[oss-2018] setting the text to fit on 10 pages

Melissa Wen
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oss2018/content/01-introduction.tex
oss2018/content/02-relatedwork.tex
oss2018/content/03-methods.tex
oss2018/content/05-discussion.tex
@@ -3,45 +3,46 @@
 E-government projects differ from others due to their complexity and extension
 \cite{anthopoulos2016egovernment}. They are complex because they combine
 development, innovation, information \& communications technologies, politics,
-and social impact. Their extension, on the other hand, is related to their
+and social impact. They are extensive, on the other hand, regarding their
 scope, target audience, organizational size, time, and the corresponding
-resistance to change. Government-academia collaborative projects may be treated
-as an alternative to create novelty for e-government projects and to meet the
-needs of society. This collaborative work has challenges, such as organizing
-the collaboration project, aligning goals, synchronizing the pace of between
-government and academia \cite{anthopoulos2016egovernment}, and overcoming the
-failure trend of e-government projects \cite{goldfinch2007pessimism}.
+resistance to change. Developing an innovative e-government project that meets
+the needs of society is a issue that may be addressed alternatively through
+collaborative projects between government and academia. However, this
+collaborative work has challenges, such as organizing the collaboration project,
+aligning goals, synchronizing the pace of between government and academia, and
+overcoming the failure trend of e-government projects
+\cite{goldfinch2007pessimism}.
-One of the main causes of e-government project failure is poor project
-management \cite{anthopoulos2016egovernment}. When government and academia
-combine efforts to develop an e-gov solution, it becomes a critical issue.
+One of the leading causes of e-government project failure is poor project
+management \cite{anthopoulos2016egovernment}. In this sense, the proper
+management of the collaboration project should be a relevant concern when
+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.
- 
-Academia commonly works on cutting edge technology while the government
-still relies on traditional techniques. Changing the development process in
-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 increase
-the chances of success in projects with tight deadlines and short budgets.
-
-We believe that recommended community standards from Free/Libre and Open Source Software (FLOSS) and
-agile values may be an option for harmonizing 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
-process management and the cooperation of distinct teams.
+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 process management and 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
-ecossystems and agile methodology. We collect and analyse data from the project
+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, our aim is to help
+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.
@@ -4,7 +4,7 @@
 Discussions on how to introduce new management methods into an organization are
 present in several works.  Nerur et al. recognized critical issues concerning
 the migration from traditional to agile software development by comparing
-practices of both methodologies \cite{nerur2015challenges} The authors point out
+practices of both methodologies \cite{nerur2015challenges}. The authors point out
 managerial, organizational, people, process, and technological issues to be
 rethought and reconfigured in an organization for a successful migration. Strode
 et al. investigated the relationship between the adoption of agile methodologies
@@ -20,20 +20,22 @@ management of software projects. Chookittikul et al. evaluated the increasing
 use of the agile techniques in software development companies in Thailand.
 The authors suggested that universities should create curricula that develop
 in their undergraduate students practical skills required by industry (mainly
-agile practices) to promote growth inlocal software businesses \cite{cho2011gap}.
-They report the use of Scrum in an industry-academia research consortium
-(involving ten industry partners and five universities in Sweden)
-\cite{sandberg2017iacollaboration}. Through a case study, they show that being
-able to unite the main activities of interest of the organizations involved is
-essential for the success of collaborative research between industry and
-academia.
+agile practices) to promote growth in local software businesses
+\cite{cho2011gap}. Sandberg et al. report the use of Scrum in an
+industry-academia research consortium (involving ten industry partners and five
+universities in Sweden) \cite{sandberg2017iacollaboration}. Through a case
+study, they demonstrate that being able to bring together the meaningful
+activities of the stakeholders is essential to the success of collaborative
+research between industry and academia.
 Complex and large-scale organizations, such as the public administration, have
 to deal with multiple project variables. Alleman et al. describe a production
 deployment for the US government, focusing on the methodology applied to address
-long-term planning and value estimation \cite{alleman2003making}. The
-application of agile methods in the Brazilian public sector is approached by
-Melo et al. \cite{melo2013agileBr}.\todo{reler essa ref}
+long-term planning and value estimation \cite{alleman2003making}. In the
+Brazilian context, Melo et al. \cite{melo2013agileBr} investigates the growing
+adoption of agile methodologies in this country'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.
@@ -51,7 +53,7 @@ agile manifesto.
 This paper differs itself from others by studying the government-academia
 collaboration for developing a production-level solution. From questionnaires,
-interviews, and development activities data. We extracted best practices that
+interviews, and development activities data, we extracted best practices that
 helped to harmonize the interactions between two different development process
 and satisfied the management process of both sides. We analyzed the decisions
 made from the FLOSS and agile perspectives.
@@ -40,12 +40,12 @@ 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 model of management of sprint of 2 weeks and launches every 4
-months. On the other hand, at the beginning of the project, project management
-and strategic discussions happened only once a month, when Lappis leaders and
-MPOG directors met in person at the ministry's headquarters. The differences
-in organization of the two parties involved in the collaboration are summarized
-by the table\ref{gov-academia-diff-table}. 
+followed 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. 
 \vspace*{-.5cm}
@@ -54,7 +54,7 @@ by the table\ref{gov-academia-diff-table}.
 \def\arraystretch{1.2}
 \setlength\tabcolsep{0.2cm}
 \resizebox{\textwidth}{!}{%
-\begin{tabular}{m{4.3cm}!{\color{white}\vrule}m{6cm}!{\color{white}\vrule}m{7cm}}
+\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} \\
 \rowcolor[HTML]{f2f2f2}
@@ -77,22 +77,20 @@ by the table\ref{gov-academia-diff-table}.
