[oss-2018] Review Benefits table

Melissa Wen
1 parent ceaeb23e
Showing 1 changed file with 107 additions and 103 deletions Show diff stats
icse2018/content/06-results.tex
@@ -28,15 +28,29 @@ and Mailman \end{itemize} &amp; \begin{itemize} \item Confidence in developed code;
 \item Transparency and efficiency in communication; \item Easier monitoring and 
 increase interactions between development team and public servants; \item 
 Organically documentation and records generation; \end{itemize} \\ \hline
-\textbf{Continuous Delivery} & \begin{itemize} \item Creation of DevOps Team to 
-build Continuous Delivery pipeline which involves both side participation. 
-\item At each release, DevOps members would go to the ministry to assist its 
-infrastructure team in deploying. \end{itemize} & \begin{itemize} \item 
+\textbf{Bring together government staff and development team} & \begin{itemize} 
+\item Biweekly gov staff, senior developers and coaches met to planning and 
+review sprint at the UnB headquarters. \item Most of features under development 
+were discussed on Gitlab Issue Tracker. \item Only strategic decisions or 
+bureaucratic issues involve board directors. \item Deploying SPB intermediated
+versions in production \end{itemize} & \begin{itemize} 
+\item Reducing communication misunderstood; \item Empathy between members on 
+both sides; Meeting expectations of both sides on developing requirements; 
+\item Improving the understanding of collaborative development by the 
+government; \item Aligning both side pace to execute project-related 
+activities; \item 
 Increasing government confidence for collaborative projects with the 
-university; \item Motivating teams; \item Transfering of knowledge about DevOps 
-and Continuous Deliveries from academia to gov infrastructure team; \item 
+university; \item Motivating teams; \item 
 Aligning both side pace to execute project-related activities; \item Improving 
-translation from one development process to the other; \end{itemize}\\ \hline
+translation from one development process to the other; \end{itemize} \\ \hline
+%\textbf{Continuous Delivery} & 
+%\item At each release, DevOps members would go to the ministry to assist its 
+%infrastructure team in deploying. \end{itemize} & \begin{itemize} \item 
+%Increasing government confidence for collaborative projects with the 
+%university; \item Motivating teams; \item Transfering of knowledge about DevOps 
+%and Continuous Deliveries from academia to gov infrastructure team; \item 
+%Aligning both side pace to execute project-related activities; \item Improving 
+%translation from one development process to the other; \end{itemize}\\ \hline
 \textbf{Divide development team in "component" fronts} & \begin{itemize} \item 
 The development was divided into four fronts with a certain self-organization 
 of tasks. \item IT market professionals with recognized experience on each 
@@ -47,23 +61,13 @@ was also defined to coordinate tasks between teams. \end{itemize} &amp;
 decision-making; \item Creating support-points for students, senior developers, 
 and gov staff; \item Transfering of knowledge from industry and FLOSS community 
 to both academia and government; \end{itemize}\\ \hline
-\textbf{Bring together government staff and development team} & \begin{itemize} 
-\item Biweekly gov staff, senior developers and coaches met to planning and 
-review sprint at the UnB headquarters. \item Most of features under development 
-were discussed on Gitlab Issue Tracker. \item Only strategic decisions or 
-bureaucratic issues involve board directors. \end{itemize} & \begin{itemize} 
-\item Reducing communication misunderstood; \item Empathy between members on 
-both sides; Meeting expectations of both sides on developing requirements; 
-\item Improving the understanding of collaborative development by the 
-government; \item Aligning both side pace to execute project-related 
-activities; \end{itemize} \\ \hline
 \end{tabular}%
 }
 \caption{Empirical SPB management method and its benefits}
 \label{practices-table}
 \end{table}
-\subsubsection{Project management and communication on the developing platform
+\subsection{Project management and communication on the developing platform
 itself}
 \hfill
@@ -114,6 +118,91 @@ and also there in the portal itself of what happened in the project. At any
 moment we can go there and see how it worked, how the person did, and manages 
 to salvage those good points."
