[oss-2018] General review - part 1

Paulo Meireles
1 parent 0e1fef65
Showing 3 changed files with 30 additions and 58 deletions Show diff stats
oss2018/content/01-introduction.tex
oss2018/content/02-relatedwork.tex
oss2018/content/03-methods.tex
@@ -20,28 +20,11 @@ government and academia combine efforts to develop an e-government solution.
 Academia commonly works on cutting-edge development methodologies while the
 government still relies on traditional techniques. Changing the development
 process of one of this large-size institutions represents an organizational
-disturbance with impacts on structure, culture, and management practices \cite{nerur2015challenges}. As a result, government
-and academia have to harmonize their view to increasing the chances of success
-in projects with tight deadlines and short budgets.
+disturbance with impacts on structure, culture, and management practices
+\cite{nerur2015challenges}. As a result, government and academia have to
+harmonize their view to increasing the chances of success in projects with
+tight deadlines and short budgets.
  
-We believe the adoption of recommended community standards from Free/Libre and
-Open Source Software (FLOSS) and agile values is a possible strategy to
-harmonize different management approaches, due to the plurality of FLOSS
-ecosystems and the diversity favored by agile methodologies. Open communication,
-project modularity, the community of users, and fast response to problems are
-just a few of the FLOSS ecosystem practices \cite{capiluppi, warsta}.
-Individuals and interactions, working software, customer collaboration,
-responding to change \cite{beck} are the values agile development. With this in
-mind, FLOSS and agile practices may improve the cooperation of distinct teams.
+We have investigated the adoption of recommended community standards from Free/Libre and Open Source Software (FLOSS) and agile values as a strategy to harmonize different management approaches, due to the plurality of FLOSS ecosystems and the diversity favored by agile methodologies. Open communication, project modularity, the community of users, and fast response to problems are just a few of the FLOSS ecosystem practices \cite{capiluppi, warsta}.  Individuals and interactions, working software, customer collaboration, responding to change are the values agile development~\cite{beck}. With this in mind, FLOSS and agile practices may improve the cooperation of distinct teams.
  
-In this work, we investigate the empirical method developed during 30 months of a
-government-academia project that helped to harmonize the differences between
-both organization management cultures. We present both quantitative and
-qualitative analyses of the benefits of FLOSS and agile practices in an
-e-government project. We identify and trace the best practices based on FLOSS
-ecosystems and agile methodology. We collect and analyze data from the project
-repository. Finally, we conducted a survey target at projects participants to
-find their perception around the set of best practices, and which of them are
-effective to government-academia collaboration. In doing so, we aim to help
-academia better understand key issues they will be confronted with when engaging
-in a government-academia software project.
+In this work, we investigated the empirical method developed during 30 months of a government-academia project that helped to harmonize the differences between both organization management cultures. We discussed both quantitative and qualitative analyses of the benefits of FLOSS and agile practices in an e-government project. We identified and traced the best practices based on FLOSS ecosystems and agile methodology. We collected and analyzed data from the project repository. Finally, we conducted a survey target at projects participants to find their perception around the set of best practices, and which of them are useful to government-academia collaboration. In doing so, we aim to help academia better understand critical issues they will be confronted with when engaging in a government-academia software project.
@@ -37,19 +37,7 @@ adoption of agile methodologies in this country&#39;s IT industry. The results of
 their survey highlight some mismatch that companies faces when developing
 software for public administration.
  
