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Commit 2b08f8633bb42ea437f3b17c8de982aa6b8ebb27

Authored by Rodrigo Siqueira de Melo
1 parent 35839c3e
Exists in master and in 3 other branches oss_2018, oss_2018_siqueira, rework_case_study

Added first draft of introduction and background

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icse2018/bibliography.bib
  Diff comments   View file @2b08f86
  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
  Diff comments   View file @2b08f86
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?
... ...
icse2018/content/02-background.tex 0 → 100644
  Diff comments   View file @2b08f86
... ... @@ -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
View file @35839c3
... ... @@ -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
  Diff comments   View file @2b08f86
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
  Diff comments   View file @2b08f86
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
  Diff comments   View file @2b08f86
1 1 \section{Discussion}
  2 +\label{sec:discussion}
... ...
icse2018/content/09-acknowledgements.tex
View file @35839c3
... ... @@ -1,3 +0,0 @@
1   -\begin{acks}
2   -
3   -\end{acks}
icse2018/content/09-related_work.tex 0 → 100644
  Diff comments   View file @2b08f86
... ... @@ -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
... ...
icse2018/figures/layers.svg 0 → 100644
  Diff comments   View file @2b08f86
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icse2018/spb-icse-seip.tex
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... ... @@ -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}
... ...