committee}, | |
28 | - author={McIlroy, MD}, | |
29 | - year={1968}, | |
30 | - publisher={NATO Scientific Affairs Division} | |
31 | -} | |
32 | - | |
33 | 128 | @article{dybaa2008empirical, |
34 | 129 | title={Empirical studies of agile software development: A systematic review}, |
35 | 130 | author={Dyb{\aa}, Tore and Dings{\o}yr, Torgeir}, |
... | ... | @@ -131,15 +226,6 @@ |
131 | 226 | address = {New York, NY, USA}, |
132 | 227 | } |
133 | 228 | |
134 | -@inproceedings{strode2009impact, | |
135 | -author = {Strode, Diane and Huff, Sid and Tretiakov, Alexei}, | |
136 | -year = {2009}, | |
137 | -month = {01}, | |
138 | -pages = {1-9}, | |
139 | -title = {The Impact of Organizational Culture on Agile Method Use.}, | |
140 | -booktitle = {Proceedings of the 42nd Hawaii International Conference on System Sciences} | |
141 | -} | |
142 | - | |
143 | 229 | @article{cho2011gap, |
144 | 230 | author = {Chookittikul, Wajee and Kourik, Janet and E. Maher, Peter}, |
145 | 231 | year = {2011}, | ... | ... |
icse2018/content/01-introduction.tex
1 | 1 | \section{Introduction} |
2 | 2 | |
3 | -The difficulty of writing software is an old subject on computer science dating back to 1968 \cite{mcilroy1968software} when the term software crisis was coined. It refers to recurrent problems on software development such as exceeding time and budget expectations, inefficiency, low quality and maintainability among many others that usually culminate in the software not meeting the user expectations or not even being delivered. | |
3 | +The complexity of writing software is an old subject on computer science dating | |
4 | +back to 1968 \cite{mcilroy1968software} when the term software crisis was | |
5 | +coined. Understanding and implementing client's requirements is a hard task, | |
6 | +due to the human aspects. Several development processes were introduced with | |
7 | +the intention to increase the chances of success in software projects, the | |
8 | +traditional and agile methods are the most popular. The former is a | |
9 | +process-centric based on the belief that variation on the project can be | |
10 | +detected in advance, consequently, it is possible to control the project by | |
11 | +continuous measure and refine\cite{agileSoftwareDevelopment}. Latter is based | |
12 | +on the belief that project is unpredictable, hence, it centered on small | |
13 | +interaction. The agile method has shown a great increase in productivity | |
14 | +\cite{onTheProductivityOfAgile, anAnalysisOfTrends}, as a result, many | |
15 | +researchers investigate how to make the transition from traditional to agile. | |
16 | +In this work, we demonstrated a less abrupt approach in which we tried to | |
17 | +harmonize different processes in the same project. | |
4 | 18 | |
5 | -Particularly, in the public sector the pessimism and failure ratios are even deeper than in the general industry \cite{goldfinch2007pessimism,anthopoulos2016government}. Because governments have rigid processes and organizational structures, it is hard to apply software development techniques that have been achieving good results in the private sector such as the broad spectrum of agile methods \cite{dybaa2008empirical}. | |
19 | +The traditional method has been used for a long time as a way to discipline the | |
20 | +software development process. This methodology can be characterized by the | |
21 | +predictive approach, focus on documentation, processes oriented, and heavy | |
22 | +based on tools\cite{comparisonAgileTraditional}. The agile method, on the other | |
23 | +hand, embraces the adaptative approach. It is characterized by the | |
24 | +people-oriented approach \cite{agileSoftwareDevelopment}, the collaboration | |
25 | +with clients \cite{theNewMethodology}, small self-organized teams | |
26 | +\cite{peopleFactor}, and the flexibility regarding planning | |
27 | +\cite{agileSoftwareDevelopmentEco}. In a nutshell, both methodologies intend to | |
28 | +increase the chance of the project success. Organizations like governments, | |
29 | +already absorb the traditional methodology as a part of its own culture. This | |
30 | +situation may produce tensions when two or more development teams with | |
31 | +different methodology have to collaborate [?]. | |
6 | 32 | |
7 | -Introducing a new development methodology on a company is not an easy task. Introducing it on a government project can be even more challenging, specially on a low-budget scenario, in a politically unstable period and with a development team mostly formed by undergraduate students. | |
