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icse2018/content/01-introduction.tex
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1 1 \section{Introduction}
2 2  
3   -%Falar sobre unir tradicional (guiado por tarefas e atividades) e agil (guiado por funcionalidades) - nerur et al
4   -%Falar sobre mudanças estrutura organizacional organica (agil) e burocratica (tradicional)
5   -
6 3 E-government projects differ from others due to their complexity and
7 4 extension\cite{anthopoulos2016egovernment}. They are extensive in terms of
8 5 organizational size, time, scope, target audience and corresponding resistance
... ... @@ -14,43 +11,36 @@ challenges, not only in relation to project organization and alignment of goals
14 11 and pace \cite{sandberg2017iacollaboration}, but also to overcome the failure
15 12 trend of e-government projects \cite{goldfinch2007pessimism}.
16 13  
17   -One of the most common reasons for project failure is inefficient project
18   -management \cite{anthopoulos2016egovernment}. Several development processes were
19   -introduced with the intention to increase the chances of software projects
20   -success. The traditional approach has long been used to discipline the software
21   -development process. It is a predictive approach, focus on documentation,
22   -processes oriented, and heavy based on tools \cite{awad2005comparisonAgileTrad}.
23   -On the other hand, agile methodologies embrace the adaptive software development.
24   -It is characterized by people-oriented approach
  14 +Poor project management is one of the top failure reasons of
  15 +e-government projects \cite{anthopoulos2016egovernment}. In Brazil, while
  16 +industry and academia prefer agile approach to manage their projects, -
  17 +characterized by people-oriented approach
25 18 \cite{highsmith2001agileSoftwareDevelopment}, the collaboration with clients
26 19 \cite{fowler2001newMethod}, small self-organized teams
27 20 \cite{cockburn2001peopleFactor}, and the flexibility regarding planning
28   -\cite{highsmith2002agileEco}. In a nutshell, both methodologies intend to
29   -increase the chance of the project success.
30   -
31   -In Brazil, while industry and academia are aligned on the use of agile
32   -methodologies for software development, the traditional approach is still
33   -preferred by the government. When government and academia decide to come
34   -together for the development of an e-government solution, management processes
35   -of each institution needs to be aligned. Changing the software development
36   -process represents a complex organizational change that impact several aspects
37   -such as structure, culture, and management practices\cite{nerur2015challenges}.
38   -However, neither culture nor values can be easily change and the effort for this
39   -kind of movement does not seem feasible for development projects with tight
40   -deadlines and budgets.
  21 +\cite{highsmith2002agileEco} - the government culturally uses traditional
  22 +methods to discipline its software development process - focused on
  23 +documentation, processes oriented, and heavily based on tools
  24 +\cite{awad2005comparisonAgileTrad}. When government and academia decide to
  25 +come together for the development of an e-government solution, management
  26 +processes of each institution needs to be aligned. Changing the software
  27 +development process represents a complex organizational change that
  28 +impact several aspects such as structure, culture, and management practices
  29 +\cite{nerur2015challenges}. However, neither culture nor values can be
  30 +easily change and the effort for this kind of movement does not seem
  31 +feasible for development projects with tight deadlines and budgets.
41 32  
42   -This paper present practical ways to harmonize the project management traditional and agile
43   -approach in the management of a partnership project between government and
44   -academia. For this, we interviewed members involved in the project with distinct
45   -roles: requirement analysts and stakeholders of the Brazilian Ministry of
46   -Planning (MPOG), students from the University of Brasília and São Paulo, and
  33 +This paper presents practical ways of harmonizing project management process
  34 +differences existing between government and academia based on free software
  35 +development practices. For this, we interviewed members involved in the project
  36 +with distinct roles: requirement analysts of the Brazilian Ministry of Planning
  37 +(MPOG), interns of the University of Brasília and University of São Paulo, and
47 38 senior developers. We also analyze data collected from the management and
48   -communication tools. We these results, we evidence best practices adopted on a
  39 +communication tools. With these results, we evidence best practices adopted on a
49 40 30-months project to create an unprecedented platform for the Brazilian
50   -government. We also validate lessons learned reported in our previous
51   -work \cite{meirelles2017spb}.
  41 +government. Finally, we compare briefly the results of this current work to the
  42 +lessons learned reported in our previous work.\cite{meirelles2017spb}.
52 43  
53   -% TODO: Verificar as seções
54 44 Section \ref{sec:relatedwork} describes related work. Section
55 45 \ref{sec:researchdesign} describes our research questions and research
56 46 methodology with a brief description of the case study. Section \ref{sec:results}
... ...
icse2018/content/03-relatedwork.tex
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1 1 \section{Related work}
2 2 \label{sec:relatedwork}
3 3  
4   -Since the publication of the Agile Manisfeto in 2001, several researches have
5   -been evaluated the impacts and challenges in adopting agile methodologies in
6   -traditional culture organizations. Nerur et al. identify the key issues that
7   -involve migrating from traditional to agile by comparing main practices of the
  4 +Discussions on how to introduce new management methods into an organization are present in several papers.
