Commit fef7abc2f0cc766a891e3429e621ea77629933d1
Exists in
master
and in
3 other branches
Merge branch 'oss_2018' of softwarepublico.gov.br:softwarepublico/articles into oss_2018
Conflicts: icse2018/content/01-introduction.tex
Showing
3 changed files
with
11 additions
and
19 deletions
Show diff stats
icse2018/content/00-abstract.tex
| 1 | \begin{abstract} | 1 | \begin{abstract} |
| 2 | 2 | ||
| 3 | In this paper, we examined the case of a 30-month government-academia | 3 | In this paper, we examined the case of a 30-month government-academia |
| 4 | -development collaboration to map empirical practices that reconciled the | 4 | +development collaboration to map empirical practices that harmonized the |
| 5 | differences in open source software project management on both sides. We | 5 | differences in open source software project management on both sides. We |
| 6 | evidence our adopted practices from the data collected on the repository | 6 | evidence our adopted practices from the data collected on the repository |
| 7 | management tool of the developed platform itself. The benefits of the created empirical | 7 | management tool of the developed platform itself. The benefits of the created empirical |
| 8 | management model in this project are revealed by the results of surveys | 8 | management model in this project are revealed by the results of surveys |
| 9 | with participants on both sides of the project. These results suggest the | 9 | with participants on both sides of the project. These results suggest the |
| 10 | adoption of empirical practices based on open source ecosystems and agile | 10 | adoption of empirical practices based on open source ecosystems and agile |
| 11 | -methodologies to improve the software development in context with diversity of | ||
| 12 | -organizational culture and people mind-set. | 11 | +methodologies to improve the software development in context with different |
| 12 | +organizational culture and people mindset. | ||
| 13 | 13 | ||
| 14 | \end{abstract} | 14 | \end{abstract} |
| 15 | 15 |
icse2018/content/01-introduction.tex
| @@ -24,11 +24,7 @@ impacts on structure, culture, and management practices | @@ -24,11 +24,7 @@ impacts on structure, culture, and management practices | ||
| 24 | \cite{nerur2015challenges}, which will limit its feasibility in projects with | 24 | \cite{nerur2015challenges}, which will limit its feasibility in projects with |
| 25 | tight deadlines and short budgets. | 25 | tight deadlines and short budgets. |
| 26 | 26 | ||
| 27 | -This paper presents empirical practices adopted to harmonize differences | ||
| 28 | -between government and academia project management. We map the management | ||
| 29 | -practices of the referred project by examining a 30-month government-academia | ||
| 30 | -collaboration case. Then we show benefits of this empirical model, using | ||
| 31 | -collected data from repository management tools and from project participants | ||
| 32 | -surveyed: analysts from the Brazilian Ministry of Planning (MPOG) and | ||
| 33 | -developers from the University of Brasília and the University of São Paulo. | 27 | +This paper presents practices based on open source ecosystems and agile |
| 28 | +methodologies, and adopted to harmonize differences between government and academia project management. We map | ||
| 29 | +the management practices of the referred project by examining a 30-month government-academia collaboration case. Then we show benefits of this empirical model, using collected data from repository management tools and from project participants surveyed: analysts from the Brazilian Ministry of Planning (MPOG) and developers from the University of Brasília and the University of São Paulo. | ||
| 34 | 30 |
icse2018/content/06-discussion.tex
| 1 | \section{Discussion and Final Remarks} | 1 | \section{Discussion and Final Remarks} |
| 2 | \label{sec:discussion} | 2 | \label{sec:discussion} |
| 3 | 3 | ||
| 4 | -In this paper we examined the empirical model built in a collaborative project | ||
| 5 | -between government and academia that successfully harmonized the differences in | ||
| 6 | -the common approaches to software development management used by each side. We | ||
| 7 | -mapped the key decisions made over the 30-months of the project, that aimed at | ||
| 8 | -improvement of the communication and the development process as a whole. We also elaborated | ||
| 9 | -two surveys and one interview that were conducted separately for three groups | ||
| 10 | -of participants. We obtained a total of 47 respondents: 37 interns, eight IT market professionals, and two government officials. Finally, | ||
| 11 | -we collected \textit{post-mortem} public data on project management carried out on the | ||
| 12 | -platform itself. The results revealed that nine practices were developed from three | 4 | +In this paper, we examined an empirical model used in a government-academia project, which successfully harmonized differences in their usual development approaches. |
| 5 | +We mapped the key decisions to improve the communication and the development process as a whole. We also designed surveys that were conducted separately for three groups | ||
| 6 | +of participants: government analysts, IT market professionals and interns. Finally, | ||
| 7 | +we collected \textit{post-mortem} public data on project management from the | ||
| 8 | +platform developed. The results revealed that nine practices were developed from three | ||
| 13 | key decisions taken, and these practices brought 11 benefits, as summarized in the Table \ref{practices-table}. | 9 | key decisions taken, and these practices brought 11 benefits, as summarized in the Table \ref{practices-table}. |
| 14 | 10 | ||
| 15 | \begin{table}[] | 11 | \begin{table}[] |