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Commit c24ed65cbfad35e1bf2dd98ac389e97ae815c656

Authored by Rodrigo Siqueira de Melo
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Exists in master and in 2 other branches oss_2018, rework_case_study

Reduzindo research design e juntando discussão

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oss2018/content/03-methods.tex
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6 6 In this paper, we studied practical alternatives to harmonize different
7 7 software development processes. We are interested in the relationship between
8 8 government and academia from the project management perspective, without the
9   -enforcement of changing the internal processes. We present two research
  9 +enforcement of changing their internal processes. We present two research
10 10 questions that guided our work:
11 11  
12   -\textbf{RQ1.}\textit{How to introduce open source and agile best practices into
13   -government-academia collaboration project?}
  12 +\textbf{RQ1. }\textit{How to introduce open source and agile best practices into
  13 +government-academia collaboration projects?}
14 14  
15   -\textbf{RQ2.}\textit{What practices would favor effective team management in
16   -government-academia collaborative project?}
  15 +\textbf{RQ2. }\textit{What practices would favor effective team management in
  16 +government-academia collaborative projects?}
17 17  
18 18 To answer these questions, we use the case study as research method. We selected
19 19 as a case the evolution of the Brazilian Public Software portal (SPB)
20 20 \cite{meirelles2017spb}, a government-academia collaborative project based on
21   -FLOSS projects. To validate our answers, we picked three different points of
22   -views: developers, government agent, and data collected from the project
  21 +FLOSS systems. To validate our answers, we picked three different points of
  22 +view: developers, government agent, and data collected from the project
23 23 repository.
24 24  
25 25 \subsection{The case study}
26 26  
27 27 The project to evolve the SPB portal was a partnership between government and
28 28 academia held between 2014 and 2016 \cite{meirelles2017spb}. The old version of
29   -SPB suffers from maintenance problems and design-reality gaps. In this sense,
30   -Ministry of Planning (MPOG) decided to join the University of Brasília (UnB) and
31   -the University of São Paulo (USP) to develop a new platform. This platform has
32   -as its primary requirement to base on existing FLOSS projects and integrate
  29 +SPB suffered from maintenance problems and design-reality gaps. In this sense,
  30 +The Ministry of Planning (MPOG) decided to join the University of Brasília (UnB) and
  31 +the University of São Paulo (USP) to develop a new platform. This platform had
  32 +as its primary requirement to be based on existing FLOSS projects and integrate
33 33 multiple systems into one, providing the end user with a unified experience.
34 34  
35 35 In short, the SPB portal evolved into a Collaborative Development Environment
... ... @@ -51,23 +51,23 @@ User Experience (UX).
51 51  
52 52 The government team was composed of one director, one coordinator, and two IT
53 53 analysts from MPOG. They were responsible for contracts and collaboration
54   -management, which means they do not produce software. Analysts following
55   -traditional management approaches (e.g., RUP, CMMI, and PMBOK) for a new
56   -contract and homologating software services.
  54 +management, which means they do not produce software. The MPOG analysts had
  55 +their background in traditional management approaches, such as RUP, CMMI,
  56 +and PMBOK.
57 57  
58 58 The leaders of LAPPIS and MPOG periodically met in person to manage the project
59 59 progress, discussing strategic issues and technical goals. Initially, these
60 60 meetings took place at the Ministry's headquarters and, usually, only directors
61 61 and professors participated. On the academic side, the management of the
62   -development teams often spends two weeks per sprint and release a new version
63   -each 4-month. During the project progress, this workflow proved to be
  62 +development teams often spent two weeks per sprint and released a new version
  63 +every 4 months. During the project progress, this workflow proved to be
64 64 inefficient. Conflicts between the internal management processes and
65 65 differences in pace and goals of each institution were compromising the
66 66 platform development.
67 67  
68 68 Professors, with the senior developers' collaboration, incrementally employed a
69   -set of best practices based on FLOSS ecosystems and agile values for improving
70   -the project management process and reducing the conflict between the government
  69 +set of best practices based on FLOSS and agile values for improving
  70 +the project management process and reducing the conflict between government
71 71 and academia. Throughout the project, the LAPPIS team built an experimental
72 72 management model to harmonize the different cultures. The development leaders
73 73 made decisions in a non-systematic way to promote the usage of these best
... ... @@ -77,49 +77,33 @@ benefits.
