masterMerge branch 'master' of softwarepublico.gov.br:softwarepublico/articles

Paulo Meireles
2 parents 295eb86b 8e866388
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ieeeSW/releaseEng3/IEEE_ThemeIssue_ReleaseEng_CD.md
@@ -190,44 +190,33 @@ accelerated time to market, building the right product, productivity and
 efficiency improvements, reliable releases and better customer satisfaction.
 Working with the government, we noticed the following additional benefits.
  
-### Response to mistrust
+### Response initial mistrust
  
 The direct benefit from the CD pipeline was the fast response to changes
 required by the government. That was vital for the project's renewal over the
-years. We could manage the tension between the government and the development
-team better. Every meeting with the government leader was delicate and resulted
+years. We could better manage the tension between the government and the development
+team. Every meeting with the government leader was delicate and resulted
 on many new requirements, most of them motivated by political needs. For
 example, once it was demanded a completely layout change because another
 government leader suddenly decided to make a marketing campaign about the new
 SPB portal. They would use undelivered requirements as a means to justify the
-lack of financial resource already planned. We believed that if we took too
-long to attend their demands, the project would end. CD helped us to move fast
+lack of financial support, which was already planned in the first place. We believed that if we took too
+long to attend their demands, the project would end. CD helped us move fast
 on deploying to production, even of smaller parts of the requirements. That
-way, we always had something to show on the meetings, reducing their eagerness
-to end the project. For our team, it made the developers more confident the
-project would last a little longer and they would not go looking for another
+way, we always had something to show on meetings, reduzindo a ansiedade em ver a versão final. For our team, made the developers more confident the
+project would last a little longer and they would not go looking for other
 jobs.
  
-### Build client’s trust
-
-After we established the CD, the government agents started to be more confident
-in our work. First, because they noticed that each new deploy made by us in the
-VE was stable and reliable. Second, they could see new features fast since we
-constantly updated the VE based on their feedback. This made our relation
-strong and in moments that needed quick action they would rather give us access
-to production.
-
 ### Shared responsibility
  
-Before the adoption of the CD, the developers team could not track what happened to the code
+Before the adoption of the CD, the development team could not track what happened to the code
 after its delivery, since government technicians were the only responsibles
 for deploying the project. The implementation of the referred
 approach influenced developers on taking ownership of the project because it
 made them feel equally responsible for what was getting into production. 
  
-Interestingly, the CD pipeline had the same effect on the team of requirements analysts.
+Interestingly, the CD pipeline had the same effect on the team of requirement analysts.
 They were an active part of the pipeline and became more engaged on the whole process. 
-
 After the incorporation of the pipeline into the work process, analysts
 became more active in opening and discussing issues during the platform evolution.
 Additionally, developers worked to improve the CD pipeline in
@@ -248,20 +237,24 @@ governmental bureaucracy (up to 3 days) to release access to the production
 environment resulted in additional delays for the deployment step to begin.
 This problem was softened when the analysts realized the impact of
 these delays on the final product and decided to allocate the revisions in its
-scale of work and to request the access to production in time. 
+work schedule and to request the access to production in time. 
  
-### Strengthening trust in our work relation with the government
+### Strengthening trust in work relationship with the government
  
 Continuous delivery was also a tool that helped to strengthen trust in the
 relationship between developers and government analysts, as well as between the
 latter group and its superiors. Before using CD, analysts had access to the
-features developed only at the end of the release, usually every 4 months.
+features developed only at the end of the release, usually every four months.
 However, this periodicity did not meet the requirements of their leaders, who
-demanded monthly reports on the progress of the project. With the
-implementation of the CD, intermediate versions became available, allowing
-analysts to perform small validations over time. The constant monitoring of
-the development work brought greater security to the governmental nucleus and
-improved the interactions of these with the team of developers.
+demanded monthly reports on the progress of the project. 
+
+With the implementation of CD, intermediate and candidate versions became
+available, allowing analysts to perform small validations over time. As they
+validated functionalities and sent feedback to developers, patches were
+developed and new versions were packaged and deployed to the VE quickly,
+steadily, and reliably. The constant monitoring of the development work brought
+greater security to the governmental nucleus and improved the interactions of
+this with the team of developers.
  
