[oss-2018] reviewing the merge between discussion and conclusion sections

Paulo Meireles
1 parent d3f5b066
Showing 1 changed file with 23 additions and 26 deletions Show diff stats
oss2018/content/05-discussion.tex
@@ -44,7 +44,7 @@ population-funded resources.
 \item Improvement of decision-making process;
 \item Overcoming the government bias regarding low productivity of collaborative projects with academia;
 \item Synchronizing the execution pace of activities;
-\item Improve the translation of the process from one side to the other;
+\item Improve the translation of the process from one side to the other.
 \end{itemize} \\ \hline
 \textbf{Divide the development team into priority fronts, and for each one, hire at least one specialist from the IT market} &
@@ -57,35 +57,32 @@ population-funded resources.
 \begin{itemize}
 \item Conciliating the development processes of each institution, taking better technical decisions;
 \item Improving the management and technical knowledge;
-\item Self-organizing and gaining autonomy in the management of their tasks;
+\item Self-organizing and gaining autonomy in the management of their tasks.
 \end{itemize}\\ \hline
 \end{tabular}%
 }
-\caption{Empirical SPB management method and its benefits}
+\caption{Empirical SPB management decisions and its benefits.}
 \label{practices-table}
 \end{table}
-\vspace{-1cm}
-We investigated the management method employed at the SPB portal project, a
-partnership between the Brazilian government and universities. This approach
-was empirically built using FLOSS and agile development practices and values.
-As a result, we identified a set of best practices which improves the workflow
-and relationship between the organizations involved. 
+\vspace{-.9cm}
-Our results reveal a set of nine best management practices from the FLOSS and
-agile development methods that were successfully employed in a
-government-academia collaboration to develop an e-government platform. Around a
-case study, we analyzed unsystematic decisions made by the development leaders
-in 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. As a result of our investigation, the Table
-\ref{practices-table} summarizes macro-decisions, practices, and benefits (also
-highlighted in the results section).
+We investigated the management method employed at the SPB portal project, a
+partnership between the Brazilian government and universities. The development
+leaders empirically built an approach using FLOSS and agile development
+practices and values.  As a result, we identified a set of best practices which
+improves the workflow and relationship between the organizations involved.  Our
+results reveal a set of nine management practices successfully employed in
+abovementioned 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
+macro-decisions, practices, and benefits.
-Regarding our first research question \textit{How to introduce open source and
-agile best practices into government-academia collaboration project?}, we
+Regarding our first research question \textit{``How to introduce open source and
+agile best practices into government-academia collaboration projects?''}, we
 examined the SPB project and identified three macro-decisions taken by the
 academic coordinators that led them to intuitively and non-systematically adopt
 FLOSS and agile practices in the development process. We extracted nine best
@@ -94,10 +91,10 @@ management tool and interviewing the project participants.
 The interviewed responses allowed us to understand how FLOSS and agile
 practices have benefited the people and project management. Based on that, we
-answered our second research question \textit{What practices would favor
-effective team management in government-academia collaborative project?},
+answered our second research question \textit{``What practices favor
+effective team management in government-academia collaborative projects?''},
 making to explicit in Table \ref{practices-table} eleven benefits obtained from
-the use of the nine best practices aforementioned.
+the use of the nine best practices.
 The results of this current work corroborate the lessons learned in our
 previous work on studying the SPB project case \cite{meirelles2017spb}.
@@ -109,7 +106,7 @@ collaboration works. They took time to realize that the project was not a
 client-executor relationship and that both organizations were at the same
 hierarchical level in the work plan. Finally, they also felt the project needed
 a decision-maker role to resolve impasses between organizations, and the
-development coordinator (UnB professor) sometimes took on that.
+development coordinator sometimes took on that.
 The decisions, practices, and benefits presented in the Table
 \ref{practices-table} should be evaluated and used in contexts with more