Reduzindo research design e juntando discussão

Rodrigo Siqueira de Melo
1 parent d5c7fb5e
Showing 3 changed files with 90 additions and 65 deletions Show diff stats
oss2018/content/03-methods.tex
oss2018/content/05-discussion.tex
oss2018/spb-oss-2018.tex
@@ -6,30 +6,30 @@
 In this paper, we studied practical alternatives to harmonize different
 software development processes. We are interested in the relationship between
 government and academia from the project management perspective, without the
-enforcement of changing the internal processes. We present two research
+enforcement of changing their internal processes. We present two research
 questions that guided our work:
-\textbf{RQ1.}\textit{How to introduce open source and agile best practices into
-government-academia collaboration project?}
+\textbf{RQ1. }\textit{How to introduce open source and agile best practices into
+government-academia collaboration projects?}
-\textbf{RQ2.}\textit{What practices would favor effective team management in
-government-academia collaborative project?}
+\textbf{RQ2. }\textit{What practices would favor effective team management in
+government-academia collaborative projects?}
 To answer these questions, we use the case study as research method. We selected
 as a case the evolution of the Brazilian Public Software portal (SPB)
 \cite{meirelles2017spb}, a government-academia collaborative project based on
-FLOSS projects. To validate our answers, we picked three different points of
-views: developers, government agent, and data collected from the project
+FLOSS systems. To validate our answers, we picked three different points of
+view: developers, government agent, and data collected from the project
 repository.
 \subsection{The case study}
 The project to evolve the SPB portal was a partnership between government and
 academia held between 2014 and 2016 \cite{meirelles2017spb}. The old version of
-SPB suffers from maintenance problems and design-reality gaps. In this sense,
-Ministry of Planning (MPOG) decided to join the University of Brasília (UnB) and
-the University of São Paulo (USP) to develop a new platform. This platform has
-as its primary requirement to base on existing FLOSS projects and integrate
+SPB suffered from maintenance problems and design-reality gaps. In this sense,
+The Ministry of Planning (MPOG) decided to join the University of Brasília (UnB) and
+the University of São Paulo (USP) to develop a new platform. This platform had
+as its primary requirement to be based on existing FLOSS projects and integrate
 multiple systems into one, providing the end user with a unified experience.
 In short, the SPB portal evolved into a Collaborative Development Environment
@@ -51,23 +51,23 @@ User Experience (UX).
 The government team was composed of one director, one coordinator, and two IT
 analysts from MPOG. They were responsible for contracts and collaboration
-management, which means they do not produce software. Analysts following
-traditional management approaches (e.g., RUP, CMMI, and PMBOK) for a new
-contract and homologating software services.
+management, which means they do not produce software. The MPOG analysts had
+their background in traditional management approaches, such as RUP, CMMI,
+and PMBOK.
 The leaders of LAPPIS and MPOG periodically met in person to manage the project
 progress, discussing strategic issues and technical goals. Initially, these
 meetings took place at the Ministry's headquarters and, usually, only directors
 and professors participated. On the academic side, the management of the
-development teams often spends two weeks per sprint and release a new version
-each 4-month. During the project progress, this workflow proved to be
+development teams often spent two weeks per sprint and released a new version
+every 4 months. During the project progress, this workflow proved to be
 inefficient. Conflicts between the internal management processes and
 differences in pace and goals of each institution were compromising the
 platform development.
 Professors, with the senior developers' collaboration, incrementally employed a
-set of best practices based on FLOSS ecosystems and agile values for  improving
-the project management process and reducing the conflict between the government
+set of best practices based on FLOSS and agile values for  improving
+the project management process and reducing the conflict between government
 and academia. Throughout the project, the LAPPIS team built an experimental
 management model to harmonize the different cultures. The development leaders
 made decisions in a non-systematic way to promote the usage of these best
@@ -77,49 +77,33 @@ benefits.
 \subsection{Survey, Interview and Data Collection}
 We divided the development team into two groups of participants according to
-their roles during the project: UnB undergraduate interns and senior
-developers. For each set of members, we designed an online questionnaire with
-topics related to (1) project organization, (2) development process, (3)
-communication and relationship between members, (4) acquired knowledge and (5)
-experience with FLOSS projects. We also interviewed two MPOG analysts who
-directly interacted with the development team and project development process.