+%\subsubsection{Bringing the government staff directly responsible for the 
+%project together with development team}
+%\begin{itemize}
+%\item \textit{Biweekly meetings (planning and sprint review) in the 
+%development lab with the presence of government staff, team coaches and senior 
+%developers}
+%\item \textit{Discuss features under development directly on Gitlab Issue 
+%Tracker}
+%\item \textit{Only strategic decisions or bureaucratic issues involve the 
+%directors/secretaries}
+%\end{itemize}
+%
+%\paragraph{Benefits}
+%
+%\begin{itemize}
+%  \setlength\itemsep{1em}
+%  \item \textit{Reduce communication misunderstood}
+%    \subitem MPOG: "That's when the project started, people [MPOG staff] did 
+%not participate in anything. The communication process was horrible."; "The 
+%[MPOG] coordinator did not help, he would say something and UnB would talk to 
+%another at the meeting and it was the biggest mess." About the direct dialogue 
+%between the academic team and MPOG staff (without the involvement of 
+%coordinators and / or directors) , she said "That's where things really started 
+%to move, that the communication of the project began to improve."
+%%
+%  \item \textit{Empathy between members on both sides}
+%    \subitem {72.9\%} of students believe that interacting with MPOG staff was 
+%important during the project
+%    \subitem Only 27\% of the students interviewed said they did not feel like 
+%attending meetings with MPOG employees
+%    \subitem MPOG: "You know people in person and it makes such a big 
+%difference because it causes empathy. You know what the person is going through 
+%on their side and she knows what we're going through on our side. So the next 
+%time you have a non-personal interaction (by mail, by list ...) I think it even 
+%facilitates, improves communication. You already know who that person is, it's 
+%not just a name. "
+%%
+%  \item \textit{Develop requirements closer to the expectations of both sides}
+%    \subitem {81.1 \%} of students believe that the participation of MPOG 
+%staff in planning and closing sprints was important for the development of the 
+%project
+%    \subitem {75.6 \%} of students believe that writing the requirements 
+%together with the MPOG staff was very important
+%    \subitem Undergrad student: "Joint planning and timely meetings were very 
+%important for understanding the needs of MPOG, and the interaction via SPB 
+%tools helped validate the tool as a development platform"
+%    \subitem Undergrad student: "Often they did not know what they really 
+%wanted, and they caused some delays in the development of sprints"
+%    \subitem Undergrad student: "A relationship of constant attempt to balance 
+%and negotiate. The client does not always know the impacts of their requests"
+%    \subitem MPOG: "I believe it was very positive, we also liked to go there, 
+%to interact with the team. I think it brought more unity, more integration into 
+%the project, because we went there, where people were working and they show 
+%what was done. I think they also liked to receive our feedback about what had 
+%been done by them.This interaction did not just made with the coordinator. I 
+%found it very important and very positive it. "
+%%
+%  \item \textit{Improve understanding of collaborative development by MPOG 
+%staff}
+%    \subitem Undergrad student: "In the beginning the demands of MPOG were 
+%very 'orders from above', but according to the progress of the project, they 
+%understood better our work philosophy and became more open"
+%    \subitem MPOG: "During development we realized that the team that was 
+%developing also felt like the owner of the project felt involved not only a 
+%mere executor of an order. It was not a client relationship, it was a 
+%partnership relationship, so there was a lot of team suggestions to be put into 
+%the project. Sometimes these were put in for us to decide and sometimes not."
+%    \subitem MPOG: "I think it was easy, I think the team was aligned. In 
+%addition to being aligned, these items that, for example, were not priorities 
+%and became priorities, were, in a sense, brought with some arguments from the 
+%team. So the team was able to argue and succeed in showing that it was 
+%important, that it needed to be prioritized, and I think the team was able to 
+%present the arguments well for some of the priorities that happened during the 
+%process."
+%%
+%  \item \textit{Align the pace of both sides to execute activities}
+%    \subitem MPOG: "When we went there, I knew people and made that 
+%interaction more frequent, we also felt encouraged to validate faster and give 
+%faster feedback to the teams so they would not wait there. I knew they were 
+%waiting for our feedback and we were struggling to do it fast, because we ended 
+%a sprint and start another and not stop. We gave that feedback fast and they 
+%also gave quick feedback for any questions when they encountered a problem. 
+%That gave the project agility, things flowed faster and better. "
+%\end{itemize}
+
 %\subsubsection{Continuos Delivery}
 %
 %\begin{itemize}
@@ -272,88 +361,3 @@ to salvage those good points.&quot;
 %difícil com a coordenação e não com a equipe, porque a equipe ela sabia o 
 %limite dela e a partir dali ela não agia mais, ela já convocava a 
 %coordenação para lidar (a gerência)."
