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ieeeSW/releaseEng3/IEEE_ThemeIssue_ReleaseEng_CD.md
... | ... | @@ -158,7 +158,7 @@ students, one designer, and two senior developers. In 2015, our team grew to 36 |
158 | 158 | students, two designers, eight senior developers. At the end, due to budget |
159 | 159 | constraint, we had 20 students, one designer, and two developers. On the |
160 | 160 | government side, the SPB portal evolution was the first software development |
161 | -collaboration between university and government experienced by the MP analysts | |
161 | +collaboration between university and government experienced by the MP agents | |
162 | 162 | involved in the project. |
163 | 163 | |
164 | 164 | Lastly, our team thought software deployment differently than the MP. On our |
... | ... | @@ -272,7 +272,7 @@ step in the pipeline. |
272 | 272 | |
273 | 273 | After we deployed a new SPB portal version in the VE, the MP agents were |
274 | 274 | responsible for checking features and bug fixes required by them. If the |
275 | -requirement analysts identified a problem, they would notify the developers via | |
275 | +MP agents identified a problem, they would notify the developers via | |
276 | 276 | comments on the SPB portal's issue tracker. The development team fixed the |
277 | 277 | problem and the pipeline restarted from scratch. If everything was validated, |
278 | 278 | we moved forward. |
... | ... | @@ -295,12 +295,12 @@ Working with the government, we noticed the following additional benefits. |
295 | 295 | ### Strengthening Trust in Work Relationship with the Government |
296 | 296 | |
297 | 297 | Continuous delivery was also a tool that helped to strengthen trust in the |
298 | -relationship between developers and MP agents. Before using CD, the MP analysts | |
298 | +relationship between developers and MP agents. Before using CD, the MP agents | |
299 | 299 | had access to the features developed only at the end of the release, usually |
300 | 300 | every four months. |
301 | 301 | |
302 | 302 | With the implementation of CD, intermediate and candidate versions became |
303 | -available, allowing the MP analysts to perform small validations over time. The | |
303 | +available, allowing the MP agents to perform small validations over time. The | |
304 | 304 | constant monitoring of the development work brought greater security to the MP |
305 | 305 | leaders and improved the interactions with our development team. |
306 | 306 | |
... | ... | @@ -323,16 +323,16 @@ would not go looking for other jobs. |
323 | 323 | ### Shared Responsibility |
324 | 324 | |
325 | 325 | According to the MP process, the development team could not track what happened |
326 | -to the code after its delivery, since, theoretically, the MP technicians were | |
327 | -the only ones responsible for deployment. The implementation of CD made our | |
328 | -development team feel equally responsible for what was getting into production | |
329 | -and take ownership of the project. | |
326 | +to the code after its delivery, since the MP agents were the only ones | |
327 | +responsible for deployment. The implementation of CD made our development team | |
328 | +feel equally responsible for what was getting into production and take | |
329 | +ownership of the project. | |
330 | 330 | |
331 | -Interestingly, the CD pipeline had the same effect on the MP analysts. They | |
331 | +Interestingly, the CD pipeline had the same effect on the MP agents. They | |
332 | 332 | became more engaged in the whole process, opening and discussing issues during |
333 | 333 | the platform evolution. Additionally, developers worked to improve the CD |
334 | 334 | pipeline to speed up the process of making new features available in the |
335 | -production environment for the MP analysts' validation. | |
335 | +production environment for the MP agents' validation. | |
336 | 336 | |
337 | 337 | |
338 | 338 | ### Synchronicity Between Government and Development |
... | ... | @@ -346,7 +346,7 @@ contemplate this concern, which generated delays in the validation of new |
346 | 346 | features. This situation combined with governmental bureaucracy (up to 3 days) |
347 | 347 | to release access to the production environment resulted in additional delays |
348 | 348 | for the deployment step to begin. This problem was softened when the MP |
349 | -analysts realized the impact of these delays on the final product and decided | |
349 | +agents realized the impact of these delays on the final product and decided | |
350 | 350 | to allocate the revisions in its work schedule and to request the access to |
351 | 351 | production in time. |
352 | 352 | |
... | ... | @@ -396,23 +396,21 @@ access to the MP infrastructure, so we created our own validation environment. |
396 | 396 | Thus, we were able to follow the CD pipeline until the stage of production |
397 | 397 | deployment, when we faced two problems. Our pace of intermediate deliveries to |
398 | 398 | the government was faster than the deployment in production by the MP |
399 | -technicians. Furthermore, specific issues of the MP infrastructure made some | |
399 | +agents. Furthermore, specific issues of the MP infrastructure made some | |
400 | 400 | validated features not work as expected in the PE. That situation gave us |
401 | 401 | arguments to negotiate access to PE. |
402 | 402 | |
403 | 403 | 2. _Make our project management transparent and collaborative for the MP |
404 | -agents._ Allowing the MP analysts to follow our process for version deliveries | |
404 | +agents._ Allowing the MP agents to follow our process for version deliveries | |
405 | 405 | and bug fixes, we showed them we were meeting our commitments. They started to |
406 | 406 | interact more actively in the generation of versions and became part of the |
407 | -process. After understanding the process, the MP analysts helped us in | |
408 | -negotiations with the MP leaders. Finally, the MP technicians created a VE as | |
407 | +process. After understanding the process, the MP agents helped us in | |
408 | +negotiations with the MP leaders. Finally, they created a VE as | |
409 | 409 | an isolated replica of PE and gave us access to it. |
410 | 410 | |
411 | 411 | 3. _Gain the confidence of government agents._ With the replica of PE, we were |
412 | -able to run the entire pipeline and won the trust of the MP analysts and | |
413 | -technicians involved in the process. On the one hand, analysts saw the | |
414 | -mobilization and responsiveness of our team to generate a new version package. | |
415 | -On the other hand, technicians recognized the quality of our packages and our | |
412 | +able to run the entire pipeline and won the trust of the MP agents involved in the process. They saw the | |
413 | +mobilization and responsiveness of our team to generate a new version package. They also recognized the quality of our packages and our | |
416 | 414 | deployment process. Finally, the MP agents then realized that it could be |
417 | 415 | beneficial for the project if they granted us access to the infrastructure, |
418 | 416 | including the PE. | ... | ... |