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Commit f196d625de81118aaf4e289e8d83ca69b0f1bdd7

Authored by Paulo Meireles
2 parents 29d3dfd4 9ab72412
Exists in master and in 3 other branches oss_2018, oss_2018_siqueira, rework_case_study

Merge branch 'master' of softwarepublico.gov.br:softwarepublico/articles 

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opensym2017/content/00-abstract.tex
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1 1 \begin{abstract}
2 2  
3   -The Brazilian Public Software (SPB) is a program by the Brazilian Federal
4   -Government to foster the sharing and collaboration on Free/Libre/Open Source
5   -Software (FLOSS) solutions for the public administration. In the one hand,
6   -Brazilian Public Softwares have some differences from FLOSS projects, in
7   -particular, the software is considered a public good and the Federal government
8   -assumes some responsibilities related to its use. In the other hand, the
  3 +The Brazilian Public Software (SPB) is a program promoted by the Brazilian Federal
  4 +Government to foster sharing and collaboration on Free/Libre/Open Source
  5 +Software (FLOSS) solutions for the public administration. On the one hand,
  6 +Brazilian Public Software has some differences from other FLOSS projects. In
  7 +particular, the public software is considered a public good and the Federal Government
  8 +assumes some responsibilities related to its use. On the other hand, the
9 9 software development principles are the same: the trend towards
10   -decentralization in decision-making, the information and development sharing,
11   -and the continuous feedback. In this context, we have designed a platform based
12   -on the integration and evolution of existing FLOSS tools. Nowadays, the SPB
13   -Portal provides several modern features for software collaborative development,
14   -helping the Brazilian public administration to share its solutions. In this
  10 +decentralization in decision-making, information and code sharing,
  11 +and continuous feedback. In this context, we have designed the SPB Portal, a platform based
  12 +on the integration and evolution of existing FLOSS tools. Nowadays, it
  13 +provides several modern features for software collaborative development,
  14 +helping the Brazilian public administration in sharing its solutions. In this
15 15 paper, we present this integrated software development platform that was
16   -developed for the program by a heterogeneous team composed by professors,
17   -master students, undergraduate students and professionals from FLOSS
  16 +developed for the SPB program by a heterogeneous team composed by professors,
  17 +master students, undergraduate students, and professionals from FLOSS
18 18 communities. The development of this platform used several FLOSS applications,
19   -providing a non-trivial integration among them, as well as, have generated
20   -several contributed features back to them. In this experience report, alongside
21   -the platform architecture, features, and the user experience efforts carried
22   -out, we also discuss our work process, based on agile and free software
23   -development practices, and the lessons learned in 30 months work on the SPB
  19 +providing a non-trivial integration among them. This effort has also produced
  20 +several new features that were contributed back to these FLOSS applications. In this experience report, alongside
  21 +the platform architecture, the features, and the user experience challenges,
  22 +we also discuss our work process, based on agile and free software
  23 +development practices, and the lessons learned in 30 months of work on the SPB
24 24 project.
25 25  
26 26 \end{abstract}
... ...
opensym2017/content/01-introduction.tex
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... ... @@ -2,49 +2,50 @@
2 2 \label{sec:intro}
3 3  
4 4 The Brazilian Federal Government has been
5   -improving its software adoption and development processes. For
  5 +improving its processes for software contracting and development. For
6 6 instance, in 2003, the recommendation to adopt Free/Libre/Open Source
7   -Software (FLOSS) become a public policy. In 2007, the Brazilian
8   -Government released a portal named Brazilian Public Software
9   -(\textit{Software Público Brasileiro} -- SPB, in Portuguese), with the
  7 +Software (FLOSS) became a public policy. In 2007, the Brazilian
  8 +Government released the Brazilian Public Software Portal
  9 +(\textit{Portal do Software Público Brasileiro}, in Portuguese), with the
10 10 goal of sharing FLOSS projects developed by, or for, the Brazilian
11 11 Government. Additionally, the Brazilian legal instrument on software
12   -contracting (known as IN 04/2012) mandates that public agents must give
13   -priority to solutions available on the SPB Portal. In short, the
  12 +contracting (known as IN 04/2012) mandates that public agents must
  13 +prioritize solutions available on the SPB Portal. The
14 14 acquisition of a proprietary solution must be explicitly justified by
15 15 demonstrating that there is no suitable alternative on the SPB Portal.
