[ieeeSW] Review Challenges

Diego Araújo
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Showing 1 changed file with 25 additions and 25 deletions Show diff stats
ieeeSW/releaseEng3/IEEE_ThemeIssue_ReleaseEng_CD.md
@@ -203,7 +203,7 @@ example, once it was demanded a complete 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 support, which was already approved in the first place. We believed that if we took too
-long to attend their demands, the project would end. CD helped us keep the 
+long to attend their demands, the project would end. CD helped us keep the
 production environment up-to-date, even with partial versions of a feature. That
 way, we always had something to show on meetings, reducing anxiety to get the platform concluded. For our team, it made the developers more confident that the
 project would last a little longer and they would not go looking for other
@@ -215,10 +215,10 @@ Before the adoption of CD, the development team could not track what happened to
 after its delivery, since government technicians were the only responsible
 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. 
+made them feel equally responsible for what was getting into production.
  
 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. 
+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
@@ -238,7 +238,7 @@ 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
-work schedule and to request the access to production in time. 
+work schedule and to request the access to production in time.
  
 ### Strengthening trust in work relationship with the government
  
@@ -247,7 +247,7 @@ relationship between developers and government analysts, as well as between the
 analysts group and its superiors. Before using CD, analysts had access to the
 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. 
+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
@@ -269,34 +269,34 @@ addressed by the industry and academia together.
 Taking on CD responsibilities had a significant impact on the team. We did not
 have the know-how and had little time to come up with a working pipeline. The
 senior developers were crucial at this point. They came up with an initial
-solution to get us started. That already enabled us to automatize the deploy,
-even though the process was still rudimentary. We had to evolve our solution
-on-the-fly. We dedicated a few developers to this task.
+solution to get the team started. That already enabled us to automatize
+deployment, even though the process was still rudimentary. We had to evolve our
+solution on-the-fly. We dedicated a few developers to this task.
  
-Building a CD pipeline was hard in the beginning. We believe that more tools
-that provide out-of-the-box standardized CD pipelines would be of great help
-for inexperienced teams. Tools that track each step of the pipeline and
-organize logs in a human-manageable way are necessary too.
+Building a CD pipeline was hard in the beginning. More tools that provide
+out-of-the-box standardized CD pipelines would be of great help for
+inexperienced teams. Tools that track each step of the pipeline and organize
+logs in a human-manageable way are necessary too.
  
 ### Handling inexperienced teams
  
 After the developers learned how CD worked, it was difficult to pass the
-knowledge along to other teammates. We tried to mitigate this by encouraging a
-member's migration to the DevOps team. Further research on how to effectively
-spread knowledge across inexperienced developers in a high turnover scenario
-are needed.
+knowledge along to other teammates. We tried to mitigate this problem by
+encouraging members to migrate to the DevOps team. We suggest further research
+on how to effectively spread knowledge across inexperienced developers in a high
+turnover scenario.
  
 ### Overcoming mistrust
  
-In the project's first half we struggled with deploy related problems in the
-government structure. We were in a paradoxical situation. The government
-demanded speedy deliveries but would not give access to their production
-infrastructure. After some interactions with government agents, they
-created the VE as an isolated replica of the PE in their own infrastructure.
-The government agents then realised that it could be beneficial for the project
-if they granted us access to part of the structure.  We believe it is required
-more research on development protocols and policies to improve the relation
-between industry and government, specially regarding CD.
+In the project's beginning we struggled with deployment issues in the government
+structure. We were in a paradoxical situation. The government demanded fast
+deliveries but would not give access to their production infrastructure. After
+some interactions with government agents, they created the VE as an isolated
+replica of the PE in their own infrastructure. The government agents then
+realised that it could be beneficial for the project if they granted us access
+to part of the structure. More research is required on development protocols and
+policies to improve the relation between industry and government, specially
+regarding CD.
  
