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[oss-2018] Review Practices
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icse2018/content/06-results.tex
| ... | ... | @@ -22,45 +22,44 @@ in the Table \ref{practices-table}. |
| 22 | 22 | \hline |
| 23 | 23 | \textbf{Decision} & \textbf{Practice Explanation} & \textbf{Benefits} \\ \hline |
| 24 | 24 | \textbf{Project management and communication on the developing platform itself} |
| 25 | -& \begin{itemize} \item Migration of project management and communication into | |
| 25 | +& | |
| 26 | +\begin{itemize} | |
| 27 | +\item Migration of project management and communication into | |
| 26 | 28 | the platform under development using its integrated software components Gitlab |
| 27 | -and Mailman \end{itemize} & \begin{itemize} \item Confidence in developed code; | |
| 28 | -\item Transparency and efficiency in communication; \item Easier monitoring and | |
| 29 | -increase interactions between development team and public servants; \item | |
| 30 | -Organically documentation and records generation; \end{itemize} \\ \hline | |
| 31 | -\textbf{Bring together government staff and development team} & \begin{itemize} | |
| 29 | +and Mailman | |
| 30 | +\end{itemize} & | |
| 31 | +\begin{itemize} | |
| 32 | +\item Confidence in developed code; | |
| 33 | +\item Transparency and efficiency in communication; | |
| 34 | +\item Easier monitoring and | |
| 35 | +increase interactions between development team and public servants; | |
| 36 | +\item Organically documentation and records generation; \end{itemize} \\ \hline | |
| 37 | + | |
| 38 | +\textbf{Bring together government staff and development team} & | |
| 39 | +\begin{itemize} | |
| 32 | 40 | \item Biweekly gov staff, senior developers and coaches met to planning and |
| 33 | 41 | review sprint at the UnB headquarters. \item Most of features under development |
| 34 | 42 | were discussed on Gitlab Issue Tracker. \item Only strategic decisions or |
| 35 | 43 | bureaucratic issues involve board directors. \item Deploying SPB intermediated |
| 36 | -versions in production \end{itemize} & \begin{itemize} | |
| 37 | -\item Reducing communication misunderstood; \item Empathy between members on | |
| 38 | -both sides; Meeting expectations of both sides on developing requirements; | |
| 39 | -\item Improving the understanding of collaborative development by the | |
| 40 | -government; \item Aligning both side pace to execute project-related | |
| 41 | -activities; \item | |
| 42 | -Increasing government confidence for collaborative projects with the | |
| 43 | -university; \item Motivating teams; \item | |
| 44 | -Aligning both side pace to execute project-related activities; \item Improving | |
| 45 | -translation from one development process to the other; \end{itemize} \\ \hline | |
| 46 | -%\textbf{Continuous Delivery} & | |
| 47 | -%\item At each release, DevOps members would go to the ministry to assist its | |
| 48 | -%infrastructure team in deploying. \end{itemize} & \begin{itemize} \item | |
| 49 | -%Increasing government confidence for collaborative projects with the | |
| 50 | -%university; \item Motivating teams; \item Transfering of knowledge about DevOps | |
| 51 | -%and Continuous Deliveries from academia to gov infrastructure team; \item | |
| 52 | -%Aligning both side pace to execute project-related activities; \item Improving | |
| 53 | -%translation from one development process to the other; \end{itemize}\\ \hline | |
| 54 | -\textbf{Divide development team in "component" fronts} & \begin{itemize} \item | |
| 55 | -The development was divided into four fronts with a certain self-organization | |
| 56 | -of tasks. \item IT market professionals with recognized experience on each | |
| 57 | -front were hired to work in person or remotely. \item For each front, there was | |
| 58 | -at least one senior developer and the role of coach. \item The meta-coach role | |
| 59 | -was also defined to coordinate tasks between teams. \end{itemize} & | |
| 60 | -\begin{itemize} \item Helping conciliation of development processes and | |
| 61 | -decision-making; \item Creating support-points for students, senior developers, | |
| 62 | -and gov staff; \item Transfering of knowledge from industry and FLOSS community | |
| 63 | -to both academia and government; \end{itemize}\\ \hline | |
| 44 | +versions in production \end{itemize} & | |
| 45 | +\begin{itemize} | |
| 46 | +\item Reduce communication misunderstood and develop requirements closer to the expectations of both sides; | |
| 47 | +\item Improve understanding of collaborative development by MPOG staff | |
| 48 | +\item Increasing government confidence for collaborative projects with the university; | |
| 49 | +\item Aligning both side pace to execute project-related activities (Empathy between gov and academia side) | |
| 50 | +\item Improving translation from one development process to the other; | |
| 51 | +\end{itemize} \\ \hline | |
| 52 | + | |
| 53 | +\textbf{Divide development team in "component" fronts} & | |
| 54 | +\begin{itemize} | |
| 55 | +\item The development was divided into four fronts with a certain self-organization of tasks. | |
| 56 | +\item IT market professionals with recognized experience on each front were hired to work in person or remotely. | |
| 57 | +\item For each front, there was at least one senior developer and the role of coach. | |
| 58 | +\item The meta-coach role was also defined to coordinate tasks between teams. \end{itemize} & | |
| 59 | +\begin{itemize} | |
| 60 | +\item Helping conciliation of development processes and decision-making; | |
| 61 | +\item Creating support-points for students, senior developers, and gov staff; | |
| 62 | +\item Transfering of knowledge from industry and FLOSS community to both academia and government; \end{itemize}\\ \hline | |
| 64 | 63 | \end{tabular}% |
| 65 | 64 | } |
| 66 | 65 | \caption{Empirical SPB management method and its benefits} | ... | ... |