-Several works tried to highlight the FLOSS practices, while others attempted to
-determine the relationship between FLOSS practices and agile methods.
-Capiluppi et al. examined about 400 projects to find FLOSS project properties
-\cite{capiluppi}. In their work, they extracted generic characterization
-(project size, age, license, and programming language), analyzed the average
-number of people involved in the project, the community of users, and
-documentation characteristics. Warsta et al. found differences and similarities
-between agile development and FLOSS practices \cite{warsta}. The authors argued
-that FLOSS development may differ from agile in their philosophical and economic
-perspectives, on the other hand, both share the definition of work. Finally,
-Eric Raymond describes many of his experiences and decisions in his work with
-FLOSS communities \cite{raymond}, this report has many intersections with the
-agile manifesto.
+Several works tried to highlight the FLOSS practices, while others attempted to determine the relationship between FLOSS practices and agile methods. Capiluppi et al. examined about 400 projects to find FLOSS project properties \cite{capiluppi}. In their work, they extracted generic characterization (project size, age, license, and programming language), analyzed the average number of people involved in the project, the community of users, and documentation characteristics. Warsta et al. found differences and similarities between agile development and FLOSS practices \cite{warsta}. The authors argued that FLOSS development may differ from agile in their philosophical and economic perspectives, on the other hand, both share the definition of work. Finally, Eric Raymond describes many of his experiences and decisions in his work with FLOSS communities \cite{raymond}, and his report in 1999 has many intersections with the agile manifesto in 2001.
  
 This paper differs itself from others by studying the government-academia
 collaboration for developing a production-level solution. From questionnaires,
 \section{Research Design}
 \label{sec:researchdesign}
  
-In this paper, we studied practical alternatives to harmonize the software
+We studied practical alternatives to harmonize the software
 project lifecycle when confronting different development processes from crucial
 stakeholders. We are interested in the relationship between government and
 academia from the project management perspective, without the enforcement of
 changing their internal processes. We present two research questions that guided
-our work:
+this work:
  
-\textbf{RQ1. }\textit{How to introduce open source and agile best practices into
+\textbf{RQ1. }\textit{How to introduce FLOSS and agile best practices into
 government-academia collaboration projects?}
  
 \textbf{RQ2. }\textit{What practices favor effective team management in
 government-academia collaborative projects?}
  
-To answer these questions, we use the case study as research method. We selected
-as a case the evolution of the Brazilian Public Software portal (SPB)
+To answer these questions, we used the case study as research method. We selected
+as a case the evolution of the Brazilian Public Software (SPB) portal
 \cite{meirelles2017spb}, a government-academia collaborative project based on
 FLOSS systems. To validate our answers, we covered three different points of
 view: developers, government agent, and data collected from the project
@@ -40,12 +40,13 @@ system-of-systems framework \cite{meirelles2017spb}.
  
 The development of the platform took place at the Advanced Laboratory of
 Production, Research, and Innovation in Software Engineering (LAPPIS/UnB) and
-followed the workflow of biweekly sprints and 4-month releases. On the
+the FLOSS Competence Center at USP (CCSL/USP),
+following the workflow of biweekly sprints and 4-month releases. On the
 managerial aspect, at the project beginning, the collaboration management and
-strategic discussions happened only once a month, when Lappis leaders and MPOG
-directors met in person at the ministry's headquarters. Table
-\ref{gov-academia-diff-table} summarizes the organizational differences in both
-involved sides. 
+strategic discussions happened only once a month, when project leaders and MPOG
+directors met in person at the ministry's headquarters.
+Table~\ref{tab:gov-academia-diff} summarizes the organizational differences
+in both involved sides.
  
