Commit cb1c2bf93ee285bc46c5f1fa0824558d1bcd980b
1 parent
25aa4b8b
Exists in
master
and in
1 other branch
Ajuste com o pessoal
Showing
1 changed file
with
18 additions
and
17 deletions
Show diff stats
oss2018/content/03-methods.tex
@@ -28,9 +28,9 @@ of SPB suffered from maintenance problems and design-reality gaps. The new | @@ -28,9 +28,9 @@ of SPB suffered from maintenance problems and design-reality gaps. The new | ||
28 | platform had the primary requirement to be based on existing FLOSS projects and | 28 | platform had the primary requirement to be based on existing FLOSS projects and |
29 | integrate multiple systems into one, providing the end user with a unified | 29 | integrate multiple systems into one, providing the end user with a unified |
30 | experience. The reasons behind these requirements are the attempt to reduce | 30 | experience. The reasons behind these requirements are the attempt to reduce |
31 | -costs by taking the upstream updates and internal political issues. In this | ||
32 | -sense, The Ministry of Planning (MPOG) decided to join the University of | ||
33 | -Brasília (UnB) and the University of São Paulo (USP) to develop a new platform. | 31 | +costs by taking the upstream updates and political bias. In this sense, The |
32 | +Ministry of Planning (MPOG) decided to join the University of Brasília (UnB) | ||
33 | +and the University of São Paulo (USP) to develop a new platform. | ||
34 | 34 | ||
35 | In short, the SPB portal evolved into a Collaborative Development Environment | 35 | In short, the SPB portal evolved into a Collaborative Development Environment |
36 | (CDE)\cite{booch2003}. It was a novelty in the context of the Brazilian | 36 | (CDE)\cite{booch2003}. It was a novelty in the context of the Brazilian |
@@ -38,17 +38,16 @@ government, due to the technologies employed and its diverse features. The | @@ -38,17 +38,16 @@ government, due to the technologies employed and its diverse features. The | ||
38 | portal includes social networking, mailing lists, version control system, and | 38 | portal includes social networking, mailing lists, version control system, and |
39 | source code quality monitoring. All software is integrated using a | 39 | source code quality monitoring. All software is integrated using a |
40 | system-of-systems framework \cite{meirelles2017spb}. These characteristics led | 40 | system-of-systems framework \cite{meirelles2017spb}. These characteristics led |
41 | -the project to interact with different FLOSS projects. | 41 | +the project to interact with different FLOSS projects and communities. |
42 | 42 | ||
43 | +% TODO: Melhorar a fluidez | ||
43 | The platform development took place at the Advanced Laboratory of Production, | 44 | The platform development took place at the Advanced Laboratory of Production, |
44 | Research, and Innovation in Software Engineering (LAPPIS/UnB) and the FLOSS | 45 | Research, and Innovation in Software Engineering (LAPPIS/UnB) and the FLOSS |
45 | -Competence Center at USP (CCSL/USP). It is important to highlight that LAPPIS | ||
46 | -was selected to lead SPB project for geographical reasons (the laboratory is | ||
47 | -close to the MPOG) and due to its know-how on FLOSS communities. Undergraduate | ||
48 | -interns, IT professionals and professors formed a partially distributed | ||
49 | -development team. While interns and professors worked in-person, most IT | ||
50 | -professionals worked remotely. Their activities followed the workflow of | ||
51 | -biweekly sprints and 4-month releases. | 46 | +Competence Center at USP (CCSL/USP), both with know-how on FLOSS development. |
47 | +Undergraduate interns, IT professionals and professors formed a partially | ||
48 | +distributed development team. While interns and professors worked in-person, | ||
49 | +most IT professionals worked remotely. Their activities followed the workflow | ||
50 | +of biweekly sprints and 4-month releases. | ||
52 | 51 | ||
53 | On the managerial aspect, at the project | 52 | On the managerial aspect, at the project |
54 | beginning, the collaboration management and strategic discussions happened only | 53 | beginning, the collaboration management and strategic discussions happened only |
@@ -91,12 +90,14 @@ project management process and reducing the mismatching between government and | @@ -91,12 +90,14 @@ project management process and reducing the mismatching between government and | ||
91 | academia, professors, with the senior developers' collaboration, incrementally | 90 | academia, professors, with the senior developers' collaboration, incrementally |
92 | employed a set of best practices based on FLOSS and agile values. | 91 | employed a set of best practices based on FLOSS and agile values. |
93 | 92 | ||
94 | -The government investment in FLOSS projects, the geographical advantages, the | ||
95 | -novelty of the SPB project in Brazillian government, and the system-of-system | ||
96 | -characteristic made SPB as a perfect case study. Throughout the project, the | ||
97 | -development leaders made decisions in a non-systematic way to promote the usage | ||
98 | -of FLOSS and agile techniques. In this paper, we analyzed and codified these | ||
99 | -decisions and how they favored the collaboration progress. | 93 | +Although the government initiative to work with the university, there was a |
94 | +natural barrier for the government to accept the new concepts. The government | ||
95 | +understood the value of the collaboration, and the development leaders made | ||
96 | +decisions in a non-systematic way to promote the usage of FLOSS and agile | ||
97 | +techniques. This context made the SPB project a proper case to comprehend the | ||
98 | +processes harmonization between government and university. In this paper, we | ||
99 | +analyzed and codified the set of project decisions and how they favored the | ||
100 | +collaboration progress. | ||
100 | 101 | ||
101 | \subsection{Survey, Interview and Data Collection} | 102 | \subsection{Survey, Interview and Data Collection} |
102 | 103 |