[oss-2018] last version submitted

Melissa Wen
1 parent 20804caf
Showing 5 changed files with 42 additions and 41 deletions Show diff stats
oss2018/content/03-methods.tex
oss2018/content/04-results.tex
oss2018/content/05-discussion.tex
oss2018/content/06-conclusion.tex
oss2018/spb-oss-2018.bib
@@ -60,7 +60,7 @@ organizational differences in both involved sides.
 \resizebox{\textwidth}{!}{%
 \begin{tabular}{m{4.3cm}!{\color{white}\vrule}m{7cm}!{\color{white}\vrule}m{8cm}}
 \rowcolor[HTML]{c0d6e4} 
-\textbf{Collaboration peaces} & \textbf{Academia} & \textbf{Goverment} \
+\textbf{Characteristics} & \textbf{Academia} & \textbf{Goverment} \
 \rowcolor[HTML]{f2f2f2}
 \textbf{Responsibilities} & Platform development activites & Contracts and collaboration management \\
 \rowcolor[HTML]{fafafa}
@@ -73,27 +73,28 @@ organizational differences in both involved sides.
 \begin{tabular}[c]{@{}l@{}}\textbf{Management} \textbf{approaches}\end{tabular} & FLOSS practices and Agile values & Mindset from RUP, CMMI, and PMBOK \\
 \end{tabular}%
 }
+\vspace*{5pt}
 \caption{Differences between academia and government sides.}
 \label{tab:gov-academia-diff}
 \end{table}
-\vspace*{-1cm}
+\vspace*{-.8cm}
 During the project progress, this workflow proved to be inefficient. Conflicts
 between the internal management processes and differences in pace and goals of
 each institution were compromising the platform development. To improve the
-project management process and reducing the mismatching between government and
+project management process and reducing the mismatch between government and
 academia, professors, with the senior developers' collaboration, incrementally
 employed a set of best practices based on FLOSS and agile values. Throughout
 the project, the development leaders made decisions in a non-systematic way to
 promote the usage of these techniques. In this paper, we analyzed and codified
-these decisions and how they favored the collaboration progress.
+these decisions and identified how they favored the collaboration progress.
 \subsection{Survey, Interview and Data Collection}
 We separated the project team into three groups: undergraduate interns, IT
 professionals (senior developers and designers), and MPOG analysts. For the
-first two we sent online questionnaires, and for the last one, we conducted
+first two, we sent online questionnaires, and for the last ones, we conducted
 2-hour interviews. Table \ref{survey-table} presents the details of these
 processes.
@@ -123,6 +124,7 @@ processes.
 \begin{tabular}[c]{@{}l@{}}\textbf{Experience} \\ \textbf{background}\end{tabular} & 43\% of the interns had the SPB project as their first contact with FLOSS & 11 years of experience; worked in at least 5 companies; participated in 4 to 80 distinct projects; 86\%of them had some background with FLOSS before the SPB project & more than 7 years working in the government; SPB project represented their first experience of government-academia collaboration \\
 \end{tabular}%
 }
+\vspace*{3pt}
 \caption{Surveying the project participants}
 \label{survey-table}
 \end{table}
@@ -132,4 +134,4 @@ processes.
 Finally, we analyzed the data from the central project repository considering
 all the issues and commits. From April 2015 to June 2016, 59 distinct authors
 opened 879 issues, 64 different users made the total of 4,658 comments. The
-development team made 3,256 commits in this abovementioned repository.
+development team made 3,256 commits in this above-mentioned repository.
@@ -65,7 +65,7 @@ the use of the system homologated most of its features. From the moment we
 began to use it for developing, this validation was constant. We felt confident
 in the code produced''}.
