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icse2018/content/00-abstract.tex
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1 1 \begin{abstract}
2 2  
3 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 5 differences in open source software project management on both sides. We
6 6 evidence our adopted practices from the data collected on the repository
7 7 management tool of the developed platform itself. The benefits of the created empirical
8 8 management model in this project are revealed by the results of surveys
9 9 with participants on both sides of the project. These results suggest the
10 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 14 \end{abstract}
15 15  
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icse2018/content/01-introduction.tex
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... ... @@ -10,7 +10,8 @@ e-government projects fail\cite{anthopoulos2016egovernment}. In Brazil, while
10 10 industry and academia prefer agile approaches to manage their projects, government organizations generally use traditional
11 11 methods to discipline its software development. When government and academia decide to join forces to develop an e-government solution, these differences in project management become an issue. Changing the software development process in a large-size institution represents a complex organizational change that has impacts on structure, culture, and management practices \cite{nerur2015challenges}, which will limit its feasibility in projects with tight deadlines and short budgets.
12 12  
13   -This paper presents open source practices adopted to harmonize differences between government and academia project management. We map
  13 +This paper presents practices based on open source ecosystems and agile
  14 +methodologies, and adopted to harmonize differences between government and academia project management. We map
14 15 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. At the end, we compare the results of this current work with lessons learned in a previous paper\cite{meirelles2017spb}.
15 16  
16 17 Section \ref{sec:relatedwork} describes related work. Section
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icse2018/content/06-discussion.tex
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1 1 \section{Discussion and Final Remarks}
2 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 9 key decisions taken, and these practices brought 11 benefits, as summarized in the Table \ref{practices-table}.
14 10  
15 11 \begin{table}[]
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