Fixed acronym

Rodrigo Siqueira de Melo
1 parent 24ba67d4
Showing 1 changed file with 2 additions and 2 deletions Show diff stats
opensym2017/content/07-process.tex
@@ -80,13 +80,13 @@ centralized in the professors.
 Brazilian government used to work with software development in a very
 traditional way, frequently they claim on documents and does not focus on what
 really matter (running software). This way of thinking caused to us a
-communication noise with MPOG, because they constantly tried to leverage on our
+communication noise with MP, because they constantly tried to leverage on our
 work style. It was especially hard to convince them to accept the idea of open
 scope and agile development, but after months of labor and showing results they
 stopped resisting.
 We defined some level of meeting granularity to avoid to generate overheads to
-the developers. We had a strategical and validating meeting with MPOG (the
+the developers. We had a strategical and validating meeting with MP (the
 former once in a month and the latter each 15th day), release plaining with the
 entire team (one per month), and finally a sprint planning (one each 15th day).
 Figure \ref{fig:meeting} is a diagram that represents our meeting organization.
	@@ -80,13 +80,13 @@ centralized in the professors.		@@ -80,13 +80,13 @@ centralized in the professors.
80	Brazilian government used to work with software development in a very	80	Brazilian government used to work with software development in a very
81	traditional way, frequently they claim on documents and does not focus on what	81	traditional way, frequently they claim on documents and does not focus on what
82	really matter (running software). This way of thinking caused to us a	82	really matter (running software). This way of thinking caused to us a
83	-communication noise with MPOG, because they constantly tried to leverage on our	83	+communication noise with MP, because they constantly tried to leverage on our
84	work style. It was especially hard to convince them to accept the idea of open	84	work style. It was especially hard to convince them to accept the idea of open
85	scope and agile development, but after months of labor and showing results they	85	scope and agile development, but after months of labor and showing results they
86	stopped resisting.	86	stopped resisting.
87		87
88	We defined some level of meeting granularity to avoid to generate overheads to	88	We defined some level of meeting granularity to avoid to generate overheads to
89	-the developers. We had a strategical and validating meeting with MPOG (the	89	+the developers. We had a strategical and validating meeting with MP (the
90	former once in a month and the latter each 15th day), release plaining with the	90	former once in a month and the latter each 15th day), release plaining with the
91	entire team (one per month), and finally a sprint planning (one each 15th day).	91	entire team (one per month), and finally a sprint planning (one each 15th day).
92	Figure \ref{fig:meeting} is a diagram that represents our meeting organization.	92	Figure \ref{fig:meeting} is a diagram that represents our meeting organization.