[i3eSW] Grammarly and minor fixes

Melissa Wen
1 parent 4617497c
Showing 1 changed file with 10 additions and 12 deletions Show diff stats
ieeeSW/releaseEng3/IEEE_ThemeIssue_ReleaseEng_CD.md
@@ -96,7 +96,7 @@ mudar em todas as ocorrências de agents por staff, mas checar com o Fabio.
 In this context, we overcame two distinct challenges: (1) deconstructing
 the widespread belief among government staff that any project in partnership
 with a University is doomed to fail, and (2) dealing with bureaucracies
-involved in the deployment process.
+involved in the Ministry deployment process.
 Firstly, our team was not from a typical company, consisting mainly of
 undergraduate students supported senior developers and designers, all
@@ -110,7 +110,7 @@ Secondly, our team approached software deployment differently from the
 Ministry. We believed frequent delivery is better for the project’s success.
 In contrast, the Ministry is used to the idea of a single deployment at the end
 of the project, and neither their bureaucratic structure nor their technical
-expertise were conducive with this style of work. That ended up hampering the
+expertise was conducive to this style of work. That ended up hampering the
 benefits of the tool and preventing us from showing off the fruits of the
 project to those responsible for evaluating it.
@@ -132,22 +132,22 @@ project, we became active participants in the deploy operations.
 ## Our Continuous Delivery Pipeline
 SPB portal is a CDE with additional social features. We built system-of-systems
-adapting and integrating five existing OSS projects: Colab
+adapting and integrating five existing OSS projects: Colab 
 (www.github.com/colab), Noosfero (www.noosfero.org), Gitlab (www.gitlab.com),
 Mezuro (www.mezuro.org), and Mailman (www.list.org). Colab orchestrates these
 multiple components and allowed us to smoothly provide a unified interface for
 final users, including single sign-on and global searches [1]. All these integrated
-system represents a total of 106.253 commits and 1.347.421 lines of code.
+systems represents a total of 106.253 commits and 1.347.421 lines of code.
 ![The SPB Deployment Pipeline.](figures/pipeline.png)
 The portal deployment follows a typical CD pipeline [3], adapted to the
 technical and organizational context of our project and the use of OSS best
 practices, as presented in Figure 1. It started when new code arrived; and when
-it reach the production environment, we would restart the pipeline to release
+it reaches the production environment, we would restart the pipeline to release
 new versions.
-<!-- 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.-->
+<!-- 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?]-->
 ### Automated Tests
@@ -194,7 +194,7 @@ simplifying the deployment process.
 After a new SPB portal deployment in the VE, we used the environment to verify
 the integrity of the entire portal. In this step, Ministry staff also checked
-the new features, required changes and bug fixes. If they identified a problem,
+the new features, required changes, and bug fixes. If they identified a problem,
 they would notify the developers via comments on the SPB portal issue tracker,
 prompting the team to fix it and restart the pipeline. Otherwise, we could move
 forward.
@@ -301,8 +301,8 @@ process on-the-fly.
 Adopting an unfamiliar approach requires trust. Ministry staff, traditionally,
 expected and were prepared to validate and deploy a single deliverable. However,
 the steady growth of SPB complexity made large deliveries unsustainable. The CD
-approach was necessary. Therefore, we use the following approaches to made this
-new dynamic in the Ministry possible:
+approach was necessary. Therefore, we developed the following line of action to
+make this new dynamics possible:
 1. _Demonstrate actual results, do not simply tell._ Initially, we did not have
 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
 generate each new version package. They also recognized the quality of our work
 and deployment process. In the end, the Ministry staff realized that it would
 be beneficial for the project if they granted us access to the infrastructure,
-both VE, and PE.
+both VE and PE.
 ## References
@@ -349,5 +349,3 @@ Considerar:
 https://puppet.com/resources/whitepaper/state-of-devops-report
 -->
-
-