 \vspace*{-.5cm}
  
@@ -53,7 +54,7 @@ involved sides.
 \centering
 \def\arraystretch{1.2}
 \setlength\tabcolsep{0.2cm}
-\resizebox{\textwidth}{!}{%
+\resizebox{\textwidth}{!}{
 \begin{tabular}{m{4.3cm}!{\color{white}\vrule}m{7cm}!{\color{white}\vrule}m{8cm}}
 \rowcolor[HTML]{c0d6e4} 
 \textbf{Collaboration peaces} & \textbf{Academia} & \textbf{Goverment} \\
@@ -61,16 +62,16 @@ involved sides.
 \textbf{Responsibilities} & Platform development activites & Contracts and collaboration management \\
 \rowcolor[HTML]{fafafa}
 \textbf{Team size} &
-\begin{tabular}[c]{@{}l@{}} 42 undergraduate interns; \\ 2 professors; \\ 6 senior developers with significant \\ experience in FLOSS projects;\\ 2 User eXperience specialist \end{tabular} & 
-\begin{tabular}[c]{@{}l@{}} 1 director; \\ 1 coordinator; \\ 2 requirement analysts \end{tabular} \\
+\begin{tabular}[c]{@{}l@{}} 42 undergraduate interns; \\ 2 professors; \\ 6 senior developers with significant \\ experience in FLOSS projects\\ 2 User eXperience specialist \end{tabular} & 
+\begin{tabular}[c]{@{}l@{}} 1 director \\ 1 coordinator \\ 2 requirement analysts \end{tabular} \\
 \rowcolor[HTML]{f2f2f2}
-\textbf{Workplace} & LAPPIS at UnB & MPOG headquarters \
+\textbf{Workplace} & LAPPIS at UnB and CCSL at USP & MPOG headquarters \
 \rowcolor[HTML]{fafafa}
-\begin{tabular}[c]{@{}l@{}}\textbf{Management} \textbf{approaches}\end{tabular} & Agile methods and practices from FLOSS development & Traditional methods, such as RUP, CMMI, and PMBOK \\
-\end{tabular}%
+\begin{tabular}[c]{@{}l@{}}\textbf{Management} \textbf{approaches}\end{tabular} & FLOSS practices and Agile values & Traditional approach from RUP, CMMI, and PMBOK \\
+\end{tabular}
 }
-\caption{Differences between academia and government sides}
-\label{gov-academia-diff-table}
+\caption{Differences between academia and government sides.}
+\label{tab:gov-academia-diff}
 \end{table}
  
 \vspace*{-1cm}
@@ -82,13 +83,13 @@ project management process and reducing the mismatching between government and
 academia, professors, with the senior developers' collaboration, incrementally
 employed a set of best practices based on FLOSS and agile values. Throughout
 the project, the development leaders made decisions in a non-systematic way to
-promote the usage of these techniques. In this paper, we analyze and codify
+promote the usage of these techniques. In this paper, we analyzed and codified
 these decisions and how they favored the collaboration progress.
  
 \subsection{Survey, Interview and Data Collection}
  
-We separated the project team into three groups: undergraduate interns, senior
-developers, and MPOG analysts. For the first two we sent online questionnaires,
+We separated the project team into three groups: undergraduate interns, IT professionals (senior
+developers and designers), and MPOG analysts. For the first two we sent online questionnaires,
 and for the last one, we conducted 2-hour interviews. Table \ref{survey-table}
 presents the details of these processes.
  
