Commit ada57472e86589dd27cb578a22ddbba2b16fcb69

Authored by Paulo Meireles
1 parent eca98137

[ieeeSW] just 'MP agents'

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.
... ...