Compare View
Commits (2)
Showing
2 changed files
Show diff stats
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 | ... | ... |