diff --git a/icse2018/content/03-context.tex b/icse2018/content/03-context.tex deleted file mode 100644 index d86b813..0000000 --- a/icse2018/content/03-context.tex +++ /dev/null @@ -1,7 +0,0 @@ -\section{The Case Study} -\label{sec:case_study} - -% What is the Brazilian government structure? -% How are IT projects managed? -% What were the conflicts between government and development team? -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. diff --git a/icse2018/content/03-relatedwork.tex b/icse2018/content/03-relatedwork.tex new file mode 100644 index 0000000..dc5ff84 --- /dev/null +++ b/icse2018/content/03-relatedwork.tex @@ -0,0 +1,57 @@ +\section{Related work} + +Since the publication of the Agile Manisfeto in 2001, several researches have +been evaluated the impacts and challenges in adopting agile +methodologies in traditional culture organizations. Nerur et al. identify the +key issues that involve migrating from traditional to agile by +comparing main practices of the two methodologies \cite{nerur2015challenges}. In their work, the +authors point out managerial, organizational, people, process and technological +issues to be rethought and reconfigured in an organization for a +successful migration. Strode et al. investigate the correlation between +adoption of agile methodologies and organizational culture \cite{impactOfOrganizationalCulture}. They evaluate the +perception of organizational culture and the use of agile practices in nine +software development projects and identify organizational culture factors +that are correlated to the implementation of agile methods. + + +The use of agile methods has also been investigated and explored in +interactions between industry and academia. Chookittikul et al. evaluate the +increasing use of these methods by software development organizations in +Thailand \cite{cho2011gap}. To encourage the software industry growth in the region, the authors +suggest universities create a curricula which develops in their undergraduate +students practical skills required by industry (mainly agile practices). +This can be achieved through some activities, such as, internships, agile +development classes, real-world research projects, and collaboration between +faculty and industry professionals. Sandberg et al. report the implementation +of SCRUM in a collaborative research consortium between industry and academia +(involving ten industry partners and five universities in Sweden) \cite{sandberg2017iacollaboration}. They present +which adaptations were made over 6 years to promote a effective use of agile +practices, and also overcome differences of goals and pace. + + +The challenges in agile methods implementation present new variables when +involving government. Agile methods application on the Brazilian public sector +are approached by Melo et al. and De Sousa et al. +\cite{melo2010adoccao,de2016using}, but both are experiences limited to pilot projects. Not +production-ready one that will provide more accurate data with the real world. +Alleman et al. describe a production deployment for +the US government, but it focus on describing the methodology applied to +address long term planning and value estimation \cite{alleman2003making}. + + +This paper differentiates itself from others by describing a production level +software development collaboration between public sector and academia, +analyzing differences in the development process and administrative issues of +the two organizations, and evidencing empirical practices that harmonized the +interactions and satisfied the development and management process of both +sides. The focus on this paper is the whole experience of conciling the agile +culture of academia with the traditional culture of the public sector, adapting +the development practices and project management of those involved without +transforming their internal processes. +%Melhorar o que o diferencia dos demais + +% TODO: if needed, we can add this paper as related work +%% 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. + +%Talvez seria relevante citar Extending Patterns for Fearless Change: sobre como introduzir novas ideias em uma organização tradicional (em particular, como introduzir métodos ágeis) +%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 diff --git a/icse2018/content/04-case.tex b/icse2018/content/04-case.tex new file mode 100644 index 0000000..d86b813 --- /dev/null +++ b/icse2018/content/04-case.tex @@ -0,0 +1,7 @@ +\section{The Case Study} +\label{sec:case_study} + +% What is the Brazilian government structure? +% How are IT projects managed? +% What were the conflicts between government and development team? +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. diff --git a/icse2018/content/04-materials.tex b/icse2018/content/04-materials.tex deleted file mode 100644 index 752afc6..0000000 --- a/icse2018/content/04-materials.tex +++ /dev/null @@ -1,2 +0,0 @@ -\section{Materials} -Describe the SPB platform focusing on components from which we use to extract data. Explain how it was used during the development. diff --git a/icse2018/content/09-related_work.tex b/icse2018/content/09-related_work.tex deleted file mode 100644 index dc5ff84..0000000 --- a/icse2018/content/09-related_work.tex +++ /dev/null @@ -1,57 +0,0 @@ -\section{Related work} - -Since the publication of the Agile Manisfeto in 2001, several researches have -been evaluated the impacts and challenges in adopting agile -methodologies in traditional culture organizations. Nerur et al. identify the -key issues that involve migrating from traditional to agile by -comparing main practices of the two methodologies \cite{nerur2015challenges}. In their work, the -authors point out managerial, organizational, people, process and technological -issues to be rethought and reconfigured in an organization for a -successful migration. Strode et al. investigate the correlation between -adoption of agile methodologies and organizational culture \cite{impactOfOrganizationalCulture}. They evaluate the -perception of organizational culture and the use of agile practices in nine -software development projects and identify organizational culture factors -that are correlated to the implementation of agile methods. - - -The use of agile methods has also been investigated and explored in -interactions between industry and academia. Chookittikul et al. evaluate the -increasing use of these methods by software development organizations in -Thailand \cite{cho2011gap}. To encourage the software industry growth in the region, the authors -suggest universities create a curricula which develops in their undergraduate -students practical skills required by industry (mainly agile practices). -This can be achieved through some activities, such as, internships, agile -development classes, real-world research projects, and collaboration between -faculty and industry professionals. Sandberg et al. report the implementation -of SCRUM in a collaborative research consortium between industry and academia -(involving ten industry partners and five universities in Sweden) \cite{sandberg2017iacollaboration}. They present -which adaptations were made over 6 years to promote a effective use of agile -practices, and also overcome differences of goals and pace. - - -The challenges in agile methods implementation present new variables when -involving government. Agile methods application on the Brazilian public sector -are approached by Melo et al. and De Sousa et al. -\cite{melo2010adoccao,de2016using}, but both are experiences limited to pilot projects. Not -production-ready one that will provide more accurate data with the real world. -Alleman et al. describe a production deployment for -the US government, but it focus on describing the methodology applied to -address long term planning and value estimation \cite{alleman2003making}. - - -This paper differentiates itself from others by describing a production level -software development collaboration between public sector and academia, -analyzing differences in the development process and administrative issues of -the two organizations, and evidencing empirical practices that harmonized the -interactions and satisfied the development and management process of both -sides. The focus on this paper is the whole experience of conciling the agile -culture of academia with the traditional culture of the public sector, adapting -the development practices and project management of those involved without -transforming their internal processes. -%Melhorar o que o diferencia dos demais - -% TODO: if needed, we can add this paper as related work -%% 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. - -%Talvez seria relevante citar Extending Patterns for Fearless Change: sobre como introduzir novas ideias em uma organização tradicional (em particular, como introduzir métodos ágeis) -%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 diff --git a/icse2018/spb-icse-seip.tex b/icse2018/spb-icse-seip.tex index 6328e10..fd3e611 100644 --- a/icse2018/spb-icse-seip.tex +++ b/icse2018/spb-icse-seip.tex @@ -73,12 +73,12 @@ \input{content/01-introduction} \input{content/02-background} -\input{content/03-context} +\input{content/03-relatedwork} +\input{content/04-case} \input{content/05-methods} \input{content/06-results} \input{content/07-discussion} \input{content/08-conclusions} -\input{content/09-related_work} \bibliographystyle{ACM-Reference-Format} \bibliography{bibliography} -- libgit2 0.21.2