Commit 8192051d2b5fc5cb8af52e467cbd9f2d94c5cebf

Authored by Melissa Wen
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[icse2018] Introduction

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
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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.