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[i3eSW] Review of the first benefit
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ieeeSW/releaseEng3/IEEE_ThemeIssue_ReleaseEng_CD.md
... | ... | @@ -186,25 +186,26 @@ fixes were finally available to the end users. |
186 | 186 | |
187 | 187 | ## Benefits |
188 | 188 | |
189 | -Research points out many advantages of CD usage in industry, such as: | |
189 | +Research points out many advantages of CD usage in industry[2], such as: | |
190 | 190 | accelerated time to market, building the right product, productivity and |
191 | 191 | efficiency improvements, reliable releases and better customer satisfaction. |
192 | 192 | Working with the government, we noticed the following additional benefits. |
193 | 193 | |
194 | -### Response initial mistrust | |
194 | +### Responsiveness to change | |
195 | 195 | |
196 | -The direct benefit from the CD pipeline was the fast response to changes | |
197 | -required by the government. That was vital for the project's renewal over the | |
198 | -years. We could better manage the tension between the government and the development | |
199 | -team. Every meeting with the government leader was delicate and resulted | |
200 | -on many new requirements, most of them motivated by political needs. For | |
196 | +Responsiveness was one of the direct benefits of adopting the CD pipeline. The | |
197 | +ability to react quickly to changes requested by the government was vital for | |
198 | +the renewal of the project over the years. Every meeting with the government | |
199 | +leader was resulted in new requirements, most of them motivated by political | |
200 | +needs. These constant changes in requirements and priorities caused discomfort | |
201 | +between the government and the development team. For | |
201 | 202 | example, once it was demanded a completely layout change because another |
202 | 203 | government leader suddenly decided to make a marketing campaign about the new |
203 | 204 | SPB portal. They would use undelivered requirements as a means to justify the |
204 | 205 | lack of financial support, which was already planned in the first place. We believed that if we took too |
205 | -long to attend their demands, the project would end. CD helped us move fast | |
206 | -on deploying to production, even of smaller parts of the requirements. That | |
207 | -way, we always had something to show on meetings, reduzindo a ansiedade em ver a versão final. For our team, made the developers more confident the | |
206 | +long to attend their demands, the project would end. CD helped us keep the | |
207 | +production environment up-to-date, even with partial versions of a feature. That | |
208 | +way, we always had something to show on meetings, reducing anxiety to get the platform concluded. the developers more confident the | |
208 | 209 | project would last a little longer and they would not go looking for other |
209 | 210 | jobs. |
210 | 211 | |
... | ... | @@ -224,14 +225,13 @@ Additionally, developers worked to improve the CD pipeline in |
224 | 225 | order to speed up the process of making available, in the production environment, |
225 | 226 | new features for the platform. |
226 | 227 | |
227 | - | |
228 | 228 | ### Synchronicity between government and development |
229 | 229 | |
230 | 230 | Despite the positive impacts that the CD pipeline brought to the project, its |
231 | 231 | implementation was not easy at first. The good performance of the CD pipeline |
232 | 232 | depended on the synchronicity between the teams of developers and government |
233 | -analysts, so that the work of one could be initiated immediately after | |
234 | -the delivery of the work by the other. Initially this concern was not | |
233 | +analysts, , so that the latter is prepared to start a step as soon as the | |
234 | +former concludes the previous step, and vice versa. Initially this concern was not | |
235 | 235 | contemplated in the agenda of the governmental team, which generated delays in |
236 | 236 | the validation of the new features of the release. This situation combined with |
237 | 237 | governmental bureaucracy (up to 3 days) to release access to the production | ... | ... |