small fixes on text format

Melissa Wen
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Showing 2 changed files with 15 additions and 15 deletions Show diff stats
icse2018/content/01-introduction.tex
icse2018/content/02-related_work.tex
@@ -2,11 +2,11 @@
  
 The difficulty of writing software is an old subject on computer science dating back to 1968 \cite{mcilroy1968software} when the term software crisis was coined. It refers to recurrent problems on software development such as exceeding time and budget expectations, inefficiency, low quality and maintainability among many others that usually culminate in the software not meeting the user expectations or not even being delivered.
  
-Particularly, in the public sector the pessimism and failure ratios are even deeper than in the general industry \cite{goldfinch2007pessimism,anthopoulos2016government}. Because governments have rigid processes and organizational structures, it's hard to apply software development techniques that have been achieving good results in the private sector such as the broad spectrum of agile methods \cite{dybaa2008empirical}.
+Particularly, in the public sector the pessimism and failure ratios are even deeper than in the general industry \cite{goldfinch2007pessimism,anthopoulos2016government}. Because governments have rigid processes and organizational structures, it is hard to apply software development techniques that have been achieving good results in the private sector such as the broad spectrum of agile methods \cite{dybaa2008empirical}.
  
 Introducing a new development methodology on a company is not an easy task. Introducing it on a government project can be even more challenging, specially on a low-budget scenario, in a politically unstable period and with a development team mostly formed by undergraduate students.
  
-Knowing it would probably be a waste of time to persuade the government on adopting an agile methodology, we've chosen a less abrupt approach. Aiming to make minimal changes to the government's culture and still have the best possible result, our solution was to adapt some agile practices to our context. That included changes both on the government's and our team organization and processes.
+Knowing it would probably be a waste of time to persuade the government on adopting an agile methodology, we have chosen a less abrupt approach. Aiming to make minimal changes to the government's culture and still have the best possible result, our solution was to adapt some agile practices to our context. That included changes both on the government's and our team organization and processes.
  
 In this paper, we report our experiences on a three-year-long project funded by the Brazilian government, focusing on the development process evolution made throughout that period. Despite all the risks and obstacles, the project final release was delivered one year ago and now has thousands of registered users. This report is not expected to be the final recipe on software development with the public sector, its main goal is to report which techniques have been successful, what adaptations were necessary and what has failed as means to provide other developers a reference when they meet similar situations.
  
@@ -2,41 +2,41 @@
  
 Since the publication of the Agile Manisfeto in 2001, several researches have
 been evaluated the impacts and challenges in adopting agile
-methodologies in traditional culture organizations. Nerur et al. \cite{nerur2015challenges}
-identify the key issues that involve migrating from traditional to agile by
-comparing main practices of the two methodologies. In their work, the
+methodologies in traditional culture organizations. Nerur et al. identify the
+key issues that involve migrating from traditional to agile by
+comparing main practices of the two methodologies \cite{nerur2015challenges}. In their work, the
 authors point out managerial, organizational, people, process and technological
 issues to be rethought and reconfigured in an organization for a
-successful migration. Strode et al. \cite{strode2009impact} investigate the correlation between
-adoption of agile methodologies and organizational culture. They evaluate the
+successful migration. Strode et al. investigate the correlation between
+adoption of agile methodologies and organizational culture \cite{strode2009impact}. They evaluate the
 perception of organizational culture and the use of agile practices in nine
 software development projects and identify organizational culture factors
 that are correlated to the implementation of agile methods.
  
  
 The use of agile methods has also been investigated and explored in
-interactions between industry and academia. Chookittikul et al. \cite{cho2011gap} evaluate the
+interactions between industry and academia. Chookittikul et al. evaluate the
 increasing use of these methods by software development organizations in
-Thailand. To encourage the software industry growth in the region, the authors
+Thailand \cite{cho2011gap}. To encourage the software industry growth in the region, the authors
 suggest universities create a curricula which develops in their undergraduate
 students practical skills required by industry (mainly agile practices).
 This can be achieved through some activities, such as, internships, agile
 development classes, real-world research projects, and collaboration between
-faculty and industry professionals. Sandberg et al. \cite{sandberg2017iacollaboration} report the implementation
+faculty and industry professionals. Sandberg et al. report the implementation
 of SCRUM in a collaborative research consortium between industry and academia
-(involving ten industry partners and five universities in Sweden). They present
+(involving ten industry partners and five universities in Sweden) \cite{sandberg2017iacollaboration}. They present
 which adaptations were made over 6 years to promote a effective use of agile
 practices, and also overcome differences of goals and pace.
  
  
 The challenges in agile methods implementation present new variables when
 involving government. Agile methods application on the Brazilian public sector
-are approached by Melo et al. \cite{melo2010adoccao} and De Sousa et al.
-\cite{de2016using}, but both are experiences limited to pilot projects. Not
+are approached by Melo et al. and De Sousa et al.
+\cite{melo2010adoccao,de2016using}, but both are experiences limited to pilot projects. Not
 production-ready one that will provide more accurate data with the real world.
-Alleman et al. \cite{alleman2003making} describe a production deployment for
+Alleman et al. describe a production deployment for
 the US government, but it focus on describing the methodology applied to
-address long term planning and value estimation.
+address long term planning and value estimation \cite{alleman2003making}.
  