77 77 \subsection{Survey, Interview and Data Collection}
78 78  
79 79 We divided the development team into two groups of participants according to
80   -their roles during the project: UnB undergraduate interns and senior
81   -developers. For each set of members, we designed an online questionnaire with
82   -topics related to (1) project organization, (2) development process, (3)
83   -communication and relationship between members, (4) acquired knowledge and (5)
84   -experience with FLOSS projects. We also interviewed two MPOG analysts who
85   -directly interacted with the development team and project development process.
86   -The interview questions had four parts: (1) Professional profile;(2)
87   -Organization, communication and development methodologies (3) Satisfaction with
88   -the developed platform; (4) Lessons learned.
89   -
90   -We sent the link to the online questionnaire to 42 interns, all of them worked
91   -at any period of the project as a developer and received a scholarship. We
92   -received a total of 37 responses. At the time of the project, their average age
93   -was 22 years old, and 92\% of them are male. Currently, 35\% continue at the
94   -university as undergraduate or graduate students, 19\% work as a developer in a
95   -small company and 19\% in medium or large enterprises, 11\% are entrepreneurs,
96   -8\% are unemployed, 5\% are teachers, and 3\% are public servants. About of the
97   -interns, 43\% said the SPB project was their first experience with FLOSS
98   -projects.
99   -
100   -We also invited the eight IT professionals to fill the online questionnaire,
101   -and all of them did. Their average age was 30 years old in 2015, and 87\% are
102   -male. On average they have 11 years of experience in the IT market. Currently,
103   -62\% of the interviewed have a formal job, 37\% are freelance developers, 25\%
104   -are master's degree students, and 25\% are entrepreneurs. On average they
105   -worked in 5 different companies and participated in 4 to 80 projects. They
106   -joined in this collaborative project between 7 to 24 months, and 86\% of them
107   -had some experience with FLOSS before the SPB project.
108   -
109   -We interviewed two MPOG analysts separately. Each interview took an average of
110   -2 hours with 28 open questions. They are over 30 years old, and they have more
111   -than seven years of experience working in the government. Only one of them
112   -continues working in the same ministry. Both of the analysts said this
113   -collaborative project was their first experience of government-academia
114   -development collaboration.
  80 +their roles during the project: UnB undergraduate interns and IT professionals.
  81 +For each set of members, we designed an online questionnaire with topics
  82 +related to (1) project organization, (2) development process, (3) communication
  83 +and relationship with members, (4) acquired knowledge and (5) experience
  84 +with FLOSS projects. We also interviewed two MPOG analysts who directly
  85 +interacted with the development team and project development process. The
  86 +interview questions had four parts: (1) Professional profile;(2) Organization,
  87 +communication and development methodologies (3) Satisfaction with the developed
  88 +platform; (4) Lessons learned.
  89 +
  90 +We sent the link to the online questionnaire to 42 interns and eight IT
  91 +professionals. All interns worked as a developer and received a scholarship. We
  92 +received a total of 37 interns responses and all professionals joined on it. On
  93 +average, interns had 22 years and professionals had 30 years during the
  94 +project, 8\% and 13\% respectively were women. 43\% of the interns said the SPB
  95 +project was their first experience with FLOSS projects. On average the IT
  96 +professionals had 11 years of experience in the IT market, worked in 5
  97 +different companies, participated in 4 to 80 projects, and 86\% of them had
  98 +some experience with FLOSS before the SPB project.
  99 +
  100 +We also interviewed two MPOG analysts separately. Each interview took an
  101 +average of 2 hours with 28 open questions. They are over 30 years old, and they
  102 +have more than seven years of experience working in the government. Both of the
  103 +analysts said this collaborative project was their first experience of
  104 +government-academia development collaboration.
115 105  
116   -Finally, we analyzed, quantitatively, data about the project development,
117   -publicly available on the SPB platform. We collected data from the central
118   -project repository all the issues and commits. Regarding the issues, we
119   -obtained the total of them, project name, authors, opening date, title, and the
120   -number of comments. We also get information about the total commits, different
121   -authors per issues, the number of comments, authors of comments, the number of
122   -comment authors. During the period from April 2015 to June 2016, 59 distinct
123   -authors opened 879 issues from a total of 4,658 comments and 64 different
124   -commentators. The development team made 3,256 commits in the central project
125   -repository.
