[i3eSW] Reducing text and insert lines of code data

Melissa Wen
2 parents 1f3dd187 9047e0e9
Showing 2 changed files with 22 additions and 14 deletions Show diff stats
ieeeSW/releaseEng3/IEEE_ThemeIssue_ReleaseEng_CD.md
ieeeSW/releaseEng3/figures/data.png
@@ -98,8 +98,8 @@ with a University is doomed to fail, and (2) dealing with bureaucracies
 involved in the deployment process.
 <!-- Melissa: Acho que no segundo, seria bom falar: lidar com a aritmia que as burocracias do governo causavam ao nosso processo de deploy? -->
  
-Firstly, our team was not from a typical company, consisting from
-undergraduate students coordinated by two professors. Accordingly, time and
+Firstly, our team was not from a typical company, consisting mainly of
+undergraduate students supported senior developers and designers, all coordinated by two professors. Accordingly, time and
 resources allocation, accountability, and team continuity might be construed
 as "unprofessional". On the government side, the SPB portal evolution was the
 first software development collaboration between universities and the Ministry
@@ -141,19 +141,16 @@ SPB portal was designed as a CDE with additional social features. We build
 system-of-systems, 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). All integrated system
-represents a total of more than XXX.XXX commits and X.XXX.XXX lines of code.
+represents a total of more than 106.253 commits and 1.347.421 lines of code.
 That solution orchestrates these multiple components and allowed us to smoothly
 provide a unified interface for final users, including single sign-on and
 global searches [1]. 
  
-![The SPB Deployment Pipeline](figures/pipeline_3.png)
+![The SPB Deployment Pipeline. It started when new code arrived. As the code went through each step, it was tested and improved until finally reaching the production environment. At this point, we would restart the pipeline to release new versions.](figures/pipeline_3.png)
  
 The SPB 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. The pipeline started when new code
-arrived. As the code went through each step, it was tested and improved until
-finally reaching the production environment. At this point, we would restart
-the pipeline to release new versions.
+practices, as presented in Figure 1.
  
 ### Automated Tests
  
@@ -223,10 +220,20 @@ fixes were finally available to end users.
  
 Research points out many CD advantages in the industry [2, 5], such as
 accelerated time to market, building the right product, productivity and
-efficiency improvements, stable releases, and better customer satisfaction.
+efficiency improvements, stable releases, and better customer satisfaction. The
+charts presented in Figure 2 show these benefits of implementing the CD in our
+project and associates them with the creation of a DevOps team.
  
+![The evolution of SPB releases and the team members distribution in the period.](figures/CDReleaseAndTeamEvolution.png)
  
-Working with the government, we noticed the following additional benefits.
+In the time of 30 months, we deployed a total of 84 versions. Over 64% of these
+activities happened in the second half of 2015, when the DevOps team was
+created. Even with the reduction of the team as a whole, in the last months of
+the project, this pace of deployment was maintained until we finished all our
+activities.
+
+Besides these results, working with the government, we noticed the following
+additional benefits.
  
 ### Strengthening Trust in the Relationship with the Government
  
@@ -288,11 +295,13 @@ deployment process and kept the project alive. We now look at the lessons learne
  
 ### Build CD From Scratch
  
+<!---
 We started with a team composed of 24 undergraduate students, one designer, and
 two senior developers. In 2015, our team grew to 36 students, two designers,
 eight senior developers. For 2016, due to budget constraints, our team shrinked
 to 20 students, one designer, and two developers; however, in the last 3
 months, only 6 students closed the project.
+-->
  
 Taking on the responsibility for implementing CD impacted the whole team.  Most
 of our team members did not have CD know-how and we had few working hours
@@ -317,13 +326,12 @@ evolving the process on-the-fly.
 ### Overcoming Mistrust
  
