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Commit e1ee4b2d2e8dc549ec20770b423f0c8e70c7f44a

Authored by Paulo Meireles
2 parents 029a4258 7b530d0d
Exists in master and in 2 other branches oss_2018, rework_case_study

Merge branch 'oss_2018' of softwarepublico.gov.br:softwarepublico/articles into oss_2018 

Conflicts:
	oss2018/content/03-methods.tex
	oss2018/spb-oss-2018.bib
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oss2018/content/01-introduction.tex
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3 3 E-government projects differ from others due to their complexity and extension
4 4 \cite{anthopoulos2016egovernment}. They are complex because they combine
5 5 construction, innovation, information \& communications technologies, politics,
6   -and social impact. Their extension, on the other hand, is related to their scope,
7   -target audience, organizational size, time, and the corresponding resistance to
8   -change. Government-academia collaborative projects can be considered an
9   -alternative to create novelty for e-government projects and to meet the needs of
10   -society. This collaborative work has challenges, such as organizing the
11   -collaboration project, aligning goals, synchronizing the pace of between
  6 +and social impact. Their extension, on the other hand, is related to their
  7 +scope, target audience, organizational size, time, and the corresponding
  8 +resistance to change. Government-academia collaborative projects may be treated
  9 +as an alternative to create novelty for e-government projects and to meet the
  10 +needs of society. This collaborative work has challenges, such as organizing
  11 +the collaboration project, aligning goals, synchronizing the pace of between
12 12 government and academia \cite{anthopoulos2016egovernment}, and overcoming the
13 13 failure trend of e-government projects \cite{goldfinch2007pessimism}.
14 14  
15   -Poor project management is one of the main reasons why e-government projects
16   -fail \cite{anthopoulos2016egovernment}. When government and academia combine
17   -efforts to develop an e-government solution, the differences in the project
18   -management become an issue. Academia commonly work on cutting edge of
19   -technology while government is still relying on traditional techniques.
20   -Changing the development process in large-size institutions represents
21   -an organizational disturbance which impacts on structure, culture, and
22   -management practices \cite{nerur2015challenges}. As a result, government and
23   -academia have to harmonize their view to increasing the chances of success in
24   -projects with tight deadlines and short budgets.
  15 +Poor project management is one of the causes of e-government projects failure
  16 +\cite{anthopoulos2016egovernment} which in turn grows into a critical issue
  17 +when government and academia combine efforts to develop an e-gov solution.
  18 +Academia commonly works on cutting edge of technology while the government is
  19 +still relying on traditional techniques. Changing the development process in
  20 +large-size institutions represents an organizational disturbance with impacts
  21 +on structure, culture, and management practices \cite{nerur2015challenges}. As
  22 +a result, government and academia have to harmonize their view to increasing
  23 +the chances of success in projects with tight deadlines and short budgets.
25 24  
26   -% TODO: Projetos de sl tem x características e muitas de suas práticas tem se mostrado válidas e que abrem precedentes para utilizar no contexto governo academia. Falar da influência do SL no projeto
  25 +Due to the plurality of the Free Libre Open Source (FLOSS) ecosystems and the
  26 +diversity of organizations which currently employ agile methodologies,
  27 +procedures from both may be an option for harmonizing different management
  28 +approaches. Open communication, project modularity, the community of users, and
  29 +fast response to problems are just a few of the FLOSS ecosystem practices
  30 +\cite{capiluppi, warsta}. Individuals and interactions, working software,
  31 +customer collaboration, responding to change \cite{beck} are the core of agile
  32 +development. With this in mind, FLOSS and agile practices may improve the process
  33 +management and the cooperation of distinct teams.
27 34  
28   -In this work we investigate a set of practices from a 30-month
  35 +In this work, we investigate the empirical method built during 30 months of a
29 36 government-academia project that helped to harmonize the differences between
30   -government and academia management cultures. We trace the best practices based
31   -on open source ecosystems and agile methodologies. Finally, we validate their
32   -benefits by collecting data from the main project repository and by surveying
33   -the project participant points of view.
34   -
  37 +both organization management cultures. We trace the best practices based on
  38 +FLOSS ecosystems and agile methodology. Finally, we collect data from the
  39 +project repository and survey the project participant points of view to
  40 +extracting a set of methods which favor government-academia collaboration.