33 | +%TODO: Achar ref para a última linha | |
8 | 34 | |
9 | -Knowing it would probably be a waste of time to persuade the government on adopting an agile methodology, we have chosen a less abrupt approach. Aiming to make minimal changes to the government's culture and still have the best possible result, our solution was to adapt some agile practices to our context. That included changes both on the government's and our team organization and processes. | |
35 | +As the agile methodology became popular, some researchers demonstrated an | |
36 | +increase in the software production due to this methodology | |
37 | +\cite{onTheProductivityOfAgile, anAnalysisOfTrends}. Additionally, companies | |
38 | +and organizations became interested to migrate from traditional to the agile | |
39 | +approach. However, the transition from traditional to agile is not an easy task | |
40 | +and have to deal with challenges related to people, process, management, and | |
41 | +technology\cite{challengesOfMigrating}. The organization culture is another | |
42 | +important factor to be considered for adopting agile | |
43 | +methodology\cite{impactOfOrganizationalCulture}. Finally, when we bring those | |
44 | +challenges and organizational barriers to the government context the situation | |
45 | +became more challenge. | |
10 | 46 | |
11 | -In this paper, we report our experiences on a three-year-long project funded by the Brazilian government, focusing on the development process evolution made throughout that period. Despite all the risks and obstacles, the project final release was delivered one year ago and now has thousands of registered users. This report is not expected to be the final recipe on software development with the public sector, its main goal is to report which techniques have been successful, what adaptations were necessary and what has failed as means to provide other developers a reference when they meet similar situations. | |
47 | +In this paper, we argued that Layered approach can be used to harmonize | |
48 | +different processes in the same project with a little effort. We created | |
49 | +multiple layers in a project with a Brazilian government, wherein the | |
50 | +government is on the outer layer and the development team in the inner. All | |
51 | +layers are isolated, but they communicated with each other via interfaces. We | |
52 | +make two key contribution in this work: | |
53 | + | |
54 | +\begin{enumerate} | |
55 | + \item We present quantitative and qualitative evidence that (i) Layered | |
56 | + approach can be applied to manage different processes in the same | |
57 | + project; and (ii) show the drawback and advantages of using Layered | |
58 | + approach. | |
59 | + \item We identify elements that, based on our experience, make Layered | |
60 | + approach viable. | |
61 | +\end{enumerate} | |
62 | + | |
63 | +% TODO: Verificar as seções | |
64 | +Section \ref{sec:background} describe the layered approach. Section | |
65 | +\ref{sec:research_design} describes our research questions and methodology. | |
66 | +Section \ref{sec:discussion} presents findings derived from our quantitative | |
67 | +and qualitative analyses. Section \ref{sec:results} we describe the results. | |
68 | +Finally, we present the limitations, related work and conclusions. | |
12 | 69 | |
13 | -% TODO: Maybe add a roadmap? | ... | ... |
... | ... | @@ -0,0 +1,49 @@ |
1 | +\section{Layered Approach} | |
2 | +\label{sec:background} | |
3 | + | |
4 | +Combine many teams with different processes in the same project might be | |
5 | +challenging. To address this problem, we got inspiration from Operating Systems | |
6 | +(OS) concepts and extended the notion of layered approach design | |
7 | +\cite{layeredApproach}. This technique breaks the OS into distinct layers with | |
8 | +different proposes. The inner layer represents the hardware, while the external | |
9 | +layer represents the user interface. Layered approach demands a careful | |
10 | +definition of each layer responsibility and how they communicate. After the | |
11 | +layers and communication definition, it is simple to change a single layer | |
12 | +without affecting other layers. This approach presents two drawbacks: (1) it | |
13 | +creates an overhead of communication from the upper layer to the lower layer, | |
14 | +and (2) it is a hard to define the correct interface between layers. | |
15 | + | |
16 | +We extended the layered approach for handling the interaction with development | |