16   -In 2013, the Brazilian Federal Court issued a ruling document
17   -(\textit{Acórdão 2314/2013}) about an audit survey regarding the use of
18   -agile methodologies in software development contracts with the public
19   -administration.
  16 +In 2013, the Brazilian Federal Court issued a ruling
  17 +(\textit{Acórdão 2314/2013}) about contracts between the public administration
  18 +and suppliers using agile methodologies in software development.
20 19  
21   -Despite of that, in practice, free software or agile methodologies, that is,
22   -collaborative and empirical software development methods are not widely
23   -practiced and understood by the Brazilian government agents. Thus, the
24   -hierarchical and traditional processes from the government and the lack
25   -of expertise in real-world software development of its agents produces a
26   -situation of inefficient software development contracts and
27   -unjustifiable expending of taxpayers' money.
  20 +Despite of these legal advancements, in practice, Brazilian government agents
  21 +still do not practice, or even understand,
  22 +collaborative and empirical software development methods,
  23 +such as free software or agile methodologies. Thus,
  24 +hierarchical and traditional processes and the lack
  25 +of expertise of public agents in real-world software development produce
  26 +inefficiency in software development contracts, besides
  27 +unjustifiable expending of taxpayers money.
28 28  
29   -Since 2009, the SPB Portal was having several technical issues. The original
30   -codebase was not being developed anymore, also, there was a large amount of
31   -knowingly non-optimal or wrong design decisions to overcome (in other words,
32   -technical debt \cite{refactoring}). The system was a modified version of an
  29 +Since 2009, the SPB Portal has had several technical issues. The original
  30 +codebase development has stopped, leaving substantial
  31 +technical debt~\cite{refactoring}.
  32 +The system was a modified version of an
33 33 existing FLOSS platform called OpenACS \footnote{\url{http://openacs.org}}, and
34   -the old SPB portal was not being updated anymore against the official OpenACS
35   -releases. In this scenario, the portal maintenance has become increasingly
  34 +the old SPB Portal did not receive updates from OpenACS releases.
  35 +In this scenario, the portal maintenance has become increasingly
36 36 difficult.
37 37  
38   -After some events and meetings to collect requirements from the federal
39   -government and from the society, a new platform for the SPB Portal was
40   -developed, among January 2014 and June 2016, by the University of Brasília
  38 +After collecting requirements from the Federal
  39 +Government and society, a new platform for the SPB Portal was
  40 +developed, between January 2014 and June 2016, by the University of Brasília
41 41 (UnB) and the University of São Paulo (USP) in a partnership with the Brazilian
42   -Ministry of Budget, Planning, and Management (MP). It was designed as an
43   -integrated platform for collaborative software development \cite{bobr2003}, and
44   -includes functionality for social networking, mailing lists, version control
  42 +Ministry of Planning, Budget, and Management (MP). It was designed as an
  43 +integrated platform for collaborative software development \cite{bobr2003},
  44 +including social networking, mailing lists, version control
45 45 system, and source code quality monitoring. To coordinate and develop this
46   -project during 30 months, UnB received from the Brazilian Federal Government a
47   -total of 2,619,965.00 BRL (about 750,000.00 USD in June 2016).
  46 +project during 30 months, UnB was funded by a grant
  47 +of 2,619,965.00 BRL (about 750,000.00 USD in June 2016)
  48 +from the Federal Government.
48 49  
49 50 \begin{figure*}[hbt]
50 51 \centering
... ... @@ -53,44 +54,45 @@ total of 2,619,965.00 BRL (about 750,000.00 USD in June 2016).
