[oss-2018] first attempt to get the introduction focus out of agile methods

Melissa Wen
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icse2018/content/01-introduction.tex
icse2018/content/03-relatedwork.tex
 \section{Introduction}
  
-%Falar sobre unir tradicional (guiado por tarefas e atividades) e agil (guiado por funcionalidades) - nerur et al
-%Falar sobre mudanças estrutura organizacional organica (agil) e burocratica (tradicional)
-
 E-government projects differ from others due to their complexity and
 extension\cite{anthopoulos2016egovernment}. They are extensive in terms of
 organizational size, time, scope, target audience and corresponding resistance
@@ -14,43 +11,36 @@ challenges, not only in relation to project organization and alignment of goals
 and pace \cite{sandberg2017iacollaboration}, but also to overcome the failure
 trend of e-government projects \cite{goldfinch2007pessimism}.
  
-One of the most common reasons for project failure is inefficient project
-management \cite{anthopoulos2016egovernment}. Several development processes were
-introduced with the intention to increase the chances of software projects
-success. The traditional approach has long been used to discipline the software
-development process. It is a predictive approach, focus on documentation,
-processes oriented, and heavy based on tools \cite{awad2005comparisonAgileTrad}.
-On the other hand, agile methodologies embrace the adaptive software development.
-It is characterized by people-oriented approach
+Poor project management is one of the top failure reasons of
+e-government projects \cite{anthopoulos2016egovernment}. In Brazil, while
+industry and academia prefer agile approach to manage their projects, -
+characterized by people-oriented approach
 \cite{highsmith2001agileSoftwareDevelopment}, the collaboration with clients
 \cite{fowler2001newMethod}, small self-organized teams
 \cite{cockburn2001peopleFactor}, and the flexibility regarding planning
-\cite{highsmith2002agileEco}. In a nutshell, both methodologies intend to
-increase the chance of the project success.
-
-In Brazil, while industry and academia are aligned on the use of agile
-methodologies for software development, the traditional approach is still
-preferred by the government. When government and academia decide to come
-together for the development of an e-government solution, management processes
-of each institution needs to be aligned. Changing the software development
-process represents a complex organizational change that impact several aspects
-such as structure, culture, and management practices\cite{nerur2015challenges}.
-However, neither culture nor values can be easily change and the effort for this
-kind of movement does not seem feasible for development projects with tight
-deadlines and budgets.
+\cite{highsmith2002agileEco} - the government culturally uses traditional
+methods to discipline its software development process - focused on
+documentation, processes oriented, and heavily based on tools
+\cite{awad2005comparisonAgileTrad}. When government and academia decide to
+come together for the development of an e-government solution, management
+processes of each institution needs to be aligned. Changing the software
+development process represents a complex organizational change that
+impact several aspects such as structure, culture, and management practices
+\cite{nerur2015challenges}. However, neither culture nor values can be
+easily change and the effort for this kind of movement does not seem
+feasible for development projects with tight deadlines and budgets.
  
-This paper present practical ways to harmonize the project management traditional and agile
-approach in the management of a partnership project between government and
-academia. For this, we interviewed members involved in the project with distinct
-roles: requirement analysts and stakeholders of the Brazilian Ministry of
-Planning (MPOG), students from the University of Brasília and São Paulo, and
+This paper presents practical ways of harmonizing project management process
+differences existing between government and academia based on free software
+development practices. For this, we interviewed members involved in the project
+with distinct roles: requirement analysts of the Brazilian Ministry of Planning
+(MPOG), interns of the University of Brasília and University of São Paulo, and
 senior developers. We also analyze data collected from the management and
-communication tools. We these results, we evidence best practices adopted on a
+communication tools. With these results, we evidence best practices adopted on a
 30-months project to create an unprecedented platform for the Brazilian
-government. We also validate lessons learned reported in our previous
-work \cite{meirelles2017spb}. 
+government. Finally, we compare briefly the results of this current work to the
+lessons learned reported in our previous work.\cite{meirelles2017spb}. 
  
