diff --git a/icse2018/content/01-introduction.tex b/icse2018/content/01-introduction.tex index 849c41a..8217f61 100644 --- a/icse2018/content/01-introduction.tex +++ b/icse2018/content/01-introduction.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 diff --git a/icse2018/content/04-case.tex b/icse2018/content/04-case.tex index 22abdf6..ec502de 100644 --- a/icse2018/content/04-case.tex +++ b/icse2018/content/04-case.tex @@ -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. -- libgit2 0.21.2