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Commit d261fbdbd6a7772aa750f602f375b7e983cc0600

Authored by Melissa Wen
2 parents d982e74e 211225ed
Exists in master and in 2 other branches oss_2018, rework_case_study

Merge branch 'oss_2018' of http://softwarepublico.gov.br/gitlab/softwarepublico/… 

…articles into oss_2018
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oss2018/content/05-discussion.tex
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1 \section{Discussion} 1 \section{Discussion}
2 \label{sec:discussion} 2 \label{sec:discussion}
3 3
4 -The results presented in this paper reveal a set of nine best management  
5 -practices from the agile and free software development methods that were  
6 -successfully employed in a government-academia collaboration to develop an  
7 -e-government platform. Around a case study, we analyzed unsystematic decisions  
8 -made by the coordinators in a 30-month collaborative project and identified  
9 -three macro-decisions that harmonized the differences of the management  
10 -processes of each organization. We evidenced from data collection, and responses  
11 -of the members of both sides to the questionnaires and interviews, the benefits  
12 -obtained through the adoption of this empirical method. As a result of our  
13 -research, macro-decisions, practices, and benefits are listed and related in the  
14 -table \cite{practices-table} 4 +Our results reveal a set of nine best management practices from the FLOSS and
  5 +agile development methods that were successfully employed in a
  6 +government-academia collaboration to develop an e-government platform. Around a
  7 +case study, we analyzed unsystematic decisions made by the development leaders
  8 +in a 30-month collaborative project and identified three macro-decisions that
  9 +harmonized the differences of the management processes of each organization. We
  10 +evidenced from data collection, and responses of the members of both sides to
  11 +the questionnaires and interviews, the benefits obtained through the adoption
  12 +of this empirical method. As a result of our investigation, the Table
  13 +\ref{practices-table} summarizes macro-decisions, practices, and benefits (also
  14 +highlighted in the results section).
15 15
16 \begin{table}[] 16 \begin{table}[]
17 \centering 17 \centering
@@ -65,29 +65,23 @@ table \cite{practices-table} @@ -65,29 +65,23 @@ table \cite{practices-table}
65 \label{practices-table} 65 \label{practices-table}
66 \end{table} 66 \end{table}
67 67
68 -The results of this current work corroborate the lessons learned in our previous  
69 -work on studying the SPB project case \cite{meirelles2017spb}. Evidence from the  
70 -data collected and responses to questionnaires and interviews reinforce what  
71 -has been reported by the academic coordination of the project, adding the point of  
72 -views of government and other roles involved on the academic side. The  
73 -respondents also reveal conflicts not overcame during the project that  
74 -should be evaluated for future software development partnerships between  
75 -government and academia. Among the problems faced, the government staff had  
76 -difficulty to understand how collaboration works, that is, they took time to  
77 -realize that the project was not a client-executor relationship and that both  
78 -organizations were at the same hierarchical level in the work plan. They also  
79 -felt the project needed a decision-maker role to resolve impasses between  
80 -organizations. Finally, they said that at times they felt intimidated by the  
81 -coordinator in some attempts to communicate directly with the UnB interns. 68 +The results of this current work corroborate the lessons learned in our
  69 +previous work on studying the SPB project case \cite{meirelles2017spb}.
  70 +Evidence from the data collected, responses to questionnaires, and interviews
  71 +reinforce what has been reported by the academic coordination of the project,
  72 +adding the point of views of government and other roles involved on the
  73 +academic side. In short, the government staff had difficulty to understand how
  74 +collaboration works. They took time to realize that the project was not a
  75 +client-executor relationship and that both organizations were at the same
  76 +hierarchical level in the work plan. Finally, they also felt the project needed
  77 +a decision-maker role to resolve impasses between organizations, and the
  78 +development coordinator (UnB professor) sometimes took on that.
82 79
83 -\textit{Limitations}. We consider the results found in this work are valid  
84 -for the project studied, but may not have the same effectiveness for another  
85 -government-academia collaboration. However, based on the benefits presented in  
86 -the Table \ref{practices-table}, we believe that the abovementioned practices  
87 -and other OSS practices should be evaluated and used in contexts with plurality  
88 -and diversity of stakeholders, such as collaborations. As threats to the  
89 -validity of this work, we point out the lack of communication records and low  
90 -traceability of the management data referring to the first phase of the 80 +The decisions, practices, and benefits presented in the Table
  81 +\ref{practices-table} should be evaluated and used in contexts with more
  82 +substantial plurality and diversity of government stakeholders. As threats to
  83 +the validity of this work, we point out the lack of communication records and
  84 +low traceability of the management data referring to the first phase of the
91 project. We also consider as a threat the hiatus between the completion of the 85 project. We also consider as a threat the hiatus between the completion of the
92 project and the conduction of interviews and questionnaires, since we rely on 86 project and the conduction of interviews and questionnaires, since we rely on
93 the memory of the interviewees to rescue the events. Also, the new work 87 the memory of the interviewees to rescue the events. Also, the new work