-%
-%\subsubsection{Bringing the government staff directly responsible for the 
-%project together with development team}
-%\begin{itemize}
-%\item \textit{Biweekly meetings (planning and sprint review) in the 
-%development lab with the presence of government staff, team coaches and senior 
-%developers}
-%\item \textit{Discuss features under development directly on Gitlab Issue 
-%Tracker}
-%\item \textit{Only strategic decisions or bureaucratic issues involve the 
-%directors/secretaries}
-%\end{itemize}
-%
-%\paragraph{Benefits}
-%
-%\begin{itemize}
-%  \setlength\itemsep{1em}
-%  \item \textit{Reduce communication misunderstood}
-%    \subitem MPOG: "That's when the project started, people [MPOG staff] did 
-%not participate in anything. The communication process was horrible."; "The 
-%[MPOG] coordinator did not help, he would say something and UnB would talk to 
-%another at the meeting and it was the biggest mess." About the direct dialogue 
-%between the academic team and MPOG staff (without the involvement of 
-%coordinators and / or directors) , she said "That's where things really started 
-%to move, that the communication of the project began to improve."
-%%
-%  \item \textit{Empathy between members on both sides}
-%    \subitem {72.9\%} of students believe that interacting with MPOG staff was 
-%important during the project
-%    \subitem Only 27\% of the students interviewed said they did not feel like 
-%attending meetings with MPOG employees
-%    \subitem MPOG: "You know people in person and it makes such a big 
-%difference because it causes empathy. You know what the person is going through 
-%on their side and she knows what we're going through on our side. So the next 
-%time you have a non-personal interaction (by mail, by list ...) I think it even 
-%facilitates, improves communication. You already know who that person is, it's 
-%not just a name. "
-%%
-%  \item \textit{Develop requirements closer to the expectations of both sides}
-%    \subitem {81.1 \%} of students believe that the participation of MPOG 
-%staff in planning and closing sprints was important for the development of the 
-%project
-%    \subitem {75.6 \%} of students believe that writing the requirements 
-%together with the MPOG staff was very important
-%    \subitem Undergrad student: "Joint planning and timely meetings were very 
-%important for understanding the needs of MPOG, and the interaction via SPB 
-%tools helped validate the tool as a development platform"
-%    \subitem Undergrad student: "Often they did not know what they really 
-%wanted, and they caused some delays in the development of sprints"
-%    \subitem Undergrad student: "A relationship of constant attempt to balance 
-%and negotiate. The client does not always know the impacts of their requests"
-%    \subitem MPOG: "I believe it was very positive, we also liked to go there, 
-%to interact with the team. I think it brought more unity, more integration into 
-%the project, because we went there, where people were working and they show 
-%what was done. I think they also liked to receive our feedback about what had 
-%been done by them.This interaction did not just made with the coordinator. I 
-%found it very important and very positive it. "
-%%
-%  \item \textit{Improve understanding of collaborative development by MPOG 
-%staff}
-%    \subitem Undergrad student: "In the beginning the demands of MPOG were 
-%very 'orders from above', but according to the progress of the project, they 
-%understood better our work philosophy and became more open"
-%    \subitem MPOG: "During development we realized that the team that was 
-%developing also felt like the owner of the project felt involved not only a 
-%mere executor of an order. It was not a client relationship, it was a 
-%partnership relationship, so there was a lot of team suggestions to be put into 
-%the project. Sometimes these were put in for us to decide and sometimes not."
-%    \subitem MPOG: "I think it was easy, I think the team was aligned. In 
-%addition to being aligned, these items that, for example, were not priorities 
-%and became priorities, were, in a sense, brought with some arguments from the 
-%team. So the team was able to argue and succeed in showing that it was 
-%important, that it needed to be prioritized, and I think the team was able to 
-%present the arguments well for some of the priorities that happened during the 
-%process."
-%%
-%  \item \textit{Align the pace of both sides to execute activities}
-%    \subitem MPOG: "When we went there, I knew people and made that 
-%interaction more frequent, we also felt encouraged to validate faster and give 
-%faster feedback to the teams so they would not wait there. I knew they were 
-%waiting for our feedback and we were struggling to do it fast, because we ended 
-%a sprint and start another and not stop. We gave that feedback fast and they 
-%also gave quick feedback for any questions when they encountered a problem. 
-%That gave the project agility, things flowed faster and better. "
-%\end{itemize}