-The abovementioned decision also collaborated to meet the government's demand
+The above-mentioned decision also collaborated to meet the government's demand
 for meticulous documentation of the software design and stages of development
 without bureaucratizing or modifying the development process. The usage of the
 platform for project team management conducted \textbf{the organic production
@@ -2,12 +2,11 @@
 \label{sec:discussion}
 Our results reveal a set of nine management practices successfully employed in
-abovementioned case. We analyzed unsystematic decisions made during a 30-month
+above-mentioned case. We analyzed unsystematic decisions made during a 30-month
 collaborative project and identified three macro-decisions that harmonized the
-differences of the management processes of each organization. We evidenced from
-data collection, and responses of the members of both sides to the
-questionnaires and interviews, the benefits obtained through the adoption of
-this empirical method. The Table \ref{practices-table} summarizes
+differences of the management processes of each organization. We collected
+evidence from the gathered data that demonstrates the benefits obtained with the
+adoption of a collection of practices. Table \ref{practices-table} summarizes
 macro-decisions, practices, and benefits.
 \vspace*{-.5cm}
@@ -81,30 +80,30 @@ macro-decisions, practices, and benefits.
 \end{itemize}\\
 \end{tabular}%
 }
+\vspace*{3pt}
 \caption{Empirical SPB management decisions and its benefits.}
 \label{practices-table}
 \end{table}
 \vspace*{-1cm}
-The results of this current work corroborate the lessons learned in our
-previous work on studying the SPB project case \cite{meirelles2017spb}.
-Evidence from the data collected, responses to questionnaires, and interviews
-reinforce what has been reported by the academic coordination of the project,
-adding the point of views of government and other roles involved on the
-academic side. In short, the government staff took time to understand how
-collaboration works and to realize that the project was not a client-executor
-relationship and both organizations were at the same hierarchical level in the
-work plan. 
+The results presented here corroborate the lessons learned in our previous work
+on studying the SPB project case \cite{meirelles2017spb}. Evidence from the data
+collected, responses to questionnaires, and interviews reinforce what has been
+reported by the academic coordination of the project, adding the point of views
+of government and other roles involved on the academic side. In short, the
+government staff took time to understand how collaboration works and to realize
+that the project should not assume a client-executor relationship, but rather
+that both organizations were at the same hierarchical level in the work plan. 
-The decisions, practices, and benefits presented in the Table
+The decisions, practices, and benefits presented presented in Table
 \ref{practices-table} should be evaluated and used in contexts with more
 substantial plurality and diversity of government stakeholders. This study has
-a few obvious limitations. Firstly, we point out the lack of communication
+a few obvious limitations. First, we point out the lack of communication
 records and low traceability of the management data referring to the first
-phase of the project. Secondly, we consider a drawback the hiatus between the
+phase of the project. Second, we consider a drawback the hiatus between the
 completion of the project and the conduction of interviews and questionnaires,
-since we rely on the memory of the interviewees to rescue the events. Lastly,
-the current situation of the respondents, such as their current working midset,
-may also alter their perception on the on the topics addressed in the
-questionnaire and consequently their responses.
+since we rely on the memory of the interviewees to rescue the events. Finally,
+the current situation of the respondents, such as their current working mindset,
+may also alter their perception on the topics addressed in the questionnaire and
+consequently their responses.
 \section{Conclusion}
 \label{sec:conclusion}
-Organizational culture is built and reinforced every life year of a large-size
+Organizational culture is built and reinforced every life year of a large
 organization. These cultural values reflect on the internal management
 processes and the norms of communication among its members. In the context of
 software development projects, each institution adopts development methods that
 best meet its managerial procedures and organizational routines. When two
-large-size organizations decide to develop a solution collaboratively, the
+large organizations decide to develop a solution collaboratively, the
 development methods and workflow of one may conflict with the interests of the
 other. In a case of government-academia collaboration, conciliating their
 different management processes is crucial, since the poor and unadaptable
-management could lead the project to fail, resulting in the waste of
-population-funded resources.
+management could lead the project to fail, resulting in the waste of tax-payer
+resources.
 In this study, we investigated the management method employed at the SPB portal
 project, a partnership between the Brazilian government and universities. As a
@@ -25,17 +25,17 @@ examined the SPB project and identified three macro-decisions taken by the
 academic coordinators that drove them to intuitively and unsystematically adopt
 nine FLOSS and agile best practices in the development process.
-The interviewed responses allowed us to understand how FLOSS and agile
-practices have benefited the people and project management. Based on that, we
+The interviews responses allowed us to understand how FLOSS and agile
+practices have benefited the project management. Based on that, we
 answered our second research question \textit{``What practices favor effective
-team management in government-academia collaborative projects?''}, making to
-explicit 14 benefits obtained from the use of the nine best practices, all
-presented in Table \ref{practices-table}.