-The interview questions had four parts: (1) Professional profile;(2)
-Organization, communication and development methodologies (3) Satisfaction with
-the developed platform; (4) Lessons learned.
-
-We sent the link to the online questionnaire to 42 interns, all of them worked
-at any period of the project as a developer and received a scholarship. We
-received a total of 37 responses. At the time of the project, their average age
-was 22 years old, and 92\% of them are male. Currently, 35\% continue at the
-university as undergraduate or graduate students, 19\% work as a developer in a
-small company and 19\% in medium or large enterprises, 11\% are entrepreneurs,
-8\% are unemployed, 5\% are teachers, and 3\% are public servants. About of the
-interns, 43\% said the SPB project was their first experience with FLOSS
-projects.
-
-We also invited the eight IT professionals to fill the online questionnaire,
-and all of them did. Their average age was 30 years old in 2015, and 87\% are
-male. On average they have 11 years of experience in the IT market. Currently,
-62\% of the interviewed have a formal job, 37\% are freelance developers, 25\%
-are master's degree students, and 25\% are entrepreneurs. On average they
-worked in 5 different companies and participated in 4 to 80 projects. They
-joined in this collaborative project between 7 to 24 months, and 86\% of them
-had some experience with FLOSS before the SPB project.
-
-We interviewed two MPOG analysts separately. Each interview took an average of
-2 hours with 28 open questions. They are over 30 years old, and they have more
-than seven years of experience working in the government. Only one of them
-continues working in the same ministry. Both of the analysts said this
-collaborative project was their first experience of government-academia
-development collaboration.
+their roles during the project: UnB undergraduate interns and IT professionals.
+For each set of members, we designed an online questionnaire with topics
+related to (1) project organization, (2) development process, (3) communication
+and relationship with members, (4) acquired knowledge and (5) experience
+with FLOSS projects. We also interviewed two MPOG analysts who directly
+interacted with the development team and project development process.  The
+interview questions had four parts: (1) Professional profile;(2) Organization,
+communication and development methodologies (3) Satisfaction with the developed
+platform; (4) Lessons learned.
+
+We sent the link to the online questionnaire to 42 interns and eight IT
+professionals. All interns worked as a developer and received a scholarship. We
+received a total of 37 interns responses and all professionals joined on it. On
+average, interns had 22 years and professionals had 30 years during the
+project, 8\% and 13\% respectively were women. 43\% of the interns said the SPB
+project was their first experience with FLOSS projects.  On average the IT
+professionals had 11 years of experience in the IT market, worked in 5
+different companies, participated in 4 to 80 projects, and 86\% of them had
+some experience with FLOSS before the SPB project.
+
+We also interviewed two MPOG analysts separately. Each interview took an
+average of 2 hours with 28 open questions. They are over 30 years old, and they
+have more than seven years of experience working in the government. Both of the
+analysts said this collaborative project was their first experience of
+government-academia development collaboration.
-Finally, we analyzed, quantitatively, data about the project development,
-publicly available on the SPB platform. We collected data from the central
-project repository all the issues and commits. Regarding the issues, we
-obtained the total of them, project name, authors, opening date, title, and the
-number of comments.  We also get information about the total commits, different
-authors per issues, the number of comments, authors of comments, the number of
-comment authors.  During the period from April 2015 to June 2016, 59 distinct
-authors opened 879 issues from a total of 4,658 comments and 64 different
-commentators. The development team made 3,256 commits in the central project
-repository.
+Finally, we analyzed the data from the central project repository regarding all
+the issues and commits. From April 2015 to June 2016, 59 distinct authors
+opened 879 issues from a total of 4,658 comments and 64 different commentators.
+The development team made 3,256 commits in the central project repository.
 \section{Discussion}
 \label{sec:discussion}
+Organizational culture is built and reinforced every life year of a large-size
+organization. These cultural values reflect on the internal management
+processes and the norms of communication among its members. In the context of
+software development projects, each institution adopts development methods that
+best meet its managerial procedures and organizational routines. When two
+large-size organizations decide to develop a solution collaboratively, the
+development methods and workflow of one may conflict with the interests of the
+other. In a case of government-academia collaboration, conciliating their
+different management processes is crucial, since the poor and unadaptable
+management could lead the project to fail, resulting in the waste of
+population-funded resources.