17 | +teams and the Brazilian government. We realized that multiple teams interacting | |
18 | +with the government have different expectations about the project. Furthermore, | |
19 | +we noticed that government can transfer political pressures to the development | |
20 | +team and sometimes they try to impose their processes to the project. For | |
21 | +handling all the different processes and keep the multiple expectations under | |
22 | +control, we implemented the layered approach for project management. | |
23 | + | |
24 | +\begin{figure}[!h] | |
25 | + \centering | |
26 | + \includegraphics[width=.30\textwidth]{project_layers} | |
27 | + \caption{Layered Approach for managing multiple processes} | |
28 | + \label{fig:layered_processes} | |
29 | +\end{figure} | |
30 | + | |
31 | +Figure \ref{fig:layered_processes} illustrates our set of layers. The inner | |
32 | +layer comprises the development team composed of agile teams. Next, is a layer | |
33 | +that includes the coordinators responsible for handling the bureaucratic issues | |
34 | +coming from the government to the development team. Subsequent, the analyst | |
35 | +layer covers the government employees with the understanding about the | |
36 | +requirements, but they working guided by the traditional methodology. Finally, | |
37 | +there is the directory layer responsible for the political issues. | |
38 | + | |
39 | +The communication between layers is an important problem in the Layered | |
40 | +approach, which still an important issue to be addressed in our propose. For | |
41 | +solving the problem, we designed a common channel of communication that passes | |
42 | +through all layers. For keeping the layer separation, some members of each | |
43 | +layer worked as a filter. This was possible because we created a proper | |
44 | +infrastructure based on transparency. We used the following tools to implement | |
45 | +the communication between layers: issue tracker (from Gitlab), mailing list, | |
46 | +IRC, and wiki. The coordination layer has to filter the interaction between the | |
47 | +government and the development team. | |
48 | + | |
49 | + | ... | ... |
icse2018/content/02-related_work.tex
... | ... | @@ -1,57 +0,0 @@ |
1 | -\section{Related work} | |
2 | - | |
3 | -Since the publication of the Agile Manisfeto in 2001, several researches have | |
4 | -been evaluated the impacts and challenges in adopting agile | |
5 | -methodologies in traditional culture organizations. Nerur et al. identify the | |
6 | -key issues that involve migrating from traditional to agile by | |
7 | -comparing main practices of the two methodologies \cite{nerur2015challenges}. In their work, the | |
8 | -authors point out managerial, organizational, people, process and technological | |
9 | -issues to be rethought and reconfigured in an organization for a | |
10 | -successful migration. Strode et al. investigate the correlation between | |
11 | -adoption of agile methodologies and organizational culture \cite{strode2009impact}. They evaluate the | |
12 | -perception of organizational culture and the use of agile practices in nine | |
13 | -software development projects and identify organizational culture factors | |
14 | -that are correlated to the implementation of agile methods. | |
15 | - | |
16 | - | |
17 | -The use of agile methods has also been investigated and explored in | |
18 | -interactions between industry and academia. Chookittikul et al. evaluate the | |
19 | -increasing use of these methods by software development organizations in | |
20 | -Thailand \cite{cho2011gap}. To encourage the software industry growth in the region, the authors | |
21 | -suggest universities create a curricula which develops in their undergraduate | |
22 | -students practical skills required by industry (mainly agile practices). | |
23 | -This can be achieved through some activities, such as, internships, agile | |
24 | -development classes, real-world research projects, and collaboration between | |
25 | -faculty and industry professionals. Sandberg et al. report the implementation | |
26 | -of SCRUM in a collaborative research consortium between industry and academia | |
27 | -(involving ten industry partners and five universities in Sweden) \cite{sandberg2017iacollaboration}. They present | |
28 | -which adaptations were made over 6 years to promote a effective use of agile | |
29 | -practices, and also overcome differences of goals and pace. | |
30 | - | |
31 | - | |
32 | -The challenges in agile methods implementation present new variables when | |
