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opensym2017/content/09-lessons.tex
| 1 | \section{Lessons Learned and Conclusion} | 1 | \section{Lessons Learned and Conclusion} |
| 2 | \label{sec:lessons} | 2 | \label{sec:lessons} |
| 3 | 3 | ||
| 4 | -The multidisciplinary of the development teams - mainly composed of software | ||
| 5 | -engineers and designers - it is necessary for the development of a software | ||
| 6 | -product that naturally fit the user requirements and consequently achieve a | ||
| 7 | -high quality. In the context of the SPB project, there was a stakeholders team | ||
| 8 | -of technicians and managers of the MP, as well as the administrative team of | ||
| 9 | -the UnB. The interaction with different professionals contributed as a great | ||
| 10 | -learning opportunity for the students, which had their first professional | ||
| 11 | -experience during their graduation course. On the other hand, the different | ||
| 12 | -perceptions of the stakeholders generated a high complex communication and | ||
| 13 | -management environment. All of this complication generated a lot of overhead | ||
| 14 | -for the professors because they were responsible for the project management. | ||
| 15 | - | ||
| 16 | -At the initial phases of the project, MP imposed the integration of Colab to | ||
| 17 | -the platform by the claim that it had gamification features, which would | ||
| 18 | -encourage MP managers to be active on the platform. Since the first moment that | ||
| 19 | -MP demands it to us, we were totally against the idea because we already knew | ||
| 20 | -that Colab was a very experimental project and its adoption could dramatically | ||
| 21 | -increase the project complexity. Even though we provided technical reasons to | ||
| 22 | -not utilize Colab, MP enforces it to us and we had to manage this problem. As | ||
| 23 | -explained in section \ref{sec:architecture} we did a massive change in it, and | ||
| 24 | -at the end of the project we completely rewrite Colab and made it stable. It is | ||
| 25 | -important to notice that the MP compelled us to accept a technical issue based | ||
| 26 | -only on political interests, without considering all the money they would spend | ||
| 27 | -with their decision. At the end of the project, we verified that Colab consumed | ||
| 28 | -a vast amount of the budget and indeed increased the project complexity. In the | ||
| 29 | -end of the project and after our analyses on the decisions made by the MP, we | ||
| 30 | -understand that MP's managers are capable of ignoring technical reasons in | ||
| 31 | -favor to a political decision. | 4 | +%%% Acho que podemos organizar em algo assim, explicitando a lição%%% |
| 5 | +%(Lesson 1 -- Students in real-world project interacting with real customers) | ||
| 6 | + | ||
| 7 | +The multidisciplinary of our development team - mainly composed of software | ||
| 8 | +engineers undergraduate students, senior developers, and designers - makes that | ||
| 9 | +naturally fit the project requirements and consequently achieve a high quality. | ||
| 10 | +To collaborate to that, there was a stakeholder team of technicians and | ||
| 11 | +managers from the Brazilian Government, as well as the management team from the | ||
| 12 | +UnB. In particular at the being of the project, the different perceptions of | ||
| 13 | +the Brazilian Government stakeholders generated a high complex communication | ||
| 14 | +and management environment. Once we were practicing an empirical development | ||
| 15 | +approach based on FOSS and agile methods, our development team also interacted | ||
| 16 | +directly with the stakeholders to mitigate several moments of management | ||
| 17 | +overhead, supporting the UnB professors those were responsible for the project | ||
| 18 | +management. The interaction with professionals, that have different expertises, | ||
| 19 | +and the participation in all levels of the software development process | ||
| 20 | +contributed with a great learning opportunity for the students, which majority | ||
| 21 | +have their first professional experience. | ||
| 22 | + | ||
| 23 | + | ||
| 24 | +At the initial phases of the project, by political and personal motivation, the | ||
| 25 | +main stakeholders from the Brazilian government imposed the use of Colab to | ||
| 26 | +guide the development of the new SPB platform. Our team were totally against | ||
| 27 | +the idea because we already knew that Colab was a very experimental project and | ||
| 28 | +its adoption could dramatically increase the project complexity. Even though | ||
| 29 | +we provided technical reasons to not utilize Colab, MP enforces it to us and we | ||
| 30 | +had to manage this problem. As explained in section \ref{sec:architecture} we | ||
| 31 | +did a massive change in it, and at the end of the project we completely rewrite | ||
| 32 | +Colab and made it stable. It is important to notice that the MP compelled us to | ||
| 33 | +accept a technical issue based only on political interests, without considering | ||
| 34 | +all the money they would spend with their decision. At the end of the project, | ||
| 35 | +we verified that Colab consumed a vast amount of the budget and indeed | ||
| 36 | +increased the project complexity. In the end of the project and after our | ||
| 37 | +analyses on the decisions made by the MP, we understand that MP's managers are | ||
| 38 | +capable of ignoring technical reasons in favor to a political decision. | ||
| 32 | 39 | ||
| 33 | In the process of deploying the SPB platform in the MP structure, we had to | 40 | In the process of deploying the SPB platform in the MP structure, we had to |
| 34 | interact with the MP's technicians. We did several workshops, training and a | 41 | interact with the MP's technicians. We did several workshops, training and a |