... ...
oss2018/content/02-relatedwork.tex
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1 1 \section{Related work}
2 2 \label{sec:relatedwork}
3 3  
4   -% TODO:
5   -%O related work está bem montado. Contudo, eu senti falta de falar sobre
6   -%software livre. A adoção dele ou de suas práticas. Se não existe ainda esse
7   -%estudo, então essa seria uma bela colaboração da nossa parte e deveria ser
8   -%evidênciada no último parágrafo. IMO isso é importante uma vez que é a nossa
9   -%chance de por a parte de FLOSS que sempre defendemos, em adição a conferência é
10   -%sobre FLOSS e talvez possam dizer que a gente não se 'enquadra' na conferência.
11   -%Não acho que precisamos tirar a parte 'agile', mas precisamos ser mais conciso
12   -%sobre isso
13   -
14   -%Sugestão do Fabio: Colocar referências de trabalho que conseguiram conciliar
15   -%ou que reportam dificuldade em conciliar ou aplicar processos de gerenciamento
16   -%em um projeto de colaboração
17   -
  4 +% TODO: Verificar se não vale a pena citar os fatores que o Strode descobriu.
  5 +% Eu acho que deixaria a frase mais completa
18 6 Discussions on how to introduce new management methods into an organization are
19   -present in several papers. Nerur et al. identify the critical issues that involve
20   -migrating from traditional to agile by comparing main practices of the two
  7 +present in several papers. Nerur et al. recognized critical issues concerning
  8 +the migration from traditional to agile by comparing practices of both
21 9 methodologies \cite{nerur2015challenges}. The authors point out managerial,
22 10 organizational, people, process, and technological issues to be rethought and
23 11 reconfigured in an organization for a successful migration. Strode et al.
24   -investigate the correlation between adoption of agile methodologies and
25   -organizational culture \cite{impactOfOrganizationalCulture}. They evaluate the
26   -perception of organizational culture and the use of agile practices in nine
27   -software development projects, identifying organizational culture factors that
28   -are correlated to the implementation of agile methods.
  12 +investigated the relationship between the adoption of agile methodologies and
  13 +organizational culture \cite{impactOfOrganizationalCulture} by evaluating nine
  14 +projects. They identified a set of factors directly linked to the agile
  15 +methods.
29 16  
30 17 Some works also discuss how academia can collaborate with the industry in the
31   -management of software projects. Chookittikul et al. evaluates the increasing
32   -use of the agile methods by software development organizations in Thailand and
33   -suggests universities create curricula which develop in their undergraduate
34   -students' practical skills required by industry (mainly agile practices) to
35   -encourage the software industry growth in the region \cite{cho2011gap}.
36   -Sandberg et al. report the use of Scrum in a collaborative research
37   -consortium between industry and academia (involving ten industry partners and
38   -five universities in Sweden) \cite{sandberg2017iacollaboration}.
39   -
40   -New variables arise when a different approach to project management is
41   -introduced to complex and large-scale organizations, such as the public
42   -administration. Alleman et al. describe a production deployment for the US
43   -government, focus on describing the methodology applied to address long-term
44   -planning and value estimation \cite{alleman2003making}. Agile methods
45   -application in the Brazilian public sector are approached by Melo et al. \cite{melo2013agileBr} and De
46   -Sousa et al. \cite{de2016using}, both are experiences limited
47   -to pilot projects. Not production-ready one that will provide more accurate
48   -data with the real world.
49   -
50   -This paper differentiates itself from others by describing a production level
51   -software development collaboration between government and academia,
52   -analyzing differences in the development process and administrative issues of
53   -the two organizations, and evidencing empirical practices that harmonized the
54   -interactions and satisfied the development and management process of both
55   -sides.
56   -
57   -% TODO: if needed, we can add this paper as related work
58   -%% Staying Agile in Government Software Projects - reports how the agile culture and practices (XP and Scrum) were introduced in a development team working on a government project. Describes practices added, adapted and abandoned. They had a experienced small team that did not know agile. TODO: Not sure if any process had to be added/adapted/abandoned at the government side.
59   -
60   -%Talvez seria relevante citar Extending Patterns for Fearless Change: sobre como introduzir novas ideias em uma organização tradicional (em particular, como introduzir métodos ágeis)
61   -%O Mestrado do Alexandre Freire sobre como ensinar métodos ágeis que tem toda um capítulo sobre governo: https://www.ime.usp.br/~ale/dissertacao_ale_para_web.pdf
  18 +management of software projects. Chookittikul et al. evaluated the increasing
  19 +use of the agile techniques in the software development companies in Thailand.
