Download as
Browse Code »

Commit 8b319b2b860b5ff3338628d8bcf9655bf884f472

Authored by Paulo Meireles
1 parent a69f0d8e
Exists in master

final adjustments

Showing 5 changed files with 36 additions and 46 deletions   Show diff stats
oss2018/content/00-abstract.tex
  Diff comments   View file @8b319b2
... ... @@ -5,13 +5,11 @@ design-reality gaps in e-government projects. However, differences in project
5 5 management methods employed by the organizations is often a challenge for
6 6 collaborative works. Bearing that in mind, we investigated a 30-month
7 7 government-academia partnership to find appropriate ways to get around this
8   -obstacle. From the analysis of \textit{post-mortem} data as well as the results
9   -of questionnaires and interviews with project participants, we present a set of
  8 +obstacle. From the analysis of \textit{post-mortem} data, we present a set of
10 9 best practices based on FLOSS and agile software development approaches that
11 10 favors team management in government-academia collaborations in e-government
12 11 development projects.
13 12  
14 13 \end{abstract}
15 14  
16   -\keywords{Open Source Software, Free Software, Agile Methods, Best Practices,
17   -Project Management, E-Government.}
  15 +\keywords{Open Source Software, Free Software, Project Management.}
... ...
oss2018/content/01-introduction.tex
  Diff comments   View file @8b319b2
... ... @@ -3,12 +3,12 @@
3 3 E-government projects differ from others due to their complexity and extension
4 4 \cite{anthopoulos2016egovernment}. They are complex because they combine
5 5 development, innovation, information \& communications technologies, politics,
6   -and social impact. They are extensive, on the other hand, regarding their
  6 +and social impact. They are extensive, however, regarding their
7 7 scope, target audience, organizational size, time, and the corresponding
8 8 resistance to change. Developing an innovative e-government project that meets
9 9 the needs of society is a issue that may be addressed alternatively through
10   -collaborative projects between government and academia. However, this
11   -collaborative work has challenges, such as organizing the collaboration
  10 +collaborative projects between government and academia. This
  11 +collaborative work has challenges such as organizing the collaboration
12 12 project, aligning goals, synchronizing the pace of between government and
13 13 academia, and overcoming the failure trend of e-government projects
14 14 \cite{goldfinch2007pessimism}.
... ...
oss2018/content/04-results.tex
  Diff comments   View file @8b319b2
... ... @@ -13,12 +13,11 @@ The second phase, from April 2015 to the end of the project (June 2016), has
13 13 meaningful data. Much of the management and communication activities were
14 14 recorded and published on online channels and tools. During this period, the
15 15 development leaders consolidated several FLOSS practices and agile values
16   -employed in the development process. At the end of the project, the academic
  16 +employed in the development process. At the end, the academic
17 17 team had an empirical management approach for meeting the government
18 18 bureaucracies.
19 19  
20   -\subsection{Use of the system under development to develop the system itself}
21   -
  20 +\textbf{Decision 1: Use of the system under development to develop the system itself.}
22 21 Due to the platform features for software development and social network, the
23 22 development coordinators decided to use the platform under construction to
24 23 develop the system itself. Gradually, in addition to development activities,
... ... @@ -37,7 +36,7 @@ Our surveys report Mailing list (100\%) and Issue Tracker (62.5\%) as the main
37 36 means of interaction between senior developers and interns. The development
38 37 team and MPOG staff also interacted mostly via Mailing List (87.5\%) and Issue
39 38 tracker (50\%). According to one of the interviewees, this movement made the
40   -\textbf{communication more transparent and efficient}. An MPOG analyst said
  39 +communication more transparent and efficient. An MPOG analyst said
41 40 that \textit{``Communicating well goes far beyond the speed. It means enabling
42 41 someone to tell everyone about everything that is happening in the project. We
43 42 did not use emails, we use more mailing list and avoid emails. This usage
... ... @@ -45,8 +44,8 @@ helped us considerably. Everything was public and did not pollute our email
45 44 box. So, when you wanted to know something, you could access the SPB list and
46 45 see everything''}.
47 46  
48   -Migrating to the SPB platform also \textbf{easied monitoring of activities and
49   -increased interactions between developers and public servants}. The data
  47 +Migrating to the SPB platform also easied monitoring of activities and
  48 +increased interactions between developers and public servants. The data
50 49 collected from the repository highlight the frequent use of the platform by
51 50 both sides teams. In the last 15 months of the project, 59 different authors
52 51 opened the central repository issues, 8 of them were MPOG agents. These issues
... ... @@ -58,8 +57,8 @@ MPOG staff created 43 of them (this represents 42\% of the most active issues).
58 57  
59 58 For the MPOG analysts, interaction via repository improved communication.
