[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.