@@ -111,7 +112,7 @@ presents the details of these processes.
 \rowcolor[HTML]{f2f2f2}
 \textbf{Rate of responses} & 88\% (37) & 100\% & 100\% \\
 \rowcolor[HTML]{fafafa}
-\textbf{Average age at the end of the project} & 22 years old & 30 years old & more than 30 years \
+\textbf{Average age at the end of the project} & 22 years old & 30 years old & 30 years old \
 \rowcolor[HTML]{f2f2f2}
 \textbf{Gender} & \begin{tabular}[c]{@{}l@{}}8\% women \\ 92\% man\end{tabular} & \begin{tabular}[c]{@{}l@{}}13\% women \\ 87\% man\end{tabular} & 100\% women \\
 \rowcolor[HTML]{fafafa}
...	...	@@ -20,28 +20,11 @@ government and academia combine efforts to develop an e-government solution.
20	20	Academia commonly works on cutting-edge development methodologies while the
21	21	government still relies on traditional techniques. Changing the development
22	22	process of one of this large-size institutions represents an organizational
23		-disturbance with impacts on structure, culture, and management practices \cite{nerur2015challenges}. As a result, government
24		-and academia have to harmonize their view to increasing the chances of success
25		-in projects with tight deadlines and short budgets.
	23	+disturbance with impacts on structure, culture, and management practices
	24	+\cite{nerur2015challenges}. As a result, government and academia have to
	25	+harmonize their view to increasing the chances of success in projects with
	26	+tight deadlines and short budgets.
26	27
27		-We believe the adoption of recommended community standards from Free/Libre and
28		-Open Source Software (FLOSS) and agile values is a possible strategy to
29		-harmonize different management approaches, due to the plurality of FLOSS
30		-ecosystems and the diversity favored by agile methodologies. Open communication,
31		-project modularity, the community of users, and fast response to problems are
32		-just a few of the FLOSS ecosystem practices \cite{capiluppi, warsta}.
33		-Individuals and interactions, working software, customer collaboration,
34		-responding to change \cite{beck} are the values agile development. With this in
35		-mind, FLOSS and agile practices may improve the cooperation of distinct teams.
	28	+We have investigated the adoption of recommended community standards from Free/Libre and Open Source Software (FLOSS) and agile values as a strategy to harmonize different management approaches, due to the plurality of FLOSS ecosystems and the diversity favored by agile methodologies. Open communication, project modularity, the community of users, and fast response to problems are just a few of the FLOSS ecosystem practices \cite{capiluppi, warsta}. Individuals and interactions, working software, customer collaboration, responding to change are the values agile development~\cite{beck}. With this in mind, FLOSS and agile practices may improve the cooperation of distinct teams.
36	29
37		-In this work, we investigate the empirical method developed during 30 months of a
38		-government-academia project that helped to harmonize the differences between
39		-both organization management cultures. We present both quantitative and
40		-qualitative analyses of the benefits of FLOSS and agile practices in an
41		-e-government project. We identify and trace the best practices based on FLOSS
42		-ecosystems and agile methodology. We collect and analyze data from the project
43		-repository. Finally, we conducted a survey target at projects participants to
44		-find their perception around the set of best practices, and which of them are
45		-effective to government-academia collaboration. In doing so, we aim to help
46		-academia better understand key issues they will be confronted with when engaging
47		-in a government-academia software project.
	30	+In this work, we investigated the empirical method developed during 30 months of a government-academia project that helped to harmonize the differences between both organization management cultures. We discussed both quantitative and qualitative analyses of the benefits of FLOSS and agile practices in an e-government project. We identified and traced the best practices based on FLOSS ecosystems and agile methodology. We collected and analyzed data from the project repository. Finally, we conducted a survey target at projects participants to find their perception around the set of best practices, and which of them are useful to government-academia collaboration. In doing so, we aim to help academia better understand critical issues they will be confronted with when engaging in a government-academia software project.
