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[oss-2018] solving pending fixes in related work
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oss2018/content/02-relatedwork.tex
| @@ -5,15 +5,17 @@ | @@ -5,15 +5,17 @@ | ||
| 5 | % Eu acho que deixaria a frase mais completa | 5 | % Eu acho que deixaria a frase mais completa |
| 6 | Discussions on how to introduce new management methods into an organization are | 6 | Discussions on how to introduce new management methods into an organization are |
| 7 | present in several works. Nerur et al. recognized critical issues concerning | 7 | present in several works. Nerur et al. recognized critical issues concerning |
| 8 | -the migration from traditional to agile by comparing practices of both | ||
| 9 | -methodologies \cite{nerur2015challenges}.\todo{Traditional To agile what? Development?Management?} | ||
| 10 | -The authors point out managerial, | ||
| 11 | -organizational, people, process, and technological issues to be rethought and | ||
| 12 | -reconfigured in an organization for a successful migration. Strode et al. | ||
| 13 | -investigated the relationship between the adoption of agile methodologies and | ||
| 14 | -organizational culture \cite{impactOfOrganizationalCulture} by evaluating nine | ||
| 15 | -projects. They identified a set of factors directly linked to agile | ||
| 16 | -methods.\todo{e qual a conclusão?} | 8 | +the migration from traditional to agile software development by comparing |
| 9 | +practices of both methodologies \cite{nerur2015challenges} The authors point out | ||
| 10 | +managerial, organizational, people, process, and technological issues to be | ||
| 11 | +rethought and reconfigured in an organization for a successful migration. Strode | ||
| 12 | +et al. investigated the relationship between the adoption of agile methodologies | ||
| 13 | +and organizational culture \cite{impactOfOrganizationalCulture} by evaluating | ||
| 14 | +nine projects. They identified a set of six factors directly linked to agile | ||
| 15 | +methods and concluded that the presence of these aspects in an organization is | ||
| 16 | +proportional to the value of agile methodologies usage for their projects. As | ||
| 17 | +Nerur et al., Strode et al. also said that the adoption of agile development | ||
| 18 | +techniques does indeed produce changes in an organization's culture. | ||
| 17 | 19 | ||
| 18 | Some works also discuss how academia can collaborate with the industry in the | 20 | Some works also discuss how academia can collaborate with the industry in the |
| 19 | management of software projects. Chookittikul et al. evaluated the increasing | 21 | management of software projects. Chookittikul et al. evaluated the increasing |
| @@ -21,9 +23,12 @@ use of the agile techniques in software development companies in Thailand. | @@ -21,9 +23,12 @@ use of the agile techniques in software development companies in Thailand. | ||
| 21 | The authors suggested that universities should create curricula that develop | 23 | The authors suggested that universities should create curricula that develop |
| 22 | in their undergraduate students practical skills required by industry (mainly | 24 | in their undergraduate students practical skills required by industry (mainly |
| 23 | agile practices) to promote growth inlocal software businesses \cite{cho2011gap}. | 25 | agile practices) to promote growth inlocal software businesses \cite{cho2011gap}. |
| 24 | -Sandberg et al. report the use of Scrum in a collaborative research consortium | ||
| 25 | -between industry and academia (involving ten industry partners and five | ||
| 26 | -universities in Sweden) \cite{sandberg2017iacollaboration}.\todo{e qual a conclusão?} | 26 | +They report the use of Scrum in an industry-academia research consortium |
| 27 | +(involving ten industry partners and five universities in Sweden) | ||
| 28 | +\cite{sandberg2017iacollaboration}. Through a case study, they show that being | ||
| 29 | +able to unite the main activities of interest of the organizations involved is | ||
| 30 | +essential for the success of collaborative research between industry and | ||
| 31 | +academia. | ||
| 27 | 32 | ||
| 28 | Complex and large-scale organizations, such as the public administration, have | 33 | Complex and large-scale organizations, such as the public administration, have |
| 29 | to deal with multiple project variables. Alleman et al. describe a production | 34 | to deal with multiple project variables. Alleman et al. describe a production |