  
 This paper differentiates itself from others by describing a production level
...	...	@@ -2,11 +2,11 @@
2	2
3	3	The difficulty of writing software is an old subject on computer science dating back to 1968 \cite{mcilroy1968software} when the term software crisis was coined. It refers to recurrent problems on software development such as exceeding time and budget expectations, inefficiency, low quality and maintainability among many others that usually culminate in the software not meeting the user expectations or not even being delivered.
4	4
5		-Particularly, in the public sector the pessimism and failure ratios are even deeper than in the general industry \cite{goldfinch2007pessimism,anthopoulos2016government}. Because governments have rigid processes and organizational structures, it's hard to apply software development techniques that have been achieving good results in the private sector such as the broad spectrum of agile methods \cite{dybaa2008empirical}.
	5	+Particularly, in the public sector the pessimism and failure ratios are even deeper than in the general industry \cite{goldfinch2007pessimism,anthopoulos2016government}. Because governments have rigid processes and organizational structures, it is hard to apply software development techniques that have been achieving good results in the private sector such as the broad spectrum of agile methods \cite{dybaa2008empirical}.
6	6
7	7	Introducing a new development methodology on a company is not an easy task. Introducing it on a government project can be even more challenging, specially on a low-budget scenario, in a politically unstable period and with a development team mostly formed by undergraduate students.
8	8
9		-Knowing it would probably be a waste of time to persuade the government on adopting an agile methodology, we've chosen a less abrupt approach. Aiming to make minimal changes to the government's culture and still have the best possible result, our solution was to adapt some agile practices to our context. That included changes both on the government's and our team organization and processes.
	9	+Knowing it would probably be a waste of time to persuade the government on adopting an agile methodology, we have chosen a less abrupt approach. Aiming to make minimal changes to the government's culture and still have the best possible result, our solution was to adapt some agile practices to our context. That included changes both on the government's and our team organization and processes.
10	10
11	11	In this paper, we report our experiences on a three-year-long project funded by the Brazilian government, focusing on the development process evolution made throughout that period. Despite all the risks and obstacles, the project final release was delivered one year ago and now has thousands of registered users. This report is not expected to be the final recipe on software development with the public sector, its main goal is to report which techniques have been successful, what adaptations were necessary and what has failed as means to provide other developers a reference when they meet similar situations.
12	12
...	...
...	...	@@ -2,41 +2,41 @@
2	2
3	3	Since the publication of the Agile Manisfeto in 2001, several researches have
4	4	been evaluated the impacts and challenges in adopting agile
5		-methodologies in traditional culture organizations. Nerur et al. \cite{nerur2015challenges}
6		-identify the key issues that involve migrating from traditional to agile by
7		-comparing main practices of the two methodologies. In their work, the
	5	+methodologies in traditional culture organizations. Nerur et al. identify the
	6	+key issues that involve migrating from traditional to agile by
	7	+comparing main practices of the two methodologies \cite{nerur2015challenges}. In their work, the
8	8	authors point out managerial, organizational, people, process and technological
9	9	issues to be rethought and reconfigured in an organization for a
10		-successful migration. Strode et al. \cite{strode2009impact} investigate the correlation between
11		-adoption of agile methodologies and organizational culture. They evaluate the
	10	+successful migration. Strode et al. investigate the correlation between
	11	+adoption of agile methodologies and organizational culture \cite{strode2009impact}. They evaluate the
12	12	perception of organizational culture and the use of agile practices in nine
13	13	software development projects and identify organizational culture factors
14	14	that are correlated to the implementation of agile methods.
15	15
16	16
17	17	The use of agile methods has also been investigated and explored in
18		-interactions between industry and academia. Chookittikul et al. \cite{cho2011gap} evaluate the
	18	+interactions between industry and academia. Chookittikul et al. evaluate the
19	19	increasing use of these methods by software development organizations in
20		-Thailand. To encourage the software industry growth in the region, the authors
	20	+Thailand \cite{cho2011gap}. To encourage the software industry growth in the region, the authors
21	21	suggest universities create a curricula which develops in their undergraduate
22	22	students practical skills required by industry (mainly agile practices).
23	23	This can be achieved through some activities, such as, internships, agile
24	24	development classes, real-world research projects, and collaboration between
25		-faculty and industry professionals. Sandberg et al. \cite{sandberg2017iacollaboration} report the implementation
	25	+faculty and industry professionals. Sandberg et al. report the implementation
26	26	of SCRUM in a collaborative research consortium between industry and academia
27		-(involving ten industry partners and five universities in Sweden). They present
	27	+(involving ten industry partners and five universities in Sweden) \cite{sandberg2017iacollaboration}. They present
28	28	which adaptations were made over 6 years to promote a effective use of agile
29	29	practices, and also overcome differences of goals and pace.
30	30
31	31
32	32	The challenges in agile methods implementation present new variables when
33	33	involving government. Agile methods application on the Brazilian public sector
34		-are approached by Melo et al. \cite{melo2010adoccao} and De Sousa et al.
35		-\cite{de2016using}, but both are experiences limited to pilot projects. Not
	34	+are approached by Melo et al. and De Sousa et al.
	35	+\cite{melo2010adoccao,de2016using}, but both are experiences limited to pilot projects. Not
36	36	production-ready one that will provide more accurate data with the real world.
37		-Alleman et al. \cite{alleman2003making} describe a production deployment for
	37	+Alleman et al. describe a production deployment for
38	38	the US government, but it focus on describing the methodology applied to
39		-address long term planning and value estimation.
	39	+address long term planning and value estimation \cite{alleman2003making}.
40	40
41	41
42	42	This paper differentiates itself from others by describing a production level
...	...