Review 2

Rodrigo Siqueira de Melo
1 parent 7ded138c
Showing 1 changed file with 36 additions and 16 deletions Show diff stats
ieeeSW/releaseEng3/IEEE_ThemeIssue_ReleaseEng_CD.md
@@ -93,28 +93,34 @@ requirements previously approved.
 mudar em todas as ocorrências de agents por staff, mas checar com o Fabio.
 -->
-<!-- sugestão: Tira o primeiro challenge e acrescenta um texto no final desta
+In this context, we overcame three distinct challenges: (1) deconstructing
+the widespread belief among government staff that any project in partnership
+with a University is doomed to fail, and (2) dealing with bureaucracies
+involved in the deployment process.
+
+<!-- TODO: explicar o problema, não a solução
+sugestão: Tira o primeiro challenge e acrescenta um texto no final desta
 seção dizendo "no final deu tudo certo: construímos uma ferramenta modular
 (inclui o conteúdo do parágrafo sobre o primeiro challenge) com uma equipe
 heterogênea (coloca a descrição das pessoas) e chegamos a um pacote com
 7 ferramentas blah blah blah
--->
-In this context, we overcame three distinct challenges: (1) finding a system
-solution with which government and development team agree, (2) deconstructing
-the widespread belief among government staff that any project in partnership
-with a University is doomed to fail, and (3) dealing with bureaucracies
-involved in the deployment process.
+Siqueira e Melissa:
+Decidir qual era o desafio que a gente queria falar e se vale a pena falar sobre
+eles. Observer que a chamada (1) fala de uma coisa e a expansão da ideia fala
+de outra.
+
+(1) finding a system solution with which government and development team agree, 
-<!-- TODO: explicar o problema, não a solução -->
 To face the first issue, we designed the SPB portal as a CDE with additional
 social features. Due to the complexity of creating such a system from scratch,
 we decided to adapt and integrate existing OSS tools to build a
 system-of-systems [4]. We created a solution that orchestrates multiple
 components and allows us to smoothly provide a unified interface for final
 users, including single sign-on and global searches [1].
+-->
-Regarding the second problem, our team was not from a typical company,
+To face the first issue, our team was not from a typical company,
 consisting mainly of undergraduate students coordinated by two professors.
 Accordingly, time and resources allocation, accountability, and team 
 continuity might be construed as "unprofessional". On the
@@ -178,18 +184,21 @@ https://www.openhub.net/p/mailman
 <!---
 No final do contexto, adicionar um parágrafo final falando que geramos o SPB de forma a integrar 5 sistemas e manter mais de 30 pacotes.
 Os 5 projetos são: Colab, Noosfero, Gitlab, MailMan, and Mezuro.
--->
-The SPB portal is a system-of-systems with 5 integrated software projects. Each
-of them had to be tested with its own test suite.
-This was not enough, however: we also had to test the platform as a whole. To
-do this, we leveraged our choice of Colab (www.github.com/colab) as the
+The SPB portal is a system-of-systems with 5 integrated software projects.
+
+To do this, we leveraged our choice of Colab (www.github.com/colab) as the
 orchestrator in the SPB. Colab is a systems
 integration platform for web applications based on a plugin architecture. In
 SPB, we developed specific plugins
 for each portal software component, such as Gitlab (www.gitlab.com) and
-Noosfero (www.noosfero.org). Given that
-the plugins also have their own test suites, these suites assume a double role as both
+Noosfero (www.noosfero.org).
+-->
+
+The SPB portal is a system-of-systems, each
+of them had to be tested with its own test suite.  This was not enough,
+however: we also had to test the platform as a whole. Given that the plugins
+also have their own test suites, these suites assume a double role as both
 plugin tests and as integration tests.
 Both unit and integration tests provided us the performance and security needed
@@ -275,6 +284,13 @@ Ministry leaders and improved the interactions with our team.
 ### Responsiveness to Change
+<!--
+Every meeting with...
+Paulo:
+Isso era mais no inicio do projeto, e depois nem tanto de fato... mas eh melhor
+refazer para nao ter a pergunta sobre quantas vezes os requisitos mudaram
+-->
+
 Responsiveness was one of the direct benefits of adopting the CD pipeline. The
 ability to react quickly to changes requested by the Ministry was vital
 to the project’s survival for 30 months. Every meeting with the Ministry
@@ -367,6 +383,10 @@ production by the Ministry staff. Second, specific issues of the Ministry
 infrastructure made some validated features not work as expected in the PE.
 That situation gave us arguments to negotiate access to the PE.
+<!--
+After understanding it, the Ministry staff helped us negotiate access to a VE
+with the Ministry leaders, creating as an isolated replica of the PE
+-->
 2. _Make project management transparent and collaborative for government
 staff._ Allowing the Ministry staff to track our development process showed them we were fulfilling our commitments.
 They started to interact more actively in the generation of versions and became