53 54 \label{fig:spb}
54 55 \end{figure*}
55 56  
56   -The project was developed by a team of 3 professors, 2 masters students, and
57   -approximately 50 undergraduate students (not all of them at the same time,
58   -though -- graduations and other events triggered changes in the team) together
59   -with 2 professional designers and 6 senior developers from free software
60   -communities. The professors and all undergraduate student were from UnB, and
61   -the master students were from USP. Regarding the designers and senior
62   -developers, 7 of 8 they were living outside of Brasília: Curitiba/Brazil, São
63   -Paulo/Brazil, Ribeirão Preto/Brazil, Salvador/Brazil, Santo Domingo/Dominican
64   -Republic, and Montreal/Canada. In other words, we had a team working in
65   -distributed collaborative virtual environment. This diversity of actors and the
66   -relationships between industry, academy and government also made the project a
  57 +The project was developed by a team of three professors, two masters students,
  58 +about fifty undergraduate students (not all of them at the same time,
  59 +since the team changed along the time),
  60 +two professional designers, and six senior developers from free software
  61 +communities. Professors and undergraduate students were from UnB and
  62 +master students were from USP. Regarding the designers and senior
  63 +developers, seven of eight were living outside Brasília, the UnB location.
  64 +Two of them were abroad at Dominican Republic and Canada.
  65 +In other words, we had a distributed team working in a
  66 +collaborative virtual environment. This diversity of actors and the
  67 +relationships between industry, academy, and government also made the project a
67 68 valued opportunity to explore the benefits and challenges of using
68   -FLOSS\cite{kon2011,deKoenigsberg2008, fagerholm2013, fagerholm2014} and
69   -Agile\cite{steghofer2016, harzl2017} practices for Software Engineering
  69 +FLOSS~\cite{kon2011,deKoenigsberg2008, fagerholm2013, fagerholm2014} and
  70 +Agile~\cite{steghofer2016, harzl2017} practices for Software Engineering
70 71 education.
71 72  
72 73 Figure \ref{fig:spb} shows the home page of this integrated platform.
73   -All development was done in the open, and the changes we needed in the
74   -FLOSS tools were contributed back to their respective communities. Our
  74 +All the code was developed as open source. The changes we needed in the
  75 +FLOSS tools were implemented by ourselves and
  76 +contributed back to their respective communities. Our
75 77 process was based on agile practices and FLOSS communities interaction.
76   -We defined development cycles and released 5 versions of the new SPB
  78 +We incrementally released five versions of the new SPB
77 79 Portal. The first release (beta) was in September 2014, only 9 months
78 80 from the beginning of the project. The old portal was shut down in
79 81 September 2015. Finally, the last version, illustrated in Figure 1, was
80 82 released in June 2016.
81 83  
82   -In this paper, we present an overview of this new generation of the SPB Portal.
83   -The paper shares the methodology employed to develop this project, in
84   -partnership with the Brazilian Federal Government, to comply with its
85   -requirements at the same time to be as faithful as possible to FLOSS
86   -development \cite{mockus2002, tosi2015}. Moreover, we discuss several lessons
87   -learned to provide a distributed collaborative virtual environment involving
88   -alarge undergraduate student team and remote senior developers. Lastly, we
89   -released an unprecedented platform for the Brazilian government applying
  84 +In this paper, we present an overview of the new SPB Portal.
  85 +The paper shares the methodology employed to develop this project.
  86 +This methodology has the goals of satisfying Government
  87 +requirements and adhering as much as possible to FLOSS and agile
  88 +practices~\cite{mockus2002, tosi2015}. Moreover, we discuss lessons
  89 +learned in providing a distributed and collaborative virtual environment involving
  90 +a large undergraduate students team and remote senior developers. Finally, we
  91 +released an innovative platform for helping the Brazilian government to apply
90 92 empirical software development methods. This case can help other projects to
91 93 overcome similar software engineering challenges in the future, as well as to
92 94 illustrate how universities can improve the real-world experience of their
93   -students by means of this kind of project.