  5 +Nerur et al. identify the key issues that involve migrating from traditional to agile by comparing main practices of the
8 6 two methodologies \cite{nerur2015challenges}. The authors point out managerial,
9 7 organizational, people, process, and technological issues to be rethought and
10 8 reconfigured in an organization for a successful migration. Strode et al.
11 9 investigate the correlation between adoption of agile methodologies and
12   -organizational culture \cite{impactOfOrganizationalCulture}. They evaluate the
  10 +organizational culture \cite{impactOfOrganizationalCulture}. They evaluate the
13 11 perception of organizational culture and the use of agile practices in nine
14 12 software development projects, identifying organizational culture factors that
15 13 are correlated to the implementation of agile methods.
16 14  
17   -
18   -The use of agile methods has also been investigated and explored in
19   -interactions between industry and academia. Chookittikul et al. evaluate the
20   -increasing use of these methods by software development organizations in
21   -Thailand \cite{cho2011gap}. To encourage the software industry growth in the
22   -region, the authors suggest universities create a curricula which develops in
  15 +How academia can collaborate with the industry in the management of software projects is also studied.
  16 +Chookittikul et al. evaluates the increasing use of the agile methods by software development organizations in
  17 +Thailand and suggests universities create a curricula which develops in
23 18 their undergraduate students practical skills required by industry (mainly
24   -agile practices). This can be achieved through some activities, such as,
25   -internships, agile development classes, real-world research projects, and
26   -collaboration between faculty and industry professionals. Sandberg et al.
  19 +agile practices) to encourage the software industry growth in the region.
  20 +Sandberg et al.
27 21 report the implementation of Scrum in a collaborative research consortium
28 22 between industry and academia (involving ten industry partners and five
29   -universities in Sweden) \cite{sandberg2017iacollaboration}. They present which
30   -adaptations were made over 6 years to promote a effective use of agile
31   -practices, and also overcome differences of goals and pace.
32   -
  23 +universities in Sweden) \cite{sandberg2017iacollaboration}.
33 24  
34   -The challenges in agile methods implementation present new variables when
35   -involving government. Agile methods application on the Brazilian public sector
  25 +New variables arise when a different approach to project management is introduced to complex and large-scale organizations, such as the public sector.
  26 +Alleman et al. describe a production deployment for the US
  27 +government, focus on describing the methodology applied to address long
  28 +term planning and value estimation \cite{alleman2003making}.
  29 +Agile methods application on the Brazilian public sector
36 30 are approached by Melo et al. and De Sousa et al.
37   -\cite{melo2013agileBr,de2016using}, but both are experiences limited to pilot
  31 +\cite{melo2013agileBr,de2016using}, both are experiences limited to pilot
38 32 projects. Not production-ready one that will provide more accurate data with
39   -the real world. Alleman et al. describe a production deployment for the US
40   -government, but it focus on describing the methodology applied to address long
41   -term planning and value estimation \cite{alleman2003making}.
42   -
  33 +the real world.
43 34  
44 35 This paper differentiates itself from others by describing a production level
45 36 software development collaboration between public sector and academia,
46 37 analyzing differences in the development process and administrative issues of
47 38 the two organizations, and evidencing empirical practices that harmonized the
48 39 interactions and satisfied the development and management process of both
49   -sides. The focus on this paper is the whole experience of conciling the agile
50   -culture of academia with the traditional culture of the public sector, adapting
51   -the development practices and project management of those involved without
52   -transforming their internal processes.
  40 +sides.
53 41  
54 42 % TODO: if needed, we can add this paper as related work
55 43 %% Staying Agile in Government Software Projects - reports how the agile culture and practices (XP and Scrum) were introduced in a development team working on a government project. Describes practices added, adapted and abandoned. They had a experienced small team that did not know agile. TODO: Not sure if any process had to be added/adapted/abandoned at the government side.