...	...
...	...	@@ -37,19 +37,7 @@ adoption of agile methodologies in this country's IT industry. The results of
37	37	their survey highlight some mismatch that companies faces when developing
38	38	software for public administration.
39	39
40		-Several works tried to highlight the FLOSS practices, while others attempted to
41		-determine the relationship between FLOSS practices and agile methods.
42		-Capiluppi et al. examined about 400 projects to find FLOSS project properties
43		-\cite{capiluppi}. In their work, they extracted generic characterization
44		-(project size, age, license, and programming language), analyzed the average
45		-number of people involved in the project, the community of users, and
46		-documentation characteristics. Warsta et al. found differences and similarities
47		-between agile development and FLOSS practices \cite{warsta}. The authors argued
48		-that FLOSS development may differ from agile in their philosophical and economic
49		-perspectives, on the other hand, both share the definition of work. Finally,
50		-Eric Raymond describes many of his experiences and decisions in his work with
51		-FLOSS communities \cite{raymond}, this report has many intersections with the
52		-agile manifesto.
	40	+Several works tried to highlight the FLOSS practices, while others attempted to determine the relationship between FLOSS practices and agile methods. Capiluppi et al. examined about 400 projects to find FLOSS project properties \cite{capiluppi}. In their work, they extracted generic characterization (project size, age, license, and programming language), analyzed the average number of people involved in the project, the community of users, and documentation characteristics. Warsta et al. found differences and similarities between agile development and FLOSS practices \cite{warsta}. The authors argued that FLOSS development may differ from agile in their philosophical and economic perspectives, on the other hand, both share the definition of work. Finally, Eric Raymond describes many of his experiences and decisions in his work with FLOSS communities \cite{raymond}, and his report in 1999 has many intersections with the agile manifesto in 2001.
53	41
54	42	This paper differs itself from others by studying the government-academia
55	43	collaboration for developing a production-level solution. From questionnaires,
...	...
1	1	\section{Research Design}
2	2	\label{sec:researchdesign}
3	3
4		-In this paper, we studied practical alternatives to harmonize the software
	4	+We studied practical alternatives to harmonize the software
5	5	project lifecycle when confronting different development processes from crucial
6	6	stakeholders. We are interested in the relationship between government and
7	7	academia from the project management perspective, without the enforcement of
8	8	changing their internal processes. We present two research questions that guided
9		-our work:
	9	+this work:
10	10
11		-\textbf{RQ1. }\textit{How to introduce open source and agile best practices into
	11	+\textbf{RQ1. }\textit{How to introduce FLOSS and agile best practices into
12	12	government-academia collaboration projects?}
13	13
14	14	\textbf{RQ2. }\textit{What practices favor effective team management in
15	15	government-academia collaborative projects?}
16	16
17		-To answer these questions, we use the case study as research method. We selected
18		-as a case the evolution of the Brazilian Public Software portal (SPB)
	17	+To answer these questions, we used the case study as research method. We selected
	18	+as a case the evolution of the Brazilian Public Software (SPB) portal
19	19	\cite{meirelles2017spb}, a government-academia collaborative project based on
20	20	FLOSS systems. To validate our answers, we covered three different points of
21	21	view: developers, government agent, and data collected from the project
...	...	@@ -40,12 +40,13 @@ system-of-systems framework \cite{meirelles2017spb}.
40	40
41	41	The development of the platform took place at the Advanced Laboratory of
42	42	Production, Research, and Innovation in Software Engineering (LAPPIS/UnB) and
43		-followed the workflow of biweekly sprints and 4-month releases. On the
	43	+the FLOSS Competence Center at USP (CCSL/USP),
	44	+following the workflow of biweekly sprints and 4-month releases. On the
