[icse2018] Introduction

Melissa Wen
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icse2018/content/01-introduction.tex
icse2018/content/04-case.tex
@@ -3,55 +3,52 @@
 %Falar sobre unir tradicional (guiado por tarefas e atividades) e agil (guiado por funcionalidades) - nerur et al
 %Falar sobre mudanças estrutura organizacional organica (agil) e burocratica (tradicional)
  
+E-government projects are different from the others due to their complexity in
+terms of organizational size; resistance to changes (due to this size);
+innovation; impacts to end users and policies. The partnership between
+government and academia can be seen as a means of transferring technological
+knowledge for the creation of innovative e-government projects. This type of
+collaboration has challenges not only in the organization of the project and
+the alignment of objectives and rhythms, but also to overcome the high
+probability of failure of e-government projects. Despite the various solutions
+proposed to prevent these projects from failing, none of them actually seems to
+reduce this rate, which generates not only a waste of money but also a lack of
+services offered to society. Among the reasons for this failure, poor project
+management is one of the main.
+
 Several development processes were introduced with the intention to increase
 the chances of success in software projects, the traditional and agile methods
-are the most popular. The former is a process-centric based on the belief that
-variation on the project can be detected in advance, consequently, it is
-possible to control the project by continuous measure and
-refine\cite{agileSoftwareDevelopment}. Latter is based on the belief that
-project is unpredictable, hence, it centered on small interaction. The agile
-method has shown a great increase in productivity
-\cite{onTheProductivityOfAgile, anAnalysisOfTrends}, as a result, many
-researchers investigate how to make the transition from traditional to agile.
-In this work, we demonstrated a less abrupt approach in which we tried to
-harmonize different processes in the same project.
-
-The traditional method has been used for a long time as a way to discipline the
-software development process. This methodology can be characterized by the
-predictive approach, focus on documentation, processes oriented, and heavy
-based on tools\cite{comparisonAgileTraditional}. The agile method, on the other
-hand, embraces the adaptative approach. It is characterized by the
-people-oriented approach \cite{agileSoftwareDevelopment}, the collaboration
-with clients \cite{theNewMethodology}, small self-organized teams
+are the most popular. The traditional method has been used for a long time as a
+way to discipline the software development process. This methodology can be
+characterized by the predictive approach, focus on documentation, processes
+oriented, and heavy based on tools\cite{comparisonAgileTraditional}. The agile
+method, on the other hand, embraces the adaptative approach. It is characterized
+by the people-oriented approach \cite{agileSoftwareDevelopment}, the
+collaboration with clients \cite{theNewMethodology}, small self-organized teams
 \cite{peopleFactor}, and the flexibility regarding planning
 \cite{agileSoftwareDevelopmentEco}. In a nutshell, both methodologies intend to
-increase the chance of the project success. Organizations like governments,
-already absorb the traditional methodology as a part of its own culture. This
-situation may produce tensions when two or more development teams with
-different methodology have to collaborate [?].
-
-%TODO: Achar ref para a última linha
-
-As the agile methodology became popular, some researchers demonstrated an
-increase in the software production due to this methodology
-\cite{onTheProductivityOfAgile, anAnalysisOfTrends}.  Additionally, companies
-and organizations became interested to migrate from traditional to the agile
-approach. However, the transition from traditional to agile is not an easy task
-and have to deal with challenges related to people, process, management, and
-technology\cite{challengesOfMigrating}. The organization culture is another
-important factor to be considered for adopting agile
-methodology\cite{impactOfOrganizationalCulture}. Finally, when we bring those
-challenges and organizational barriers to the government context the situation
-became more challenge.
-
-In this paper, we present practices used to harmonize different processes in
-the same project. In our previous work\cite{}, we reported the lessons learned
-in a project with a Brazilian government.
-% Fazer o gancho para a questão da academia e industria
-% Abordar a questão do governo brasileiro e do fato da UnB estar na capital do país
-% Não estamos falando em sucesso do projeto, mas no sucesso do desenvolvimento, comunicação e interação com o governo
-% Falar que no caso de Brasília, o governo é o principal/mais forte cliente da região e estar bem preparado para entender as peculiaridades deste tipo de cliente é importante para os alunos profissionalmente.