  20 +The authors suggested that universities should create curricula which develop
  21 +in their undergraduate student's practical skills required by industry (mainly
  22 +agile practices) to promote growth in the local software business \cite{cho2011gap}.
  23 +Sandberg et al. report the use of Scrum in a collaborative research consortium
  24 +between industry and academia (involving ten industry partners and five
  25 +universities in Sweden) \cite{sandberg2017iacollaboration}.
  26 +
  27 +Complex and large-scale organizations, such as the public administration, have
  28 +to deal with multiple project variables. Alleman et al. describe a production
  29 +deployment for the US government, focus on the methodology applied to address
  30 +long-term planning and value estimation \cite{alleman2003making}. Agile
  31 +methods application in the Brazilian public sector are approached by Melo et
  32 +al. \cite{melo2013agileBr} and De Sousa et al. \cite{de2016using}, both are
  33 +experiences limited to pilot projects.
  34 +
  35 +Several works tried to highlight the FLOSS practices, while others attempted to
  36 +determine the relationship between the FLOSS practices and agile methods.
  37 +Capiluppi et al. examined about 400 projects to find FLOSS project properties
  38 +\cite{capiluppi}. In their work, they extracted generic characterization
  39 +(project size, age, license, and programming language), analyzed the average
  40 +number of people involved in the project, the community of user, and
  41 +documentation characteristics. Warsta et al. found differences and similarities
  42 +between agile development and FLOSS practices \cite{warsta}. The authors argued
  43 +that FLOSS development may differ from agile by philosophical and economic
  44 +perspective, on the other hand, both shares the definition of work. Finally,
  45 +Eric Raymond describes many of his experience and decisions in his work with
  46 +FLOSS communities \cite{raymond}, this report has many intersections with the
  47 +agile manifesto.
  48 +
  49 +This paper distinguishes itself from others by studying a a production level
  50 +software development collaboration between government and academia. We extracted
  51 +empirical practices that helped to harmonize the interactions between two
  52 +different development process and satisfied the management process of both
  53 +sides. We analyzed these methods from the FLOSS an agile perspective.
... ...
oss2018/spb-oss-2018.bib
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... ... @@ -3,7 +3,6 @@
3 3 author={Anthopoulos, Leonidas and Reddick, Christopher G and Giannakidou, Irene and Mavridis, Nikolaos},
4 4 journal={Government Information Quarterly},
5 5 volume={33},
6   - number={1},
7 6 pages={161--173},
8 7 year={2016},
9 8 publisher={Elsevier}
... ... @@ -15,25 +14,15 @@
15 14 booktitle = {Proceedings of the 39th International Conference on Software Engineering: Software Engineering in Practice Track},
16 15 series = {ICSE-SEIP '17},
17 16 year = {2017},
18   - isbn = {978-1-5386-2717-4},
19 17 location = {Buenos Aires, Argentina},
20 18 pages = {73--82},
21   - numpages = {10},
22   - url = {https://doi.org/10.1109/ICSE-SEIP.2017.20},
23   - doi = {10.1109/ICSE-SEIP.2017.20},
24   - acmid = {3103122},
25 19 publisher = {IEEE Press},
26   - address = {Piscataway, NJ, USA},
27   - keywords = {agile methodologies, case study, collaboration, industry-academia research}
28 20 }
29 21  
30 22  
31 23 @article{goldfinch2007pessimism,
32   - ISSN={00333352, 15406210},
33   - URL={http://www.jstor.org/stable/4624644},
34 24 author={Shaun Goldfinch},
35 25 journal={Public Administration Review},
36   - number={5},
37 26 pages={917-929},
38 27 publisher={[American Society for Public Administration, Wiley]},
39 28 title={Pessimism, Computer Failure, and Information Systems Development in the Public Sector},
... ... @@ -46,7 +35,6 @@
46 35 author={Highsmith, Jim and Cockburn, Alistair},
47 36 journal={Computer},
48 37 volume={34},
49   - number={9},
