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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 | @@ -190,44 +190,33 @@ accelerated time to market, building the right product, productivity and | ||
190 | efficiency improvements, reliable releases and better customer satisfaction. | 190 | efficiency improvements, reliable releases and better customer satisfaction. |
191 | Working with the government, we noticed the following additional benefits. | 191 | Working with the government, we noticed the following additional benefits. |
192 | 192 | ||
193 | -### Response to mistrust | 193 | +### Response initial mistrust |
194 | 194 | ||
195 | The direct benefit from the CD pipeline was the fast response to changes | 195 | The direct benefit from the CD pipeline was the fast response to changes |
196 | required by the government. That was vital for the project's renewal over the | 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 | on many new requirements, most of them motivated by political needs. For | 199 | on many new requirements, most of them motivated by political needs. For |
200 | example, once it was demanded a completely layout change because another | 200 | example, once it was demanded a completely layout change because another |
201 | government leader suddenly decided to make a marketing campaign about the new | 201 | government leader suddenly decided to make a marketing campaign about the new |
202 | SPB portal. They would use undelivered requirements as a means to justify the | 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 | on deploying to production, even of smaller parts of the requirements. That | 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 | jobs. | 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 | ### Shared responsibility | 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 | after its delivery, since government technicians were the only responsibles | 213 | after its delivery, since government technicians were the only responsibles |
224 | for deploying the project. The implementation of the referred | 214 | for deploying the project. The implementation of the referred |
225 | approach influenced developers on taking ownership of the project because it | 215 | approach influenced developers on taking ownership of the project because it |
226 | made them feel equally responsible for what was getting into production. | 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 | They were an active part of the pipeline and became more engaged on the whole process. | 219 | They were an active part of the pipeline and became more engaged on the whole process. |
230 | - | ||
231 | After the incorporation of the pipeline into the work process, analysts | 220 | After the incorporation of the pipeline into the work process, analysts |
232 | became more active in opening and discussing issues during the platform evolution. | 221 | became more active in opening and discussing issues during the platform evolution. |
233 | Additionally, developers worked to improve the CD pipeline in | 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 | @@ -248,20 +237,24 @@ governmental bureaucracy (up to 3 days) to release access to the production | ||
248 | environment resulted in additional delays for the deployment step to begin. | 237 | environment resulted in additional delays for the deployment step to begin. |
249 | This problem was softened when the analysts realized the impact of | 238 | This problem was softened when the analysts realized the impact of |
250 | these delays on the final product and decided to allocate the revisions in its | 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 | Continuous delivery was also a tool that helped to strengthen trust in the | 244 | Continuous delivery was also a tool that helped to strengthen trust in the |
256 | relationship between developers and government analysts, as well as between the | 245 | relationship between developers and government analysts, as well as between the |
257 | latter group and its superiors. Before using CD, analysts had access to the | 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 | However, this periodicity did not meet the requirements of their leaders, who | 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 | ## Challenges | 260 | ## Challenges |