[opensym] Minor improvements

Paulo Meireles
1 parent 6d2c48b8
Showing 2 changed files with 16 additions and 20 deletions Show diff stats
opensym2017/content/04-researchdesign.tex
opensym2017/content/09-conclusion.tex
@@ -7,9 +7,7 @@ empirical work process and the lessons learned. In the begins of the new SPB
 Portal project, we had in mind 3 main challenges to overcome, as explained in
 the following open questions.
-\begin{description}
-
-\item [Q1:] \textit{Which strategy could be used to integrate several existing
+\textbf{Q1:} \textit{Which strategy could be used to integrate several existing
 FLOSS tools to promote the collaborative software development?}
 %
 Based on an extensive list of functional requirements defined by the Brazilian
@@ -20,7 +18,7 @@ were fully aware that we would need to improve those systems in order to
 provide the rest. We were also convinced that it would be impossible to provide
 all of those requirements with a single tool.
-\item [Q2:] \textit{How to involve students in real-world projects interacting with
+\textbf{Q2:} \textit{How to involve students in real-world projects interacting with
 real customers?}
 %
 Our team was mainly composed of software engineering undergraduate
@@ -29,7 +27,7 @@ designers on the team, as well as with the team of technicians and
 managers from the Brazilian Government, and the management team from
 UnB. For the majority of the students, this was a first professional experience. We have define an approach to involve the undergraduate students in this project with a central role in our development process.
-\item [Q3:] \textit{How to introduce the FLOSS collaborative and agile
+\textbf{Q3:} \textit{How to introduce the FLOSS collaborative and agile
 practices to governmental development process?}
 %
 The Brazilian government works based on a very traditional way regarding
@@ -39,5 +37,3 @@ certain expectations about the development of project according to RUP
 (Rational Unified Process) and PMBOK (Project Management Body of Knowledge)
 approaches, what not match our work based on agile and FLOSS practices. We have
 created strategies that would support different these organizational cultures.
-
-\end{description}
@@ -11,7 +11,7 @@ possible to mitigate conflicts experienced in the development environment
 and to conciliate governmental and academy cultures. To summarize our main contributions, we answered in this section the three open questions those guided this paper.
-\textbf{Q1 -- Which strategy could be used to integrate several existing
+\textbf{Q1:} \textit{Which strategy could be used to integrate several existing
 FLOSS tools to promote the collaborative software development?}
 %
 The SPB portal integrates more than 10 FLOSS tools and provides several features,
@@ -25,7 +25,7 @@ were identified, specific teams were formed to work with each one of them
 and each team was composed of students with different levels of skills and at
 least one senior professional.
-\textbf{Q2 -- How to involve students in real-world projects interacting with
+\textbf{Q2:} \textit{How to involve students in real-world projects interacting with
 real customers?}
 %
 In terms of mitigating conflicts, we tried to show that, as long as the
@@ -48,7 +48,7 @@ After the end of the project, some students successfully
 embraced opportunities in public and private sectors, within national borders
 and abroad. Some other students went further and started their own companies.
-\textbf{Q3 -- How to introduce the FLOSS collaborative and agile
+\textbf{Q3:} \textit{How to introduce the FLOSS collaborative and agile
 practices to governmental development process?}
 With some adaptations, what we called the ``translation processes'', it is feasible
 to conciliate agile methodologies and FLOSS practices to develop software to 
@@ -65,7 +65,7 @@ university.
 From the answers of our initial open questions, we can also highlighted six lessons learned to make easier to share our experience during the development of the new SPB Portal.
-\textbf{L1 -- The participation of experienced professionals is crucial to
+\textbf{L1:} \textit{The participation of experienced professionals is crucial to
 the success of the project.} 
 One important factor for the students was the composition of the teams
 with the participation of experienced professionals.
@@ -80,7 +80,7 @@ are, in the end, the ones responsible for the project -- is crucial to
 make sure students participation is conducted in a healthy way, and it is an
 instance of leading by example.
-\textbf{L2 -- A balanced relationship between academia and industry.}
+\textbf{L2:} \textit{A balanced relationship between academia and industry.}
 The experience of the SPB project led UnB to develop a work style which
 proved to be appropriate for an educational environment that brings
 academia and industry together.
@@ -103,10 +103,10 @@ opportunities in public, private, national, and international
 organizations, in addition to those students that
 opened their own companies.
-\textbf{L3 -- Managing different organizational cultures.}
+\textbf{L3:} \textit{Managing different organizational cultures.}
 In the beginning of the project, the Brazilian Government stakeholders
 had certain expectations about the project development that, let's
-say, didn't exactly match our work style based on agile and FLOSS practices.
+say, did not exactly match our work style based on agile and FLOSS practices.
 %
 We had to develop strategies that would support these different
 organizational cultures. The
@@ -116,7 +116,7 @@ create a translation process between our team and the MP managers who
 managed the project on their side assuming a traditional waterfall
 process.
-\textbf{L4 -- Managing higher-level and lower-level goals separately.}
+\textbf{L4:} \textit{Managing higher-level and lower-level goals separately.}
 During the initial phase of the project, the MP team has brought
 strategic discussions to technical/operational meetings that
 were supposed to be about practical technical decisions.
@@ -131,7 +131,7 @@ discussions caused confusion on both sides.
 From the middle of the project we were able to keep those
 concerns separated, what eased the work of everyone involved.
-\textbf{L5 -- Living with ill-advised political decisions.}
+\textbf{L5:} \textit{Living with ill-advised political decisions.}
 At the initial phases of the project, by political and personal
 motivation, the main stakeholders from the Brazilian government imposed
 the use of Colab to guide the development of the new SPB platform. Our
@@ -149,7 +149,7 @@ project and after our analysis on the decision made by the MP, we
 understand that MP managers are capable of ignoring technical reasons
 in favor of political decisions.
-\textbf{L6 -- Consider sustainability from the beginning.}
+\textbf{L6:} \textit{Consider sustainability from the beginning.}
 In the process of deploying the SPB platform in the MP infrastructure we had
 to interact with the MP technicians. We did several workshops, training
 and a meticulous documentation describing all the required procedures to
@@ -169,7 +169,7 @@ should have been more involved with the process so they could at least be
 comfortable in managing the platform infrastructure.
-Ultimately, the SPB portal is available at \url{softwarepublico.gov.br}. All
+Ultimately, the SPB portal is in production and its full
 documentation, including detailed architecture and operation manuals are
 also available\footnote{\url{https://softwarepublico.gov.br/doc/}}.
 %
@@ -182,8 +182,8 @@ participate in these projects.
 Future work should use data produced by the project to validate and evaluate
 how the used FLOSS and Agile practices have impacted the students and the
-governmental development process. For this, we would conduce a \textit{postmortem}
-analysis using the project open data and a survey targeting the involved actors.
+governmental development process. For this, we will conduce a \textit{postmortem}
+analysis using the project open data and a survey targeting the involved stakeholders.
 %===========
 % Conclusion