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icse2018/content/01-introduction.tex
icse2018/content/03-relatedwork.tex
icse2018/content/04-methods.tex
icse2018/content/06-discussion.tex
icse2018/spb-oss-2018.tex
 \section{Introduction}
-%Falar sobre unir tradicional (guiado por tarefas e atividades) e agil (guiado por funcionalidades) - nerur et al
-%Falar sobre mudanças estrutura organizacional organica (agil) e burocratica (tradicional)
-
 E-government projects differ from others due to their complexity and
 extension\cite{anthopoulos2016egovernment}. They are extensive in terms of
 organizational size, time, scope, target audience and corresponding resistance
@@ -14,43 +11,36 @@ challenges, not only in relation to project organization and alignment of goals
 and pace \cite{sandberg2017iacollaboration}, but also to overcome the failure
 trend of e-government projects \cite{goldfinch2007pessimism}.
-One of the most common reasons for project failure is inefficient project
-management \cite{anthopoulos2016egovernment}. Several development processes were
-introduced with the intention to increase the chances of software projects
-success. The traditional approach has long been used to discipline the software
-development process. It is a predictive approach, focus on documentation,
-processes oriented, and heavy based on tools \cite{awad2005comparisonAgileTrad}.
-On the other hand, agile methodologies embrace the adaptive software development.
-It is characterized by people-oriented approach
+Poor project management is one of the top failure reasons of
+e-government projects \cite{anthopoulos2016egovernment}. In Brazil, while
+industry and academia prefer agile approach to manage their projects, -
+characterized by people-oriented approach
 \cite{highsmith2001agileSoftwareDevelopment}, the collaboration with clients
 \cite{fowler2001newMethod}, small self-organized teams
 \cite{cockburn2001peopleFactor}, and the flexibility regarding planning
-\cite{highsmith2002agileEco}. In a nutshell, both methodologies intend to
-increase the chance of the project success.
-
-In Brazil, while industry and academia are aligned on the use of agile
-methodologies for software development, the traditional approach is still
-preferred by the government. When government and academia decide to come
-together for the development of an e-government solution, management processes
-of each institution needs to be aligned. Changing the software development
-process represents a complex organizational change that impact several aspects
-such as structure, culture, and management practices\cite{nerur2015challenges}.
-However, neither culture nor values can be easily change and the effort for this
-kind of movement does not seem feasible for development projects with tight
-deadlines and budgets.
+\cite{highsmith2002agileEco} - the government culturally uses traditional
+methods to discipline its software development process - focused on
+documentation, processes oriented, and heavily based on tools
+\cite{awad2005comparisonAgileTrad}. When government and academia decide to
+come together for the development of an e-government solution, management
+processes of each institution needs to be aligned. Changing the software
+development process represents a complex organizational change that
+impact several aspects such as structure, culture, and management practices
+\cite{nerur2015challenges}. However, neither culture nor values can be
+easily change and the effort for this kind of movement does not seem
+feasible for development projects with tight deadlines and budgets.
-This paper present practical ways to harmonize the project management traditional and agile
-approach in the management of a partnership project between government and
-academia. For this, we interviewed members involved in the project with distinct
-roles: requirement analysts and stakeholders of the Brazilian Ministry of
-Planning (MPOG), students from the University of Brasília and São Paulo, and
+This paper presents practical ways of harmonizing project management process
+differences existing between government and academia based on free software
+development practices. For this, we interviewed members involved in the project
+with distinct roles: requirement analysts of the Brazilian Ministry of Planning
+(MPOG), interns of the University of Brasília and University of São Paulo, and
 senior developers. We also analyze data collected from the management and
-communication tools. We these results, we evidence best practices adopted on a
+communication tools. With these results, we evidence best practices adopted on a
 30-months project to create an unprecedented platform for the Brazilian
-government. We also validate lessons learned reported in our previous
-work \cite{meirelles2017spb}. 
+government. Finally, we compare briefly the results of this current work to the
+lessons learned reported in our previous work.\cite{meirelles2017spb}. 