-
+increase the chance of the project success. While industry and academia are
+aligned on the use of agile methodologies for software development, the
+traditional approach is still preferred by the government (?).
+
+When government and academia resolve to come together for the development of an
+e-government solution, project management by institutions needs to be aligned.
+Changing the software development process represents a complex organizational
+change that includes structure, culture, and management practices. However,
+neither culture nor values can be easily modified and the effort for this kind
+of transformation does not seem acceptable for development projects with tight
+deadlines and budgets.
+
+In this article we present practical ways to harmonize the traditional and agile
+approach in the management of a partnership project between government and
+academia. These practices are evidenced and validated using the case of the SPB
+project, which created an unprecedented platform for the Brazilian government.
+For this, we interviewed the various roles involved in the project: employees
+and stakeholders of the planning ministry and senior students and developers
+from the University of Brasília and São Paulo. Together, we analyze data
+collected from the management and communication tools used during 30 months of
+the project to find best practices, discuss the conflicts and validate lessons
+learned reported in our previous work\cite{meirelles2017spb} .
  
 % TODO: Verificar as seções
 Section \ref{sec:relatedwork} discuss the related work on blablabla. Section \ref{sec:casestudy} presents blablabla. Section
@@ -4,4 +4,7 @@
 % What is the Brazilian government structure?
 % How are IT projects managed?
 % What were the conflicts between government and development team?
+% Abordar a questão do governo brasileiro e do fato da UnB estar na capital do país
+% Não estamos falando em sucesso do projeto, mas no sucesso do desenvolvimento, comunicação e interação com o governo
+% Falar que no caso de Brasília, o governo é o principal/mais forte cliente da região e estar bem preparado para entender as peculiaridades deste tipo de cliente é importante para os alunos profissionalmente.
 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.
...	...	@@ -3,55 +3,52 @@
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; resistance to changes (due to this size);
	8	+innovation; impacts to end users and policies. The partnership between
	9	+government and academia can be seen as a means of transferring technological
	10	+knowledge for the creation of innovative e-government projects. This type of
	11	+collaboration has challenges not only in the organization of the project and
	12	+the alignment of objectives and rhythms, but also to overcome the high
	13	+probability of failure of e-government projects. Despite the various solutions
	14	+proposed to prevent these projects from failing, none of them actually seems to
	15	+reduce this rate, which generates not only a waste of money but also a lack of
	16	+services offered to society. Among the reasons for this failure, poor project
	17	+management is one of the main.
	18	+
6	19	Several development processes were introduced with the intention to increase
7	20	the chances of success in software projects, the traditional and agile methods
8		-are the most popular. The former is a process-centric based on the belief that
9		-variation on the project can be detected in advance, consequently, it is
10		-possible to control the project by continuous measure and
11		-refine\cite{agileSoftwareDevelopment}. Latter is based on the belief that
12		-project is unpredictable, hence, it centered on small interaction. The agile
13		-method has shown a great increase in productivity
14		-\cite{onTheProductivityOfAgile, anAnalysisOfTrends}, as a result, many
15		-researchers investigate how to make the transition from traditional to agile.
16		-In this work, we demonstrated a less abrupt approach in which we tried to
17		-harmonize different processes in the same project.
18		-
19		-The traditional method has been used for a long time as a way to discipline the
20		-software development process. This methodology can be characterized by the
21		-predictive approach, focus on documentation, processes oriented, and heavy
22		-based on tools\cite{comparisonAgileTraditional}. The agile method, on the other
23		-hand, embraces the adaptative approach. It is characterized by the
24		-people-oriented approach \cite{agileSoftwareDevelopment}, the collaboration
25		-with clients \cite{theNewMethodology}, small self-organized teams
	21	+are the most popular. The traditional method has been used for a long time as a
	22	+way to discipline the software development process. This methodology can be
	23	+characterized by the predictive approach, focus on documentation, processes
	24	+oriented, and heavy based on tools\cite{comparisonAgileTraditional}. The agile
	25	+method, on the other hand, embraces the adaptative approach. It is characterized
	26	+by the people-oriented approach \cite{agileSoftwareDevelopment}, the
	27	+collaboration with clients \cite{theNewMethodology}, small self-organized teams
26	28	\cite{peopleFactor}, and the flexibility regarding planning
27	29	\cite{agileSoftwareDevelopmentEco}. In a nutshell, both methodologies intend to
28		-increase the chance of the project success. Organizations like governments,
29		-already absorb the traditional methodology as a part of its own culture. This
30		-situation may produce tensions when two or more development teams with
31		-different methodology have to collaborate [?].
