[oss-2018] Reviewing Results

Paulo Meireles
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icse2018/content/05-results.tex
 \section{Results}
 \label{sec:results}
-%TODO: Talvez esse paragráfo tem que está no Research Design
-%%
-The case study was analyzed and divided into two phases according to the project
-management model. In the second phase (after one year of execution), several
-practices have been applied to harmonize the cultural and organizational
-divergences of the institutions involved.
-%%
-At the end of the project, an empirical
-model of management and development process was created by aligning experiences
-from the FLOSS universe, academic research and bureaucracies needed by the
-government. In this section, we present by context the practices adopted in this
-second phase and show the benefits generated by its deployment.
+The case study had two phases according to the project management model. In the
+second phase (about one year of execution), several practices have been applied
+to harmonize the cultural and organizational divergences of the institutions
+involved.  At the end of the project, an empirical model of management and
+development process was stabilized by aligning experiences from the open source
+ecosystem, academic research, and bureaucracies needed by the government. In
+this section, we present by context the practices adopted in this second phase
+and show the benefits generated by its deployment.
 \subsection{Project management and communication on the developing platform
 itself}
-After nine months of project activities, the first version of new SPB Portal was
-released. From this point, we started to migrate the management and 
-communication interactions to the platform under development. In short, Wiki 
-feature was used for meeting logging, defining goals, sprint planning, and 
-documentation of deployment processes and administration resources guide. Issue 
-tracker was used for discussing requirements, monitoring the features under 
-development, registering changes, and validating functionalities delivered. Finally, the 
-whole team used Mailing list to defining schedules of meetings and deliveries 
-and also to collaborative definition of requirements.
+After nine months of project activities, the first version of new SPB Portal
+was released. From this point, we started to migrate the management and
+communication interactions to the platform under development. In short, Wiki
+feature was used for meeting logging, defining goals, sprint planning, and
+documentation of deployment processes and administration resources guide. Issue
+tracker was used for discussing requirements, monitoring the features under
+development, registering changes, and validating functionalities delivered.
+Finally, the whole team used Mailing list to defining schedules of meetings and
+deliveries and also to collaborative definition of requirements.
-Our surveys reports Mailing list (100\%) and Issue Tracker (62.5\%) as the main means
-of interaction between senior developers and undergraduates. Developers and MPOG
-staff also interacted mostly via Mailing List (87.5\%) and Issue tracker (50\%).
-According to research findings, this movement made \textbf{communication more
-transparent and efficient}. A MPOG IT analyst said that the
-\textit{``Communicating well goes far beyond the speed, it is someone being able
-to communicate to everyone everything that is happening in the project. We did
-not use emails. We use more mailing list and avoid e-mails. It helped a lot
-because everything was public and did not pollute our mailbox. You wanted to
-know something, could go there and look at what was happening''}.
+Our surveys reports Mailing list (100\%) and Issue Tracker (62.5\%) as the main
+means of interaction between senior developers and undergraduates. Developers
+and MPOG staff also interacted mostly via Mailing List (87.5\%) and Issue
+tracker (50\%).  According to research findings, this movement made
+\textbf{communication more transparent and efficient}. A MPOG IT analyst said
+that the \textit{``Communicating well goes far beyond the speed, it is someone
+being able to communicate to everyone everything that is happening in the
+project. We did not use emails. We use more mailing list and avoid e-mails. It
+helped a lot because everything was public and did not pollute our mailbox. You
+wanted to know something, could go there and look at what was happening''}.
-Migrating to SPB platform also provided an \textbf{easier monitoring and 
-increase interactions between development team and public servants by 
-coordinators}. As shown by collected data, in the last 15 months of the project,
-the issues have 59 different authors (8 from MPOG
-staff), and commented by 64 different users (9 from MPOG staff and users).
-Considering issues with higher level of interaction those that have 10 or more
-comments, in a set of 102 issues, MPOG staff authored 43 issues (which represents
-42\% of these most active issues). A MPOG analyst highlighted that
-\textit{``there was a lot of evolution, a lot of communication via Gitlab''}.
-This interaction also led MPOG staff to \textbf{trust developed code}:
-\textit{``Everything was validated, we tested the features and the project was
-developed inside the platform, so that the feature was validated in the
-development of the software itself. From the moment we installed it, and
-began to use it for development, this validation was constant. We felt confident
-in the features''}.
+Migrating to SPB platform also provided an \textbf{easier monitoring and
+increase interactions between development team and public servants by
+coordinators}. As shown by collected data, in the last 15 months of the
+project, the issues have 59 different authors (8 from MPOG staff), and
+commented by 64 different users (9 from MPOG staff and users).  Considering
+issues with higher level of interaction those that have 10 or more comments, in
+a set of 102 issues, MPOG staff authored 43 issues (which represents 42\% of
+these most active issues). A MPOG analyst highlighted that \textit{``there was
+a lot of evolution, a lot of communication via Gitlab''}.  This interaction
+also led MPOG staff to \textbf{trust developed code}: \textit{``Everything was
+validated, we tested the features and the project was developed inside the
+platform, so that the feature was validated in the development of the software
+itself. From the moment we installed it, and began to use it for development,
+this validation was constant. We felt confident in the features''}.
