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oss2018/content/05-discussion.tex
| 1 | \section{Discussion} | 1 | \section{Discussion} |
| 2 | \label{sec:discussion} | 2 | \label{sec:discussion} |
| 3 | 3 | ||
| 4 | -The results presented in this paper reveal a set of nine best management | ||
| 5 | -practices from the agile and free software development methods that were | ||
| 6 | -successfully employed in a government-academia collaboration to develop an | ||
| 7 | -e-government platform. Around a case study, we analyzed unsystematic decisions | ||
| 8 | -made by the coordinators in a 30-month collaborative project and identified | ||
| 9 | -three macro-decisions that harmonized the differences of the management | ||
| 10 | -processes of each organization. We evidenced from data collection, and responses | ||
| 11 | -of the members of both sides to the questionnaires and interviews, the benefits | ||
| 12 | -obtained through the adoption of this empirical method. As a result of our | ||
| 13 | -research, macro-decisions, practices, and benefits are listed and related in the | ||
| 14 | -table \cite{practices-table} | 4 | +Our results reveal a set of nine best management practices from the FLOSS and |
| 5 | +agile development methods that were successfully employed in a | ||
| 6 | +government-academia collaboration to develop an e-government platform. Around a | ||
| 7 | +case study, we analyzed unsystematic decisions made by the development leaders | ||
| 8 | +in a 30-month collaborative project and identified three macro-decisions that | ||
| 9 | +harmonized the differences of the management processes of each organization. We | ||
| 10 | +evidenced from data collection, and responses of the members of both sides to | ||
| 11 | +the questionnaires and interviews, the benefits obtained through the adoption | ||
| 12 | +of this empirical method. As a result of our investigation, the Table | ||
| 13 | +\ref{practices-table} summarizes macro-decisions, practices, and benefits (also | ||
| 14 | +highlighted in the results section). | ||
| 15 | 15 | ||
| 16 | \begin{table}[] | 16 | \begin{table}[] |
| 17 | \centering | 17 | \centering |
| @@ -65,29 +65,23 @@ table \cite{practices-table} | @@ -65,29 +65,23 @@ table \cite{practices-table} | ||
| 65 | \label{practices-table} | 65 | \label{practices-table} |
| 66 | \end{table} | 66 | \end{table} |
| 67 | 67 | ||
| 68 | -The results of this current work corroborate the lessons learned in our previous | ||
| 69 | -work on studying the SPB project case \cite{meirelles2017spb}. Evidence from the | ||
| 70 | -data collected and responses to questionnaires and interviews reinforce what | ||
| 71 | -has been reported by the academic coordination of the project, adding the point of | ||
| 72 | -views of government and other roles involved on the academic side. The | ||
| 73 | -respondents also reveal conflicts not overcame during the project that | ||
| 74 | -should be evaluated for future software development partnerships between | ||
| 75 | -government and academia. Among the problems faced, the government staff had | ||
| 76 | -difficulty to understand how collaboration works, that is, they took time to | ||
| 77 | -realize that the project was not a client-executor relationship and that both | ||
| 78 | -organizations were at the same hierarchical level in the work plan. They also | ||
| 79 | -felt the project needed a decision-maker role to resolve impasses between | ||
| 80 | -organizations. Finally, they said that at times they felt intimidated by the | ||
| 81 | -coordinator in some attempts to communicate directly with the UnB interns. | 68 | +The results of this current work corroborate the lessons learned in our |
| 69 | +previous work on studying the SPB project case \cite{meirelles2017spb}. | ||
| 70 | +Evidence from the data collected, responses to questionnaires, and interviews | ||
| 71 | +reinforce what has been reported by the academic coordination of the project, | ||
| 72 | +adding the point of views of government and other roles involved on the | ||
| 73 | +academic side. In short, the government staff had difficulty to understand how | ||
| 74 | +collaboration works. They took time to realize that the project was not a | ||
| 75 | +client-executor relationship and that both organizations were at the same | ||
| 76 | +hierarchical level in the work plan. Finally, they also felt the project needed | ||
| 77 | +a decision-maker role to resolve impasses between organizations, and the | ||
| 78 | +development coordinator (UnB professor) sometimes took on that. | ||
| 82 | 79 | ||
| 83 | -\textit{Limitations}. We consider the results found in this work are valid | ||
| 84 | -for the project studied, but may not have the same effectiveness for another | ||
| 85 | -government-academia collaboration. However, based on the benefits presented in | ||
| 86 | -the Table \ref{practices-table}, we believe that the abovementioned practices | ||
| 87 | -and other OSS practices should be evaluated and used in contexts with plurality | ||
| 88 | -and diversity of stakeholders, such as collaborations. As threats to the | ||
| 89 | -validity of this work, we point out the lack of communication records and low | ||
| 90 | -traceability of the management data referring to the first phase of the | 80 | +The decisions, practices, and benefits presented in the Table |
| 81 | +\ref{practices-table} should be evaluated and used in contexts with more | ||
| 82 | +substantial plurality and diversity of government stakeholders. As threats to | ||
| 83 | +the validity of this work, we point out the lack of communication records and | ||
| 84 | +low traceability of the management data referring to the first phase of the | ||
| 91 | project. We also consider as a threat the hiatus between the completion of the | 85 | project. We also consider as a threat the hiatus between the completion of the |
| 92 | project and the conduction of interviews and questionnaires, since we rely on | 86 | project and the conduction of interviews and questionnaires, since we rely on |
| 93 | the memory of the interviewees to rescue the events. Also, the new work | 87 | the memory of the interviewees to rescue the events. Also, the new work |