-% TODO: Verificar as seções
 Section \ref{sec:relatedwork} describes related work. Section 
 \ref{sec:researchdesign} describes our research questions and research
 methodology with a brief description of the case study. Section \ref{sec:results}
 \section{Related work}
 \label{sec:relatedwork}
-Since the publication of the Agile Manisfeto in 2001, several researches have
-been evaluated the impacts and challenges in adopting agile methodologies in
-traditional culture organizations. Nerur et al. identify the key issues that
-involve migrating from traditional to agile by comparing main practices of the
+Discussions on how to introduce new management methods into an organization are present in several papers.
+Nerur et al. identify the key issues that involve migrating from traditional to agile by comparing main practices of the
 two 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.
 investigate the correlation between adoption of agile methodologies and
-organizational culture \cite{impactOfOrganizationalCulture}.  They evaluate the
+organizational culture \cite{impactOfOrganizationalCulture}. They evaluate the
 perception of organizational culture and the use of agile practices in nine
 software development projects, identifying organizational culture factors that
 are correlated to the implementation of agile methods.
-
-The use of agile methods has also been investigated and explored in
-interactions between industry and academia. Chookittikul et al. evaluate the
-increasing use of these methods by software development organizations in
-Thailand \cite{cho2011gap}. To encourage the software industry growth in the
-region, the authors suggest universities create a curricula which develops in
+How academia can collaborate with the industry in the management of software projects is also studied.
+Chookittikul et al. evaluates the increasing use of the agile methods by software development organizations in
+Thailand and suggests universities create a curricula which develops in
 their undergraduate students practical skills required by industry (mainly
-agile practices).  This can be achieved through some activities, such as,
-internships, agile development classes, real-world research projects, and
-collaboration between faculty and industry professionals. Sandberg et al.
+agile practices) to encourage the software industry growth in the region.
+Sandberg et al.
 report the implementation of Scrum in a collaborative research consortium
 between industry and academia (involving ten industry partners and five
-universities in Sweden) \cite{sandberg2017iacollaboration}. They present which
-adaptations were made over 6 years to promote a effective use of agile
-practices, and also overcome differences of goals and pace.
-
+universities in Sweden) \cite{sandberg2017iacollaboration}.
-The challenges in agile methods implementation present new variables when
-involving government. Agile methods application on the Brazilian public sector
+New variables arise when a different approach to project management is introduced to complex and large-scale organizations, such as the public sector.
+Alleman et al. describe a production deployment for the US
+government, focus on describing the methodology applied to address long
+term planning and value estimation \cite{alleman2003making}.
+Agile methods application on the Brazilian public sector
 are approached by Melo et al. and De Sousa et al.
-\cite{melo2013agileBr,de2016using}, but both are experiences limited to pilot
+\cite{melo2013agileBr,de2016using}, both are experiences limited to pilot
 projects. Not production-ready one that will provide more accurate data with
-the real world.  Alleman et al. describe a production deployment for the US
-government, but it focus on describing the methodology applied to address long
-term planning and value estimation \cite{alleman2003making}.
-
+the real world.  
 This paper differentiates itself from others by describing a production level
 software development collaboration between public sector and academia,
 analyzing differences in the development process and administrative issues of
 the two organizations, and evidencing empirical practices that harmonized the
 interactions and satisfied the development and management process of both
-sides. The focus on this paper is the whole experience of conciling the agile
-culture of academia with the traditional culture of the public sector, adapting
-the development practices and project management of those involved without
-transforming their internal processes.
+sides.
 % TODO: if needed, we can add this paper as related work
 %% Staying Agile in Government Software Projects - reports how the agile culture and practices (XP and Scrum) were introduced in a development team working on a government project. Describes practices added, adapted and abandoned. They had a experienced small team that did not know agile. TODO: Not sure if any process had to be added/adapted/abandoned at the government side.
 \section{Research Design}
 \label{sec:researchdesign}
-Our analysis was guided by the following research questions:
+The focus on this paper is finding practical ways to reconcile cultural
+differences in software development between academia and government,
+without modifying their internal processes. Our analysis was guided by the
+following research questions:
 \textbf{RQ1.}{What practices based on open source development experiences would
 help to combine teams with different management processes in a
@@ -13,11 +16,11 @@ developing an e-government platform in a government-academia collaboration?}
 To answer these questions, we use as a case study the evolution project of the
 SPB portal \cite{meirelles2017spb}, a government and academia collaborative
-development based on open source software integration. From this project, we
-collect public data from the project development environment available on the
-developed platform itself, and conduct two surveys and an interview aimed at the
-different roles performed by the ex-project participants, as detailed in the
-following subsections
+development based on open source software integration. We designed two surveys
+and an interview aimed at the different roles performed by the ex-project
+participants and collect public data from the project development environment
+available on the developed platform itself. Our research approach is detailed
+in the following subsections.