 ## References
...	...	@@ -203,7 +203,7 @@ example, once it was demanded a complete layout change because another
203	203	government leader suddenly decided to make a marketing campaign about the new
204	204	SPB portal. They would use undelivered requirements as a means to justify the
205	205	lack of financial support, which was already approved in the first place. We believed that if we took too
206		-long to attend their demands, the project would end. CD helped us keep the
	206	+long to attend their demands, the project would end. CD helped us keep the
207	207	production environment up-to-date, even with partial versions of a feature. That
208	208	way, we always had something to show on meetings, reducing anxiety to get the platform concluded. For our team, it made the developers more confident that the
209	209	project would last a little longer and they would not go looking for other
...	...	@@ -215,10 +215,10 @@ Before the adoption of CD, the development team could not track what happened to
215	215	after its delivery, since government technicians were the only responsible
216	216	for deploying the project. The implementation of the referred
217	217	approach influenced developers on taking ownership of the project because it
218		-made them feel equally responsible for what was getting into production.
	218	+made them feel equally responsible for what was getting into production.
219	219
220	220	Interestingly, the CD pipeline had the same effect on the team of requirement analysts.
221		-They were an active part of the pipeline and became more engaged on the whole process.
	221	+They were an active part of the pipeline and became more engaged on the whole process.
222	222	After the incorporation of the pipeline into the work process, analysts
223	223	became more active in opening and discussing issues during the platform evolution.
224	224	Additionally, developers worked to improve the CD pipeline
...	...	@@ -238,7 +238,7 @@ governmental bureaucracy (up to 3 days) to release access to the production
238	238	environment resulted in additional delays for the deployment step to begin.
239	239	This problem was softened when the analysts realized the impact of
240	240	these delays on the final product and decided to allocate the revisions in its
241		-work schedule and to request the access to production in time.
	241	+work schedule and to request the access to production in time.
242	242
243	243	### Strengthening trust in work relationship with the government
244	244
...	...	@@ -247,7 +247,7 @@ relationship between developers and government analysts, as well as between the
247	247	analysts group and its superiors. Before using CD, analysts had access to the
248	248	features developed only at the end of the release, usually every four months.
249	249	However, this periodicity did not meet the requirements of their leaders, who
250		-demanded monthly reports on the progress of the project.
	250	+demanded monthly reports on the progress of the project.
251	251
252	252	With the implementation of CD, intermediate and candidate versions became
253	253	available, allowing analysts to perform small validations over time. As they
...	...	@@ -269,34 +269,34 @@ addressed by the industry and academia together.
269	269	Taking on CD responsibilities had a significant impact on the team. We did not
270	270	have the know-how and had little time to come up with a working pipeline. The
271	271	senior developers were crucial at this point. They came up with an initial
272		-solution to get us started. That already enabled us to automatize the deploy,
273		-even though the process was still rudimentary. We had to evolve our solution
274		-on-the-fly. We dedicated a few developers to this task.
	272	+solution to get the team started. That already enabled us to automatize
	273	+deployment, even though the process was still rudimentary. We had to evolve our
	274	+solution on-the-fly. We dedicated a few developers to this task.
275	275
276		-Building a CD pipeline was hard in the beginning. We believe that more tools
277		-that provide out-of-the-box standardized CD pipelines would be of great help
278		-for inexperienced teams. Tools that track each step of the pipeline and
279		-organize logs in a human-manageable way are necessary too.
	276	+Building a CD pipeline was hard in the beginning. More tools that provide
	277	+out-of-the-box standardized CD pipelines would be of great help for
	278	+inexperienced teams. Tools that track each step of the pipeline and organize
	279	+logs in a human-manageable way are necessary too.
280	280
281	281	### Handling inexperienced teams
282	282
283	283	After the developers learned how CD worked, it was difficult to pass the
284		-knowledge along to other teammates. We tried to mitigate this by encouraging a
285		-member's migration to the DevOps team. Further research on how to effectively
286		-spread knowledge across inexperienced developers in a high turnover scenario
287		-are needed.
	284	+knowledge along to other teammates. We tried to mitigate this problem by
	285	+encouraging members to migrate to the DevOps team. We suggest further research
	286	+on how to effectively spread knowledge across inexperienced developers in a high
	287	+turnover scenario.
288	288
289	289	### Overcoming mistrust
290	290
291		-In the project's first half we struggled with deploy related problems in the
292		-government structure. We were in a paradoxical situation. The government
293		-demanded speedy deliveries but would not give access to their production
294		-infrastructure. After some interactions with government agents, they
295		-created the VE as an isolated replica of the PE in their own infrastructure.
296		-The government agents then realised that it could be beneficial for the project
297		-if they granted us access to part of the structure. We believe it is required
298		-more research on development protocols and policies to improve the relation
299		-between industry and government, specially regarding CD.
	291	+In the project's beginning we struggled with deployment issues in the government
	292	+structure. We were in a paradoxical situation. The government demanded fast
	293	+deliveries but would not give access to their production infrastructure. After
	294	+some interactions with government agents, they created the VE as an isolated
	295	+replica of the PE in their own infrastructure. The government agents then
	296	+realised that it could be beneficial for the project if they granted us access
	297	+to part of the structure. More research is required on development protocols and
	298	+policies to improve the relation between industry and government, specially
	299	+regarding CD.
300	300
301	301	## References
302	302
...	...