  95 +students.
94 96  
95 97 The remainder of this work is organized as follows.
96 98 Section \ref{sec:spb}...
... ...
opensym2017/content/11-lessons.tex
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1 1 \section{Lessons Learned}
2 2 \label{sec:lessons}
3 3  
4   -\textbf{How to involve students real-world projects, interacting with
  4 +\textbf{How to involve students in real-world projects, interacting with
5 5 real customers.}
6 6 %
7 7 Our team was mainly composed of software engineering undergraduate
8   -student, who had the opportunity to interact with senior developers and
9   -designers inside the team, as well as with the team of technicians and
  8 +students, who had the opportunity to interact with senior developers and
  9 +designers on the team, as well as with the team of technicians and
10 10 managers from the Brazilian Government, and the management team from
11 11 UnB.
12 12 %
13   -They interacted with professionals that had diverse expertises, and were
  13 +The students interacted with professionals of diverse fields of expertise, and they were
14 14 able to participate in all levels of the software development process.
15   -This contributed to a great learning opportunity, and for a majority of
16   -them this was their first professional experience.
  15 +This contributed to a great learning opportunity. Moreover, for the majority of
  16 +the students, this was a first professional experience.
17 17  
18 18 \textbf{The participation of experienced professionals is crucial to
19   -success of the project.}
  19 +the success of the project.}
20 20 One important factor for the students was the composition of the teams
21 21 with the participation of experienced professionals.
22 22 %
... ... @@ -27,7 +27,7 @@ pressure.
27 27 %
28 28 On the management side, the active participation of professors -- who
29 29 are, in the end, the ones responsible for the project -- is crucial to
30   -make sure student participation is conducted in a healthy way, and is an
  30 +make sure students participation is conducted in a healthy way, and it is an
31 31 instance of leading by example.
32 32  
33 33 \textbf{A balanced relationship between academia and industry.}
... ... @@ -47,66 +47,66 @@ And even under a potentially adverse environment, the project delivered
47 47 the desired solution with success.
48 48 %
49 49 At the end of the project, we noted that the skills developed by the
50   -students were at the state of art of the software engineering practice.
  50 +students were at the software engineering state of the art.
51 51 After the project ended, we had team members successfully embracing
52   -opportunities in public, private, national and international
53   -organizations, in addition to those students that went into
54   -entrepreneurship and opened their own companies.
  52 +opportunities in public, private, national, and international
  53 +organizations, in addition to those students that
  54 +opened their own companies.
55 55  
56 56 \textbf{Managing different organizational cultures.}
57 57 In the beginning of the project, the Brazilian Government stakeholders
58   -had certain expectations about the development of project that, let's
59   -say, didn't exactly match our work based on agile and FOSS practices.
  58 +had certain expectations about the project development that, let's
  59 +say, didn't exactly match our work style based on agile and FOSS practices.
60 60 %
61   -We had to develop strategies that would support different these
  61 +We had to develop strategies that would support these different
62 62 organizational cultures. As reported in Section \ref{sec:process}, the
63 63 MP is organized in a functional hierarchical organizational structure,
64   -typically, a traditional development paradigm. Therefore, we had to
  64 +typically adopting a traditional development paradigm. Therefore, we had to
65 65 create a translation process between our team and the MP managers who
66   -managed the project on their side assuming a traditional, waterfall
  66 +managed the project on their side assuming a traditional waterfall
67 67 process.
68 68  
69   -\textbf{Manage higher-level and lower-level goals separately.}
70   -During the initial phase of the project the MP team would often bring
71   -strategic discussions to technical/operational meetings, where we were
72   -supposed to discuss practical, technical decisions.
  69 +\textbf{Managing higher-level and lower-level goals separately.}
  70 +During the initial phase of the project, the MP team has brought
  71 +strategic discussions to technical/operational meetings that
  72 +were supposed to be about practical technical decisions.
