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ieeeSW/releaseEng3/IEEE_ThemeIssue_ReleaseEng_CD.md
@@ -98,8 +98,8 @@ with a University is doomed to fail, and (2) dealing with bureaucracies | @@ -98,8 +98,8 @@ with a University is doomed to fail, and (2) dealing with bureaucracies | ||
98 | involved in the deployment process. | 98 | involved in the deployment process. |
99 | <!-- Melissa: Acho que no segundo, seria bom falar: lidar com a aritmia que as burocracias do governo causavam ao nosso processo de deploy? --> | 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 | resources allocation, accountability, and team continuity might be construed | 103 | resources allocation, accountability, and team continuity might be construed |
104 | as "unprofessional". On the government side, the SPB portal evolution was the | 104 | as "unprofessional". On the government side, the SPB portal evolution was the |
105 | first software development collaboration between universities and the Ministry | 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 | @@ -141,19 +141,16 @@ SPB portal was designed as a CDE with additional social features. We build | ||
141 | system-of-systems, adapting and integrating five existing OSS projects: Colab | 141 | system-of-systems, adapting and integrating five existing OSS projects: Colab |
142 | (www.github.com/colab), Noosfero (www.noosfero.org), Gitlab (www.gitlab.com), | 142 | (www.github.com/colab), Noosfero (www.noosfero.org), Gitlab (www.gitlab.com), |
143 | Mezuro (www.mezuro.org), and Mailman (www.list.org). All integrated system | 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 | That solution orchestrates these multiple components and allowed us to smoothly | 145 | That solution orchestrates these multiple components and allowed us to smoothly |
146 | provide a unified interface for final users, including single sign-on and | 146 | provide a unified interface for final users, including single sign-on and |
147 | global searches [1]. | 147 | global searches [1]. |
148 | 148 | ||
149 | - | 149 | + |
150 | 150 | ||
151 | The SPB portal deployment follows a typical CD pipeline [3], adapted to the | 151 | The SPB portal deployment follows a typical CD pipeline [3], adapted to the |
152 | technical and organizational context of our project and the use of OSS best | 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 | ### Automated Tests | 155 | ### Automated Tests |
159 | 156 | ||
@@ -223,10 +220,20 @@ fixes were finally available to end users. | @@ -223,10 +220,20 @@ fixes were finally available to end users. | ||
223 | 220 | ||
224 | Research points out many CD advantages in the industry [2, 5], such as | 221 | Research points out many CD advantages in the industry [2, 5], such as |
225 | accelerated time to market, building the right product, productivity and | 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 | + | ||
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 | ### Strengthening Trust in the Relationship with the Government | 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 | @@ -288,11 +295,13 @@ deployment process and kept the project alive. We now look at the lessons learne | ||
288 | 295 | ||
289 | ### Build CD From Scratch | 296 | ### Build CD From Scratch |
290 | 297 | ||
298 | +<!--- | ||
291 | We started with a team composed of 24 undergraduate students, one designer, and | 299 | We started with a team composed of 24 undergraduate students, one designer, and |
292 | two senior developers. In 2015, our team grew to 36 students, two designers, | 300 | two senior developers. In 2015, our team grew to 36 students, two designers, |
293 | eight senior developers. For 2016, due to budget constraints, our team shrinked | 301 | eight senior developers. For 2016, due to budget constraints, our team shrinked |
294 | to 20 students, one designer, and two developers; however, in the last 3 | 302 | to 20 students, one designer, and two developers; however, in the last 3 |
295 | months, only 6 students closed the project. | 303 | months, only 6 students closed the project. |
304 | +--> | ||
296 | 305 | ||
297 | Taking on the responsibility for implementing CD impacted the whole team. Most | 306 | Taking on the responsibility for implementing CD impacted the whole team. Most |
298 | of our team members did not have CD know-how and we had few working hours | 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. | @@ -317,13 +326,12 @@ evolving the process on-the-fly. | ||
317 | ### Overcoming Mistrust | 326 | ### Overcoming Mistrust |
318 | 327 | ||
319 | <!-- Precisa 'dessuavizar' o porque das mudanças de requisitos - a motivação para ela não era tão natural como as que ocorrem em métodos ágeis --> | 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 | software was the product delivered at the end of a development contract; they | 330 | software was the product delivered at the end of a development contract; they |
322 | expected and were prepared to validate and deploy a single deliverable. This | 331 | expected and were prepared to validate and deploy a single deliverable. This |
323 | was not adequate for the SPB: because the SPB portal is a system-of-systems, | 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 | to build trust and gain autonomy to implement a process that was not yet part | 335 | to build trust and gain autonomy to implement a process that was not yet part |
328 | of the dynamics of the Ministry? | 336 | of the dynamics of the Ministry? |
329 | 337 |
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