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[oss2018] initial draft for OSS 2018
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icse2018/content/01-introduction.tex
| 1 | 1 | \section{Introduction} |
| 2 | 2 | |
| 3 | -The complexity of writing software is an old subject on computer science dating | |
| 4 | -back to 1968 \cite{mcilroy1968software} when the term software crisis was | |
| 5 | -coined. Understanding and implementing client's requirements is a hard task, | |
| 6 | -due to the human aspects. Several development processes were introduced with | |
| 7 | -the intention to increase the chances of success in software projects, the | |
| 8 | -traditional and agile methods are the most popular. The former is a | |
| 9 | -process-centric based on the belief that variation on the project can be | |
| 10 | -detected in advance, consequently, it is possible to control the project by | |
| 11 | -continuous measure and refine\cite{agileSoftwareDevelopment}. Latter is based | |
| 12 | -on the belief that project is unpredictable, hence, it centered on small | |
| 13 | -interaction. The agile method has shown a great increase in productivity | |
| 3 | +%Falar sobre unir tradicional (guiado por tarefas e atividades) e agil (guiado por funcionalidades) - nerur et al | |
| 4 | +%Falar sobre mudanças estrutura organizacional organica (agil) e burocratica (tradicional) | |
| 5 | + | |
| 6 | +Several development processes were introduced with the intention to increase | |
| 7 | +the chances of success in software projects, the traditional and agile methods | |
| 8 | +are the most popular. The former is a process-centric based on the belief that | |
| 9 | +variation on the project can be detected in advance, consequently, it is | |
| 10 | +possible to control the project by continuous measure and | |
| 11 | +refine\cite{agileSoftwareDevelopment}. Latter is based on the belief that | |
| 12 | +project is unpredictable, hence, it centered on small interaction. The agile | |
| 13 | +method has shown a great increase in productivity | |
| 14 | 14 | \cite{onTheProductivityOfAgile, anAnalysisOfTrends}, as a result, many |
| 15 | 15 | researchers investigate how to make the transition from traditional to agile. |
| 16 | 16 | In this work, we demonstrated a less abrupt approach in which we tried to |
| ... | ... | @@ -44,25 +44,18 @@ methodology\cite{impactOfOrganizationalCulture}. Finally, when we bring those |
| 44 | 44 | challenges and organizational barriers to the government context the situation |
| 45 | 45 | became more challenge. |
| 46 | 46 | |
| 47 | -In this paper, we argued that Layered approach can be used to harmonize | |
| 48 | -different processes in the same project with a little effort. We created | |
| 49 | -multiple layers in a project with a Brazilian government, wherein the | |
| 50 | -government is on the outer layer and the development team in the inner. All | |
| 51 | -layers are isolated, but they communicated with each other via interfaces. We | |
| 52 | -make two key contribution in this work: | |
| 47 | +In this paper, we present practices used to harmonize different processes in | |
| 48 | +the same project. In our previous work\cite{}, we reported the lessons learned | |
| 49 | +in a project with a Brazilian government. | |
| 50 | +% Fazer o gancho para a questão da academia e industria | |
| 51 | +% Abordar a questão do governo brasileiro e do fato da UnB estar na capital do país | |
| 52 | +% Não estamos falando em sucesso do projeto, mas no sucesso do desenvolvimento, comunicação e interação com o governo | |
| 53 | +% Falar que no caso de Brasília, o governo é o principal/mais forte cliente da região e estar bem preparado para entender as peculiaridades deste tipo de cliente é importante para os alunos profissionalmente. | |
| 53 | 54 | |
| 54 | -\begin{enumerate} | |
| 55 | - \item We present quantitative and qualitative evidence that (i) Layered | |
| 56 | - approach can be applied to manage different processes in the same | |
| 57 | - project; and (ii) show the drawback and advantages of using Layered | |
| 58 | - approach. | |
| 59 | - \item We identify elements that, based on our experience, make Layered | |
| 60 | - approach viable. | |
| 61 | -\end{enumerate} | |
| 62 | 55 | |
| 63 | 56 | % TODO: Verificar as seções |
| 64 | -Section \ref{sec:background} describe the layered approach. Section | |
| 65 | -\ref{sec:research_design} describes our research questions and methodology. | |
| 57 | +Section \ref{sec:relatedwork} discuss the related work on blablabla. Section \ref{sec:casestudy} presents blablabla. Section | |
| 58 | +\ref{sec:researchdesign} describes our research questions and methodology. | |
| 66 | 59 | Section \ref{sec:discussion} presents findings derived from our quantitative |
| 67 | 60 | and qualitative analyses. Section \ref{sec:results} we describe the results. |
| 68 | 61 | Finally, we present the limitations, related work and conclusions. | ... | ... |
icse2018/content/03-relatedwork.tex
icse2018/content/04-case.tex
icse2018/content/05-methods.tex
| 1 | 1 | \section{Research Design} |
| 2 | -\label{sec:research_design} | |
| 2 | +\label{sec:researchdesign} | |
| 3 | 3 | |
| 4 | 4 | In this article we use the SPB project \cite{meirelles2017spb} case to analyze practical methods of project management and software development and to validate which techniques were efficient to overcome the differences and difficulties existing in a consortium between government and university. In addition to known variables in a research collaboration between industry and academia \cite{sandberg2017iacollaboration}, this case study also presents typical characteristics of e-government projects: complexity in terms of organizational size, corresponding resistance to change, political bias and end-users' impact \cite{anthopoulos2016government}. |
| 5 | 5 | ... | ... |
icse2018/spb-icse-seip.tex