Download as
Browse Code »

Commit 7acccdfea6e444405b0c3924b2adaaf4a0548b86

Authored by Paulo Meireles
1 parent 2b08f863
Exists in master and in 3 other branches oss_2018, oss_2018_siqueira, rework_case_study

[icse2018] re-organizing sections

Showing 6 changed files with 66 additions and 68 deletions   Show diff stats
icse2018/content/03-context.tex
View file @2b08f86
... ... @@ -1,7 +0,0 @@
1   -\section{The Case Study}
2   -\label{sec:case_study}
3   -
4   -% What is the Brazilian government structure?
5   -% How are IT projects managed?
6   -% What were the conflicts between government and development team?
7   -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.
icse2018/content/03-relatedwork.tex 0 → 100644
  Diff comments   View file @7acccdf
... ... @@ -0,0 +1,57 @@
  1 +\section{Related work}
  2 +
  3 +Since the publication of the Agile Manisfeto in 2001, several researches have
  4 +been evaluated the impacts and challenges in adopting agile
  5 +methodologies in traditional culture organizations. Nerur et al. identify the
  6 +key issues that involve migrating from traditional to agile by
  7 +comparing main practices of the two methodologies \cite{nerur2015challenges}. In their work, the
  8 +authors point out managerial, organizational, people, process and technological
  9 +issues to be rethought and reconfigured in an organization for a
  10 +successful migration. Strode et al. investigate the correlation between
  11 +adoption of agile methodologies and organizational culture \cite{impactOfOrganizationalCulture}. They evaluate the
  12 +perception of organizational culture and the use of agile practices in nine
  13 +software development projects and identify organizational culture factors
  14 +that are correlated to the implementation of agile methods.
  15 +
  16 +
  17 +The use of agile methods has also been investigated and explored in
  18 +interactions between industry and academia. Chookittikul et al. evaluate the
  19 +increasing use of these methods by software development organizations in
  20 +Thailand \cite{cho2011gap}. To encourage the software industry growth in the region, the authors
  21 +suggest universities create a curricula which develops in their undergraduate
  22 +students practical skills required by industry (mainly agile practices).
  23 +This can be achieved through some activities, such as, internships, agile
  24 +development classes, real-world research projects, and collaboration between
  25 +faculty and industry professionals. Sandberg et al. report the implementation
  26 +of SCRUM in a collaborative research consortium between industry and academia
  27 +(involving ten industry partners and five universities in Sweden) \cite{sandberg2017iacollaboration}. They present
  28 +which adaptations were made over 6 years to promote a effective use of agile
  29 +practices, and also overcome differences of goals and pace.
  30 +
  31 +
  32 +The challenges in agile methods implementation present new variables when
  33 +involving government. Agile methods application on the Brazilian public sector
  34 +are approached by Melo et al. and De Sousa et al.
  35 +\cite{melo2010adoccao,de2016using}, but both are experiences limited to pilot projects. Not
  36 +production-ready one that will provide more accurate data with the real world.
  37 +Alleman et al. describe a production deployment for
  38 +the US government, but it focus on describing the methodology applied to
  39 +address long term planning and value estimation \cite{alleman2003making}.
  40 +
  41 +
  42 +This paper differentiates itself from others by describing a production level
  43 +software development collaboration between public sector and academia,
  44 +analyzing differences in the development process and administrative issues of
  45 +the two organizations, and evidencing empirical practices that harmonized the
  46 +interactions and satisfied the development and management process of both
  47 +sides. The focus on this paper is the whole experience of conciling the agile
  48 +culture of academia with the traditional culture of the public sector, adapting
  49 +the development practices and project management of those involved without
  50 +transforming their internal processes.
  51 +%Melhorar o que o diferencia dos demais
  52 +
  53 +% TODO: if needed, we can add this paper as related work
  54 +%% 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.
  55 +
  56 +%Talvez seria relevante citar Extending Patterns for Fearless Change: sobre como introduzir novas ideias em uma organização tradicional (em particular, como introduzir métodos ágeis)
  57 +%O Mestrado do Alexandre Freire sobre como ensinar métodos ágeis que tem toda um capítulo sobre governo: https://www.ime.usp.br/~ale/dissertacao_ale_para_web.pdf
... ...
icse2018/content/04-case.tex 0 → 100644
  Diff comments   View file @7acccdf
... ... @@ -0,0 +1,7 @@
  1 +\section{The Case Study}
  2 +\label{sec:case_study}
  3 +
  4 +% What is the Brazilian government structure?
