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Commit 730ce0ceb52cf55a183d72f5e7656f3b837f4449

Authored by Melissa Wen
1 parent df760de3
Exists in master and in 3 other branches oss_2018, oss_2018_siqueira, rework_case_study

[icse2018] fix make

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icse2018/content/01-introduction.tex
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... ... @@ -3,8 +3,8 @@
3 3 %Falar sobre unir tradicional (guiado por tarefas e atividades) e agil (guiado por funcionalidades) - nerur et al
4 4 %Falar sobre mudanças estrutura organizacional organica (agil) e burocratica (tradicional)
5 5  
6   -E-government projects are different from the others due to their complexity in
7   -terms of organizational size; proportional resistance to changes; innovation;
  6 +Egovernment projects are different from the others due to their complexity in
  7 +terms of organizational size, proportional resistance to changes, innovation,
8 8 impacts to end users and policies. The partnership between government and
9 9 academia could be seen as a means of transferring technological knowledge for
10 10 the creation of innovative e-government projects. This type of collaboration has
... ... @@ -23,31 +23,31 @@ characterized by the predictive approach, focus on documentation, processes
23 23 oriented, and heavy based on tools\cite{comparisonAgileTraditional}. The agile
24 24 method, on the other hand, embraces the adaptative approach. It is characterized
25 25 by the people-oriented approach \cite{agileSoftwareDevelopment}, the
26   -collaboration with clients \cite{theNewMethodology}, small self-organized teams
  26 +collaboration with clients \cite{theNewMethodology}, small selforganized teams
27 27 \cite{peopleFactor}, and the flexibility regarding planning
28 28 \cite{agileSoftwareDevelopmentEco}. In a nutshell, both methodologies intend to
29 29 increase the chance of the project success. While industry and academia are
30 30 aligned on the use of agile methodologies for software development, the
31   -traditional approach is still preferred by the government (?).
  31 +traditional approach is still preferred by the government.
32 32  
33 33 When government and academia decide to come together for the development of an
34 34 e-government solution, management processes of each institution needs to be
35 35 aligned. Changing the software development process represents a complex
36 36 organizational change that impact several aspects such as structure, culture,
37   -and management practices. However, neither culture nor values ​​can be easily
38   -modified and the effort for this kind of movement does not seem feasible for
  37 +and management practices. However, neither culture nor values can be easily
  38 +change and the effort for this kind of movement does not seem feasible for
39 39 development projects with tight deadlines and budgets.
40 40  
41   -In this article we present practical ways to harmonize the traditional and agile
  41 +This paper present practical ways to harmonize the traditional and agile
42 42 approach in the management of a partnership project between government and
43   -academia. These practices are evidenced and validated using the case of the SPB
44   -project, which created an unprecedented platform for the Brazilian government.
45   -For this, we interviewed the various roles involved in the project: employees
46   -and stakeholders of the planning ministry and senior students and developers
47   -from the University of Brasília and São Paulo. Together, we analyze data
48   -collected from the management and communication tools used during 30 months of
49   -the project to find best practices, discuss the conflicts and validate lessons
50   -learned reported in our previous work\cite{meirelles2017spb} .
  43 +academia. For this, we interviewed members involved in the project with distinct
  44 +roles: requirement analysts and stakeholders of the Brazilian Ministry of
  45 +Planning (MPOG), students from the University of Brasília and São Paulo and
  46 +senior developers. We also analyze data collected from the management and
  47 +communication tools. We these results, we evidence best practices adopted on a
  48 +30-months project to create an unprecedented platform for the Brazilian
  49 +government. We also validate lessons learned reported in our previous
  50 +work\cite{meirelles2017spb}.
51 51  
52 52 % TODO: Verificar as seções
53 53 Section \ref{sec:relatedwork} discuss the related work on blablabla. Section \ref{sec:casestudy} presents blablabla. Section
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icse2018/content/04-case.tex
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1 1 \section{The Case Study}
2 2 \label{sec:casestudy}
3 3  
4   -%In this section, we present the SPB platform (its goals and its users) and describe the three-years-long project for the evolution of the platform (its development and management process and its organizational structure: team, coordination, roles and interactions). We will also describe the governmental organizational structure and how they managed the project (staff, roles, documentation / reports required) and, finally, we will present possible points of conflict and their possible impacts on the project.
5   -
6 4  
7 5 The Brazilian Public Software portal is an e-government project for sharing Brazilian Public Software, a specific type of software that meets the needs of modernization of public administration. The availability of this software in electronic via aims at saving public resources, benefiting the State and society. The first version of the portal was released in 2007 and it was based on the OpenACS software. OpenACS was no longer maintained by the community and 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.
8 6  
9   -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 employees 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 & 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.
  7 +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 employees 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.
10 8  
11 9 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.
12 10  
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