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oss2018/content/04-results.tex
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... ... @@ -80,8 +80,8 @@ well as in the portal itself. When necessary, we can access the tools and find
80 80 out how we develop a solution. We can recover these positive points.''}.
81 81  
82 82  
83   -The project coordinator works to \textbf{brings together government staff and
84   -development team}. At the beginning of the project, the interviewed MPOG
  83 +The development coordinator works to \textbf{brings together government staff
  84 +and development team}. At the beginning of the project, the interviewed MPOG
85 85 analysts did not participate in any direct interaction with any UnB
86 86 representative, even though they were the ones in charge of the government in
87 87 ensuring the collaboration agreement and the delivery of the products. Because
... ...
oss2018/content/05-discussion.tex
  Diff comments   View file @93a4e5f
... ... @@ -44,7 +44,7 @@ population-funded resources.
44 44 \item Improvement of decision-making process;
45 45 \item Overcoming the government bias regarding low productivity of collaborative projects with academia;
46 46 \item Synchronizing the execution pace of activities;
47   -\item Improve the translation of the process from one side to the other;
  47 +\item Improve the translation of the process from one side to the other.
48 48 \end{itemize} \\ \hline
49 49  
50 50 \textbf{Divide the development team into priority fronts, and for each one, hire at least one specialist from the IT market} &
... ... @@ -57,35 +57,32 @@ population-funded resources.
57 57 \begin{itemize}
58 58 \item Conciliating the development processes of each institution, taking better technical decisions;
59 59 \item Improving the management and technical knowledge;
60   -\item Self-organizing and gaining autonomy in the management of their tasks;
  60 +\item Self-organizing and gaining autonomy in the management of their tasks.
61 61 \end{itemize}\\ \hline
62 62 \end{tabular}%
63 63 }
64   -\caption{Empirical SPB management method and its benefits}
  64 +\caption{Empirical SPB management decisions and its benefits.}
65 65 \label{practices-table}
66 66 \end{table}
67   -\vspace{-1cm}
68 67  
69   -We investigated the management method employed at the SPB portal project, a
70   -partnership between the Brazilian government and universities. This approach
71   -was empirically built using FLOSS and agile development practices and values.
72   -As a result, we identified a set of best practices which improves the workflow
73   -and relationship between the organizations involved.
  68 +\vspace{-.9cm}
74 69  
75   -Our results reveal a set of nine best management practices from the FLOSS and
76   -agile development methods that were successfully employed in a
77   -government-academia collaboration to develop an e-government platform. Around a
78   -case study, we analyzed unsystematic decisions made by the development leaders
79   -in a 30-month collaborative project and identified three macro-decisions that
80   -harmonized the differences of the management processes of each organization. We
81   -evidenced from data collection, and responses of the members of both sides to
82   -the questionnaires and interviews, the benefits obtained through the adoption
83   -of this empirical method. As a result of our investigation, the Table
84   -\ref{practices-table} summarizes macro-decisions, practices, and benefits (also
85   -highlighted in the results section).
  70 +We investigated the management method employed at the SPB portal project, a
  71 +partnership between the Brazilian government and universities. The development
  72 +leaders empirically built an approach using FLOSS and agile development
  73 +practices and values. As a result, we identified a set of best practices which
  74 +improves the workflow and relationship between the organizations involved. Our
  75 +results reveal a set of nine management practices successfully employed in
  76 +abovementioned case. We analyzed unsystematic decisions made during a 30-month
  77 +collaborative project and identified three macro-decisions that harmonized the
  78 +differences of the management processes of each organization. We evidenced from
  79 +data collection, and responses of the members of both sides to the
  80 +questionnaires and interviews, the benefits obtained through the adoption of
  81 +this empirical method. The Table \ref{practices-table} summarizes
  82 +macro-decisions, practices, and benefits.
86 83  
87   -Regarding our first research question \textit{How to introduce open source and
88   -agile best practices into government-academia collaboration project?}, we
  84 +Regarding our first research question \textit{``How to introduce open source and
  85 +agile best practices into government-academia collaboration projects?''}, we
89 86 examined the SPB project and identified three macro-decisions taken by the
90 87 academic coordinators that led them to intuitively and non-systematically adopt
91 88 FLOSS and agile practices in the development process. We extracted nine best
... ... @@ -94,10 +91,10 @@ management tool and interviewing the project participants.
94 91  
95 92 The interviewed responses allowed us to understand how FLOSS and agile
96 93 practices have benefited the people and project management. Based on that, we
97   -answered our second research question \textit{What practices would favor
98   -effective team management in government-academia collaborative project?},
  94 +answered our second research question \textit{``What practices favor
  95 +effective team management in government-academia collaborative projects?''},
99 96 making to explicit in Table \ref{practices-table} eleven benefits obtained from
100   -the use of the nine best practices aforementioned.
  97 +the use of the nine best practices.
101 98  
102 99 The results of this current work corroborate the lessons learned in our
103 100 previous work on studying the SPB project case \cite{meirelles2017spb}.
... ... @@ -109,7 +106,7 @@ collaboration works. They took time to realize that the project was not a
109 106 client-executor relationship and that both organizations were at the same
110 107 hierarchical level in the work plan. Finally, they also felt the project needed
111 108 a decision-maker role to resolve impasses between organizations, and the
112   -development coordinator (UnB professor) sometimes took on that.
  109 +development coordinator sometimes took on that.
113 110  
114 111 The decisions, practices, and benefits presented in the Table
115 112 \ref{practices-table} should be evaluated and used in contexts with more
... ...