... ...
icse2018/content/04-methods.tex
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1 1 \section{Research Design}
2 2 \label{sec:researchdesign}
3 3  
4   -Our analysis was guided by the following research questions:
  4 +The focus on this paper is finding practical ways to reconcile cultural
  5 +differences in software development between academia and government,
  6 +without modifying their internal processes. Our analysis was guided by the
  7 +following research questions:
5 8  
6 9 \textbf{RQ1.}{What practices based on open source development experiences would
7 10 help to combine teams with different management processes in a
... ... @@ -13,11 +16,11 @@ developing an e-government platform in a government-academia collaboration?}
13 16  
14 17 To answer these questions, we use as a case study the evolution project of the
15 18 SPB portal \cite{meirelles2017spb}, a government and academia collaborative
16   -development based on open source software integration. From this project, we
17   -collect public data from the project development environment available on the
18   -developed platform itself, and conduct two surveys and an interview aimed at the
19   -different roles performed by the ex-project participants, as detailed in the
20   -following subsections
  19 +development based on open source software integration. We designed two surveys
  20 +and an interview aimed at the different roles performed by the ex-project
  21 +participants and collect public data from the project development environment
  22 +available on the developed platform itself. Our research approach is detailed
  23 +in the following subsections.
21 24  
22 25 \subsection{The case estudy}
23 26  
... ... @@ -31,13 +34,13 @@ software, with many features and technologies novelties in the government
31 34 context.
32 35  
33 36 The academic team carried out development activities in the Advanced Laboratory
34   -of Production, Research and Innovation in Software Engineering (LAPPIS) of UnB. The
35   -project management and development process in this laboratory is usually
36   -executed adopting free software practices and agile approach. For this project, a total of 42 undergraduate students, two MSc
37   -students and two coordinator-professors participated in the development team.
38   -Six IT professionals were also hired as senior developers due their vast
39   -experiences in Front-end/UX or in one of the softwares integrated to the
40   -platform.
  37 +of Production, Research and Innovation in Software Engineering (LAPPIS) of UnB.
  38 +The project management and development process in this laboratory is usually
  39 +executed adopting free software practices and agile approach. For this project,
  40 +a total of 42 undergraduate students, two MSc students and two
  41 +coordinator-professors participated in the development team. Six IT
  42 +professionals were also hired as senior developers due their vast experiences in
  43 +Front-end/UX or in one of the softwares integrated to the platform.
41 44  
42 45 The government team was composed of a director, a coordinator, and two IT
43 46 analysts from a department of MPOG. Although it was responsible for the
... ... @@ -46,8 +49,8 @@ execute development of ministry's software. This department is responsible for
46 49 contracting and homologating software development services and follows
47 50 traditional management approaches, such as the RUP.
48 51  
49   -These two aforementioned teams
50   -periodically met in person for the purpose of managing the project progress. These meetings initially only took place at the
  52 +These two aforementioned teams periodically met in person for the purpose of
  53 +managing the project progress. These meetings initially only took place at the
51 54 ministry's headquarters to discuss strategic/political and technical goals.
52 55 These meetings were held monthly with the presence of two UnB professors, the
53 56 executive-secretary of the Presidency (project supporter) and all MPOG members
... ... @@ -59,52 +62,51 @@ proved to be inefficient. Conflicts between the internal management processes
59 62 and differences in pace and goals of each institution were compromising the
60 63 platform development.
61 64  
62   -\subsection{Survey}
  65 +\subsection{Survey and data collection}
63 66  
64 67 We divided the UnB development team into two groups of respondents according to
65 68 their roles during the project: UnB Interns and Senior Developers. For each
66 69 group, we designed an online survey with topics related to project organization,
67 70 development process, communication and relationship between members, acquired
68   -knowledge and experience with free software.
  71 +knowledge and experience with free software. We also interviewed two MPOG
  72 +analysts who directly interacted with the development team and project
  73 +development process. The interview questions could be classified into four
  74 +parts: Professional profile; Organization, communication and development
  75 +methodologies in the context of government and project; Satisfaction with the
  76 +developed platform; Lessons learned.
69 77  
70 78 \begin{enumerate}
71   - \item \textit{UnB interns:} 42 undergraduate students who
72   -participated in any time of the project as developer and received scholarship.
73   -We received a total of 37 responses. Their average age is 25 years old and
74   -91.9\% of them are male. Currently, 35.1\% continue at university as
75   -undergraduate or graduate students, 18.9\% work as developer in a small company
76   -and 18.9\% in medium or large companies, 10.8\% are entrepreneurs, 8.1\% are
77   -unemployed and the others work as teachers or civil servants. 43.2\% said the
78   -SPB project was their first experience with free software.
79   -
80   - \item \textit{Senior Developers:} eight advanced level researchers, MSc
81   -students or IT market professionals who participated in some period of the
82   -project. All of them answered the questionnaire. Their average age is 32 years
83   -old and 87.5\% are male. They have an average of 11 years of experience in the
84   -IT market, and currently 62.5\% of respondents are company employees, 37.5\% are
85   -freelance developers, 25\% are master's degree students and 25\% entrepreneurs.
86   -They have worked on average in 5 companies and participated in 4 to 80 projects.
87   -They participated in this collaborative project between 7 to 24 months. 85.7\%
88   -of them had some experience with free software before the SPB project.