60 59 \textit{``There was a big evolution, we increased our communication via
61   -Gitlab''}. Migrating to the platform also led MPOG staff to \textbf{trust the
62   -developed code}: \textit{``Everything was validated. We tested the
  60 +Gitlab''}. Migrating to the platform also led MPOG staff to trust the
  61 +developed code: \textit{``Everything was validated. We tested the
63 62 functionalities and developed the project on the SPB platform itself. Hence,
64 63 the use of the system homologated most of its features. From the moment we
65 64 began to use it for developing, this validation was constant. We felt confident
... ... @@ -68,15 +67,13 @@ in the code produced''}.
68 67 The above-mentioned decision also collaborated to meet the government's demand
69 68 for meticulous documentation of the software design and stages of development
70 69 without bureaucratizing or modifying the development process. The usage of the
71   -platform for project team management conducted \textbf{the organic production
72   -of documentation and records}, as mentioned in one of the MPOG responses:
  70 +platform for project team management conducted the organic production
  71 +of documentation and records, as mentioned in one of the MPOG responses:
73 72 \textit{``It was a great learning experience. There are many things documented
74 73 in emails as well as in the portal itself. We can access the tools at any time
75   -and find out how we develop a solution. We can remember the positive project
76   -points''}.
77   -
78   -\subsection{Brings together government staff and development team}
  74 +and find out how we develop a solution. We can remember the positive points''}.
79 75  
  76 +\textbf{Decision 2: Brings together government staff and development team.}
80 77 In the first phase of the project, the interviewed MPOG analysts did not
81 78 participate in any direct interaction with any university representative, even
82 79 though they were the ones in charge of the government in ensuring the
... ... @@ -89,15 +86,15 @@ development team.
89 86 In the second phase of the project, these analysts became direct
90 87 representatives of the government and started to visit the university's
91 88 laboratory bi-weekly. One of the analysts believed that \textit{``at this
92   -point, the communication started to change''}. The new dynamics \textbf{reduced
93   -communication misunderstandings and unified both sides}, as reported by another
  89 +point, the communication started to change''}. The new dynamics reduced
  90 +communication misunderstandings and unified both sides, as reported by another
94 91 interviewee: \textit{``It was very positive. We liked to go there and to
95 92 interact with the team. I think it brought more unity, more integration into
96 93 the project''}. {73\%} of the interns considered positive the direct
97 94 participation of the MPOG staff, and {81\%} of them believed the presence of
98 95 government staff in sprint ceremonies was relevant for the project development.
99 96 For 76\% of the interns, writing the requirements together with the MPOG staff
100   -was very important to \textbf{better meet expectations of both sides}.
  97 +was very important to better meet expectations of both sides.
101 98 According to one of them, \textit{``Joint planning and timely meetings were
102 99 very important for understanding the needs of MPOG''}.
103 100  
... ... @@ -105,7 +102,7 @@ The closest dialogue between government and academia generated empathy, as
105 102 reported by one of the interviewees: \textit{``Knowing people in person makes a
106 103 big difference in the relationship because it causes empathy. You know who that
107 104 person is. He's not merly a name''}. Consequently, this empathy helped to
108   -\textbf{synchronize the execution pace of activities}: \textit{``Visiting the
  105 +synchronize the execution pace of activities: \textit{``Visiting the
109 106 lab and meeting the developers encouraged us to validate resources faster and
110 107 give faster feedback to the team. In return, they also quickly answered us any
111 108 question''}.
... ... @@ -114,14 +111,14 @@ The implementation of a Continuous Delivery pipeline also reinforced the teams'
114 111 synchronization \cite{siqueira2018cd} . For 81\% of the interns and 75\% of
115 112 the IT professionals, deploying new versions of the SPB portal in production
116 113 was a motivator during the project. On the government side, this approach
117   -helped to \textbf{overcome the government bias toward low productivity of
118   -collaborative projects with academia}, as mentioned by themselves:
  114 +helped to overcome the government bias toward low productivity of
  115 +collaborative projects with academia, as mentioned by themselves:
119 116 \textit{``Government staff has a bias that universities do not deliver
120 117 products. However, in this project, we made many deliveries with high quality.
121 118 Nowadays, I think if we had paid the same amount for a company, it would not
122 119 have done the amount of features we did with the technical quality we have''}.
123   -Additionally, the deployment of each new version also \textbf{share a common
124   -understanding of the process from one side to the other}, as mentioned by a
  120 +Additionally, the deployment of each new version also share a common
  121 +understanding of the process from one side to the other, as mentioned by a
125 122 MPOG analyst: \textit{``We had only the strategic vision of the project. When
126 123 we needed to deal with technical issues, we had some difficulty planning the
127 124 four-month releases. However, in the last stages of the project I realized
... ... @@ -130,8 +127,7 @@ available in production. The team was qualified, the code had quality, and the
130 127 project was well executed. So in practice, our difficulty in interpreting the
131 128 technical details did not impact the release planning''}.
