From d982e74ee57c907e321b7b73f33bcbabdad107d4 Mon Sep 17 00:00:00 2001 From: Melissa Wen Date: Wed, 24 Jan 2018 13:38:51 -0200 Subject: [PATCH] [oss-2018] methods small fixes --- oss2018/content/03-methods.tex | 27 +++++++++++++-------------- oss2018/content/04-results.tex | 4 ++-- 2 files changed, 15 insertions(+), 16 deletions(-) diff --git a/oss2018/content/03-methods.tex b/oss2018/content/03-methods.tex index fa78e87..831ee13 100644 --- a/oss2018/content/03-methods.tex +++ b/oss2018/content/03-methods.tex @@ -27,20 +27,19 @@ repository. 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 based existing -FLOSS projects. However, it was required to integrate multiple software in the -same system in the way that end-user has a unified experience between the -tools. +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 +multiple systems into one, providing the end user with a unified experience. In short, the SPB portal evolved into a Collaborative Development Environment (CDE) \cite{booch2003}. It was a novelty in the context of the Brazilian government, due to the technologies employed and its diverse features. The -project includes social networking, mailing lists, version control system, and +portal includes social networking, mailing lists, version control system, and source code quality monitoring. All of this software is integrated using a system-of-systems framework \cite{meirelles2017spb}. -The academic team carried out development activities in the Advanced Laboratory +The platform development activities happened in the Advanced Laboratory of Production, Research, and Innovation in Software Engineering (LAPPIS) at UnB. The laboratory born from a professor that is part of Brazillian FLOSS community and another one that spreads out agile values. Thus, naturally, @@ -51,8 +50,8 @@ significant experience with FLOSS communities, and two designers specialized in 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 managed the -collaboration, which means they do not produce software. Analysts following +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. @@ -66,10 +65,10 @@ inefficient. Conflicts between the internal management processes and differences in pace and goals of each institution were compromising the platform development. -Professors with senior developers' collaboration adopted, incrementally, a set -of best practices based on FLOSS ecosystems and agile values to improve the -project management process and reduce the conflict between the government and -academia. Throughout the project, the LAPPIS team built an experimental +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 +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 practices. In this paper, we analyze and codify these decisions and its @@ -107,7 +106,7 @@ 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 +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 diff --git a/oss2018/content/04-results.tex b/oss2018/content/04-results.tex index 9617008..8169ad1 100644 --- a/oss2018/content/04-results.tex +++ b/oss2018/content/04-results.tex @@ -7,8 +7,8 @@ project management activities. The first one, between January 2014 and March activities. Professors and MPOG coordinators had meetings to define strategic goals. The communication between government and academia was, generally, in private channels, such as professional e-mails, personal meetings, and -telephone calls. Because of this, the quantitative data found for this period -are inconclusive or have little expressiveness, and we did not examine them. +telephone calls. Therefore, the quantitative data found for this period +are not conclusive or have little expressiveness, and we do not examine them. The second phase, from April 2015 to the end of the project (June 2016), has a more considerable wealth of data. Much of the management and communication -- libgit2 0.21.2