73 73 %
74 74 This produced a highly complex communication and management environment,
75   -overloading the professors because they were supposed to be responsible
76   -for maintaining the strategic alignment of the MP synchronized with
77   -implementation plans of the development team, specially in light of the
78   -aforementioned culture mismatch. Mixing both concerns in the same
  75 +overloading the professors because they were supposed
  76 +for maintaining the MP strategy synchronized with the
  77 +implementation plans of the development team. This was hard, especially because the
  78 +aforementioned cultural mismatch. Mixing both concerns in the same
79 79 discussions caused confusion on both sides.
80 80 %
81   -Towards the middle and end of the project we were able to keep those
  81 +From the middle of the project we were able to keep those
82 82 concerns separated, what eased the work of everyone involved.
83 83  
84 84 \textbf{Living with ill-advised political decisions.}
85 85 At the initial phases of the project, by political and personal
86 86 motivation, the main stakeholders from the Brazilian government imposed
87   -the use of Colab to guide the development of the new SPB platform. Our
  87 +the use of Colab to guide the development of the new SPB platform. Our
88 88 team was totally against the idea because we already knew that Colab was
89 89 a very experimental project and its adoption could dramatically increase
90   -the project complexity. Even though we provided technical reasons to
91   -not utilize Colab, MP was adamant and we had to manage this problem. As
92   -explained in section \ref{sec:architecture} we did massive changes to
93   -it, and at the end of the project we completely rewrote Colab and made
  90 +the project complexity. Even though we provided technical reasons to
  91 +not utilize Colab, the MP was adamant and we had to manage this problem. As
  92 +explained in section \ref{sec:architecture}, we did massive changes to
  93 +Colab, and at the end of the project we have completely rewritten it to make
94 94 it stable. It is important to notice that the MP compelled us to accept
95   -a technical issue based only on political interests, without considering
  95 +a technical decision based only on political interests, without considering
96 96 all the resources that would be spent due to that decision. At the end
97 97 of the project, we verified that Colab indeed consumed a vast amount of
98   -the budget and increased the project complexity. In the end of the
  98 +the budget and increased the project complexity. At the end of the
99 99 project and after our analysis on the decision made by the MP, we
100   -understand that MP's managers are capable of ignoring technical reasons
101   -in favor to a political decision.
  100 +understand that MP managers are capable of ignoring technical reasons
  101 +in favor of political decisions.
102 102  
103 103 \textbf{Consider sustainability from the beginning.}
104   -In the process of deploying the SPB platform in the MP structure, we had
  104 +In the process of deploying the SPB platform in the MP infrastructure we had
105 105 to interact with the MP technicians. We did several workshops, training
106 106 and a meticulous documentation describing all the required procedures to
107 107 update the platform, however, we realized that the MP technicians
108 108 constantly avoid the responsibility. After noticing the aforementioned
109   -situation, we organized a specific DevOps that completely automated all
  109 +situation, we organized a DevOps team that completely automated all
110 110 the deployment procedure. We simplified all the platform deployment to a
111 111 few steps: (1) initial configurations (just ssh configuration) and (2)
112 112 the execution of simple commands to completely update the platform. By
... ... @@ -114,8 +114,8 @@ the end of the project, we observed that the MP technicians invariably
114 114 still depended on our support to update the platform even with all the
115 115 automation provided by us. We were sadly left with a feeling of
116 116 uncertainty about the future of the platform after the project ended. In
117   -hindsight, we realize that the MP dedicated systems analysts and
  117 +hindsight, we realize that the MP dedicated system analysts and
118 118 managers to the project, but not operations technicians. The later
119   -should have been more involved with the process so they could at least
120   -comfortable with managing the platform infrastructure.
  119 +should have been more involved with the process so they could at least be
  120 +comfortable in managing the platform infrastructure.