 <!-- Precisa 'dessuavizar' o porque das mudanças de requisitos - a motivação para ela não era tão natural como as que ocorrem em métodos ágeis -->
-Taking an unfamiliar approach requires trust. In the Ministry, traditionally,
+Adopting an unfamiliar approach requires trust. In the Ministry, traditionally,
 software was the product delivered at the end of a development contract; they
 expected and were prepared to validate and deploy a single deliverable. This
 was not adequate for the SPB: because the SPB portal is a system-of-systems,
-the steady growth of its complexity made large deliveries unsustainable; the
-fluid nature of how people use and interact with it brings the need to change
-requirements and priorities. Therefore, the CD approach was necessary, but how
+the steady growth of its complexity made large deliveries unsustainable. 
+Therefore, the CD approach was necessary, but how
 to build trust and gain autonomy to implement a process that was not yet part
 of the dynamics of the Ministry?
...	...	@@ -98,8 +98,8 @@ with a University is doomed to fail, and (2) dealing with bureaucracies
98	98	involved in the deployment process.
99	99	<!-- Melissa: Acho que no segundo, seria bom falar: lidar com a aritmia que as burocracias do governo causavam ao nosso processo de deploy? -->
100	100
101		-Firstly, our team was not from a typical company, consisting from
102		-undergraduate students coordinated by two professors. Accordingly, time and
	101	+Firstly, our team was not from a typical company, consisting mainly of
	102	+undergraduate students supported senior developers and designers, all coordinated by two professors. Accordingly, time and
103	103	resources allocation, accountability, and team continuity might be construed
104	104	as "unprofessional". On the government side, the SPB portal evolution was the
105	105	first software development collaboration between universities and the Ministry
...	...	@@ -141,19 +141,16 @@ SPB portal was designed as a CDE with additional social features. We build
141	141	system-of-systems, adapting and integrating five existing OSS projects: Colab
142	142	(www.github.com/colab), Noosfero (www.noosfero.org), Gitlab (www.gitlab.com),
143	143	Mezuro (www.mezuro.org), and Mailman (www.list.org). All integrated system
144		-represents a total of more than XXX.XXX commits and X.XXX.XXX lines of code.
	144	+represents a total of more than 106.253 commits and 1.347.421 lines of code.
145	145	That solution orchestrates these multiple components and allowed us to smoothly
146	146	provide a unified interface for final users, including single sign-on and
147	147	global searches [1].
148	148
149		-![The SPB Deployment Pipeline](figures/pipeline_3.png)
	149	+![The SPB Deployment Pipeline. It started when new code arrived. As the code went through each step, it was tested and improved until finally reaching the production environment. At this point, we would restart the pipeline to release new versions.](figures/pipeline_3.png)
150	150
151	151	The SPB portal deployment follows a typical CD pipeline [3], adapted to the
152	152	technical and organizational context of our project and the use of OSS best
153		-practices, as presented in Figure 1. The pipeline started when new code
154		-arrived. As the code went through each step, it was tested and improved until
155		-finally reaching the production environment. At this point, we would restart
156		-the pipeline to release new versions.
	153	+practices, as presented in Figure 1.
157	154
158	155	### Automated Tests
159	156
...	...	@@ -223,10 +220,20 @@ fixes were finally available to end users.
223	220
224	221	Research points out many CD advantages in the industry [2, 5], such as
225	222	accelerated time to market, building the right product, productivity and
226		-efficiency improvements, stable releases, and better customer satisfaction.
	223	+efficiency improvements, stable releases, and better customer satisfaction. The
	224	+charts presented in Figure 2 show these benefits of implementing the CD in our
	225	+project and associates them with the creation of a DevOps team.
227	226
	227	+![The evolution of SPB releases and the team members distribution in the period.](figures/CDReleaseAndTeamEvolution.png)
228	228
229		-Working with the government, we noticed the following additional benefits.
	229	+In the time of 30 months, we deployed a total of 84 versions. Over 64% of these
	230	+activities happened in the second half of 2015, when the DevOps team was
	231	+created. Even with the reduction of the team as a whole, in the last months of
	232	+the project, this pace of deployment was maintained until we finished all our
	233	+activities.
	234	+
	235	+Besides these results, working with the government, we noticed the following
	236	+additional benefits.
230	237
231	238	### Strengthening Trust in the Relationship with the Government
232	239
...	...	@@ -288,11 +295,13 @@ deployment process and kept the project alive. We now look at the lessons learne
288	295
289	296	### Build CD From Scratch
290	297
	298	+<!---
291	299	We started with a team composed of 24 undergraduate students, one designer, and
292	300	two senior developers. In 2015, our team grew to 36 students, two designers,
293	301	eight senior developers. For 2016, due to budget constraints, our team shrinked
294	302	to 20 students, one designer, and two developers; however, in the last 3
295	303	months, only 6 students closed the project.
	304	+-->
296	305
297	306	Taking on the responsibility for implementing CD impacted the whole team. Most
298	307	of our team members did not have CD know-how and we had few working hours
...	...	@@ -317,13 +326,12 @@ evolving the process on-the-fly.
317	326	### Overcoming Mistrust
318	327
319	328	<!-- Precisa 'dessuavizar' o porque das mudanças de requisitos - a motivação para ela não era tão natural como as que ocorrem em métodos ágeis -->
320		-Taking an unfamiliar approach requires trust. In the Ministry, traditionally,
	329	+Adopting an unfamiliar approach requires trust. In the Ministry, traditionally,
321	330	software was the product delivered at the end of a development contract; they
322	331	expected and were prepared to validate and deploy a single deliverable. This
323	332	was not adequate for the SPB: because the SPB portal is a system-of-systems,
324		-the steady growth of its complexity made large deliveries unsustainable; the
325		-fluid nature of how people use and interact with it brings the need to change
326		-requirements and priorities. Therefore, the CD approach was necessary, but how
	333	+the steady growth of its complexity made large deliveries unsustainable.
	334	+Therefore, the CD approach was necessary, but how
327	335	to build trust and gain autonomy to implement a process that was not yet part
328	336	of the dynamics of the Ministry?
329	337
...	...