  5 +% How are IT projects managed?
  6 +% What were the conflicts between government and development team?
  7 +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.
... ...
icse2018/content/04-materials.tex
View file @2b08f86
... ... @@ -1,2 +0,0 @@
1   -\section{Materials}
2   -Describe the SPB platform focusing on components from which we use to extract data. Explain how it was used during the development.
icse2018/content/09-related_work.tex
View file @2b08f86
... ... @@ -1,57 +0,0 @@
1   -\section{Related work}
2   -
3   -Since the publication of the Agile Manisfeto in 2001, several researches have
4   -been evaluated the impacts and challenges in adopting agile
5   -methodologies in traditional culture organizations. Nerur et al. identify the
6   -key issues that involve migrating from traditional to agile by
7   -comparing main practices of the two methodologies \cite{nerur2015challenges}. In their work, the
8   -authors point out managerial, organizational, people, process and technological
9   -issues to be rethought and reconfigured in an organization for a
10   -successful migration. Strode et al. investigate the correlation between
11   -adoption of agile methodologies and organizational culture \cite{impactOfOrganizationalCulture}. They evaluate the
12   -perception of organizational culture and the use of agile practices in nine
13   -software development projects and identify organizational culture factors
14   -that are correlated to the implementation of agile methods.
15   -
16   -
17   -The use of agile methods has also been investigated and explored in
18   -interactions between industry and academia. Chookittikul et al. evaluate the
19   -increasing use of these methods by software development organizations in
20   -Thailand \cite{cho2011gap}. To encourage the software industry growth in the region, the authors
21   -suggest universities create a curricula which develops in their undergraduate
22   -students practical skills required by industry (mainly agile practices).
23   -This can be achieved through some activities, such as, internships, agile
24   -development classes, real-world research projects, and collaboration between
25   -faculty and industry professionals. Sandberg et al. report the implementation
26   -of SCRUM in a collaborative research consortium between industry and academia
27   -(involving ten industry partners and five universities in Sweden) \cite{sandberg2017iacollaboration}. They present
28   -which adaptations were made over 6 years to promote a effective use of agile
29   -practices, and also overcome differences of goals and pace.
30   -
31   -
32   -The challenges in agile methods implementation present new variables when
33   -involving government. Agile methods application on the Brazilian public sector
34   -are approached by Melo et al. and De Sousa et al.
35   -\cite{melo2010adoccao,de2016using}, but both are experiences limited to pilot projects. Not
36   -production-ready one that will provide more accurate data with the real world.
37   -Alleman et al. describe a production deployment for
38   -the US government, but it focus on describing the methodology applied to
39   -address long term planning and value estimation \cite{alleman2003making}.
40   -
41   -
42   -This paper differentiates itself from others by describing a production level
43   -software development collaboration between public sector and academia,
44   -analyzing differences in the development process and administrative issues of
45   -the two organizations, and evidencing empirical practices that harmonized the
46   -interactions and satisfied the development and management process of both
47   -sides. The focus on this paper is the whole experience of conciling the agile
48   -culture of academia with the traditional culture of the public sector, adapting
49   -the development practices and project management of those involved without
50   -transforming their internal processes.
51   -%Melhorar o que o diferencia dos demais
52   -
53   -% TODO: if needed, we can add this paper as related work
54   -%% 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.
55   -
56   -%Talvez seria relevante citar Extending Patterns for Fearless Change: sobre como introduzir novas ideias em uma organização tradicional (em particular, como introduzir métodos ágeis)
57   -%O Mestrado do Alexandre Freire sobre como ensinar métodos ágeis que tem toda um capítulo sobre governo: https://www.ime.usp.br/~ale/dissertacao_ale_para_web.pdf
icse2018/spb-icse-seip.tex
  Diff comments   View file @7acccdf
... ... @@ -73,12 +73,12 @@
73 73  
74 74 \input{content/01-introduction}
75 75 \input{content/02-background}
76   -\input{content/03-context}
  76 +\input{content/03-relatedwork}
  77 +\input{content/04-case}
77 78 \input{content/05-methods}
78 79 \input{content/06-results}
79 80 \input{content/07-discussion}
80 81 \input{content/08-conclusions}
81   -\input{content/09-related_work}
82 82  
83 83 \bibliographystyle{ACM-Reference-Format}
84 84 \bibliography{bibliography}
... ...