-One of the main concerns of traditional approach is meticulous documentation of 
+One of the main concerns of traditional approach is meticulous documentation of
 the software designed and the development steps. With this aforementioned
-decision, we could meet this government demand without bureaucracies and changes
-in our development process, \textbf{producting organically documentation and
-records} in the platform itself, as one of the MPOG response evidenced:
-\textit{``For me, it was a lot of learning. There is a lot of things documented
-in the e-mails and also in the portal itself. At any moment we can go there and
-see how it worked, how someone did something. We can recover those good points''}.
+decision, we could meet this government demand without bureaucracies and
+changes in our development process, \textbf{producting organically
+documentation and records} in the platform itself, as one of the MPOG response
+evidenced: \textit{``For me, it was a lot of learning. There is a lot of things
+documented in the e-mails and also in the portal itself. At any moment we can
+go there and see how it worked, how someone did something. We can recover those
+good points''}.
 \subsection{Bringing together government staff and development team}
@@ -69,18 +65,18 @@ The MPOG analysts observed communication noise in the dialogue between them and
 their superiors and in the dialogues with the development team that were
 intermediated by the superiors. They said that direct dialogue with the
 development team and biweekly visits to the university's lab  \textbf{reduce
-communication misunderstood}: \textit{``At this point, the communication started to
-change.. started to improve''}. According to another interviewee, this new
-dynamic unified the two sides: \textit{``I believe it was very positive, we also liked to
-go there, to interact with the team. I think it brought more unity, more
-integration into the project''}. The participation of the MPOG staff was also
-considered positive by {72.9\%} of the undegraduates and to {81.1\%} of them
-think the presence of MPOG staff in sprint ceremonies was important for the
-development. In addition, to \textbf{better meet expectations of both sides}
-regarding the requirements developed, {75.6\%} of students believe that writing
-the requirements together with the MPOG staff was very important. According to
-one of them \textit{``Joint planning and timely meetings were very important for
-understanding the needs of MPOG''}.
+communication misunderstood}: \textit{``At this point, the communication
+started to change.. started to improve''}. According to another interviewee,
+this new dynamic unified the two sides: \textit{``I believe it was very
+positive, we also liked to go there, to interact with the team. I think it
+brought more unity, more integration into the project''}. The participation of
+the MPOG staff was also considered positive by {72.9\%} of the undegraduates
+and to {81.1\%} of them think the presence of MPOG staff in sprint ceremonies
+was important for the development. In addition, to \textbf{better meet
+expectations of both sides} regarding the requirements developed, {75.6\%} of
+students believe that writing the requirements together with the MPOG staff was
+very important. According to one of them \textit{``Joint planning and timely
+meetings were very important for understanding the needs of MPOG''}.
 An imported consequence of this direct government-academia interaction in
 laboratory was empathy, as reported by one of the interviewees \textit{``You
@@ -92,27 +88,28 @@ side, we also felt more encouraged to validate faster and give faster feedback
 to the teams [..] We gave this feedback fast and they also gave quick feedback
 for any our questions''}. The teams' synchronization was reinforced with the
 implementation of a Continuous Delivery pipeline. The benefits of this approach
-were presented in our previous work \cite{siqueira2018cd} and corroborate these research
-results. To 81.1\% of students and 75\% of senior developers, deploying new
-versions of the SPB portal in production was a motivator during the project.
+were presented in our previous work \cite{siqueira2018cd} and corroborate these
+research results. To 81.1\% of students and 75\% of senior developers,
+deploying new versions of the SPB portal in production was a motivator during
+the project.
-One of the MPOG analyst interviewed also noted these releases also helped to 
-\textbf{overcome the government bias regarding low productivity of collaborative
-projects with academia}: \textit{``At first, the government staff had a bias that
-universities do not deliver. We overcame that bias in the course of the project.
-We deliver a lot and with quality. Today, I think if we had paid the same amount
-for a company, it would not have done what was delivered and with the quality
-that was delivered with the price that was paid''}. Additionally, the deployment
-in production of each new version also \textbf{improve the translation of the
-process from one side to the other}, as mentioned by MPOG analyst \textit{``We had an
-overview at the strategic level. When we went down to the technical level, plan
-the release every four months was difficult. But in the end, I think this has
-not been a problem. A project you are delivering, the results are going to
-production, the code is quality, the team is qualified/capable and the project
-is doing well, it does not impact as much in practice''}.
