[ieeeSW] Adding comments

Paulo Meireles
1 parent f9e54dc6
Showing 1 changed file with 9 additions and 2 deletions Show diff stats
ieeeSW/releaseEng3/IEEE_ThemeIssue_ReleaseEng_CD.md
@@ -43,15 +43,18 @@ In this article, we discuss the use of Continuous Delivery (CD) during our exper
 Comment: "Background/intro - This could be more streamlined and focused. Maybe center around a question such as - What is different between gov and non-gov context using your data as to illustrate then tie that to what you had to do in your CI process to address this gap."
  
 Paulo: Vamos discordar do revisor. O ponto não foi gov e não gov. Vamos esclarecer que o SPB foi algo particular mesmo, cheio de nuâncias.
+Siqueira/Diego: ...
 -->
  
-The SPB is a program released in 2005 to foster sharing and collaboration on Open Source Software (OSS) projects for the public administration. A SPB solution is considered a public good and the Federal Government assumes some responsibilities related to its use. The first version of the SPB Portal was available in 2007 but since 2009 it has had several technical issues. This is an example of the consequences generated by the hierarchical and traditional processes and the lack of expertise of public agents, in particular their from the Brazilian Ministry of Planning (MP), in software development.
+(Refazer primeiro parágrafo do contexto)
  
 <!---
 Comment:
 "The authors present 3 challenges in the intro and then go on to expand them. However, the expansion (line 21-43 in page 2), is has pints about all three challenges mixed together. It would be better I think to split it into one para for each challenge. "
  
 Siqueira/Paulo: Note que esse ponto gerou muita discussão e confusão. Mudei um pouco a estratégia de forma a responder o revisor e ao mesmo tempo tornar o texto mais fluido
+
+Melissa: Reformular o enunciado do problema. 
 -->
  
 The SPB evolution project started in 2014: a presidential election year and everyone involved was under pressure to show results. Even with the re-election of the Brazilian President, leaderships in governmental agencies ended up changing in 2015. Each one of them had different political agendas which affected the project's requirements previously approved. Besides that scenario of instability, we overcame three distinct issues: (1) achieving the goals which have guided the platform development, (2) widespread belief among the government agents that any project in partnership with a University is doomed to fail, and (3) the rudimentary and bureaucratic deployment approach in the MP infrastructure. Handling the interaction of these elements was challenging and the unstable Brazilian political scenario only made things worse.
@@ -89,9 +92,13 @@ Beyond these technical and organizational issues, we had to overcome strong poli
  
 <!---
 Paulo: o segundo problema foi alterado em relação à primeira versão, mas a explicação não ficou muito diferente.
+
+Siqueira: trocar conhecimento técnico por interesse, disponibilidade ou esforço ...
 -->
  
-The second barrier we had to face was the widespread belief among the government agents that any project in partnership with a University is doomed to fail, which made interacting with us complicated. In particular, the SysAdmin team from the MP had low technical knowledge to deploy new versions of the new SPB Portal in a timely manner, hampering the benefits of the tool and preventing us from showing off the fruits of the project to those responsible for evaluating it. The requirement analysts from the MP were real representatives of the Brazilian government in the project and their role was to test new features, to provide feedback to the development team, and to report for the MP leaders. The SysAdmins in charge of managing the host machines wherein SPB Portal was running. They were, theoretically, responsible for deploying the project but the new SPB Portal was an unprecedented platform to Brazilian government, generating a complex deployment process for their.
+The second barrier we had to face was the widespread belief among the government agents that any project in partnership with a University is doomed to fail, which made interacting with us complicated. 
+%
+In particular, the SysAdmin team from the MP had low technical knowledge to deploy new versions of the new SPB Portal in a timely manner, hampering the benefits of the tool and preventing us from showing off the fruits of the project to those responsible for evaluating it. The requirement analysts from the MP were real representatives of the Brazilian government in the project and their role was to test new features, to provide feedback to the development team, and to report for the MP leaders. The SysAdmins in charge of managing the host machines wherein SPB Portal was running. They were, theoretically, responsible for deploying the project but the new SPB Portal was an unprecedented platform to Brazilian government, generating a complex deployment process for their.
  
