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icse2018/content/03-relatedwork.tex
... | ... | @@ -16,8 +16,8 @@ are correlated to the implementation of agile methods. |
16 | 16 | Some works also discuss how academia can collaborate with the industry in the |
17 | 17 | management of software projects. Chookittikul et al. evaluates the increasing |
18 | 18 | use of the agile methods by software development organizations in Thailand and |
19 | -suggests universities create a curricula which develops in their undergraduate | |
20 | -students practical skills required by industry (mainly agile practices) to | |
19 | +suggests universities create curricula which develop in their undergraduate | |
20 | +students' practical skills required by industry (mainly agile practices) to | |
21 | 21 | encourage the software industry growth in the region \cite{cho2011gap}. |
22 | 22 | Sandberg et al. report the implementation of Scrum in a collaborative research |
23 | 23 | consortium between industry and academia (involving ten industry partners and |
... | ... | @@ -26,9 +26,9 @@ five universities in Sweden) \cite{sandberg2017iacollaboration}. |
26 | 26 | New variables arise when a different approach to project management is |
27 | 27 | introduced to complex and large-scale organizations, such as the public |
28 | 28 | administration. Alleman et al. describe a production deployment for the US |
29 | -government, focus on describing the methodology applied to address long term | |
29 | +government, focus on describing the methodology applied to address long-term | |
30 | 30 | planning and value estimation \cite{alleman2003making}. Agile methods |
31 | -application on the Brazilian public sector are approached by Melo et al. \cite{melo2013agileBr} and De | |
31 | +application in the Brazilian public sector are approached by Melo et al. \cite{melo2013agileBr} and De | |
32 | 32 | Sousa et al. \cite{de2016using}, both are experiences limited |
33 | 33 | to pilot projects. Not production-ready one that will provide more accurate |
34 | 34 | data with the real world. | ... | ... |
icse2018/content/04-methods.tex
1 | 1 | \section{Research Design} |
2 | 2 | \label{sec:researchdesign} |
3 | 3 | |
4 | -The focus on this paper is investigating practical ways to reconcile cultural | |
4 | +The focus of this paper is investigating practical ways to reconcile cultural | |
5 | 5 | differences in software development process between government and academia, |
6 | 6 | without modifying their internal processes. Our analysis was guided by the |
7 | 7 | following research questions: |
... | ... | @@ -38,11 +38,11 @@ integrated using a system-of-systems software (Colab) \cite{meirelles2017spb}. |
38 | 38 | |
39 | 39 | The academic team carried out development activities in the Advanced Laboratory |
40 | 40 | of Production, Research and Innovation in Software Engineering (LAPPIS) at UnB. |
41 | -The project management and development process in this laboratory is usually | |
41 | +The project management and development process in this laboratory are usually | |
42 | 42 | executed adopting empirical practices from open source communities and agile |
43 | 43 | methodologies. For this project, a total of 42 undergraduate students and two |
44 | 44 | professors participated in the development team. Six IT professionals were also |
45 | -hired as senior developers due their experiences in open source projects and | |
45 | +hired as senior developers due to their experiences in open source projects and | |
46 | 46 | two designers specialized in User eXperience. |
47 | 47 | |
48 | 48 | The government team was composed of one director, one coordinator, and two IT |
... | ... | @@ -63,7 +63,7 @@ the project, this workflow proved to be inefficient. Conflicts between the |
63 | 63 | internal management processes and differences in pace and goals of each |
64 | 64 | institution were compromising the platform development. To improve the project |
65 | 65 | management process we have adopted and evolute a set of empirical practices |
66 | -based on open source ecossystems and agile methodologies, establishing an empirical | |
66 | +based on open source ecosystems and agile methodologies, establishing an empirical | |
67 | 67 | management model. |
68 | 68 | |
69 | 69 | \subsection{Survey and data collection} |
... | ... | @@ -72,7 +72,7 @@ We divided the UnB development team into two groups of target participants |
72 | 72 | according to their roles during the project: \textit{UnB Interns} and |
73 | 73 | \textit{Senior Developers}. For each group, we designed an online survey with |
74 | 74 | topics related to project organization, development process, communication and |
75 | -relationship between members, acquired knowledge and experience with open | |
75 | +relationship between members, acquired knowledge, and experience with open | |
76 | 76 | source projects. We interviewed also two \textit{MPOG analysts} who directly |
77 | 77 | interacted with the development team and project development process. The |
78 | 78 | interview questions could be classified into four parts: Professional profile; |
... | ... | @@ -80,20 +80,20 @@ Organization, communication and development methodologies in the context of |