 \subsection{The case estudy}
@@ -31,13 +34,13 @@ software, with many features and technologies novelties in the government
 context.
 The academic team carried out development activities in the Advanced Laboratory
-of Production, Research and Innovation in Software Engineering (LAPPIS) of UnB. The
-project management and development process in this laboratory is usually
-executed adopting free software practices and agile approach. For this project, a total of 42 undergraduate students, two MSc
-students and two coordinator-professors participated in the development team.
-Six IT professionals were also hired as senior developers due their vast
-experiences in Front-end/UX or in one of the softwares integrated to the
-platform.
+of Production, Research and Innovation in Software Engineering (LAPPIS) of UnB.
+The project management and development process in this laboratory is usually
+executed adopting free software practices and agile approach. For this project,
+a total of 42 undergraduate students, two MSc students and two
+coordinator-professors participated in the development team. Six IT
+professionals were also hired as senior developers due their vast experiences in
+Front-end/UX or in one of the softwares integrated to the platform.
 The government team was composed of a director, a coordinator, and two IT
 analysts from a department of MPOG. Although it was responsible for the
@@ -46,8 +49,8 @@ execute development of ministry&#39;s software. This department is responsible for
 contracting and homologating software development services and follows
 traditional management approaches, such as the RUP.
-These two aforementioned teams
-periodically met in person for the purpose of managing the project progress. These meetings initially only took place at the
+These two aforementioned teams periodically met in person for the purpose of
+managing the project progress. These meetings initially only took place at the
 ministry's headquarters to discuss strategic/political and technical goals.
 These meetings were held monthly with the presence of two UnB professors, the
 executive-secretary of the Presidency (project supporter) and all MPOG members
@@ -59,52 +62,51 @@ proved to be inefficient. Conflicts between the internal management processes
 and differences in pace and goals of each institution were compromising the
 platform development.
-\subsection{Survey}
+\subsection{Survey and data collection}
 We divided the UnB development team into two groups of respondents according to
 their roles during the project: UnB Interns and Senior Developers. For each
 group, we designed an online survey with topics related to project organization,
 development process, communication and relationship between members, acquired
-knowledge and experience with free software.
+knowledge and experience with free software. We also interviewed two MPOG
+analysts who directly interacted with the development team and project
+development process. The interview questions could be classified into four
+parts: Professional profile; Organization, communication and development
+methodologies in the context of government and project; Satisfaction with the
+developed platform; Lessons learned.
 \begin{enumerate}
- \item \textit{UnB interns:} 42 undergraduate students who
-participated in any time of the project as developer and received scholarship.
-We received a total of 37 responses. Their average age is 25 years old and
-91.9\% of them are male. Currently, 35.1\% continue at university as
-undergraduate or graduate students, 18.9\% work as developer in a small company
-and 18.9\% in medium or large companies, 10.8\% are entrepreneurs, 8.1\% are
-unemployed and the others work as teachers or civil servants. 43.2\% said the
-SPB project was their first experience with free software.
-
- \item \textit{Senior Developers:} eight advanced level researchers, MSc
-students or IT market professionals who participated in some period of the
-project. All of them answered the questionnaire. Their average age is 32 years
-old and 87.5\% are male. They have an average of 11 years of experience in the
-IT market, and currently 62.5\% of respondents are company employees, 37.5\% are
-freelance developers, 25\% are master's degree students and 25\% entrepreneurs.
-They have worked on average in 5 companies and participated in 4 to 80 projects.
-They participated in this collaborative project between 7 to 24 months. 85.7\%
-of them had some experience with free software before the SPB project.
+ \item \textit{UnB interns:} We sent the link of the online survey through
+emails to 42 undergraduate students who participated in any time of the project
+as developer receiving scholarship. We received a total of 37 responses. Their
+average age is 25 years old and 91.9\% of them are male. Currently, 35.1\%
+continue at university as undergraduate or graduate students, 18.9\% work as
+developer in a small company and 18.9\% in medium or large companies, 10.8\% are
+entrepreneurs, 8.1\% are unemployed and the others work as teachers or civil
+servants. 43.2\% said the SPB project was their first experience with free
+software.
