Compare View

switch
from
...
to

Commits (2)
• Paulo Meireles

• Paulo Meireles

Showing 2 changed files
oss2018/content/04-results.tex

 ... ... @@ -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

 ... ... @@ -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 ... ...