121 121  
... ...
opensym2017/content/12-conclusion.tex
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1 1 \section{Conclusion}
2 2 \label{sec:conclusion}
3 3  
4   -In this paper we present and discuss issues experienced during a government-
5   -funded project, in partnership with University of Brasilia and University of
6   -São Paulo, to evolve the Brazilian Public Software portal.
7   -
8   -The contributions of this paper are twofold. First, we present how an unprecedent
9   -platform was developed and delivered to Brazilian government. This
10   -platform - developed by an heterogenous team of professors, masters and
11   -undergraduate students, IT professionals and governmental managers - provides
12   -several modern features from the integration of more than 10 FLOSS systems.
13   -
14   -Second, the thirty-month long project in which the SPB platform was developed points
15   -out that it is possible to mitigate issues seen as conflicting to the IT
16   -development environment and between industry and academy. The team was engaged in
17   -providing a friendly working environment as well as in showing to governmental agents
18   -another way to interact with the FLOSS community and the university. In the paper,
19   -we try to show that, as long as the institution can provide a healthy and challenging
20   -environment to its students, one may conciliate studies and professional training
21   -in universities. After the end of the project, some students successfully
22   -embraced opportunities in public and private sectos, within national borders
23   -and abroad. Some others went further and started their own companies.
  4 +In this paper we presented and discussed issues experienced during a government-funded
  5 +project, in partnership with the University of Brasilia and the University of
  6 +São Paulo, to evolve the Brazilian Public Software Portal.
  7 +Its contributions are twofold. First, we present the strategy used to develop
  8 +and to deliver an unprecedented platform to Brazilian government. Second,
  9 +based on the results of the SPB Portal project, we point out that it is
  10 +possible to mitigate conflicts experienced in the development environment
  11 +and to conciliate governmental and academy cultures.
  12 +
  13 +The SPB portal integrates more than 10 FOSS tools and provides several features,
  14 +such as social network, mailing list, version control, content management and
  15 +source code quality monitoring. Concerned with the platform susteinability and
  16 +maintainabilty, the aforementioned 10 FOSS tools were integrated with minimum
  17 +differences from their official versions and the new developed features were
  18 +sent upstream to ensure an alignment between the portal systems and their
  19 +respective official versions. In the integration process, the main softwares
  20 +were identified, specific teams were formed to work with each one of them
  21 +and each team was composed of students with different levels of skills and at
  22 +least one senior professional.
  23 +
  24 +In terms of mitigating conflicts, we tried to show that, as long as the
  25 +institution can provide a healthy and challenging environment to its students,
  26 +one may conciliate studies and professional training in universities.
  27 +In our work process, based on open and collaborative software development
  28 +practices, students could negotiate their work schedule as well as count on IT
  29 +professionals to solve development issues.
  30 +Among the students, we have defined coachs for each team and a meta-coach
  31 +(coach of whole project). All coaches, together with professors, have
  32 +intermediated the comunication between client (Ministry of Planning of Brasil)
  33 +and the rest of the group.
  34 +After the end of the project, some students successfully
  35 +embraced opportunities in public and private sectors, within national borders
  36 +and abroad. Some other students went further and started their own companies.
  37 +
24 38 We also demonstrate that, with some adaptations/"translation processes", it is feasible
25   -to conciliate agile methodologies and FOSS practices in order to develop software to
  39 +to conciliate agile methodologies and FOSS practices to develop software to
26 40 governmental organizations with functional hierarchical structures that use
27 41 traditional development paradigm.
  42 +Aiming at reducing client questions about workconclusion, a DevOps front was
  43 +created to automate all deploy process and also to work in continuous
  44 +delivery. The government was brought to our work environment and interacted
  45 +with our management and comunication tools. For the project success, we
  46 +focused on providing a friendly working environment as well as on showing to
  47 +governmental agents another way to interact with the FLOSS community and the
  48 +university.
