[i3eSW] Condensing two benefits and small fixes

Melissa Wen
1 parent ffe914eb
Showing 1 changed file with 21 additions and 28 deletions Show diff stats
ieeeSW/releaseEng3/IEEE_ThemeIssue_ReleaseEng_CD.md
@@ -191,44 +191,33 @@ 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
@@ -249,20 +238,24 @@ 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
...	...	@@ -191,44 +191,33 @@ accelerated time to market, building the right product, productivity and
191	191	efficiency improvements, reliable releases and better customer satisfaction.
192	192	Working with the government, we noticed the following additional benefits.
193	193
194		-### Response to mistrust
	194	+### Response initial mistrust
195	195
196	196	The direct benefit from the CD pipeline was the fast response to changes
197	197	required by the government. That was vital for the project's renewal over the
198		-years. We could manage the tension between the government and the development
199		-team better. Every meeting with the government leader was delicate and resulted
	198	+years. We could better manage the tension between the government and the development
	199	+team. Every meeting with the government leader was delicate and resulted
200	200	on many new requirements, most of them motivated by political needs. For
201	201	example, once it was demanded a completely layout change because another
202	202	government leader suddenly decided to make a marketing campaign about the new
203	203	SPB portal. They would use undelivered requirements as a means to justify the
204		-lack of financial resource already planned. We believed that if we took too
205		-long to attend their demands, the project would end. CD helped us to move fast
	204	+lack of financial support, which was already planned in the first place. We believed that if we took too
	205	+long to attend their demands, the project would end. CD helped us move fast
206	206	on deploying to production, even of smaller parts of the requirements. That
207		-way, we always had something to show on the meetings, reducing their eagerness
208		-to end the project. For our team, it made the developers more confident the
209		-project would last a little longer and they would not go looking for another
	207	+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
	208	+project would last a little longer and they would not go looking for other
210	209	jobs.
211	210
212		-### Build client’s trust
213		-
214		-After we established the CD, the government agents started to be more confident
215		-in our work. First, because they noticed that each new deploy made by us in the
216		-VE was stable and reliable. Second, they could see new features fast since we
217		-constantly updated the VE based on their feedback. This made our relation
218		-strong and in moments that needed quick action they would rather give us access
219		-to production.
220		-
221	211	### Shared responsibility
222	212
223		-Before the adoption of the CD, the developers team could not track what happened to the code
	213	+Before the adoption of the CD, the development team could not track what happened to the code
224	214	after its delivery, since government technicians were the only responsibles
225	215	for deploying the project. The implementation of the referred
226	216	approach influenced developers on taking ownership of the project because it
227	217	made them feel equally responsible for what was getting into production.
228	218
229		-Interestingly, the CD pipeline had the same effect on the team of requirements analysts.
	219	+Interestingly, the CD pipeline had the same effect on the team of requirement analysts.
230	220	They were an active part of the pipeline and became more engaged on the whole process.
231		-
232	221	After the incorporation of the pipeline into the work process, analysts
233	222	became more active in opening and discussing issues during the platform evolution.
234	223	Additionally, developers worked to improve the CD pipeline in
...	...	@@ -249,20 +238,24 @@ governmental bureaucracy (up to 3 days) to release access to the production
249	238	environment resulted in additional delays for the deployment step to begin.
250	239	This problem was softened when the analysts realized the impact of
251	240	these delays on the final product and decided to allocate the revisions in its
252		-scale of work and to request the access to production in time.
	241	+work schedule and to request the access to production in time.
253	242
254		-### Strengthening trust in our work relation with the government
	243	+### Strengthening trust in work relationship with the government
255	244
256	245	Continuous delivery was also a tool that helped to strengthen trust in the
257	246	relationship between developers and government analysts, as well as between the
258	247	latter group and its superiors. Before using CD, analysts had access to the
259		-features developed only at the end of the release, usually every 4 months.
	248	+features developed only at the end of the release, usually every four months.
260	249	However, this periodicity did not meet the requirements of their leaders, who
261		-demanded monthly reports on the progress of the project. With the
262		-implementation of the CD, intermediate versions became available, allowing
263		-analysts to perform small validations over time. The constant monitoring of
264		-the development work brought greater security to the governmental nucleus and
265		-improved the interactions of these with the team of developers.
	250	+demanded monthly reports on the progress of the project.
	251	+
	252	+With the implementation of CD, intermediate and candidate versions became
	253	+available, allowing analysts to perform small validations over time. As they
	254	+validated functionalities and sent feedback to developers, patches were
	255	+developed and new versions were packaged and deployed to the VE quickly,
	256	+steadily, and reliably. The constant monitoring of the development work brought
	257	+greater security to the governmental nucleus and improved the interactions of
	258	+this with the team of developers.
266	259
267	260
268	261	## Challenges
...	...