 During the project progress, this workflow proved to be inefficient. Conflicts
 between the internal management processes and differences in pace and goals of
-each institution were compromising the platform development. To improve
-the project management process and reducing the conflict 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 LAPPIS team built an experimental
-management model to harmonize the different cultures. The development leaders
-made decisions in a non-systematic way to promote the usage of these best
-practices. In this paper, we analyze and codify these decisions and its
-benefits.
+each institution were compromising the platform development. To improve the
+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
+these decisions and how they favored the collaboration progress.
 \subsection{Survey, Interview and Data Collection}
-We divided the project team into three groups: undergraduate interns, senior
-developers and MPOG analysts. For the first two groups we sent online
-questionnaires and for the last group we conducted, separately, a 2 hour
-interview. The table \ref{survey-table} have more details about these processes.
+We separated the project team into three groups: undergraduate interns, senior
+developers, 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.
 \vspace*{-.5cm}
@@ -101,7 +99,7 @@ interview. The table \ref{survey-table} have more details about these processes.
 \def\arraystretch{1.2}
 \setlength\tabcolsep{0.2cm}
 \resizebox{\textwidth}{!}{%
-\begin{tabular}{m{4cm}!{\color{white}\vrule}m{4cm}!{\color{white}\vrule}m{5cm}!{\color{white}\vrule}m{5cm}}
+\begin{tabular}{m{4cm}!{\color{white}\vrule}m{5cm}!{\color{white}\vrule}m{6cm}!{\color{white}\vrule}m{6cm}}
 \rowcolor[HTML]{c6b3df} 
 \textbf{} & \textbf{\nohyphens{Undergraduate Interns}} & \textbf{Senior Developers} & \textbf{MPOG Analysts} \\
 \rowcolor[HTML]{fafafa}
@@ -13,43 +13,14 @@ different management processes is crucial, since the poor and unadaptable
 management could lead the project to fail, resulting in the waste of
 population-funded resources.
-We investigated the management method employed at the SPB portal project, a
-partnership between the Brazilian government and universities. The development
-leaders empirically built an approach using FLOSS and agile development
-practices and values.  As a result, we identified a set of best practices which
-improves the workflow and relationship between the organizations involved.  Our
-results reveal a set of nine management practices successfully employed in
-abovementioned case.  We analyzed unsystematic decisions made during a 30-month
-collaborative project and identified three macro-decisions that harmonized the
-differences of the management processes of each organization. We evidenced from
-data collection, and responses of the members of both sides to the
-questionnaires and interviews, the benefits obtained through the adoption of
-this empirical method. The Table \ref{practices-table} summarizes
-macro-decisions, practices, and benefits.
-
-Regarding our first research question \textit{``How to introduce open source and
-agile best practices into government-academia collaboration projects?''}, we
-examined the SPB project and identified three macro-decisions taken by the
-academic coordinators that led them to intuitively and non-systematically adopt
-FLOSS and agile practices in the development process. We extracted nine best
-management practices and verified their efficient use collecting data from the
-management tool and interviewing the project participants.
-
-The interviewed responses allowed us to understand how FLOSS and agile
-practices have benefited the people and project management. Based on that, we
-answered our second research question \textit{``What practices favor
-effective team management in government-academia collaborative projects?''},
-making to explicit in Table \ref{practices-table} eleven benefits obtained from
-the use of the nine best practices.
-
 \vspace*{-.5cm}
 \begin{table}[h]
 \centering
-\def\arraystretch{1.2}
-\setlength\tabcolsep{0.2cm}
+\def\arraystretch{1.5}
+\setlength\tabcolsep{0.5cm}
 \resizebox{\textwidth}{!}{%
-\begin{tabular}{  m{4cm} m{8cm} m{8cm}  } 
+\begin{tabular}{  m{4cm} m{9cm} m{9cm}  } 
 \rowcolor[HTML]{b7d0b9} 
 \textbf{Decision} & \textbf{Practice Explanation} & \textbf{Benefits} \\
 \rowcolor[HTML]{fafafa} 
@@ -120,6 +91,35 @@ the use of the nine best practices.
 \vspace*{-1cm}
+We investigated the management method employed at the SPB portal project, a
+partnership between the Brazilian government and universities. The development
+leaders empirically built an approach using FLOSS and agile development
+practices and values.  As a result, we identified a set of best practices which
+improves the workflow and relationship between the organizations involved.  Our
+results reveal a set of nine management practices successfully employed in
+abovementioned case.  We analyzed unsystematic decisions made during a 30-month
+collaborative project and identified three macro-decisions that harmonized the
+differences of the management processes of each organization. We evidenced from
+data collection, and responses of the members of both sides to the
+questionnaires and interviews, the benefits obtained through the adoption of
+this empirical method. The Table \ref{practices-table} summarizes
+macro-decisions, practices, and benefits.
+
+Regarding our first research question \textit{``How to introduce open source and
+agile best practices into government-academia collaboration projects?''}, we
+examined the SPB project and identified three macro-decisions taken by the
+academic coordinators that led them to intuitively and non-systematically adopt
+FLOSS and agile practices in the development process. We extracted nine best
+management practices and verified their efficient use collecting data from the
+management tool and interviewing the project participants.
+
+The interviewed responses allowed us to understand how FLOSS and agile
+practices have benefited the people and project management. Based on that, we
+answered our second research question \textit{``What practices favor
+effective team management in government-academia collaborative projects?''},
+making to explicit in Table \ref{practices-table} eleven benefits obtained from
+the use of the nine best practices.
+
 The results of this current work corroborate the lessons learned in our
 previous work on studying the SPB project case \cite{meirelles2017spb}.
 Evidence from the data collected, responses to questionnaires, and interviews