  49 +
  50 +\leo{Padronziar uso FOSS vs FLOSS. Qual vcs preferem?}
28 51  
29   -Future work should use the many data produced by the project to validate and evaluate
30   -how the used FLOSS and Agile practices have impacted the students and also the
31   -governmental development process. For this, we would conduce a \textit{post-mortem}
32   -analyse using the project open data and a survey targeted the involved actors.
  52 +Future work should use data produced by the project to validate and evaluate
  53 +how the used FOSS and Agile practices have impacted the students and the
  54 +governmental development process. For this, we would conduce a \textit{postmortem}
  55 +analysis using the project open data and a survey targeting the involved actors.
33 56  
  57 +\textbf{Final remarks}
34 58  
35 59 The portal is available at \url{softwarepublico.gov.br}. All
36 60 documentation, including detailed architecture and operation manuals are
37 61 also available\footnote{\url{https://softwarepublico.gov.br/doc/}
38   -(in Portuguese only at the moment)}).
  62 +(in Portuguese only at the moment)}.
39 63 %
40 64 All the integrated tools are FOSS and our contributions were published
41 65 in open repositories, available on the SPB Portal itself. We also
42   -contributed these features back to the respective communities: that
43   -benefits those communities, as well as us since we can share future
  66 +contributed these features back to the respective communities, which
  67 +benefits both those communities and us, since we can share future
44 68 development and maintenance effort with other organizations that
45   -participate in their projects.
  69 +participate in these projects.
46 70  
47 71 %===========
48 72 % Conclusion
... ...
opensym2017/spb.bib
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... ... @@ -189,7 +189,8 @@
189 189 doi = {10.1016/S0065-2458(03)59001-5},
190 190 timestamp = {Sat, 20 May 2017 00:22:37 +0200},
191 191 biburl = {http://dblp.uni-trier.de/rec/bib/journals/ac/BoochB03},
192   - bibsource = {dblp computer science bibliography, http://dblp.org}
  192 + bibsource = {dblp computer science bibliography, http://dblp.org},
  193 + publisher={Elsevier}
193 194 }
194 195  
195 196 @inproceedings{chao2007student,
... ... @@ -199,8 +200,7 @@
199 200 pages={255--261},
200 201 year={2007},
201 202 url = {http://dblp.uni-trier.de/db/conf/csee/csee2007.html},
202   - publisher = {IEEE Computer Society},
203   - organization={IEEE}
  203 + publisher = {IEEE Computer Society}
204 204 }
205 205  
206 206 @inproceedings{tosi2015,
... ...
opensym2017/spb.tex
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... ... @@ -72,6 +72,13 @@
72 72 % by using the "\todo{...}" command. Make sure to disable the draft
73 73 % option again before submitting your final document.
74 74 \usepackage{todonotes}
  75 +\newcommand{\leo}[2][]{\todo[inline,color=yellow!70, #1]{\emph{Léo:} #2}}
  76 +\newcommand{\paulo}[2][]{\todo[inline,color=yellow!70, #1]{\emph{Paulo:} #2}}
  77 +\newcommand{\melissa}[2][]{\todo[inline,color=yellow!70, #1]{\emph{Melissa:} #2}}
  78 +\newcommand{\terceiro}[2][]{\todo[inline,color=yellow!70, #1]{\emph{Terceiro:} #2}}
  79 +\newcommand{\siqueira}[2][]{\todo[inline,color=yellow!70, #1]{\emph{Siqueira:} #2}}
  80 +\newcommand{\lucas}[2][]{\todo[inline,color=yellow!70, #1]{\emph{Lucas:} #2}}
  81 +\newcommand{\hilmer}[2][]{\todo[inline,color=yellow!70, #1]{\emph{Hilmer:} #2}}
75 82  
76 83 % Paper metadata (use plain text, for PDF inclusion and later
77 84 % re-using, if desired). Use \emtpyauthor when submitting for review
... ... @@ -164,6 +171,8 @@
164 171 }
165 172 }
166 173  
  174 +
  175 +
167 176 \maketitle
168 177 %------------------------------------------------------------------------------
169 178 \input{content/00-abstract}
... ...