44	45	managerial aspect, at the project beginning, the collaboration management and
45		-strategic discussions happened only once a month, when Lappis leaders and MPOG
46		-directors met in person at the ministry's headquarters. Table
47		-\ref{gov-academia-diff-table} summarizes the organizational differences in both
48		-involved sides.
	46	+strategic discussions happened only once a month, when project leaders and MPOG
	47	+directors met in person at the ministry's headquarters.
	48	+Table~\ref{tab:gov-academia-diff} summarizes the organizational differences
	49	+in both involved sides.
49	50
50	51	\vspace*{-.5cm}
51	52
...	...	@@ -53,7 +54,7 @@ involved sides.
53	54	\centering
54	55	\def\arraystretch{1.2}
55	56	\setlength\tabcolsep{0.2cm}
56		-\resizebox{\textwidth}{!}{%
	57	+\resizebox{\textwidth}{!}{
57	58	\begin{tabular}{m{4.3cm}!{\color{white}\vrule}m{7cm}!{\color{white}\vrule}m{8cm}}
58	59	\rowcolor[HTML]{c0d6e4}
59	60	\textbf{Collaboration peaces} & \textbf{Academia} & \textbf{Goverment} \\
...	...	@@ -61,16 +62,16 @@ involved sides.
61	62	\textbf{Responsibilities} & Platform development activites & Contracts and collaboration management \\
62	63	\rowcolor[HTML]{fafafa}
63	64	\textbf{Team size} &
64		-\begin{tabular}[c]{@{}l@{}} 42 undergraduate interns; \\ 2 professors; \\ 6 senior developers with significant \\ experience in FLOSS projects;\\ 2 User eXperience specialist \end{tabular} &
65		-\begin{tabular}[c]{@{}l@{}} 1 director; \\ 1 coordinator; \\ 2 requirement analysts \end{tabular} \\
	65	+\begin{tabular}[c]{@{}l@{}} 42 undergraduate interns; \\ 2 professors; \\ 6 senior developers with significant \\ experience in FLOSS projects\\ 2 User eXperience specialist \end{tabular} &
	66	+\begin{tabular}[c]{@{}l@{}} 1 director \\ 1 coordinator \\ 2 requirement analysts \end{tabular} \\
66	67	\rowcolor[HTML]{f2f2f2}
67		-\textbf{Workplace} & LAPPIS at UnB & MPOG headquarters \
	68	+\textbf{Workplace} & LAPPIS at UnB and CCSL at USP & MPOG headquarters \
68	69	\rowcolor[HTML]{fafafa}
69		-\begin{tabular}[c]{@{}l@{}}\textbf{Management} \textbf{approaches}\end{tabular} & Agile methods and practices from FLOSS development & Traditional methods, such as RUP, CMMI, and PMBOK \\
70		-\end{tabular}%
	70	+\begin{tabular}[c]{@{}l@{}}\textbf{Management} \textbf{approaches}\end{tabular} & FLOSS practices and Agile values & Traditional approach from RUP, CMMI, and PMBOK \\
	71	+\end{tabular}
71	72	}
72		-\caption{Differences between academia and government sides}
73		-\label{gov-academia-diff-table}
	73	+\caption{Differences between academia and government sides.}
	74	+\label{tab:gov-academia-diff}
74	75	\end{table}
75	76
76	77	\vspace*{-1cm}
...	...	@@ -82,13 +83,13 @@ project management process and reducing the mismatching between government and
82	83	academia, professors, with the senior developers' collaboration, incrementally
83	84	employed a set of best practices based on FLOSS and agile values. Throughout
84	85	the project, the development leaders made decisions in a non-systematic way to
85		-promote the usage of these techniques. In this paper, we analyze and codify
	86	+promote the usage of these techniques. In this paper, we analyzed and codified
86	87	these decisions and how they favored the collaboration progress.
87	88
88	89	\subsection{Survey, Interview and Data Collection}
89	90
90		-We separated the project team into three groups: undergraduate interns, senior
91		-developers, and MPOG analysts. For the first two we sent online questionnaires,
	91	+We separated the project team into three groups: undergraduate interns, IT professionals (senior
	92	+developers and designers), and MPOG analysts. For the first two we sent online questionnaires,
92	93	and for the last one, we conducted 2-hour interviews. Table \ref{survey-table}
93	94	presents the details of these processes.
94	95
...	...	@@ -111,7 +112,7 @@ presents the details of these processes.
111	112	\rowcolor[HTML]{f2f2f2}
112	113	\textbf{Rate of responses} & 88\% (37) & 100\% & 100\% \\
113	114	\rowcolor[HTML]{fafafa}
114		-\textbf{Average age at the end of the project} & 22 years old & 30 years old & more than 30 years \
	115	+\textbf{Average age at the end of the project} & 22 years old & 30 years old & 30 years old \
115	116	\rowcolor[HTML]{f2f2f2}
116	117	\textbf{Gender} & \begin{tabular}[c]{@{}l@{}}8\% women \\ 92\% man\end{tabular} & \begin{tabular}[c]{@{}l@{}}13\% women \\ 87\% man\end{tabular} & 100\% women \\
117	118	\rowcolor[HTML]{fafafa}
...	...