 <!---
 Paulo: o terceiro problema é novo em relação à primeira versão, mas na prática tínhamos tratado a questão
...	...	@@ -43,15 +43,18 @@ In this article, we discuss the use of Continuous Delivery (CD) during our exper
43	43	Comment: "Background/intro - This could be more streamlined and focused. Maybe center around a question such as - What is different between gov and non-gov context using your data as to illustrate then tie that to what you had to do in your CI process to address this gap."
44	44
45	45	Paulo: Vamos discordar do revisor. O ponto não foi gov e não gov. Vamos esclarecer que o SPB foi algo particular mesmo, cheio de nuâncias.
	46	+Siqueira/Diego: ...
46	47	-->
47	48
48		-The SPB is a program released in 2005 to foster sharing and collaboration on Open Source Software (OSS) projects for the public administration. A SPB solution is considered a public good and the Federal Government assumes some responsibilities related to its use. The first version of the SPB Portal was available in 2007 but since 2009 it has had several technical issues. This is an example of the consequences generated by the hierarchical and traditional processes and the lack of expertise of public agents, in particular their from the Brazilian Ministry of Planning (MP), in software development.
	49	+(Refazer primeiro parágrafo do contexto)
49	50
50	51	<!---
51	52	Comment:
52	53	"The authors present 3 challenges in the intro and then go on to expand them. However, the expansion (line 21-43 in page 2), is has pints about all three challenges mixed together. It would be better I think to split it into one para for each challenge. "
53	54
54	55	Siqueira/Paulo: Note que esse ponto gerou muita discussão e confusão. Mudei um pouco a estratégia de forma a responder o revisor e ao mesmo tempo tornar o texto mais fluido
	56	+
	57	+Melissa: Reformular o enunciado do problema.
55	58	-->
56	59
57	60	The SPB evolution project started in 2014: a presidential election year and everyone involved was under pressure to show results. Even with the re-election of the Brazilian President, leaderships in governmental agencies ended up changing in 2015. Each one of them had different political agendas which affected the project's requirements previously approved. Besides that scenario of instability, we overcame three distinct issues: (1) achieving the goals which have guided the platform development, (2) widespread belief among the government agents that any project in partnership with a University is doomed to fail, and (3) the rudimentary and bureaucratic deployment approach in the MP infrastructure. Handling the interaction of these elements was challenging and the unstable Brazilian political scenario only made things worse.
...	...	@@ -89,9 +92,13 @@ Beyond these technical and organizational issues, we had to overcome strong poli
89	92
90	93	<!---
91	94	Paulo: o segundo problema foi alterado em relação à primeira versão, mas a explicação não ficou muito diferente.
	95	+
	96	+Siqueira: trocar conhecimento técnico por interesse, disponibilidade ou esforço ...
92	97	-->
93	98
94		-The second barrier we had to face was the widespread belief among the government agents that any project in partnership with a University is doomed to fail, which made interacting with us complicated. In particular, the SysAdmin team from the MP had low technical knowledge to deploy new versions of the new SPB Portal in a timely manner, hampering the benefits of the tool and preventing us from showing off the fruits of the project to those responsible for evaluating it. The requirement analysts from the MP were real representatives of the Brazilian government in the project and their role was to test new features, to provide feedback to the development team, and to report for the MP leaders. The SysAdmins in charge of managing the host machines wherein SPB Portal was running. They were, theoretically, responsible for deploying the project but the new SPB Portal was an unprecedented platform to Brazilian government, generating a complex deployment process for their.
	99	+The second barrier we had to face was the widespread belief among the government agents that any project in partnership with a University is doomed to fail, which made interacting with us complicated.
	100	+%
	101	+In particular, the SysAdmin team from the MP had low technical knowledge to deploy new versions of the new SPB Portal in a timely manner, hampering the benefits of the tool and preventing us from showing off the fruits of the project to those responsible for evaluating it. The requirement analysts from the MP were real representatives of the Brazilian government in the project and their role was to test new features, to provide feedback to the development team, and to report for the MP leaders. The SysAdmins in charge of managing the host machines wherein SPB Portal was running. They were, theoretically, responsible for deploying the project but the new SPB Portal was an unprecedented platform to Brazilian government, generating a complex deployment process for their.
95	102
96	103	<!---
97	104	Paulo: o terceiro problema é novo em relação à primeira versão, mas na prática tínhamos tratado a questão
...	...