80 | 80 | government and project; Satisfaction with the developed platform; Lessons |
81 | 81 | learned. |
82 | 82 | |
83 | -We sent the link of the online survey through emails to 42 UnB interns | |
83 | +We sent the link to the online survey through emails to 42 UnB interns | |
84 | 84 | (undergraduate students), who participated in any time of the project as |
85 | -developer receiving scholarship. We received a total of 37 responses. Their | |
85 | +developer receiving a scholarship. We received a total of 37 responses. Their | |
86 | 86 | average age is 25 years old and 91.9\% of them are male. Currently, 35.1\% |
87 | -continue at university as undergraduate or graduate students, 18.9\% work as | |
88 | -developer in a small company and 18.9\% in medium or large companies, 10.8\% | |
87 | +continue at the university as undergraduate or graduate students, 18.9\% work as | |
88 | +a developer in a small company and 18.9\% in medium or large companies, 10.8\% | |
89 | 89 | are entrepreneurs, 8.1\% are unemployed and the others work as teachers or |
90 | 90 | civil servants. 43.2\% said the SPB project was their first experience with |
91 | 91 | open source software. |
92 | 92 | |
93 | -We also sent the link of the online survey through emails to eight senior | |
93 | +We also sent the link to the online survey through emails to eight senior | |
94 | 94 | developers (IT professionals). All of them answered the questionnaire. |
95 | 95 | Their average age is 32 years old and 87.5\% are male. They have an average of |
96 | -11 years of experience in the IT market, and currently 62.5\% of respondents | |
96 | +11 years of experience in the IT market, and currently, 62.5\% of respondents | |
97 | 97 | are company employees, 37.5\% are freelance developers, 25\% are master's |
98 | 98 | degree students and 25\% entrepreneurs. They have worked on average in 5 |
99 | 99 | companies and participated in 4 to 80 projects. They participated in this |
... | ... | @@ -111,11 +111,11 @@ publicly available on the SPB platform. We collected from the repository |
111 | 111 | manager tool of the platform all open issues and commits related to the main |
112 | 112 | repository of the platform, that is, the development repositories of the |
113 | 113 | integrated software were not considered. For issues, we collected project |
114 | -name, author of the issue, opening date, issue title, and number of comments. | |
115 | -We also collected informations about total open issues, total commits, | |
116 | -different authors of issues, total of different authors of issues, total of | |
117 | -comments, authors of comments, total of authors other than comments. During | |
118 | -the period from April 2015 to June 2016, 879 issues was opened by 59 distinct | |
114 | +name, author of the issue, opening date, issue title, and the number of comments. | |
115 | +We also collected information about total open issues, the total commits, | |
116 | +different authors of issues, the number of different authors of issues, the number of | |
117 | +comments, authors of comments, the number of authors other than comments. During | |
118 | +the period from April 2015 to June 2016, 879 issues were opened by 59 distinct | |
119 | 119 | authors with a total of 4,658 comments and 64 distinct commentators. The |
120 | 120 | development team made 3,256 commits in the repository provided by SPB platform. |
121 | 121 | ... | ... |
icse2018/content/05-results.tex
... | ... | @@ -20,14 +20,14 @@ feature was used for meeting logging, defining goals, sprint planning, and |
20 | 20 | documentation of deployment processes and administration resources guide. Issue |
21 | 21 | tracker was used for discussing requirements, monitoring the features under |
22 | 22 | development, registering changes, and validating functionalities delivered. |
23 | -Finally, the whole team used Mailing list to defining schedules of meetings and | |
24 | -deliveries and also to collaborative definition of requirements. | |
23 | +Finally, the whole team used the Mailing list to defining schedules of meetings and | |
24 | +deliveries and also to the collaborative definition of requirements. | |
25 | 25 | |
26 | -Our surveys reports Mailing list (100\%) and Issue Tracker (62.5\%) as the main | |
26 | +Our surveys report Mailing list (100\%) and Issue Tracker (62.5\%) as the main | |
27 | 27 | means of interaction between senior developers and undergraduates. Developers |
28 | 28 | and MPOG staff also interacted mostly via Mailing List (87.5\%) and Issue |
29 | 29 | tracker (50\%). According to research findings, this movement made |
30 | -\textbf{communication more transparent and efficient}. A MPOG IT analyst said | |
30 | +\textbf{communication more transparent and efficient}. An MPOG IT analyst said | |
31 | 31 | that the \textit{``Communicating well goes far beyond the speed, it is someone |
32 | 32 | being able to communicate to everyone everything that is happening in the |
33 | 33 | project. We did not use emails. We use more mailing list and avoid e-mails. It |
... | ... | @@ -35,21 +35,21 @@ helped a lot because everything was public and did not pollute our mailbox. You |
