From 3c84d052041e549adc5ca1ca345d1b54c6b91b0f Mon Sep 17 00:00:00 2001 From: Melissa Wen Date: Mon, 1 Jan 2018 21:23:42 -0200 Subject: [PATCH] [oss-2018] refactoring case study --- icse2018/content/01-introduction.tex | 2 +- icse2018/content/04-case.tex | 134 +++++++++++++++++++++++++++++++++++++++++++++++++++++++++----------------------------------------------------------------------------- 2 files changed, 58 insertions(+), 78 deletions(-) diff --git a/icse2018/content/01-introduction.tex b/icse2018/content/01-introduction.tex index 2b56068..1fd502e 100644 --- a/icse2018/content/01-introduction.tex +++ b/icse2018/content/01-introduction.tex @@ -40,7 +40,7 @@ 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 traditional and agile +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 diff --git a/icse2018/content/04-case.tex b/icse2018/content/04-case.tex index c697cb9..0b1c391 100644 --- a/icse2018/content/04-case.tex +++ b/icse2018/content/04-case.tex @@ -1,86 +1,66 @@ -\section{The Case Study} -\label{sec:casestudy} +The project to evolve the Brazilian Public Software Portal +\cite{meirelles2017spb} was a partnership between government and academia held +between 2014 and 2016. In order to solve maintenance problems and fill +design-reality gaps in the portal, the Ministry of Planning (MPOG) joined the +University of Brasília (UnB) and the University of São Paulo (USP) to develop a +platform with features and technologies novelties in the government context. -%TODO Repensar a escrita +The academic team carried out development activities in the Advanced Laboratory +of Production, Research and Innovation in Software Engineering of UnB. The +project management and development process in this laboratory is usually +executed adopting agile methodologies, such as Extreme Programming (XP), Scrum +and Kanban. For this project, a total of 42 undergraduate students, two master's +students and two coordinator-professors participated in the development team. +Six IT professionals were also hired as senior developers due their vast +experiences in Front-end/UX or in one of the softwares integrated to the +platform. +The government team was composed of a director, a coordinator, and two IT +analysts from a department of MPOG. Although it was responsible for the +execution of this collaboration project, this department generally does not +execute development of ministry's software. This department is responsible for +contracting and homologating software development services and follows +traditional management approaches, such as the RUP. -The Brazilian Public Software portal is an e-government project for sharing -public software projects, specific type of systems that meets the needs of -modernization of the Brazilian public administration. The vailability of this -software in electronic via aims at saving public resources, benefiting the -State and society. +In order to manage the project progress, these two aforementioned teams +periodically met in person. These meetings initially only took place at the +ministry's headquarters to discuss strategic/political and technical goals. +These meetings were held monthly with the presence of two UnB professors, the +executive-secretary of the Presidency (project supporter) and all MPOG members +responsible for the project. The management of the development team was +concentrated in the academia side. The workflow was organized in Redmine in +biweekly sprints and 4-month releases, with intermediate deliveries hosted in +university environment. However, with the progress of the project, this format +proved to be inefficient. Conflicts between the internal management processes +and differences in pace and goals of each institution were compromising the +platform development. -The first version of the portal was released in 2007 but the lack of new -development and sustainability projects made the platform obsolete with -uncontrollable crashes. With approximately 145 requirements mapped out in -dialogues with public agencies and society, a new platform needed to be -created. -%TODOc: refazer e avaliar se basta citarmos o nosso paper da OSS +In this case study, we focus on analyzing the dynamics between government and +academia for collaborative development. We aim to map the practices adopted in +the project management and development process to harmonize the cultural and +organizational differences of the institutions involved. Our analysis was guided +by the following research questions: +\textbf{Q1.} {How to combine different teams with different management processes +in a government-academia collaboration project?} -The evolution of the Brazilian Public Software platform was a partnership -project between the Brazilian government and Brazilian public universities -between the years 2014 and 2016. The management and development team was made -up of staff from the Ministry of Planning (MPOG), professors from the -University of Brasília (UnB), professionals of the IT market, MSc students in -Computer Science at the University of São Paulo (USP), and undergraduate -students in Software Engineering at the University of Brasília. The project was -developed physically in the Advanced Laboratory of Production, Research and -Innovation in Software of UnB. In Brasília, capital of Brazil, the federal -government is the most important customer and the largest bidder of software -development contracts. Understanding the particularities of projects with the -government and being prepared to meet your goals and pace of production is -important for students professionally. Thus, this collaborative project was an -opportunity for the transfer of knowledge between academia and government and -for the practical application of the project management methods taught in the -undergraduate course in Software Engineering. -%TODO:Muita informação/detalhe desnessário +In this first moment, we describe what changes in the management model and the +development process have improved interactions between institutions, as well as +internally. To map the benefits obtained by these movements, we use evidence +obtained from interviews and online surveys with members on both sides, after +project closure. We also collect data from management and communication tools +used throughout the project. +In a second moment, we address our analysis to issues related to organizational +differences and diversity of project members in terms of maturity and experience +in collaborative development. The harmony between teams sought not only to +approximate the mind-set and culture of teams but also to delimitate the +interactions between different roles and responsibilities. Evaluating this +synergy generates the second research question: -Differences in the organizational and managerial structure of the institutions -to which each member belonged generated differences in goals, requirements and -pace of execution. On the MPOG side, the requirements analysts were ministry -staff who interacted most actively with the development team, their -productivity was reported to their coordinator, and their coordinator reported -to the board of directors. The director of the department responsible for -software development had no autonomy over the deployment infrastructure. As the -development and deployment of the ministry followed a traditional approach, -opening a window of dialogue between these two departments for software -deployment in production was usually not costly. Thus, the development of a -software solution basically passed through the following steps: mapping -requirements, prepararing a contract of licitation, hiring of contract -executor, homologation of the product, delivery and deployment of the software, -and payment. +\textbf{Q2.} \textit{Which boundaries should be established between government +and academia teams in collaboration interactions?} -On the UnB side, the agile approach was used for development. -% -Due to the amount -and maturity of the requirements demanded and the novelty, in the governmental -context, of several features, the traditional methodologies was unsuitable for -the development of complex integrated software platform. -% TODO: bem truncado ^ -The coordinator led -the dialogue with board of directors as well as managbed the interactions -between MPOG staff and dedveloper team. The development team was divided into -specific groups for the main contexts and there was self-coordination among -team members. The activities were organized by sprints of 15 days and the epics -in 4 months. The development was incremental, with intermediate deliveries. -% -Due -to differences in deployment pace between MPOG and UnB and other bureaucratic -issues, the first version of the portal was launched on the university -infrastructure and later migrated to the ministry infrastructure. -% TODO: podemos citar nosso paper aceito na IEEE e não citar este último detalhes - - -The main conflicts in the development process of the platform arose from the -very nature of traditional and agile approaches: the government expected fully -specified functionalities before implementation, a large volume of -documentation, formalization of reports with full functionality deliveries, -function point calculations for changes in requirements; the academy understood -that features should be broken down into small functionalities with short-term -deliverables for validation, decisions about what would be developed and how it -would be developed should be collaboratively taken between client and -developers, roles were flexible and organized organically. - -%TODO: ainda falta fechar com algo +We highlight positive and negative effects of boundaries created among project +member using evidences from interview responses and open field responses from +online surveys. -- libgit2 0.21.2