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oss2018/content/05-discussion.tex
1 | 1 | \section{Discussion} |
2 | 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 | 16 | \begin{table}[] |
17 | 17 | \centering |
... | ... | @@ -65,29 +65,23 @@ table \cite{practices-table} |
65 | 65 | \label{practices-table} |
66 | 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 | 85 | project. We also consider as a threat the hiatus between the completion of the |
92 | 86 | project and the conduction of interviews and questionnaires, since we rely on |
93 | 87 | the memory of the interviewees to rescue the events. Also, the new work | ... | ... |