Commit 105617b16510890c6fdc001fc12b5215898be902

Authored by Diego Araújo
1 parent 83b8e0c5

[ieeeSW] Grammarly on Overcoming mistrust section

ieeeSW/releaseEng3/IEEE_ThemeIssue_ReleaseEng_CD.md
... ... @@ -314,39 +314,39 @@ Taking an unfamiliar approach requires trust. In the Ministry of Planning,
314 314 software is the product delivered at the end of a development contract. They
315 315 expected and were prepared to validate and deploy a single delivery. Because
316 316 the SPB portal is a system of systems, the steady growth of its complexity made
317   -large deliveries unsustainable. In addition, long time for homologation of
318   -developed features gave government room to change requirements and priorities.
  317 +large deliveries unsustainable. Also, the long time for homologation of
  318 +developed features gave the government room to change requirements and priorities.
319 319 The CD approach was necessary, but how to build trust and gain autonomy to
320 320 implement a process that was not yet part of the dynamics of the Ministry?
321 321  
322   -1. _Demonstrate actual results, do not simply tell._ Initially we did not have
  322 +1. _Demonstrate actual results, do not simply tell._ Initially, we did not have
323 323 access to the government infrastructure, so we created our own validation
324 324 environment. Thus, we were able to follow the CD pipeline until the stage of
325   -production deployment, when we were faced two problems. Our pace of intermediate
  325 +production deployment, when we faced two problems. Our pace of intermediate
326 326 deliveries to the government was faster than the deployment in production by their
327   -technicians. Furthermore specific issues of government infrastructure made some
  327 +technicians. Furthermore, specific issues of government infrastructure made some
328 328 validated features not work as expected in the production environment. That
329 329 situation gave us arguments to negotiate access to production.
330 330  
331 331 2. _Make our project management transparent and collaborative for analysts._
332 332 Allowing the analysts to follow our process for version deliveries and bug
333 333 fixes, we showed them we were meeting our commitments. They started to interact
334   -more strongly in the generation of versions and actually became part of the
  334 +more actively in the generation of versions and became part of the
335 335 process. After understanding the process, analysts helped us in negotiations
336   -with government agentes. Finally, the agents created a VE as an isolated replica
  336 +with government agents. Finally, the agents created a VE as an isolated replica
337 337 of PE and gave us access to it.
338 338  
339 339 3. _Gain the confidence of government agents._ With the replica of PE, we were
340 340 able to run the entire pipeline and won the trust of the government analysts and
341 341 technicians involved in the process. On the one hand, analysts saw the
342   -mobilization and responsiviness of the team to generate a new version package.
  342 +mobilization and responsiveness of the team to generate a new version package.
343 343 On the other hand, technicians recognized the quality of our packages and our
344   -deployment process. Finally, the government agents then realised that it could
  344 +deployment process. Finally, the government agents then realized that it could
345 345 be beneficial for the project if they granted us access to part of the
346 346 infrastructure.
347 347  
348   -More research is required on development protocols and policies to improve the
349   -relation between industry and government, specially regarding CD.
  348 +More research is required on developing protocols and policies to improve the
  349 +relationship between industry and government, especially regarding CD.
350 350  
351 351 ## Acknowledgements
352 352  
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