+
+ \item \textit{Senior Developers:} We also sent the link of the online survey
+through emails to eight advanced level researchers (MSc students or IT market
+professionals who participated in some period of the project). All of them
+answered the questionnaire. Their average age is 32 years old and 87.5\% are
+male. They have an average of 11 years of experience in the IT market, and
+currently 62.5\% of respondents are company employees, 37.5\% are freelance
+developers, 25\% are master's degree students and 25\% entrepreneurs. They have
+worked on average in 5 companies and participated in 4 to 80 projects. They
+participated in this collaborative project between 7 to 24 months. 85.7\% of
+them had some experience with free software before the SPB project.
+
+ \item \textit{MPOG Analysts:} two MPOG IT analysts were interviewed separately.
+Each interview took an average of 2 hours with 28 open questions. They are more
+than 30 years old and have been government employees for more than 7 years.
+Only one of them continues working in the same ministry. For both, this
+collaborative project was their first experience of government-academia
+development collaboration.
 \end{enumerate}
-\subsection{Interview}
-
-On the government side, two MPOG IT analysts were interviewed separately. They
-were selected because they were the only government representatives who
-interacted directly with the development team and project management process.
-Each interview took an average of 2 hours with 28 open questions classified into
-fours parts: Professional profile; Organization, communication and development
-methodologies in the context of government and project; Satisfaction with the
-developed platform; Lessons learned. They are more than 30 years old and have
-been government employees for more than 7 years. Only one of them continues
-working in the same ministry. For both, this collaborative project was their
-first experience of government-academia development collaboration.
-
-\subsection{Data Collection}
-
-We quantitatively analyze data about the development of the project using data
-publicly available on the SPB platform. We collect from the repository manager
+Finally, we quantitatively analyze data about the development of the project,
+publicly available on the SPB platform. We collected from the repository manager
 of the platform, Gitlab - integrated platform software tool, all open issues
 and commits made between April 2015 to February 2016 and related to the
 main repository of the platform, that is, the development repositories of the
@@ -113,6 +115,3 @@ project name, author of the issue, opening date, issue title and number of
 comments. We also collected informations about: total open issues, total
 commits, different authors of issues, total of different authors of issues,
 total of comments, authors of comments, total of authors other than comments.
-
-
-% And finally, we analized Colab code before and after the project to evaluate how much effort was spent to use this software as a component of the platform.
@@ -46,10 +46,10 @@ the coordinator responded. So that was negative, because we felt a little
 coerced from talking directly to the teams"}
 \end {itemize}
-As future work, we will reapply in another government-academia paternship
-project the practices evidenced in this case study, and conduct
-qualitative and quantitative research throughout its execution. We intend to
-prove the effectiveness in adopting free software development practices to
+As future work, we intend to reapply in another government-academia paternship
+project the practices evidenced from this case study, and conduct
+qualitative and quantitative research throughout its execution. We also intend to
+analyze the effectiveness in adopting free software development practices to
 align the demands and expectations of a G-A collaboration.
 \begin{comment}
@@ -14,10 +14,10 @@
 \begin{document}
 \sloppy
-\title{Reconciling Distinct Processes of Management and Software Development}
+\title{Reconciling Differences in Software Project Management in Government-Academia Collaboration}
 \subtitle{A three-year empirical study from the evolution of an open source government platform}
-\titlerunning{Reconciling Development Processes}
+\titlerunning{Reconciling Development Management}
 \author{.}
	@@ -14,10 +14,10 @@		@@ -14,10 +14,10 @@
14		14
15	\begin{document}	15	\begin{document}
16	\sloppy	16	\sloppy
17	-\title{Reconciling Distinct Processes of Management and Software Development}	17	+\title{Reconciling Differences in Software Project Management in Government-Academia Collaboration}
18	\subtitle{A three-year empirical study from the evolution of an open source government platform}	18	\subtitle{A three-year empirical study from the evolution of an open source government platform}
19		19
20	-\titlerunning{Reconciling Development Processes}	20	+\titlerunning{Reconciling Development Management}
21		21
22	\author{.}	22	\author{.}
23		23