35 | 35 | wanted to know something, could go there and look at what was happening''}. |
36 | 36 | |
37 | 37 | Migrating to SPB platform also provided an \textbf{easier monitoring and |
38 | -increase interactions between development team and public servants by | |
38 | +increase interactions between the development team and public servants by | |
39 | 39 | coordinators}. As shown by collected data, in the last 15 months of the |
40 | -project, the issues have 59 different authors (8 from MPOG staff), and | |
40 | +project, the issues have 59 different authors (8 from MPOG staff) and | |
41 | 41 | commented by 64 different users (9 from MPOG staff and users). Considering |
42 | -issues with higher level of interaction those that have 10 or more comments, in | |
42 | +issues with a higher level of interaction those that have 10 or more comments, in | |
43 | 43 | a set of 102 issues, MPOG staff authored 43 issues (which represents 42\% of |
44 | -these most active issues). A MPOG analyst highlighted that \textit{``there was | |
44 | +these most active issues). An MPOG analyst highlighted that \textit{``there was | |
45 | 45 | a lot of evolution, a lot of communication via Gitlab''}. This interaction |
46 | 46 | also led MPOG staff to \textbf{trust developed code}: \textit{``Everything was |
47 | -validated, we tested the features and the project was developed inside the | |
48 | -platform, so that the feature was validated in the development of the software | |
49 | -itself. From the moment we installed it, and began to use it for development, | |
47 | +validated, we tested the features and we developed the project inside the | |
48 | +platform so that the feature was validated in the development of the software | |
49 | +itself. From the moment we installed it and began to use it for development, | |
50 | 50 | this validation was constant. We felt confident in the features''}. |
51 | 51 | |
52 | -One of the main concerns of traditional approach is meticulous documentation of | |
52 | +One of the main concerns of traditional approaches is meticulous documentation of | |
53 | 53 | the software designed and the development steps. With this aforementioned |
54 | 54 | decision, we could meet this government demand without bureaucracies and |
55 | 55 | changes in our development process, \textbf{producting organically |
... | ... | @@ -62,7 +62,7 @@ good points''}. |
62 | 62 | \subsection{Bringing together government staff and development team} |
63 | 63 | |
64 | 64 | The MPOG analysts observed communication noise in the dialogue between them and |
65 | -their superiors and in the dialogues with the development team that were | |
65 | +their superiors and in dialogues with the development team, | |
66 | 66 | intermediated by the superiors. They said that direct dialogue with the |
67 | 67 | development team and biweekly visits to the university's lab \textbf{reduce |
68 | 68 | communication misunderstood}: \textit{``At this point, the communication |
... | ... | @@ -70,7 +70,7 @@ started to change.. started to improve''}. According to another interviewee, |
70 | 70 | this new dynamic unified the two sides: \textit{``I believe it was very |
71 | 71 | positive, we also liked to go there, to interact with the team. I think it |
72 | 72 | brought more unity, more integration into the project''}. The participation of |
73 | -the MPOG staff was also considered positive by {72.9\%} of the undegraduates | |
73 | +the MPOG staff was also considered positive by {72.9\%} of the undergraduates | |
74 | 74 | and to {81.1\%} of them think the presence of MPOG staff in sprint ceremonies |
75 | 75 | was important for the development. In addition, to \textbf{better meet |
76 | 76 | expectations of both sides} regarding the requirements developed, {75.6\%} of |
... | ... | @@ -78,7 +78,7 @@ students believe that writing the requirements together with the MPOG staff was |
78 | 78 | very important. According to one of them \textit{``Joint planning and timely |
79 | 79 | meetings were very important for understanding the needs of MPOG''}. |
80 | 80 | |
81 | -An imported consequence of this direct government-academia interaction in | |
81 | +An imported consequence of this direct government-academia interaction in the | |
82 | 82 | laboratory was empathy, as reported by one of the interviewees \textit{``You |
83 | 83 | know people in person and it makes such a big difference because it causes |
84 | 84 | empathy. You already know who that person is, it's not just a name''}. This |
... | ... | @@ -94,7 +94,7 @@ deploying new versions of the SPB portal in production was a motivator during |
94 | 94 | the project. |
95 | 95 | |
96 | 96 | One of the MPOG analyst interviewed also noted these releases also helped to |
97 | -\textbf{overcome the government bias regarding low productivity of | |
97 | +\textbf{overcome the government bias regarding the low productivity of | |
98 | 98 | collaborative projects with academia}: \textit{``At first, the government staff |
99 | 99 | had a bias that universities do not deliver. We overcame that bias in the |
100 | 100 | course of the project. We deliver a lot and with quality. Today, I think if we | ... | ... |