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Commit d9e303aa3808b8c59fb05cb28738478df38c1360

Authored by Melissa Wen
1 parent a4e97ab6
Exists in master and in 3 other branches oss_2018, oss_2018_siqueira, rework_case_study

[i3eSW] Benefits text

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ieeeSW/releaseEng3/IEEE_ThemeIssue_ReleaseEng_CD.md
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... ... @@ -245,28 +245,28 @@ creating issues and discussing them during the development process.
245 245  
246 246 ### CD pipeline protocol between Government and Development
247 247  
248   -When we were starting to use our CD pipeline, the acceptance tests became a
249   -bottleneck. The government requirements analysts were busy and that resulted in
250   -delaying their review of the new features. Additionally, when they accepted the
251   -new code, delays of up to 3 days could happen before we could get access to the
252   -production environment. As the CD pipeline became clearer for them, we noticed
253   -they started to better organize themselves to speed up their review and
254   -production access requirement. The government bureaucracy was not a bottleneck
255   -anymore.
256   -
257   -### Work in small batches tranquilized the government requirements analysts
258   -
259   -1 - Nas primeiras 3 releases, eles validavam a release quase inteira de uma
260   -vez, o que gerava uma pressão neles, por terem que reportar mensalmente o
261   -status do projetos aos seus superiores (repassavam a pressão do superior deles
262   -para nós)
263   -
264   -2- Com as entregas contínuas, de fato, houve entregas de releases
265   -intermediárias e candidatas, de forma que o conjunto de funcionalidades a serem
266   -validade, por entrega, era pequeno, possibilitando um bom feedback via as
267   -issues do repositório, bem como relatórios mensais nas reuniões periódicas com
268   -seus superiores (deixaram de repassar tal pressão). Ou seja, eles também
269   -passaram a ter a confiança dos seus superiores na condução do projeto/processo.
  248 +In the beginning of the CD pipeline use, a bottleneck arose at the acceptance
  249 +tests step due to delays in reviewing new features and starting the next step.
  250 +These delays occured because the government analysts, responsible for
  251 +reviewing, were sometimes busy or didn't have schedule this work. Furthermore,
  252 +after the acceptance of the new code, there was a bureaucracy in the government
  253 +IT infrastructure that often made us to wait until 3 days to get the production
  254 +environment access and then to start the deployment step. This problem was
  255 +softened when we clarify our pipeline for these analysts and they organized
  256 +their schedule to speed up reviews and production access requests.
  257 +
  258 +### Work in small batches developed trust in our relation with government analysts
  259 +
  260 +In the first three releases, government requirements analysts were validating
  261 +all features to be released only at the end of a delivery cycle which often
  262 +took almost four months. However their superintendents requested monthly
  263 +reports about the project progress and this brought pressure on them which in
  264 +turn put it on us. Making continuous deliveries, we really delivered
  265 +intermediate and candidate releases. Thus, the analysts could have validate a
  266 +small set of features, making possible more accurate feedbacks and better
  267 +reports for regular meetings with their superintendents. As a result, we
  268 +gained their trust and they also gained trust of their chiefs about the SPB
  269 +project management.
270 270  
271 271 ## Challenges
272 272  
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