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ieeeSW/releaseEng3/IEEE_ThemeIssue_ReleaseEng_CD.md
| @@ -245,28 +245,28 @@ creating issues and discussing them during the development process. | @@ -245,28 +245,28 @@ creating issues and discussing them during the development process. | ||
| 245 | 245 | ||
| 246 | ### CD pipeline protocol between Government and Development | 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 | ## Challenges | 271 | ## Challenges |
| 272 | 272 |