  
 ## Challenges
...	...	@@ -190,44 +190,33 @@ accelerated time to market, building the right product, productivity and
190	190	efficiency improvements, reliable releases and better customer satisfaction.
191	191	Working with the government, we noticed the following additional benefits.
192	192
193		-### Response to mistrust
	193	+### Response initial mistrust
194	194
195	195	The direct benefit from the CD pipeline was the fast response to changes
196	196	required by the government. That was vital for the project's renewal over the
197		-years. We could manage the tension between the government and the development
198		-team better. Every meeting with the government leader was delicate and resulted
	197	+years. We could better manage the tension between the government and the development
	198	+team. Every meeting with the government leader was delicate and resulted
199	199	on many new requirements, most of them motivated by political needs. For
200	200	example, once it was demanded a completely layout change because another
201	201	government leader suddenly decided to make a marketing campaign about the new
202	202	SPB portal. They would use undelivered requirements as a means to justify the
203		-lack of financial resource already planned. We believed that if we took too
204		-long to attend their demands, the project would end. CD helped us to move fast
	203	+lack of financial support, which was already planned in the first place. We believed that if we took too
	204	+long to attend their demands, the project would end. CD helped us move fast
205	205	on deploying to production, even of smaller parts of the requirements. That
206		-way, we always had something to show on the meetings, reducing their eagerness
207		-to end the project. For our team, it made the developers more confident the
208		-project would last a little longer and they would not go looking for another
	206	+way, we always had something to show on meetings, reduzindo a ansiedade em ver a versão final. For our team, made the developers more confident the
	207	+project would last a little longer and they would not go looking for other
209	208	jobs.
210	209
211		-### Build client’s trust
212		-
213		-After we established the CD, the government agents started to be more confident
214		-in our work. First, because they noticed that each new deploy made by us in the
215		-VE was stable and reliable. Second, they could see new features fast since we
216		-constantly updated the VE based on their feedback. This made our relation
217		-strong and in moments that needed quick action they would rather give us access
218		-to production.
219		-
220	210	### Shared responsibility
221	211
222		-Before the adoption of the CD, the developers team could not track what happened to the code
	212	+Before the adoption of the CD, the development team could not track what happened to the code
223	213	after its delivery, since government technicians were the only responsibles
224	214	for deploying the project. The implementation of the referred
225	215	approach influenced developers on taking ownership of the project because it
226	216	made them feel equally responsible for what was getting into production.
227	217
228		-Interestingly, the CD pipeline had the same effect on the team of requirements analysts.
	218	+Interestingly, the CD pipeline had the same effect on the team of requirement analysts.
229	219	They were an active part of the pipeline and became more engaged on the whole process.
230		-
231	220	After the incorporation of the pipeline into the work process, analysts
232	221	became more active in opening and discussing issues during the platform evolution.
233	222	Additionally, developers worked to improve the CD pipeline in
...	...	@@ -248,20 +237,24 @@ governmental bureaucracy (up to 3 days) to release access to the production
248	237	environment resulted in additional delays for the deployment step to begin.
249	238	This problem was softened when the analysts realized the impact of
250	239	these delays on the final product and decided to allocate the revisions in its
251		-scale of work and to request the access to production in time.
	240	+work schedule and to request the access to production in time.
252	241
253		-### Strengthening trust in our work relation with the government
	242	+### Strengthening trust in work relationship with the government
254	243
255	244	Continuous delivery was also a tool that helped to strengthen trust in the
256	245	relationship between developers and government analysts, as well as between the
257	246	latter group and its superiors. Before using CD, analysts had access to the
258		-features developed only at the end of the release, usually every 4 months.
	247	+features developed only at the end of the release, usually every four months.
259	248	However, this periodicity did not meet the requirements of their leaders, who
260		-demanded monthly reports on the progress of the project. With the
261		-implementation of the CD, intermediate versions became available, allowing
262		-analysts to perform small validations over time. The constant monitoring of
263		-the development work brought greater security to the governmental nucleus and
264		-improved the interactions of these with the team of developers.
	249	+demanded monthly reports on the progress of the project.
	250	+
	251	+With the implementation of CD, intermediate and candidate versions became
	252	+available, allowing analysts to perform small validations over time. As they
	253	+validated functionalities and sent feedback to developers, patches were
	254	+developed and new versions were packaged and deployed to the VE quickly,
	255	+steadily, and reliably. The constant monitoring of the development work brought
	256	+greater security to the governmental nucleus and improved the interactions of
	257	+this with the team of developers.
265	258
266	259
267	260	## Challenges
...	...