Commit 3fa5b4c2f89813b04012055bd4ba2bdf3a4adf36
1 parent
78a934c1
Exists in
master
and in
3 other branches
[ieeeSW] updating Benefits section
Showing
1 changed file
with
21 additions
and
14 deletions
Show diff stats
ieeeSW/releaseEng3/IEEE_ThemeIssue_ReleaseEng_CD.md
... | ... | @@ -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 | ... | ... |