-% TODO: Verificar as seções
 Section \ref{sec:relatedwork} describes related work. Section 
 \ref{sec:researchdesign} describes our research questions and research
 methodology with a brief description of the case study. Section \ref{sec:results}
 \section{Related work}
 \label{sec:relatedwork}
  
-Since the publication of the Agile Manisfeto in 2001, several researches have
-been evaluated the impacts and challenges in adopting agile methodologies in
-traditional culture organizations. Nerur et al. identify the key issues that
-involve migrating from traditional to agile by comparing main practices of the
+Discussions on how to introduce new management methods into an organization are present in several papers.
+Nerur et al. identify the key issues that involve migrating from traditional to agile by comparing main practices of the
 two methodologies \cite{nerur2015challenges}. The authors point out managerial,
 organizational, people, process, and technological issues to be rethought and
 reconfigured in an organization for a successful migration. Strode et al.
 investigate the correlation between adoption of agile methodologies and
-organizational culture \cite{impactOfOrganizationalCulture}.  They evaluate the
+organizational culture \cite{impactOfOrganizationalCulture}. They evaluate the
 perception of organizational culture and the use of agile practices in nine
 software development projects, identifying organizational culture factors that
 are correlated to the implementation of agile methods.
  
-
-The use of agile methods has also been investigated and explored in
-interactions between industry and academia. Chookittikul et al. evaluate the
-increasing use of these methods by software development organizations in
-Thailand \cite{cho2011gap}. To encourage the software industry growth in the
-region, the authors suggest universities create a curricula which develops in
+How academia can collaborate with the industry in the management of software projects is also studied.
+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).  This can be achieved through some activities, such as,
-internships, agile development classes, real-world research projects, and
-collaboration between faculty and industry professionals. Sandberg et al.
+agile practices) to encourage the software industry growth in the region.
+Sandberg et al.
 report the implementation of Scrum in a collaborative research consortium
 between industry and academia (involving ten industry partners and five
-universities in Sweden) \cite{sandberg2017iacollaboration}. They present which
-adaptations were made over 6 years to promote a effective use of agile
-practices, and also overcome differences of goals and pace.
-
+universities in Sweden) \cite{sandberg2017iacollaboration}.
  
-The challenges in agile methods implementation present new variables when
-involving government. Agile methods application on the Brazilian public sector
+New variables arise when a different approach to project management is introduced to complex and large-scale organizations, such as the public sector.
+Alleman et al. describe a production deployment for the US
+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. and De Sousa et al.
-\cite{melo2013agileBr,de2016using}, but both are experiences limited to pilot
+\cite{melo2013agileBr,de2016using}, both are experiences limited to pilot
 projects. Not production-ready one that will provide more accurate data with
-the real world.  Alleman et al. describe a production deployment for the US
-government, but it focus on describing the methodology applied to address long
-term planning and value estimation \cite{alleman2003making}.
-
+the real world.  
  
 This paper differentiates itself from others by describing a production level
 software development collaboration between public sector and academia,
 analyzing differences in the development process and administrative issues of
 the two organizations, and evidencing empirical practices that harmonized the
 interactions and satisfied the development and management process of both
-sides. The focus on this paper is the whole experience of conciling the agile
-culture of academia with the traditional culture of the public sector, adapting
-the development practices and project management of those involved without
-transforming their internal processes.
+sides.
  
