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[oss-2018] adding info about dev team
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oss2018/content/01-introduction.tex
... | ... | @@ -36,13 +36,13 @@ collaboration, responding to change are the values agile |
36 | 36 | development~\cite{beck}. With this in mind, FLOSS and agile practices may |
37 | 37 | improve the cooperation of distinct teams. |
38 | 38 | |
39 | -In this work, we investigated the empirical method developed during 30 months | |
39 | +In this work, we examine the empirical method developed during 30 months | |
40 | 40 | of a government-academia project that helped to harmonize the differences |
41 | -between both organization management cultures. We discussed both quantitative | |
41 | +between both organization management cultures. We discuss both quantitative | |
42 | 42 | and qualitative analyses of the benefits of FLOSS and agile practices in an |
43 | -e-government project. We identified and traced the best practices based on | |
44 | -FLOSS ecosystems and agile methodology. We collected and analyzed data from the | |
45 | -project repository. Finally, we conducted a survey target at projects | |
43 | +e-government project. We identify and trace the best practices based on | |
44 | +FLOSS ecosystems and agile methodology. We collect and analyze data from the | |
45 | +project repository. Finally, we conduct a survey target at projects | |
46 | 46 | participants to find their perception around the set of best practices, and |
47 | 47 | which of them are useful to government-academia collaboration. In doing so, we |
48 | 48 | aim to help academia better understand critical issues they will be confronted | ... | ... |
oss2018/content/03-methods.tex
... | ... | @@ -35,13 +35,17 @@ In short, the SPB portal evolved into a Collaborative Development Environment |
35 | 35 | (CDE) \cite{booch2003}. It was a novelty in the context of the Brazilian |
36 | 36 | government, due to the technologies employed and its diverse features. The |
37 | 37 | portal includes social networking, mailing lists, version control system, and |
38 | -source code quality monitoring. All of this software is integrated using a | |
38 | +source code quality monitoring. All software is integrated using a | |
39 | 39 | system-of-systems framework \cite{meirelles2017spb}. |
40 | 40 | |
41 | -The development of the platform took place at the Advanced Laboratory of | |
42 | -Production, Research, and Innovation in Software Engineering (LAPPIS/UnB) and | |
43 | -the FLOSS Competence Center at USP (CCSL/USP), following the workflow of | |
44 | -biweekly sprints and 4-month releases. On the managerial aspect, at the project | |
41 | +The platform development took place at the Advanced Laboratory of Production, | |
42 | +Research, and Innovation in Software Engineering (LAPPIS/UnB) and the FLOSS | |
43 | +Competence Center at USP (CCSL/USP). Undergraduate interns, IT professionals and | |
44 | +professors formed a partially distributed development team. While interns and | |
45 | +professors worked in-person, most IT professionals worked remotely. Their | |
46 | +activities followed the workflow of biweekly sprints and 4-month releases. | |
47 | + | |
48 | +On the managerial aspect, at the project | |
45 | 49 | beginning, the collaboration management and strategic discussions happened only |
46 | 50 | once a month, when project leaders and MPOG directors met in person at the |
47 | 51 | ministry's headquarters. Table~\ref{tab:gov-academia-diff} summarizes the | ... | ... |
oss2018/content/05-discussion.tex
... | ... | @@ -34,9 +34,9 @@ macro-decisions, practices, and benefits. |
34 | 34 | \begin{itemize} |
35 | 35 | \setlength{\itemsep}{2pt} |
36 | 36 | \item Communicating with transparency and efficiency. |
37 | -\item Monitoring of activities. | |
37 | +\item Easy monitoring of activities. | |
38 | 38 | \item More interactions between developers and public servants. |
39 | -\item Trust the developed code. | |
39 | +\item Confidence in the developed code. | |
40 | 40 | \item Organic documentation. |
41 | 41 | \end{itemize} |
42 | 42 | \end{flushleft} \\ |
... | ... | @@ -48,7 +48,7 @@ macro-decisions, practices, and benefits. |
48 | 48 | \begin{itemize} |
49 | 49 | \setlength{\itemsep}{2pt} |
50 | 50 | \item Government staff, academic coordinators, senior developers and team coaches biweekly meet at the university lab, academia headquarters, for sprint planning and review. |
51 | -\item Conducte on the platform technical discussions between government staff and the development team. | |
51 | +\item Conduct on the platform technical discussions between government staff and the development team. | |
52 | 52 | \item Involve government board directors only in strategic planning of the project. |
53 | 53 | \item Build a continuous delivery pipeline with stages involving both sides. |
54 | 54 | \end{itemize} \end{flushleft} & | ... | ... |