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ieeeSW/releaseEng3/IEEE_ThemeIssue_ReleaseEng_CD.md
... | ... | @@ -214,47 +214,46 @@ Working with the government, we noticed the following additional benefits. |
214 | 214 | Responsiveness was one of the direct benefits of adopting the CD pipeline. The |
215 | 215 | ability to react quickly to changes requested by the government was vital for |
216 | 216 | the renewal of the project over the years. Every meeting with the government |
217 | -leader resulted in new requirements, most of them motivated by political | |
218 | -needs. These constant changes in requirements and priorities caused discomfort | |
219 | -between the government and the development team. For | |
220 | -example, the government leader required a complete layout change because he suddenly decided to make a marketing campaign about the new | |
221 | -SPB portal. In future meetings, the government would use undelivered requirements as a means to justify the | |
222 | -lack of financial support, which was already approved in the first place. We believed that if we took too | |
223 | -long to attend their demands, the project would end. CD helped us keep the | |
224 | -production environment up-to-date, even with partial versions of a feature. That | |
225 | -way, we always had something to show on meetings, reducing anxiety to get the platform concluded. For our team, it made the developers more confident that the | |
226 | -project would last a little longer and they would not go looking for other | |
227 | -jobs. | |
217 | +leader resulted in requirements and priorities changes, most of them motivated | |
218 | +by political needs. We believed that if we took too long to attend their | |
219 | +demands, the government would use undelivered requirements as a means to | |
220 | +justify the lack of financial support and the end of the project. | |
221 | +% | |
222 | +CD helped us keep the production environment up-to-date, even with partial | |
223 | +versions of a feature. That way, we always had something to show on meetings, | |
224 | +reducing anxiety to get the platform concluded. For our team, it made the | |
225 | +developers more confident that the project would last a little longer and they | |
226 | +would not go looking for other jobs. | |
228 | 227 | |
229 | 228 | ### Shared Responsibility |
230 | 229 | |
231 | -Before the adoption of CD, the development team could not track what happened to the code | |
232 | -after its delivery, since government technicians were the only responsible | |
233 | -for deploying the project. The implementation of the referred | |
234 | -approach influenced developers on taking ownership of the project because it | |
235 | -made them feel equally responsible for what was getting into production. | |
230 | +Initially, the development team could not track what happened to the code after | |
231 | +its delivery, since government technicians were the only responsible for | |
232 | +deploying the project. The implementation of CD made developers feel equally | |
233 | +responsible for what was getting into production and take ownership of the | |
234 | +project. | |
235 | +% | |
236 | +Interestingly, the CD pipeline had the same effect on the team of requirement | |
237 | +analysts. They became more engaged on the whole process, opening and discussing | |
238 | +issues during the platform evolution. Additionally, developers worked to improve | |
239 | +the CD pipeline to speed up the process of making new features available in the | |
240 | +production environment for analysts’ validation. | |
236 | 241 | |
237 | -Interestingly, the CD pipeline had the same effect on the team of requirement analysts. | |
238 | -They were an active part of the pipeline and became more engaged on the whole process. | |
239 | -After the incorporation of the pipeline into the work process, analysts | |
240 | -became more active in opening and discussing issues during the platform evolution. | |
241 | -Additionally, developers worked to improve the CD pipeline | |
242 | -to speed up the process of making new features available in the production environment. | |
243 | 242 | |
244 | 243 | ### Synchronicity Between Government and Development |
245 | 244 | |
246 | 245 | Despite the positive impacts that the CD pipeline brought to the project, its |
247 | -implementation was not easy at first. The CD pipeline performance | |
248 | -depended on the synchronicity between developers and government | |
249 | -analysts, so that the latter were prepared to start a step as soon as the | |
250 | -former concluded the previous step, and vice versa. Initially, this concern was not | |
251 | -contemplated in the agenda of the governmental team, which generated delays in | |
252 | -the validation of new features. This situation combined with | |
253 | -governmental bureaucracy (up to 3 days) to release access to the production | |
254 | -environment resulted in additional delays for the deployment step to begin. | |
255 | -This problem was softened when the analysts realized the impact of | |
256 | -these delays on the final product and decided to allocate the revisions in its | |
257 | -work schedule and to request the access to production in time. | |
246 | +implementation was not easy at first. The CD pipeline performance depended on | |
247 | +the synchronicity between developers and government analysts, so that the | |
248 | +latter were prepared to start a step as soon as the former concluded the | |
249 | +previous step, and vice versa. Initially, this concern was not contemplated | |
250 | +in the agenda of the governmental team, which generated delays in the validation | |
251 | +of new features. This situation combined with governmental bureaucracy | |
252 | +(up to 3 days) to release access to the production environment resulted in | |
253 | +additional delays for the deployment step to begin. This problem was softened | |
254 | +when the analysts realized the impact of these delays on the final product and | |
255 | +decided to allocate the revisions in its work schedule and to request the access | |
256 | +to production in time. | |
258 | 257 | |
259 | 258 | ### Strengthening Trust in Work Relationship with the Government |
260 | 259 | |
... | ... | @@ -264,14 +263,11 @@ analysts group and its superiors. Before using CD, analysts had access to the |
264 | 263 | features developed only at the end of the release, usually every four months. |
265 | 264 | However, this periodicity did not meet the requirements of their leaders, who |
266 | 265 | demanded monthly reports on the progress of the project. |
267 | - | |
266 | +% | |
268 | 267 | With the implementation of CD, intermediate and candidate versions became |
269 | -available, allowing analysts to perform small validations over time. As they | |
270 | -validated functionalities and sent feedback to developers, patches were | |
271 | -developed and new versions were packaged and deployed to the VE quickly, | |
272 | -steadily, and reliably. The constant monitoring of the development work brought | |
273 | -greater security to the governmental nucleus and improved the interactions | |
274 | -with our development team. | |
268 | +available, allowing analysts to perform small validations over time. The | |
269 | +constant monitoring of the development work brought greater security to the | |
270 | +governmental nucleus and improved the interactions with our development team. | |
275 | 271 | |
276 | 272 | ## Challenges |
277 | 273 | ... | ... |