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icse2018/content/00-abstract.tex
| @@ -13,4 +13,4 @@ organizational culture and people mind-set. | @@ -13,4 +13,4 @@ organizational culture and people mind-set. | ||
| 13 | 13 | ||
| 14 | \end{abstract} | 14 | \end{abstract} |
| 15 | 15 | ||
| 16 | -\keywords{Open Source Software, Collaborative Development, Project Management.} | 16 | +\keywords{Open Source Software, Project Management, Government.} |
icse2018/content/03-relatedwork.tex
| 1 | \section{Related work} | 1 | \section{Related work} |
| 2 | \label{sec:relatedwork} | 2 | \label{sec:relatedwork} |
| 3 | 3 | ||
| 4 | -Discussions on how to introduce new management methods into an organization are present in several papers. | ||
| 5 | -Nerur et al. identify the key issues that involve migrating from traditional to agile by comparing main practices of the | ||
| 6 | -two methodologies \cite{nerur2015challenges}. The authors point out managerial, | 4 | +Discussions on how to introduce new management methods into an organization are |
| 5 | +present in several papers. Nerur et al. identify the key issues that involve | ||
| 6 | +migrating from traditional to agile by comparing main practices of the two | ||
| 7 | +methodologies \cite{nerur2015challenges}. The authors point out managerial, | ||
| 7 | organizational, people, process, and technological issues to be rethought and | 8 | organizational, people, process, and technological issues to be rethought and |
| 8 | reconfigured in an organization for a successful migration. Strode et al. | 9 | reconfigured in an organization for a successful migration. Strode et al. |
| 9 | investigate the correlation between adoption of agile methodologies and | 10 | investigate the correlation between adoption of agile methodologies and |
| @@ -12,28 +13,28 @@ perception of organizational culture and the use of agile practices in nine | @@ -12,28 +13,28 @@ perception of organizational culture and the use of agile practices in nine | ||
| 12 | software development projects, identifying organizational culture factors that | 13 | software development projects, identifying organizational culture factors that |
| 13 | are correlated to the implementation of agile methods. | 14 | are correlated to the implementation of agile methods. |
| 14 | 15 | ||
| 15 | -How academia can collaborate with the industry in the management of software projects is also studied. | ||
| 16 | -Chookittikul et al. evaluates the increasing use of the agile methods by software development organizations in | ||
| 17 | -Thailand and suggests universities create a curricula which develops in | ||
| 18 | -their undergraduate students practical skills required by industry (mainly | ||
| 19 | -agile practices) to encourage the software industry growth in the region. | ||
| 20 | -Sandberg et al. | ||
| 21 | -report the implementation of Scrum in a collaborative research consortium | ||
| 22 | -between industry and academia (involving ten industry partners and five | ||
| 23 | -universities in Sweden) \cite{sandberg2017iacollaboration}. | 16 | +Some works also discuss how academia can collaborate with the industry in the |
| 17 | +management of software projects. Chookittikul et al. evaluates the increasing | ||
| 18 | +use of the agile methods by software development organizations in Thailand and | ||
| 19 | +suggests universities create a curricula which develops in their undergraduate | ||
| 20 | +students practical skills required by industry (mainly agile practices) to | ||
| 21 | +encourage the software industry growth in the region \cite{cho2011gap}. | ||
| 22 | +Sandberg et al. report the implementation of Scrum in a collaborative research | ||
| 23 | +consortium between industry and academia (involving ten industry partners and | ||
| 24 | +five universities in Sweden) \cite{sandberg2017iacollaboration}. | ||
| 24 | 25 | ||
| 25 | -New variables arise when a different approach to project management is introduced to complex and large-scale organizations, such as the public sector. | ||
| 26 | -Alleman et al. describe a production deployment for the US | ||
| 27 | -government, focus on describing the methodology applied to address long | ||
| 28 | -term planning and value estimation \cite{alleman2003making}. | ||
| 29 | -Agile methods application on the Brazilian public sector | ||
| 30 | -are approached by Melo et al. and De Sousa et al. | ||
| 31 | -\cite{melo2013agileBr,de2016using}, both are experiences limited to pilot | ||
| 32 | -projects. Not production-ready one that will provide more accurate data with | ||
| 33 | -the real world. | 26 | +New variables arise when a different approach to project management is |
| 27 | +introduced to complex and large-scale organizations, such as the public | ||
| 28 | +administration. Alleman et al. describe a production deployment for the US | ||
| 29 | +government, focus on describing the methodology applied to address long term | ||
| 30 | +planning and value estimation \cite{alleman2003making}. Agile methods | ||
| 31 | +application on the Brazilian public sector are approached by Melo et al. and De | ||
| 32 | +Sousa et al. \cite{melo2013agileBr,de2016using}, both are experiences limited | ||
| 33 | +to pilot projects. Not production-ready one that will provide more accurate | ||
| 34 | +data with the real world. | ||
| 34 | 35 | ||
| 35 | This paper differentiates itself from others by describing a production level | 36 | This paper differentiates itself from others by describing a production level |
| 36 | -software development collaboration between public sector and academia, | 37 | +software development collaboration between government and academia, |
| 37 | analyzing differences in the development process and administrative issues of | 38 | analyzing differences in the development process and administrative issues of |
| 38 | the two organizations, and evidencing empirical practices that harmonized the | 39 | the two organizations, and evidencing empirical practices that harmonized the |
| 39 | interactions and satisfied the development and management process of both | 40 | interactions and satisfied the development and management process of both |