 % TODO: if needed, we can add this paper as related work
 %% 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.
1	1	\section{Introduction}
2	2
3		-%Falar sobre unir tradicional (guiado por tarefas e atividades) e agil (guiado por funcionalidades) - nerur et al
4		-%Falar sobre mudanças estrutura organizacional organica (agil) e burocratica (tradicional)
5		-
6	3	E-government projects differ from others due to their complexity and
7	4	extension\cite{anthopoulos2016egovernment}. They are extensive in terms of
8	5	organizational size, time, scope, target audience and corresponding resistance
...	...	@@ -14,43 +11,36 @@ challenges, not only in relation to project organization and alignment of goals
14	11	and pace \cite{sandberg2017iacollaboration}, but also to overcome the failure
15	12	trend of e-government projects \cite{goldfinch2007pessimism}.
16	13
17		-One of the most common reasons for project failure is inefficient project
18		-management \cite{anthopoulos2016egovernment}. Several development processes were
19		-introduced with the intention to increase the chances of software projects
20		-success. The traditional approach has long been used to discipline the software
21		-development process. It is a predictive approach, focus on documentation,
22		-processes oriented, and heavy based on tools \cite{awad2005comparisonAgileTrad}.
23		-On the other hand, agile methodologies embrace the adaptive software development.
24		-It is characterized by people-oriented approach
	14	+Poor project management is one of the top failure reasons of
	15	+e-government projects \cite{anthopoulos2016egovernment}. In Brazil, while
	16	+industry and academia prefer agile approach to manage their projects, -
	17	+characterized by people-oriented approach
25	18	\cite{highsmith2001agileSoftwareDevelopment}, the collaboration with clients
26	19	\cite{fowler2001newMethod}, small self-organized teams
27	20	\cite{cockburn2001peopleFactor}, and the flexibility regarding planning
28		-\cite{highsmith2002agileEco}. In a nutshell, both methodologies intend to
29		-increase the chance of the project success.
30		-
31		-In Brazil, while industry and academia are aligned on the use of agile
32		-methodologies for software development, the traditional approach is still
33		-preferred by the government. When government and academia decide to come
34		-together for the development of an e-government solution, management processes
35		-of each institution needs to be aligned. Changing the software development
36		-process represents a complex organizational change that impact several aspects
37		-such as structure, culture, and management practices\cite{nerur2015challenges}.
38		-However, neither culture nor values can be easily change and the effort for this
39		-kind of movement does not seem feasible for development projects with tight
40		-deadlines and budgets.
	21	+\cite{highsmith2002agileEco} - the government culturally uses traditional
	22	+methods to discipline its software development process - focused on
	23	+documentation, processes oriented, and heavily based on tools
	24	+\cite{awad2005comparisonAgileTrad}. When government and academia decide to
	25	+come together for the development of an e-government solution, management
	26	+processes of each institution needs to be aligned. Changing the software
	27	+development process represents a complex organizational change that
	28	+impact several aspects such as structure, culture, and management practices
	29	+\cite{nerur2015challenges}. However, neither culture nor values can be
	30	+easily change and the effort for this kind of movement does not seem
	31	+feasible for development projects with tight deadlines and budgets.
41	32
42		-This paper present practical ways to harmonize the project management traditional and agile
43		-approach in the management of a partnership project between government and
44		-academia. For this, we interviewed members involved in the project with distinct
45		-roles: requirement analysts and stakeholders of the Brazilian Ministry of
46		-Planning (MPOG), students from the University of Brasília and São Paulo, and
	33	+This paper presents practical ways of harmonizing project management process
	34	+differences existing between government and academia based on free software
	35	+development practices. For this, we interviewed members involved in the project
	36	+with distinct roles: requirement analysts of the Brazilian Ministry of Planning
	37	+(MPOG), interns of the University of Brasília and University of São Paulo, and
47	38	senior developers. We also analyze data collected from the management and
48		-communication tools. We these results, we evidence best practices adopted on a
	39	+communication tools. With these results, we evidence best practices adopted on a
49	40	30-months project to create an unprecedented platform for the Brazilian
50		-government. We also validate lessons learned reported in our previous
51		-work \cite{meirelles2017spb}.
	41	+government. Finally, we compare briefly the results of this current work to the
	42	+lessons learned reported in our previous work.\cite{meirelles2017spb}.
52	43
53		-% TODO: Verificar as seções
