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Commit 3b00f2de52290922d46c2a0f73c4ae34be8bd19b

Authored by Melissa Wen
1 parent 4617497c
Exists in master and in 3 other branches oss_2018, oss_2018_siqueira, rework_case_study

[i3eSW] Grammarly and minor fixes

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ieeeSW/releaseEng3/IEEE_ThemeIssue_ReleaseEng_CD.md
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... ... @@ -96,7 +96,7 @@ mudar em todas as ocorrências de agents por staff, mas checar com o Fabio.
96 96 In this context, we overcame two distinct challenges: (1) deconstructing
97 97 the widespread belief among government staff that any project in partnership
98 98 with a University is doomed to fail, and (2) dealing with bureaucracies
99   -involved in the deployment process.
  99 +involved in the Ministry deployment process.
100 100  
101 101 Firstly, our team was not from a typical company, consisting mainly of
102 102 undergraduate students supported senior developers and designers, all
... ... @@ -110,7 +110,7 @@ Secondly, our team approached software deployment differently from the
110 110 Ministry. We believed frequent delivery is better for the project’s success.
111 111 In contrast, the Ministry is used to the idea of a single deployment at the end
112 112 of the project, and neither their bureaucratic structure nor their technical
113   -expertise were conducive with this style of work. That ended up hampering the
  113 +expertise was conducive to this style of work. That ended up hampering the
114 114 benefits of the tool and preventing us from showing off the fruits of the
115 115 project to those responsible for evaluating it.
116 116  
... ... @@ -132,22 +132,22 @@ project, we became active participants in the deploy operations.
132 132 ## Our Continuous Delivery Pipeline
133 133  
134 134 SPB portal is a CDE with additional social features. We built system-of-systems
135   -adapting and integrating five existing OSS projects: Colab
  135 +adapting and integrating five existing OSS projects: Colab
136 136 (www.github.com/colab), Noosfero (www.noosfero.org), Gitlab (www.gitlab.com),
137 137 Mezuro (www.mezuro.org), and Mailman (www.list.org). Colab orchestrates these
138 138 multiple components and allowed us to smoothly provide a unified interface for
139 139 final users, including single sign-on and global searches [1]. All these integrated
140   -system represents a total of 106.253 commits and 1.347.421 lines of code.
  140 +systems represents a total of 106.253 commits and 1.347.421 lines of code.
141 141  
142 142 ![The SPB Deployment Pipeline.](figures/pipeline.png)
143 143  
144 144 The portal deployment follows a typical CD pipeline [3], adapted to the
145 145 technical and organizational context of our project and the use of OSS best
146 146 practices, as presented in Figure 1. It started when new code arrived; and when
147   -it reach the production environment, we would restart the pipeline to release
  147 +it reaches the production environment, we would restart the pipeline to release
148 148 new versions.
149 149  
150   -<!-- Fabio: Neste ponto eu já gostaria de ter uma ideia do tamanho do sistema [..] eu gostaria de ter outros números como linhas de código [x], quantidade de componentes[x], usuários desenvolvedores esperados[Temos acesso?], etc.-->
  150 +<!-- Fabio: Neste ponto eu já gostaria de ter uma ideia do tamanho do sistema [..] eu gostaria de ter outros números como linhas de código [x], quantidade de componentes[x], usuários desenvolvedores esperados[Temos acesso?], etc. [atualmente, 83 softwares abrigado no portal?]-->
151 151  
152 152 ### Automated Tests
153 153  
... ... @@ -194,7 +194,7 @@ simplifying the deployment process.
194 194  
195 195 After a new SPB portal deployment in the VE, we used the environment to verify
196 196 the integrity of the entire portal. In this step, Ministry staff also checked
197   -the new features, required changes and bug fixes. If they identified a problem,
  197 +the new features, required changes, and bug fixes. If they identified a problem,
198 198 they would notify the developers via comments on the SPB portal issue tracker,
199 199 prompting the team to fix it and restart the pipeline. Otherwise, we could move
200 200 forward.
... ... @@ -301,8 +301,8 @@ process on-the-fly.
301 301 Adopting an unfamiliar approach requires trust. Ministry staff, traditionally,
302 302 expected and were prepared to validate and deploy a single deliverable. However,
303 303 the steady growth of SPB complexity made large deliveries unsustainable. The CD
304   -approach was necessary. Therefore, we use the following approaches to made this
305   -new dynamic in the Ministry possible:
  304 +approach was necessary. Therefore, we developed the following line of action to
  305 +make this new dynamics possible:
306 306  
307 307 1. _Demonstrate actual results, do not simply tell._ Initially, we did not have
308 308 access to the Ministry infrastructure, so we created our own validation
... ... @@ -326,7 +326,7 @@ the process. They saw the mobilization and responsiveness of our team to
326 326 generate each new version package. They also recognized the quality of our work
327 327 and deployment process. In the end, the Ministry staff realized that it would
328 328 be beneficial for the project if they granted us access to the infrastructure,
329   -both VE, and PE.
  329 +both VE and PE.
330 330  
331 331 ## References
332 332  
... ... @@ -349,5 +349,3 @@ Considerar:
349 349 https://puppet.com/resources/whitepaper/state-of-devops-report
350 350  
351 351 -->
352   -
353   -
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