132 129  
133   -\subsection{Organized development team into priority fronts, and for each one, hire at least one specialist from the IT market}
134   -
  130 +\textbf{Decision 3: Organized development team into priority fronts, and for each one, hire at least one specialist from the IT market.}
135 131 The development team had four work areas divided by the main demands of the
136 132 project: User Experience, DevOps, Integration of Systems, and Social
137 133 Networking. For each segment, at least one professional in the IT market was
... ... @@ -140,8 +136,8 @@ based on their vast experience in FLOSS systems and their knowledge on tools
140 136 used in the project.
141 137  
142 138 The presence of senior developers in the project contributed to
143   -\textbf{conciliate the development processes of each institution and make
144   -better technical decisions}, as quoted in one of the answers to the senior
  139 +conciliate the development processes of each institution and make
  140 +better technical decisions, as quoted in one of the answers to the senior
145 141 developer's questionnaire: \textit{``I think my main contribution was to
146 142 balance the relations between the MPOG staff and the university team''}. {63\%}
147 143 of the IT professionals believed they have collaborated to conciliate the
... ... @@ -156,8 +152,8 @@ their previous experiences. In contrast, {62.5\%} of them did not understand
156 152 the MPOG's project management process and {50\%} believed this process could
157 153 affect their project productivity.
158 154  
159   -The senior developers were also responsible for \textbf{improving the
160   -management and technical knowledge} of the interns about practices from
  155 +The senior developers were also responsible for improving the
  156 +management and technical knowledge of the interns about practices from
161 157 industry and open source projects. {91\%} of the interns believed that working
162 158 with professionals was essential for learning, and, for all of them, working
163 159 with IT professionals was important during the project. {75\%} of the IT
... ... @@ -172,8 +168,8 @@ guide on how to best develop each feature and were able to solve non-trivial
172 168 problems quickly''}.
173 169  
174 170 Organizing the development team and hiring of the IT professionals allowed each
175   -team to \textbf{self-organize and gain more autonomy in the management of their
176   -tasks}. There was a development coach to lead each team, and a ``meta-coach''
  171 +team to self-organize and gain more autonomy in the management of their
  172 +tasks. There was a development coach to lead each team, and a ``meta-coach''
177 173 supported all of them in their internal management activities. The coaches
178 174 (most advanced interns) were points of reference in the development process.
179 175 {89\%} of the interns said that the presence of the coach was essential to the
... ... @@ -181,7 +177,7 @@ sprint's running, and for {88\%} of the of the IT professionals the coaches was
181 177 essential for their interaction with the development team. MPOG analysts saw
182 178 the coaches as facilitators their activities and communication with the
183 179 development team. They said \textit{``I interacted more with the project
184   -coordinator (professor) and team coaches (interns)''}, \textit{``Usually, we
  180 +coordinator (professor) and team coaches''}, \textit{``Usually, we
185 181 contact a coach to clarify some requirements or to understand some feature. The
186 182 coaches were more available than senior developers and, sometimes, they would
187 183 take our question to a senior developer''}.
... ...
oss2018/content/05-discussion.tex
  Diff comments   View file @8b319b2
... ... @@ -9,8 +9,6 @@ evidence from the gathered data that demonstrates the benefits obtained with the
9 9 adoption of a collection of practices. Table \ref{practices-table} summarizes
10 10 macro-decisions, practices, and benefits.
11 11  
12   -\vspace*{-.5cm}
13   -
14 12 \begin{table}[h]
15 13 \centering
16 14 \def\arraystretch{1.5}
... ... @@ -85,7 +83,7 @@ macro-decisions, practices, and benefits.
85 83 \label{practices-table}
86 84 \end{table}
87 85  
88   -\vspace*{-1cm}
  86 +\vspace{-1cm}
89 87  
90 88 The results presented here corroborate the lessons learned in our previous work
91 89 on studying the SPB project case \cite{meirelles2017spb}. Evidence from the data
... ...
oss2018/spb-oss-2018.tex
  Diff comments   View file @8b319b2
... ... @@ -22,14 +22,12 @@
22 22  
23 23 \titlerunning{OSS in Gov-Academia Collab}
24 24  
25   -\author{Melissa Wen\inst{1}, Paulo Meirelles\inst{1,2}, Rodrigo Siqueira\inst{1}, Fabio Kon\inst{1}}
  25 +\author{Melissa Wen, Paulo Meirelles, Rodrigo Siqueira, Fabio Kon}
26 26  
27 27 \authorrunning{Wen et al.}
28 28  
29   -\institute{FLOSS Competence Center -- University of S\~ao Paulo \\
30   - \texttt{\{wen,siqueira,fabio.kon\}@ime.usp.br}
31   -\and Department of Health Informatics -- Federal University of S\~ao Paulo\\
32   - \texttt{paulo@softwarelivre.org}
  29 +\institute{FLOSS Competence Center -- University of S\~ao Paulo, Brazil\\
  30 + \texttt{\{wen,paulormm,siqueira,fabio.kon\}@ime.usp.br}
33 31 }
34 32  
35 33 \maketitle
... ...