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Commit 3fa5b4c2f89813b04012055bd4ba2bdf3a4adf36

Authored by Paulo Meireles
1 parent 78a934c1
Exists in master and in 3 other branches oss_2018, oss_2018_siqueira, rework_case_study

[ieeeSW] updating Benefits section

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ieeeSW/releaseEng3/IEEE_ThemeIssue_ReleaseEng_CD.md
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... ... @@ -194,26 +194,23 @@ We had to handle many tensions between development and political issues. Our CD
194 194 pipeline gave us strong mechanisms to tackle most of the problems. As a result
195 195 we came with some benefits from our decision to adopt CD.
196 196  
197   -[//]: # (TODO - Melhorar título - Ideias: Response to mistrust)
198   -
199   -### Response to tensions
200   -
201   -[//]: # (TODO - Decisão do secretario acima do diretor)
  197 +### Response to mistrust
202 198  
203 199 The direct benefit from the CD pipeline was the fast response to the changes
204 200 required by the government. That was vital for the project’s renewal over the
205 201 years. We could manage the tension between the government and the development
206 202 team better. Every meeting with the government leader was delicate and resulted
207 203 on many new requirements, most of them motivated by political needs. For
208   -example, once it was demanded a completely layout change because one director
209   -suddenly decided to make a marketing campaign about the portal. They would use
210   -undelivered requirements as a means to suggest the project’s cancellation. We
211   -believed that if we took too long to attend their demands, the project would
212   -end. CD helped us to move fast on deploying to production, even of smaller
213   -parts of the requirements. That way, we always had something to show on the
214   -meetings, reducing their eagerness to end the project. For our team, it made
215   -the developers more confident the project would last a little longer and they
216   -would not go looking for another jobs.
  204 +example, once it was demanded a completely layout change because another
  205 +government leader suddenly decided to make a marketing campaign about the new
  206 +SPB portal. They would use undelivered requirements as a means to justify the
  207 +lack of financial resource already planned. We believed that if we took too
  208 +long to attend their demands, the project would end. CD helped us to move fast
  209 +on deploying to production, even of smaller parts of the requirements. That
  210 +way, we always had something to show on the meetings, reducing their eagerness
  211 +to end the project. For our team, it made the developers more confident the
  212 +project would last a little longer and they would not go looking for another
  213 +jobs.
217 214  
218 215 ### Build client’s trust
219 216  
... ... @@ -224,6 +221,16 @@ constantly updated the VE based on their feedback. This made our relation
224 221 strong and in moments that needed quick action they would rather give us access
225 222 to production.
226 223  
  224 +### Shared Responsibility
  225 +
  226 +When the government technicians were responsible for deploying the project, the
  227 +developers lost track of what happened after code was delivered. After adopting
  228 +CD, they felt more responsible for what was getting into production. CD
  229 +influenced developers on taking ownership of the project. In the end of the
  230 +project, we noticed that the entire team was working to improve the CD pipeline
  231 +since they wanted to their new features in production.
  232 +
  233 +
227 234 ## Challenges
228 235  
229 236 We successfully built a functional CD pipeline. In the end, we took over the
... ...