  106 +Finally, we analyzed the data from the central project repository regarding all
  107 +the issues and commits. From April 2015 to June 2016, 59 distinct authors
  108 +opened 879 issues from a total of 4,658 comments and 64 different commentators.
  109 +The development team made 3,256 commits in the central project repository.
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oss2018/content/05-discussion.tex
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1 1 \section{Discussion}
2 2 \label{sec:discussion}
3 3  
  4 +Organizational culture is built and reinforced every life year of a large-size
  5 +organization. These cultural values reflect on the internal management
  6 +processes and the norms of communication among its members. In the context of
  7 +software development projects, each institution adopts development methods that
  8 +best meet its managerial procedures and organizational routines. When two
  9 +large-size organizations decide to develop a solution collaboratively, the
  10 +development methods and workflow of one may conflict with the interests of the
  11 +other. In a case of government-academia collaboration, conciliating their
  12 +different management processes is crucial, since the poor and unadaptable
  13 +management could lead the project to fail, resulting in the waste of
  14 +population-funded resources.
  15 +
  16 +We investigated the management method employed at the SPB portal project, a
  17 +partnership between the Brazilian government and universities. This approach
  18 +was empirically built using FLOSS and agile development practices and values.
  19 +As a result, we identified a set of best practices which improves the workflow
  20 +and relationship between the organizations involved.
  21 +
4 22 Our results reveal a set of nine best management practices from the FLOSS and
5 23 agile development methods that were successfully employed in a
6 24 government-academia collaboration to develop an e-government platform. Around a
... ... @@ -13,7 +31,7 @@ of this empirical method. As a result of our investigation, the Table
13 31 \ref{practices-table} summarizes macro-decisions, practices, and benefits (also
14 32 highlighted in the results section).
15 33  
16   -\begin{table}[]
  34 +\begin{table}[hbt]
17 35 \centering
18 36 \resizebox{\textwidth}{!}{%
19 37 \begin{tabular}{ | m{4cm} m{10cm} m{10cm} | }
... ... @@ -65,6 +83,21 @@ highlighted in the results section).
65 83 \label{practices-table}
66 84 \end{table}
67 85  
  86 +Regarding our first research question \textit{How to introduce open source and
  87 +agile best practices into government-academia collaboration project?}, we
  88 +examined the SPB project and identified three macro-decisions taken by the
  89 +academic coordinators that led them to intuitively and non-systematically adopt
  90 +FLOSS and agile practices in the development process. We extracted nine best
  91 +management practices and verified their efficient use collecting data from the
  92 +management tool and interviewing the project participants.
  93 +
  94 +The interviewed responses allowed us to understand how FLOSS and agile
  95 +practices have benefited the people and project management. Based on that, we
  96 +answered our second research question \textit{What practices would favor
  97 +effective team management in government-academia collaborative project?},
  98 +making to explicit in Table \ref{practices-table} eleven benefits obtained from
  99 +the use of the nine best practices aforementioned.
  100 +
68 101 The results of this current work corroborate the lessons learned in our
69 102 previous work on studying the SPB project case \cite{meirelles2017spb}.
70 103 Evidence from the data collected, responses to questionnaires, and interviews
... ... @@ -88,3 +121,11 @@ the memory of the interviewees to rescue the events. Furthermore, the new work
88 121 experiences of the respondents after the project and their current working
89 122 mindset may also modify their interpretation of the topics addressed in the
90 123 questionnaire and consequently their responses.
  124 +
  125 +Finally, we collected a significant amount of data and testimonials related to
  126 +the teaching of software engineering. We consider that the project studied is
  127 +also an educational case. It is an example of how to teach information
  128 +technology students FLOSS and agile approaches applied to production-level
  129 +software development. As future work, we intend to analyze this collected
  130 +information to propose improvements in the teaching of software engineering for
  131 +undergraduates.
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oss2018/spb-oss-2018.tex
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40 40 \input{content/03-methods}
41 41 \input{content/04-results}
42 42 \input{content/05-discussion}
43   -\input{content/06-conclusion}
  43 +%\input{content/06-conclusion}
44 44  
45 45 \bibliographystyle{splncs03}
46 46 \bibliography{spb-oss-2018}
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