[ieeeSW] just 'MP agents'

Paulo Meireles
1 parent eca98137
Showing 1 changed file with 17 additions and 19 deletions Show diff stats
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
 students, two designers, eight senior developers. At the end, due to budget
 constraint, we had 20 students, one designer, and two developers. On the
 government side, the SPB portal evolution was the first software development
-collaboration between university and government experienced by the MP analysts
+collaboration between university and government experienced by the MP agents
 involved in the project.
  
 Lastly, our team thought software deployment differently than the MP. On our
@@ -272,7 +272,7 @@ step in the pipeline.
  
 After we deployed a new SPB portal version in the VE, the MP agents were
 responsible for checking features and bug fixes required by them. If the
-requirement analysts identified a problem, they would notify the developers via
+MP agents identified a problem, they would notify the developers via
 comments on the SPB portal's issue tracker. The development team fixed the
 problem and the pipeline restarted from scratch. If everything was validated,
 we moved forward.
@@ -295,12 +295,12 @@ Working with the government, we noticed the following additional benefits.
 ### 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 MP agents. Before using CD, the MP analysts
+relationship between developers and MP agents. Before using CD, the MP agents
 had access to the features developed only at the end of the release, usually
 every four months.
  
 With the implementation of CD, intermediate and candidate versions became
-available, allowing the MP analysts to perform small validations over time. The
+available, allowing the MP agents to perform small validations over time. The
 constant monitoring of the development work brought greater security to the MP
 leaders and improved the interactions with our development team.
  
@@ -323,16 +323,16 @@ would not go looking for other jobs.
 ### Shared Responsibility
  
 According to the MP process, the development team could not track what happened
-to the code after its delivery, since, theoretically, the MP technicians were
-the only ones responsible for deployment. The implementation of CD made our
-development team feel equally responsible for what was getting into production
-and take ownership of the project.
+to the code after its delivery, since the MP agents were the only ones
+responsible for deployment. The implementation of CD made our development team
+feel equally responsible for what was getting into production and take
+ownership of the project.
  
-Interestingly, the CD pipeline had the same effect on the MP analysts. They
+Interestingly, the CD pipeline had the same effect on the MP agents. They
 became more engaged in the whole process, opening and discussing issues during
 the platform evolution. Additionally, developers worked to improve the CD
 pipeline to speed up the process of making new features available in the
-production environment for the MP analysts' validation.
+production environment for the MP agents' validation.
  
  
 ### Synchronicity Between Government and Development
@@ -346,7 +346,7 @@ contemplate this concern, which generated delays in the validation of new
 features. This situation combined with 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 MP
-analysts realized the impact of these delays on the final product and decided
+agents realized the impact of these delays on the final product and decided
 to allocate the revisions in its work schedule and to request the access to
 production in time.
  
@@ -396,23 +396,21 @@ access to the MP infrastructure, so we created our own validation environment.
 Thus, we were able to follow the CD pipeline until the stage of production
 deployment, when we faced two problems. Our pace of intermediate deliveries to
 the government was faster than the deployment in production by the MP
-technicians. Furthermore, specific issues of the MP infrastructure made some
+agents. Furthermore, specific issues of the MP infrastructure made some
 validated features not work as expected in the PE. That situation gave us
 arguments to negotiate access to PE.
  
 2. _Make our project management transparent and collaborative for the MP
-agents._ Allowing the MP analysts to follow our process for version deliveries
+agents._ Allowing the MP agents to follow our process for version deliveries
 and bug fixes, we showed them we were meeting our commitments. They started to
 interact more actively in the generation of versions and became part of the
-process. After understanding the process, the MP analysts helped us in
-negotiations with the MP leaders. Finally, the MP technicians created a VE as
+process. After understanding the process, the MP agents helped us in
+negotiations with the MP leaders. Finally, they created a VE as
 an isolated replica of PE and gave us access to it.
  
 3. _Gain the confidence of government agents._ With the replica of PE, we were
-able to run the entire pipeline and won the trust of the MP analysts and
-technicians involved in the process. On the one hand, analysts saw the
-mobilization and responsiveness of our team to generate a new version package.
-On the other hand, technicians recognized the quality of our packages and our
+able to run the entire pipeline and won the trust of the MP agents involved in the process. They saw the
+mobilization and responsiveness of our team to generate a new version package. They also recognized the quality of our packages and our
 deployment process. Finally, the MP agents then realized that it could be
 beneficial for the project if they granted us access to the infrastructure,
 including the PE.
...	...	@@ -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.
...	...