From dfd0d05ae41e15e288d1fd6371ce10aa9e2a6834 Mon Sep 17 00:00:00 2001 From: Melissa Wen Date: Tue, 9 Jan 2018 02:54:20 -0200 Subject: [PATCH] [oss-2018] small fixes --- icse2018/content/00-abstract.tex | 2 +- icse2018/content/01-introduction.tex | 3 ++- icse2018/content/06-discussion.tex | 14 +++++--------- 3 files changed, 8 insertions(+), 11 deletions(-) diff --git a/icse2018/content/00-abstract.tex b/icse2018/content/00-abstract.tex index 4214266..56c7de1 100644 --- a/icse2018/content/00-abstract.tex +++ b/icse2018/content/00-abstract.tex @@ -1,7 +1,7 @@ \begin{abstract} In this paper, we examined the case of a 30-month government-academia -development collaboration to map empirical practices that reconciled the +development collaboration to map empirical practices that harmonized the differences in open source software project management on both sides. We evidence our adopted practices from the data collected on the repository management tool of the developed platform itself. The benefits of the empirical diff --git a/icse2018/content/01-introduction.tex b/icse2018/content/01-introduction.tex index 75b99d7..f3d3866 100644 --- a/icse2018/content/01-introduction.tex +++ b/icse2018/content/01-introduction.tex @@ -10,7 +10,8 @@ e-government projects fail\cite{anthopoulos2016egovernment}. In Brazil, while industry and academia prefer agile approaches to manage their projects, government organizations generally use traditional methods to discipline its software development. When government and academia decide to join forces to develop an e-government solution, these differences in project management become an issue. Changing the software development process in a large-size institution represents a complex organizational change that has impacts on structure, culture, and management practices \cite{nerur2015challenges}, which will limit its feasibility in projects with tight deadlines and short budgets. -This paper presents open source practices adopted to harmonize differences between government and academia project management. We map +This paper presents practices based on open source ecosystems and agile +methodologies, and adopted to harmonize differences between government and academia project management. We map the management practices of the referred project by examining a 30-month government-academia collaboration case. Then we show benefits of this empirical model, using collected data from repository management tools and from project participants surveyed: analysts from the Brazilian Ministry of Planning (MPOG) and developers from the University of Brasília and the University of São Paulo. At the end, we compare the results of this current work with lessons learned in a previous paper\cite{meirelles2017spb}. Section \ref{sec:relatedwork} describes related work. Section diff --git a/icse2018/content/06-discussion.tex b/icse2018/content/06-discussion.tex index 01124a0..534bcc4 100644 --- a/icse2018/content/06-discussion.tex +++ b/icse2018/content/06-discussion.tex @@ -1,15 +1,11 @@ \section{Discussion and Final Remarks} \label{sec:discussion} -In this paper we examined the empirical model built in a collaborative project -between government and academia that successfully harmonized the differences in -the common approaches to software development management used by each side. We -mapped the key decisions made over the 30-months of the project, that aimed at -improvement of the communication and the development process as a whole. We also elaborated -two surveys and one interview that were conducted separately for three groups -of participants. We obtained a total of 47 respondents: 37 interns, eight IT market professionals, and two government officials. Finally, -we collected \textit{post-mortem} public data on project management carried out on the -platform itself. The results revealed that nine practices were developed from three +In this paper, we examined an empirical model used in a government-academia project, which successfully harmonized differences in their usual development approaches. +We mapped the key decisions to improve the communication and the development process as a whole. We also designed surveys that were conducted separately for three groups +of participants: government analysts, IT market professionals and interns. Finally, +we collected \textit{post-mortem} public data on project management from the +platform developed. The results revealed that nine practices were developed from three key decisions taken, and these practices brought 11 benefits, as summarized in the Table \ref{practices-table}. \begin{table}[] -- libgit2 0.21.2