+One of the MPOG analyst interviewed also noted these releases also helped to
+\textbf{overcome the government bias regarding low productivity of
+collaborative projects with academia}: \textit{``At first, the government staff
+had a bias that universities do not deliver. We overcame that bias in the
+course of the project.  We deliver a lot and with quality. Today, I think if we
+had paid the same amount for a company, it would not have done what was
+delivered and with the quality that was delivered with the price that was
+paid''}. Additionally, the deployment in production of each new version also
+\textbf{improve the translation of the process from one side to the other}, as
+mentioned by MPOG analyst \textit{``We had an overview at the strategic level.
+When we went down to the technical level, plan the release every four months
+was difficult. But in the end, I think this has not been a problem. A project
+you are delivering, the results are going to production, the code is quality,
+the team is qualified/capable and the project is doing well, it does not impact
+as much in practice''}.
-\subsection{Split development team into priority work fronts with IT market
-specialists}
+\subsection{Split development team into priority work fronts with IT professionals}
 Four teams were formed to dedicated to the main development demands of the
 portal: UX, DevOps, System-of-Systems, and Social Networking. External
@@ -125,8 +122,8 @@ has a good similarity to their previous experiences. Their experience
 \textbf{helped to reconcile development processes and decision making}, as
 stated by one of the respondent developers \textit{``I think my main
 contribution was to have balanced the relations between the MPOG staff and the
-UnB team''}. {62.5\%} of senior developers believe they have collaborated in the
-relationship between the management and development processes of the two
+UnB team''}. {62.5\%} of senior developers believe they have collaborated in
+the relationship between the management and development processes of the two
 institutions and {62.5\%} asserted that helped MPOG staff to more clearly
 express their requests. {62.5\%} of them did not understand MPOG's project
 management process and {50\%} believe their project productivity was affected
@@ -137,30 +134,30 @@ confidence in the code&#39;&#39;}.
 In addition, with these professionals was possible to \textbf{transferred
 knowledge of industry and free software to government and academia}. Working
-with senior developers was important for all interns during the
-project. {91\%} of them also believe that working with professionals was
-important for learning. {75\%} of senior developers believe that 'Working in
-pairs with a senior' and 62.5\% that 'Participate in joint review tasks' were
-the tasks with the involvement of them that most contributed to the evolution
-of students in the project. And, in guiding a students, {75\%} believe that
-this knowledge was widespread among the others in the team. This acquisition
-of knowledge was also noted by the government, which stated \textit{``On the side of
-UnB, what we perceived was that the project was very big leap when the
-original software developers were hired in the case of Noosfero and Colab,
-because they had a guide on how to develop things in the best way and were
-able to solve non-trivial problems and quickly''}.
+with senior developers was important for all interns during the project. {91\%}
+of them also believe that working with professionals was important for
+learning. {75\%} of senior developers believe that 'Working in pairs with a
+senior' and 62.5\% that 'Participate in joint review tasks' were the tasks with
+the involvement of them that most contributed to the evolution of students in
+the project. And, in guiding a students, {75\%} believe that this knowledge was
+widespread among the others in the team. This acquisition of knowledge was also
+noted by the government, which stated \textit{``On the side of UnB, what we
+perceived was that the project was very big leap when the original software
+developers were hired in the case of Noosfero and Colab, because they had a
+guide on how to develop things in the best way and were able to solve
+non-trivial problems and quickly''}.
-The fronts also gained more autonomy to manage their activities. The role
-of ``meta-coach'' was defined among the students, to coordinate the interactions
-between teams and coach to coordinate each front. Coaches have become a \textbf{point
-of reference for the development process}. {89.1\%} of students said that the
-presence of the coach was essential to the running of sprint, and for {87.5\%}
-of senior developers coaches was essential for their interaction with the team.
-MPOG analysts saw coaches as facilitators for their activities and for
-communication with the development team. One of the interviewees said \textit{``I
-interacted more with the project coordinator and team coaches''}, \textit{``The reason
-for this was that the coaches were more likely to meet the requirements, to
-ask questions about requirements, to understand some features. interaction with
-leaders than with senior developers. Sometimes the coaches brought the question
-to the senior developers''}.
+The fronts also gained more autonomy to manage their activities. The role of
+``meta-coach'' was defined among the students, to coordinate the interactions
+between teams and coach to coordinate each front. Coaches have become a
+\textbf{point of reference for the development process}. {89.1\%} of students
+said that the presence of the coach was essential to the running of sprint, and
+for {87.5\%} of senior developers coaches was essential for their interaction
+with the team.  MPOG analysts saw coaches as facilitators for their activities
+and for communication with the development team. One of the interviewees said
+\textit{``I interacted more with the project coordinator and team coaches''},
+\textit{``The reason for this was that the coaches were more likely to meet the
+requirements, to ask questions about requirements, to understand some features.
+interaction with leaders than with senior developers. Sometimes the coaches
+brought the question to the senior developers''}.