+team management in government-academia collaborative projects?''}, making
+explicit 14 benefits obtained from the use of the nine best practices, presented
+in Table \ref{practices-table}.
 Finally, we collected a significant amount of data and testimonials related to
 the teaching of software engineering. We consider the studied project an
 educational case, an example of teaching FLOSS and agile techniques applied to
 real-world software development. As future work, we intend to analyze this
-collected information to propose improvements in education methodologies of
-software engineering undergraduate students as well.
+collected information to propose improvements in educational methods for
+teaching software engineering to undergraduate students as well.
@@ -143,7 +143,7 @@
 @inproceedings{melo2013agileBr,
   author = {Melo, Claudia and Santos, Viviane and Katayama, Eduardo and Corbucci, Hugo and Prikladnicki, Rafael and Goldman, Alfredo and Kon, Fabio},
   year = {2013},
-  title = {The evolution of agile software development in Brazil},
+  title = "{The evolution of agile software development in Brazil}",
   volume = {19},
   booktitle = {Journal of the Brazilian Computer Society}
 }
@@ -170,7 +170,7 @@
  author = {Chookittikul, Wajee and Kourik, Janet and E. Maher, Peter},
  year = {2011},
  pages = {239-244},
- title = {Reducing the Gap between Academia and Industry: The Case for Agile Methods in Thailand},
+ title = "{Reducing the gap between academia and industry: The case for agile methods in Thailand}",
  booktitle = {Proceedings of the 2011 Eighth International Conference on Information Technology: New Generations}
 }
	@@ -65,7 +65,7 @@ the use of the system homologated most of its features. From the moment we		@@ -65,7 +65,7 @@ the use of the system homologated most of its features. From the moment we
65	began to use it for developing, this validation was constant. We felt confident	65	began to use it for developing, this validation was constant. We felt confident
66	in the code produced''}.	66	in the code produced''}.
67		67
68	-The abovementioned decision also collaborated to meet the government's demand	68	+The above-mentioned decision also collaborated to meet the government's demand
69	for meticulous documentation of the software design and stages of development	69	for meticulous documentation of the software design and stages of development
70	without bureaucratizing or modifying the development process. The usage of the	70	without bureaucratizing or modifying the development process. The usage of the
71	platform for project team management conducted \textbf{the organic production	71	platform for project team management conducted \textbf{the organic production
	@@ -143,7 +143,7 @@		@@ -143,7 +143,7 @@
143	@inproceedings{melo2013agileBr,	143	@inproceedings{melo2013agileBr,
144	author = {Melo, Claudia and Santos, Viviane and Katayama, Eduardo and Corbucci, Hugo and Prikladnicki, Rafael and Goldman, Alfredo and Kon, Fabio},	144	author = {Melo, Claudia and Santos, Viviane and Katayama, Eduardo and Corbucci, Hugo and Prikladnicki, Rafael and Goldman, Alfredo and Kon, Fabio},
145	year = {2013},	145	year = {2013},
146	- title = {The evolution of agile software development in Brazil},	146	+ title = "{The evolution of agile software development in Brazil}",
147	volume = {19},	147	volume = {19},
148	booktitle = {Journal of the Brazilian Computer Society}	148	booktitle = {Journal of the Brazilian Computer Society}
149	}	149	}
	@@ -170,7 +170,7 @@		@@ -170,7 +170,7 @@
170	author = {Chookittikul, Wajee and Kourik, Janet and E. Maher, Peter},	170	author = {Chookittikul, Wajee and Kourik, Janet and E. Maher, Peter},
171	year = {2011},	171	year = {2011},
172	pages = {239-244},	172	pages = {239-244},
173	- title = {Reducing the Gap between Academia and Industry: The Case for Agile Methods in Thailand},	173	+ title = "{Reducing the gap between academia and industry: The case for agile methods in Thailand}",
174	booktitle = {Proceedings of the 2011 Eighth International Conference on Information Technology: New Generations}	174	booktitle = {Proceedings of the 2011 Eighth International Conference on Information Technology: New Generations}
175	}	175	}
176		176