[icse2018] Introduction

Melissa Wen
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icse2018/content/01-introduction.tex
icse2018/content/04-case.tex
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 %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.