33 | -involving government. Agile methods application on the Brazilian public sector | |
34 | -are approached by Melo et al. and De Sousa et al. | |
35 | -\cite{melo2010adoccao,de2016using}, but both are experiences limited to pilot projects. Not | |
36 | -production-ready one that will provide more accurate data with the real world. | |
37 | -Alleman et al. describe a production deployment for | |
38 | -the US government, but it focus on describing the methodology applied to | |
39 | -address long term planning and value estimation \cite{alleman2003making}. | |
40 | - | |
41 | - | |
42 | -This paper differentiates itself from others by describing a production level | |
43 | -software development collaboration between public sector and academia, | |
44 | -analyzing differences in the development process and administrative issues of | |
45 | -the two organizations, and evidencing empirical practices that harmonized the | |
46 | -interactions and satisfied the development and management process of both | |
47 | -sides. The focus on this paper is the whole experience of conciling the agile | |
48 | -culture of academia with the traditional culture of the public sector, adapting | |
49 | -the development practices and project management of those involved without | |
50 | -transforming their internal processes. | |
51 | -%Melhorar o que o diferencia dos demais | |
52 | - | |
53 | -% TODO: if needed, we can add this paper as related work | |
54 | -%% 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. | |
55 | - | |
56 | -%Talvez seria relevante citar Extending Patterns for Fearless Change: sobre como introduzir novas ideias em uma organização tradicional (em particular, como introduzir métodos ágeis) | |
57 | -%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 |
icse2018/content/05-methods.tex
1 | 1 | \section{Research Design} |
2 | +\label{sec:research_design} | |
3 | + | |
2 | 4 | In this article we use the SPB project \cite{meirelles2017spb} case to analyze practical methods of project management and software development and to validate which techniques were efficient to overcome the differences and difficulties existing in a consortium between government and university. In addition to known variables in a research collaboration between industry and academia \cite{sandberg2017iacollaboration}, this case study also presents typical characteristics of e-government projects: complexity in terms of organizational size, corresponding resistance to change, political bias and end-users' impact \cite{anthopoulos2016government}. |
3 | 5 | |
4 | 6 | The study of how these factors led to adaptations and changes in organization within the project and how differences in development process were overcome was guided by the following research questions: |
... | ... | @@ -24,4 +26,4 @@ To answer these questions, we conducted a survey to explore how each group of pr |
24 | 26 | |
25 | 27 | We also analized data from Redmine and Gitlab, tools used for management and communication during the project, as well as messages on the project's mailing list. |
26 | 28 | |
27 | -And finally, we analized Colab code before and after the project to evaluate how much effort was spent to use this software as a component of the platform. | |
28 | 29 | \ No newline at end of file |
30 | +And finally, we analized Colab code before and after the project to evaluate how much effort was spent to use this software as a component of the platform. | ... | ... |
icse2018/content/06-results.tex
1 | 1 | \section{Results} |
2 | +\label{sec:results} | |
2 | 3 | In this section, we present the results obtained through interviews and questionnaries with project participants, analysis of the communication and project management tools, and analysis of the code developed during the project for the softwares that integrate the platform. | ... | ... |
icse2018/content/07-discussion.tex
icse2018/content/09-acknowledgements.tex
... | ... | @@ -0,0 +1,57 @@ |
1 | +\section{Related work} | |
2 | + | |
3 | +Since the publication of the Agile Manisfeto in 2001, several researches have | |
4 | +been evaluated the impacts and challenges in adopting agile | |
5 | +methodologies in traditional culture organizations. Nerur et al. identify the | |
6 | +key issues that involve migrating from traditional to agile by | |
7 | +comparing main practices of the two methodologies \cite{nerur2015challenges}. In their work, the | |
8 | +authors point out managerial, organizational, people, process and technological | |
9 | +issues to be rethought and reconfigured in an organization for a | |