50 38 pages={120--127},
51 39 year={2001},
52 40 publisher={IEEE}
... ... @@ -87,7 +75,6 @@
87 75 author={Fowler, Martin},
88 76 journal={Wuhan University Journal of Natural Sciences},
89 77 volume={6},
90   - number={1},
91 78 pages={12--24},
92 79 year={2001},
93 80 publisher={Springer}
... ... @@ -98,7 +85,6 @@
98 85 author={Cockburn, Alistair and Highsmith, Jim},
99 86 journal={Computer},
100 87 volume={34},
101   - number={11},
102 88 pages={131--133},
103 89 year={2001},
104 90 publisher={IEEE}
... ... @@ -116,19 +102,12 @@
116 102 author = {Nerur, Sridhar and Mahapatra, RadhaKanta and Mangalaraj, George},
117 103 title = {Challenges of Migrating to Agile Methodologies},
118 104 journal = {Commun. ACM},
119   - issue_date = {May 2005},
120 105 volume = {48},
121 106 number = {5},
122 107 month = may,
123 108 year = {2005},
124   - issn = {0001-0782},
125 109 pages = {72--78},
126   - numpages = {7},
127   - url = {http://doi.acm.org/10.1145/1060710.1060712},
128   - doi = {10.1145/1060710.1060712},
129   - acmid = {1060712},
130 110 publisher = {ACM},
131   - address = {New York, NY, USA}
132 111 }
133 112  
134 113 @inproceedings{meirelles2017spb,
... ... @@ -137,16 +116,9 @@
137 116 booktitle = {Proceedings of the 13th International Symposium on Open Collaboration},
138 117 series = {OpenSym '17},
139 118 year = {2017},
140   - isbn = {978-1-4503-5187-4},
141 119 location = {Galway, Ireland},
142 120 pages = {16:1--16:10},
143   - articleno = {16},
144   - numpages = {10},
145   - url = {http://doi.acm.org/10.1145/3125433.3125471},
146   - doi = {10.1145/3125433.3125471},
147   - acmid = {3125471},
148 121 publisher = {ACM},
149   - address = {New York, NY, USA},
150 122 keywords = {Free Software, Management Team, Software Integration}
151 123 }
152 124  
... ... @@ -164,7 +136,6 @@
164 136 author={Dyb{\aa}, Tore and Dings{\o}yr, Torgeir},
165 137 journal={Information and software technology},
166 138 volume={50},
167   - number={9},
168 139 pages={833--859},
169 140 year={2008},
170 141 publisher={Elsevier}
... ... @@ -224,6 +195,42 @@
224 195 organization={IEEE}
225 196 }
226 197  
  198 +@inproceedings{capiluppi,
  199 + title={Characteristics of open source projects},
  200 + author={Capiluppi, Andrea and Lago, Patricia and Morisio, Maurizio},
  201 + booktitle={Software Maintenance and Reengineering, 2003. Proceedings. Seventh European Conference on},
  202 + pages={317--327},
  203 + year={2003},
  204 + organization={IEEE}
  205 +}
  206 +
  207 +@inproceedings{warsta,
  208 + title={Is open source software development essentially an agile method},
  209 + author={Warsta, Juhani and Abrahamsson, Pekka},
  210 + booktitle={Proceedings of the 3rd Workshop on Open Source Software Engineering},
  211 + pages={143--147},
  212 + year={2003}
  213 +}
  214 +
  215 +@article{beck,
  216 + title={Manifesto for Agile Software Development. Agile Alliance (2001)},
  217 + author={Beck, Kent and Beedle, M and Bennekum, A and others},
  218 + journal={Retrieved June},
  219 + volume={14},
  220 + year={2010}
  221 +}
  222 +
  223 +@article{raymond,
  224 + title={The cathedral and the bazaar},
  225 + author={Raymond, Eric},
  226 + journal={Philosophy \& Technology},
  227 + volume={12},
  228 + number={3},
  229 + pages={23},
  230 + year={1999},
  231 + publisher={Springer}
  232 +}
  233 +
227 234 @incollection{booch2003,
228 235 title = "Collaborative Development Environments",
229 236 series = "Advances in Computers",
... ... @@ -236,4 +243,3 @@ doi = "https://doi.org/10.1016/S0065-2458(03)59001-5",
236 243 url = "http://www.sciencedirect.com/science/article/pii/S0065245803590015",
237 244 author = "Grady Booch and Alan W. Brown"
238 245 }
239   -
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oss2018/spb-oss-2018.tex
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40 40 \input{content/03-methods}
41 41 \input{content/04-results}
42 42 \input{content/05-discussion}
  43 +\input{content/06-conclusion}
43 44  
44 45 \bibliographystyle{splncs03}
45 46 \bibliography{spb-oss-2018}
... ...