+
+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. 
+
 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
@@ -13,7 +31,7 @@ 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).
-\begin{table}[]
+\begin{table}[hbt]
 \centering
 \resizebox{\textwidth}{!}{%
 \begin{tabular}{ | m{4cm} m{10cm} m{10cm} | } 
@@ -65,6 +83,21 @@ highlighted in the results section).
 \label{practices-table}
 \end{table}
+Regarding our first research question \textit{How to introduce open source and
+agile best practices into government-academia collaboration project?}, 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
+management practices and verified their efficient use collecting data from the
+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?},
+making to explicit in Table \ref{practices-table} eleven benefits obtained from
+the use of the nine best practices aforementioned.
+
 The results of this current work corroborate the lessons learned in our
 previous work on studying the SPB project case \cite{meirelles2017spb}.
 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
 experiences of the respondents after the project and their current working
 mindset may also modify their interpretation of the topics addressed in the
 questionnaire and consequently their responses.
+
+Finally, we collected a significant amount of data and testimonials related to
+the teaching of software engineering. We consider that the project studied is
+also an educational case. It is an example of how to teach information
+technology students FLOSS and agile approaches applied to production-level
+software development. As future work, we intend to analyze this collected
+information to propose improvements in the teaching of software engineering for
+undergraduates.
@@ -40,7 +40,7 @@
 \input{content/03-methods}
 \input{content/04-results}
 \input{content/05-discussion}
-\input{content/06-conclusion}
+%\input{content/06-conclusion}
 \bibliographystyle{splncs03}
 \bibliography{spb-oss-2018}
1	\section{Discussion}	1	\section{Discussion}
2	\label{sec:discussion}	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	Our results reveal a set of nine best management practices from the FLOSS and	22	Our results reveal a set of nine best management practices from the FLOSS and
5	agile development methods that were successfully employed in a	23	agile development methods that were successfully employed in a
6	government-academia collaboration to develop an e-government platform. Around a	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		@@ -13,7 +31,7 @@ of this empirical method. As a result of our investigation, the Table
13	\ref{practices-table} summarizes macro-decisions, practices, and benefits (also	31	\ref{practices-table} summarizes macro-decisions, practices, and benefits (also
14	highlighted in the results section).	32	highlighted in the results section).
15		33
16	-\begin{table}[]	34	+\begin{table}[hbt]
17	\centering	35	\centering
18	\resizebox{\textwidth}{!}{%	36	\resizebox{\textwidth}{!}{%
19	\begin{tabular}{ \| m{4cm} m{10cm} m{10cm} \| }	37	\begin{tabular}{ \| m{4cm} m{10cm} m{10cm} \| }
	@@ -65,6 +83,21 @@ highlighted in the results section).		@@ -65,6 +83,21 @@ highlighted in the results section).
65	\label{practices-table}	83	\label{practices-table}
66	\end{table}	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	The results of this current work corroborate the lessons learned in our	101	The results of this current work corroborate the lessons learned in our
69	previous work on studying the SPB project case \cite{meirelles2017spb}.	102	previous work on studying the SPB project case \cite{meirelles2017spb}.
70	Evidence from the data collected, responses to questionnaires, and interviews	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		@@ -88,3 +121,11 @@ the memory of the interviewees to rescue the events. Furthermore, the new work
88	experiences of the respondents after the project and their current working	121	experiences of the respondents after the project and their current working
89	mindset may also modify their interpretation of the topics addressed in the	122	mindset may also modify their interpretation of the topics addressed in the
90	questionnaire and consequently their responses.	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.
	@@ -40,7 +40,7 @@		@@ -40,7 +40,7 @@
40	\input{content/03-methods}	40	\input{content/03-methods}
41	\input{content/04-results}	41	\input{content/04-results}
42	\input{content/05-discussion}	42	\input{content/05-discussion}
43	-\input{content/06-conclusion}	43	+%\input{content/06-conclusion}
44		44
45	\bibliographystyle{splncs03}	45	\bibliographystyle{splncs03}
46	\bibliography{spb-oss-2018}	46	\bibliography{spb-oss-2018}