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[icse2018] Introduction
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icse2018/content/01-introduction.tex
@@ -3,55 +3,52 @@ | @@ -3,55 +3,52 @@ | ||
3 | %Falar sobre unir tradicional (guiado por tarefas e atividades) e agil (guiado por funcionalidades) - nerur et al | 3 | %Falar sobre unir tradicional (guiado por tarefas e atividades) e agil (guiado por funcionalidades) - nerur et al |
4 | %Falar sobre mudanças estrutura organizacional organica (agil) e burocratica (tradicional) | 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 | Several development processes were introduced with the intention to increase | 19 | Several development processes were introduced with the intention to increase |
7 | the chances of success in software projects, the traditional and agile methods | 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 | \cite{peopleFactor}, and the flexibility regarding planning | 28 | \cite{peopleFactor}, and the flexibility regarding planning |
27 | \cite{agileSoftwareDevelopmentEco}. In a nutshell, both methodologies intend to | 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 | % TODO: Verificar as seções | 53 | % TODO: Verificar as seções |
57 | Section \ref{sec:relatedwork} discuss the related work on blablabla. Section \ref{sec:casestudy} presents blablabla. Section | 54 | Section \ref{sec:relatedwork} discuss the related work on blablabla. Section \ref{sec:casestudy} presents blablabla. Section |
icse2018/content/04-case.tex
@@ -4,4 +4,7 @@ | @@ -4,4 +4,7 @@ | ||
4 | % What is the Brazilian government structure? | 4 | % What is the Brazilian government structure? |
5 | % How are IT projects managed? | 5 | % How are IT projects managed? |
6 | % What were the conflicts between government and development team? | 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 | 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. | 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. |