10 | +successful migration. Strode et al. investigate the correlation between | |
11 | +adoption of agile methodologies and organizational culture \cite{impactOfOrganizationalCulture}. They evaluate the | |
12 | +perception of organizational culture and the use of agile practices in nine | |
13 | +software development projects and identify organizational culture factors | |
14 | +that are correlated to the implementation of agile methods. | |
15 | + | |
16 | + | |
17 | +The use of agile methods has also been investigated and explored in | |
18 | +interactions between industry and academia. Chookittikul et al. evaluate the | |
19 | +increasing use of these methods by software development organizations in | |
20 | +Thailand \cite{cho2011gap}. To encourage the software industry growth in the region, the authors | |
21 | +suggest universities create a curricula which develops in their undergraduate | |
22 | +students practical skills required by industry (mainly agile practices). | |
23 | +This can be achieved through some activities, such as, internships, agile | |
24 | +development classes, real-world research projects, and collaboration between | |
25 | +faculty and industry professionals. Sandberg et al. report the implementation | |
26 | +of SCRUM in a collaborative research consortium between industry and academia | |
27 | +(involving ten industry partners and five universities in Sweden) \cite{sandberg2017iacollaboration}. They present | |
28 | +which adaptations were made over 6 years to promote a effective use of agile | |
29 | +practices, and also overcome differences of goals and pace. | |
30 | + | |
31 | + | |
32 | +The challenges in agile methods implementation present new variables when | |
33 | +involving government. Agile methods application on the Brazilian public sector | |
34 | +are approached by Melo et al. and De Sousa et al. | |
35 | +\cite{melo2010adoccao,de2016using}, but both are experiences limited to pilot projects. Not | |
36 | +production-ready one that will provide more accurate data with the real world. | |
37 | +Alleman et al. describe a production deployment for | |
38 | +the US government, but it focus on describing the methodology applied to | |
39 | +address long term planning and value estimation \cite{alleman2003making}. | |
40 | + | |
41 | + | |
42 | +This paper differentiates itself from others by describing a production level | |
43 | +software development collaboration between public sector and academia, | |
44 | +analyzing differences in the development process and administrative issues of | |
45 | +the two organizations, and evidencing empirical practices that harmonized the | |
46 | +interactions and satisfied the development and management process of both | |
47 | +sides. The focus on this paper is the whole experience of conciling the agile | |
48 | +culture of academia with the traditional culture of the public sector, adapting | |
49 | +the development practices and project management of those involved without | |
50 | +transforming their internal processes. | |
51 | +%Melhorar o que o diferencia dos demais | |
52 | + | |
53 | +% TODO: if needed, we can add this paper as related work | |
54 | +%% 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. | |
55 | + | |
56 | +%Talvez seria relevante citar Extending Patterns for Fearless Change: sobre como introduzir novas ideias em uma organização tradicional (em particular, como introduzir métodos ágeis) | |
57 | +%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 | ... | ... |
... | ... | @@ -0,0 +1,250 @@ |
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83.4 KB
icse2018/spb-icse-seip.tex
... | ... | @@ -30,6 +30,7 @@ |
30 | 30 | %\acmPrice{15.00} |
31 | 31 | |
32 | 32 | %\acmSubmissionID{123-A12-B3} |
33 | +\graphicspath{{./figures/}} | |
33 | 34 | |
34 | 35 | \begin{document} |
35 | 36 | \title{Conciliating distinct processes of management and software development} |
... | ... | @@ -71,13 +72,13 @@ |
71 | 72 | \maketitle |
72 | 73 | |
73 | 74 | \input{content/01-introduction} |
74 | -\input{content/02-related_work} | |
75 | +\input{content/02-background} | |
75 | 76 | \input{content/03-context} |
76 | 77 | \input{content/05-methods} |
77 | 78 | \input{content/06-results} |
78 | 79 | \input{content/07-discussion} |
79 | 80 | \input{content/08-conclusions} |
80 | -\input{content/09-acknowledgements} | |
81 | +\input{content/09-related_work} | |
81 | 82 | |
82 | 83 | \bibliographystyle{ACM-Reference-Format} |
83 | 84 | \bibliography{bibliography} | ... | ... |