diff --git a/oss2018/content/04-results.tex b/oss2018/content/04-results.tex
index 18a2dc3..1bfa961 100644
--- a/oss2018/content/04-results.tex
+++ b/oss2018/content/04-results.tex
@@ -137,55 +137,58 @@ qualified, the code had quality and the project was well executed. So in
 practice, our difficulty interpreting the technical details did not impact the
 releases planning.''}.
 
-\subsection{Split development team into priority work fronts with IT professionals}
-
-Four teams were formed to dedicated to the main development demands of the
-portal: UX, DevOps, System-of-Systems, and Social Networking. External
-developers with vast experience in the SPB platform software components and
-professionals with experience in front-end and UX were hired. These
-professionals also contributed to disseminate practices adopted in the industry
-and in the free software communities to other project members. {87.5\%} of
-seniors agreed with our project development process. For 62.5\% this process
-has a good similarity to their previous experiences. Their experience
-\textbf{helped to reconcile development processes and decision making}, as
-stated by one of the respondent developers \textit{``I think my main
-contribution was to have balanced the relations between the MPOG staff and the
-UnB team''}. {62.5\%} of senior developers believe they have collaborated in
-the relationship between the management and development processes of the two
-institutions and {62.5\%} asserted that helped MPOG staff to more clearly
-express their requests. {62.5\%} of them did not understand MPOG's project
-management process and {50\%} believe their project productivity was affected
-by MPOG's project management process. For the government, these professionals
-gave credibility to the development \textit{``You had the reviewers, who were
-the original developers of the software, that gave you confidence and
-confidence in the code''}.
-
-In addition, with these professionals was possible to \textbf{transferred
-knowledge of industry and free software to government and academia}. Working
-with senior developers was important for all interns during the project. {91\%}
-of them also believe that working with professionals was important for
-learning. {75\%} of senior developers believe that 'Working in pairs with a
-senior' and 62.5\% that 'Participate in joint review tasks' were the tasks with
+\subsection{Split development team into priority work fronts with IT
+professionals}
+
+The development team was divided into four work areas defined by the main
+demands of the project: user eXperience, devOps, integration of systems, and
+social networking. For each of them, at least one professional in the IT market
+was hired to raise the quality of the product. These senior developers were
+selected due to their experience in the open source systems and tools used in
+the project or in visual works for large scale organizations.
+
+The participation of senior developers in the project contributed to
+\textit{conciliate the development processes of institutions and make better
+technical decisions}, as quoted in one of the answers to the senior developers
+questionnaire: \textit{``I think my main contribution was to balance the
+relations between the MPOG staff and the UnB team''}. {63\%} of senior
+developers believe they have collaborated to conciliate the management and
+development process between the two institutions and also {63\%} of them that
+they helped MPOG staff to express their requests more clearly. Government
+analysts were also more open to suggestions from these developers
+\textit{``They are developers of the upstream projects of the systems that
+integrate the platform. They conveyed trust, and then we trust in the developed
+code''}. According to questionnaire responses, they largely agreed with the
+project development process. For 63\%, this process has close similarity to
+their previous experiences. In contrast, {62.5\%} of them did not understand
+MPOG's project management process and {50\%} believe their project productivity
+was affected by MPOG's project management process.
+
+Senior developers were also responsible for improving the management and technical
+knowledge of the interns about practices from industry and open source projects.
+{91\%} of the interns believe that working with professionals was important for
+learning. Working with senior developers was important during the project for all
+of them. {75\%} of senior developers believe that 'Working in pairs with a
+senior' and 63\% that 'Participate in joint review tasks' were the tasks with
 the involvement of them that most contributed to the evolution of students in
-the project. And, in guiding a students, {75\%} believe that this knowledge was
+the project. {75\%} believe that the knowledge taught by them to a intern was
 widespread among the others in the team. This acquisition of knowledge was also
-noted by the government, which stated \textit{``On the side of UnB, what we
-perceived was that the project was very big leap when the original software
-developers were hired in the case of Noosfero and Colab, because they had a
-guide on how to develop things in the best way and were able to solve
-non-trivial problems and quickly''}.
-
-The fronts also gained more autonomy to manage their activities. The role of
-``meta-coach'' was defined among the students, to coordinate the interactions
-between teams and coach to coordinate each front. Coaches have become a
-\textbf{point of reference for the development process}. {89.1\%} of students
-said that the presence of the coach was essential to the running of sprint, and
-for {87.5\%} of senior developers coaches was essential for their interaction
-with the team.  MPOG analysts saw coaches as facilitators for their activities
-and for communication with the development team. One of the interviewees said
-\textit{``I interacted more with the project coordinator and team coaches''},
-\textit{``The reason for this was that the coaches were more likely to meet the
-requirements, to ask questions about requirements, to understand some features.
-interaction with leaders than with senior developers. Sometimes the coaches
-brought the question to the senior developers''}.
-
+pointed by the government: \textit{``On the side of Unb, what we noticed was a
+significant improvement in the platform with the hiring of the original
+developers of the systems. They had a guide on how to best develop each feature
+and were able to solve non-trivial problems quickly.''}.
+
+Dividing the development team and hiring senior developers allowed each team
+to \textbf{self-organize and gain more autonomy in the management of their tasks}.
+Each team was coordinated by a coach who together was supported by a meta-coach
+in the execution of their activities. The coaches were points of reference
+in the development process. {89\%} of the interns said that the presence of
+the coach was essential to the sprint's running, and for {88\%} of senior
+developers coaches was essential for their interaction with the team. MPOG
+analysts saw coaches as facilitators for their activities and for communication
+with the development team. They said \textit{``I interacted
+more with the project coordinator and team coaches''}, \textit{``Usually, we
+contact a coach to clarify some requirements or to understand some feature. We
+interact more with coaches because they are more accessible than senior
+developers. Sometimes the coach would take our question to the senior
+developer''}.
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