  79 + \item \textit{UnB interns:} We sent the link of the online survey through
  80 +emails to 42 undergraduate students who participated in any time of the project
  81 +as developer receiving scholarship. We received a total of 37 responses. Their
  82 +average age is 25 years old and 91.9\% of them are male. Currently, 35.1\%
  83 +continue at university as undergraduate or graduate students, 18.9\% work as
  84 +developer in a small company and 18.9\% in medium or large companies, 10.8\% are
  85 +entrepreneurs, 8.1\% are unemployed and the others work as teachers or civil
  86 +servants. 43.2\% said the SPB project was their first experience with free
  87 +software.
  88 +
  89 + \item \textit{Senior Developers:} We also sent the link of the online survey
  90 +through emails to eight advanced level researchers (MSc students or IT market
  91 +professionals who participated in some period of the project). All of them
  92 +answered the questionnaire. Their average age is 32 years old and 87.5\% are
  93 +male. They have an average of 11 years of experience in the IT market, and
  94 +currently 62.5\% of respondents are company employees, 37.5\% are freelance
  95 +developers, 25\% are master's degree students and 25\% entrepreneurs. They have
  96 +worked on average in 5 companies and participated in 4 to 80 projects. They
  97 +participated in this collaborative project between 7 to 24 months. 85.7\% of
  98 +them had some experience with free software before the SPB project.
  99 +
  100 + \item \textit{MPOG Analysts:} two MPOG IT analysts were interviewed separately.
  101 +Each interview took an average of 2 hours with 28 open questions. They are more
  102 +than 30 years old and have been government employees for more than 7 years.
  103 +Only one of them continues working in the same ministry. For both, this
  104 +collaborative project was their first experience of government-academia
  105 +development collaboration.
89 106 \end{enumerate}
90 107  
91   -\subsection{Interview}
92   -
93   -On the government side, two MPOG IT analysts were interviewed separately. They
94   -were selected because they were the only government representatives who
95   -interacted directly with the development team and project management process.
96   -Each interview took an average of 2 hours with 28 open questions classified into
97   -fours parts: Professional profile; Organization, communication and development
98   -methodologies in the context of government and project; Satisfaction with the
99   -developed platform; Lessons learned. They are more than 30 years old and have
100   -been government employees for more than 7 years. Only one of them continues
101   -working in the same ministry. For both, this collaborative project was their
102   -first experience of government-academia development collaboration.
103   -
104   -\subsection{Data Collection}
105   -
106   -We quantitatively analyze data about the development of the project using data
107   -publicly available on the SPB platform. We collect from the repository manager
  108 +Finally, we quantitatively analyze data about the development of the project,
  109 +publicly available on the SPB platform. We collected from the repository manager
108 110 of the platform, Gitlab - integrated platform software tool, all open issues
109 111 and commits made between April 2015 to February 2016 and related to the
110 112 main repository of the platform, that is, the development repositories of the
... ... @@ -113,6 +115,3 @@ project name, author of the issue, opening date, issue title and number of
113 115 comments. We also collected informations about: total open issues, total
114 116 commits, different authors of issues, total of different authors of issues,
115 117 total of comments, authors of comments, total of authors other than comments.
116   -
117   -
118   -% And finally, we analized Colab code before and after the project to evaluate how much effort was spent to use this software as a component of the platform.
... ...
icse2018/content/06-discussion.tex
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... ... @@ -46,10 +46,10 @@ the coordinator responded. So that was negative, because we felt a little
46 46 coerced from talking directly to the teams"}
47 47 \end {itemize}
48 48  
49   -As future work, we will reapply in another government-academia paternship
50   -project the practices evidenced in this case study, and conduct
51   -qualitative and quantitative research throughout its execution. We intend to
52   -prove the effectiveness in adopting free software development practices to
  49 +As future work, we intend to reapply in another government-academia paternship
  50 +project the practices evidenced from this case study, and conduct
  51 +qualitative and quantitative research throughout its execution. We also intend to
  52 +analyze the effectiveness in adopting free software development practices to
53 53 align the demands and expectations of a G-A collaboration.
54 54  
55 55 \begin{comment}
... ...
icse2018/spb-oss-2018.tex
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... ... @@ -14,10 +14,10 @@
14 14  
15 15 \begin{document}
16 16 \sloppy
17   -\title{Reconciling Distinct Processes of Management and Software Development}
  17 +\title{Reconciling Differences in Software Project Management in Government-Academia Collaboration}
18 18 \subtitle{A three-year empirical study from the evolution of an open source government platform}
19 19  
20   -\titlerunning{Reconciling Development Processes}
  20 +\titlerunning{Reconciling Development Management}
21 21  
22 22 \author{.}
23 23  
... ...