54	44	Section \ref{sec:relatedwork} describes related work. Section
55	45	\ref{sec:researchdesign} describes our research questions and research
56	46	methodology with a brief description of the case study. Section \ref{sec:results}
...	...
1	1	\section{Related work}
2	2	\label{sec:relatedwork}
3	3
4		-Since the publication of the Agile Manisfeto in 2001, several researches have
5		-been evaluated the impacts and challenges in adopting agile methodologies in
6		-traditional culture organizations. Nerur et al. identify the key issues that
7		-involve migrating from traditional to agile by comparing main practices of the
	4	+Discussions on how to introduce new management methods into an organization are present in several papers.
	5	+Nerur et al. identify the key issues that involve migrating from traditional to agile by comparing main practices of the
8	6	two methodologies \cite{nerur2015challenges}. The authors point out managerial,
9	7	organizational, people, process, and technological issues to be rethought and
10	8	reconfigured in an organization for a successful migration. Strode et al.
11	9	investigate the correlation between adoption of agile methodologies and
12		-organizational culture \cite{impactOfOrganizationalCulture}. They evaluate the
	10	+organizational culture \cite{impactOfOrganizationalCulture}. They evaluate the
13	11	perception of organizational culture and the use of agile practices in nine
14	12	software development projects, identifying organizational culture factors that
15	13	are correlated to the implementation of agile methods.
16	14
17		-
18		-The use of agile methods has also been investigated and explored in
19		-interactions between industry and academia. Chookittikul et al. evaluate the
20		-increasing use of these methods by software development organizations in
21		-Thailand \cite{cho2011gap}. To encourage the software industry growth in the
22		-region, the authors suggest universities create a curricula which develops in
	15	+How academia can collaborate with the industry in the management of software projects is also studied.
	16	+Chookittikul et al. evaluates the increasing use of the agile methods by software development organizations in
	17	+Thailand and suggests universities create a curricula which develops in
23	18	their undergraduate students practical skills required by industry (mainly
24		-agile practices). This can be achieved through some activities, such as,
25		-internships, agile development classes, real-world research projects, and
26		-collaboration between faculty and industry professionals. Sandberg et al.
	19	+agile practices) to encourage the software industry growth in the region.
	20	+Sandberg et al.
27	21	report the implementation of Scrum in a collaborative research consortium
28	22	between industry and academia (involving ten industry partners and five
29		-universities in Sweden) \cite{sandberg2017iacollaboration}. They present which
30		-adaptations were made over 6 years to promote a effective use of agile
31		-practices, and also overcome differences of goals and pace.
32		-
	23	+universities in Sweden) \cite{sandberg2017iacollaboration}.
33	24
34		-The challenges in agile methods implementation present new variables when
35		-involving government. Agile methods application on the Brazilian public sector
	25	+New variables arise when a different approach to project management is introduced to complex and large-scale organizations, such as the public sector.
	26	+Alleman et al. describe a production deployment for the US
	27	+government, focus on describing the methodology applied to address long
	28	+term planning and value estimation \cite{alleman2003making}.
	29	+Agile methods application on the Brazilian public sector
36	30	are approached by Melo et al. and De Sousa et al.
37		-\cite{melo2013agileBr,de2016using}, but both are experiences limited to pilot
	31	+\cite{melo2013agileBr,de2016using}, both are experiences limited to pilot
38	32	projects. Not production-ready one that will provide more accurate data with
39		-the real world. Alleman et al. describe a production deployment for the US
40		-government, but it focus on describing the methodology applied to address long
41		-term planning and value estimation \cite{alleman2003making}.
42		-
	33	+the real world.
43	34
44	35	This paper differentiates itself from others by describing a production level
45	36	software development collaboration between public sector and academia,
46	37	analyzing differences in the development process and administrative issues of
47	38	the two organizations, and evidencing empirical practices that harmonized the
48	39	interactions and satisfied the development and management process of both
49		-sides. The focus on this paper is the whole experience of conciling the agile
50		-culture of academia with the traditional culture of the public sector, adapting
51		-the development practices and project management of those involved without
52		-transforming their internal processes.
	40	+sides.
53	41
54	42	% TODO: if needed, we can add this paper as related work
55	43	%% 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.
...	...