[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.