32		-
33		-%TODO: Achar ref para a última linha
34		-
35		-As the agile methodology became popular, some researchers demonstrated an
36		-increase in the software production due to this methodology
37		-\cite{onTheProductivityOfAgile, anAnalysisOfTrends}. Additionally, companies
38		-and organizations became interested to migrate from traditional to the agile
39		-approach. However, the transition from traditional to agile is not an easy task
40		-and have to deal with challenges related to people, process, management, and
41		-technology\cite{challengesOfMigrating}. The organization culture is another
42		-important factor to be considered for adopting agile
43		-methodology\cite{impactOfOrganizationalCulture}. Finally, when we bring those
44		-challenges and organizational barriers to the government context the situation
45		-became more challenge.
46		-
47		-In this paper, we present practices used to harmonize different processes in
48		-the same project. In our previous work\cite{}, we reported the lessons learned
49		-in a project with a Brazilian government.
50		-% Fazer o gancho para a questão da academia e industria
51		-% Abordar a questão do governo brasileiro e do fato da UnB estar na capital do país
52		-% Não estamos falando em sucesso do projeto, mas no sucesso do desenvolvimento, comunicação e interação com o governo
53		-% Falar que no caso de Brasília, o governo é o principal/mais forte cliente da região e estar bem preparado para entender as peculiaridades deste tipo de cliente é importante para os alunos profissionalmente.
54		-
	30	+increase the chance of the project success. While industry and academia are
	31	+aligned on the use of agile methodologies for software development, the
	32	+traditional approach is still preferred by the government (?).
	33	+
	34	+When government and academia resolve to come together for the development of an
	35	+e-government solution, project management by institutions needs to be aligned.
	36	+Changing the software development process represents a complex organizational
	37	+change that includes structure, culture, and management practices. However,
	38	+neither culture nor values can be easily modified and the effort for this kind
	39	+of transformation does not seem acceptable for development projects with tight
	40	+deadlines and budgets.
	41	+
	42	+In this article we present practical ways to harmonize the traditional and agile
	43	+approach in the management of a partnership project between government and
	44	+academia. These practices are evidenced and validated using the case of the SPB
	45	+project, which created an unprecedented platform for the Brazilian government.
	46	+For this, we interviewed the various roles involved in the project: employees
	47	+and stakeholders of the planning ministry and senior students and developers
	48	+from the University of Brasília and São Paulo. Together, we analyze data
	49	+collected from the management and communication tools used during 30 months of
	50	+the project to find best practices, discuss the conflicts and validate lessons
	51	+learned reported in our previous work\cite{meirelles2017spb} .
55	52
56	53	% TODO: Verificar as seções
57	54	Section \ref{sec:relatedwork} discuss the related work on blablabla. Section \ref{sec:casestudy} presents blablabla. Section
...	...
...	...	@@ -4,4 +4,7 @@
4	4	% What is the Brazilian government structure?
5	5	% How are IT projects managed?
6	6	% What were the conflicts between government and development team?
	7	+% Abordar a questão do governo brasileiro e do fato da UnB estar na capital do país
	8	+% Não estamos falando em sucesso do projeto, mas no sucesso do desenvolvimento, comunicação e interação com o governo
	9	+% Falar que no caso de Brasília, o governo é o principal/mais forte cliente da região e estar bem preparado para entender as peculiaridades deste tipo de cliente é importante para os alunos profissionalmente.
7	10	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.
...	...