Diego Araújo · Diego Araújo · Diego Araújo · Diego Araújo · Diego Araújo · Diego Araújo
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ieeeSW/releaseEng3/IEEE_ThemeIssue_ReleaseEng_CD.md
@@ -210,9 +210,9 @@ fixes were finally available to the end users.
  
 ## Benefits
  
-Research points out many advantages of CD usage in industry[2, 5], such as:
+Research points out many advantages of CD usage in the industry[2, 5], such as
 accelerated time to market, building the right product, productivity and
-efficiency improvements, reliable releases and better customer satisfaction.
+efficiency improvements, stable releases, and better customer satisfaction.
 Working with the government, we noticed the following additional benefits.
  
 ### Strengthening Trust in Work Relationship with the Government
@@ -248,13 +248,13 @@ would not go looking for other jobs.
 ### Shared Responsibility
  
 Initially, the development team could not track what happened to the code after
-its delivery, since government technicians were the only responsible for
+its delivery, since government technicians were the only ones responsible for
 deploying the project. The implementation of CD made developers 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 team of requirement
-analysts. They became more engaged on the whole process, opening and discussing
+analysts. 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 analysts’ validation.
@@ -263,11 +263,11 @@ production environment for analysts’ validation.
 ### Synchronicity Between Government and Development
  
 Despite the positive impacts that the CD pipeline brought to the project, its
-implementation was not easy at first. The CD pipeline performance depended on
-the synchronicity between developers and government analysts, so that the
+implementation was not smooth at first. The CD pipeline performance depended on
+the synchronicity between developers and government analysts so that the
 latter were prepared to start a step as soon as the former concluded the
-previous step, and vice versa. Initially, this concern was not contemplated
-in the agenda of the governmental team, which generated delays in the validation
+previous step and vice versa. Initially, the agenda of the government team
+did not 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
@@ -277,29 +277,29 @@ to production in time.
  
 ## Challenges
  
-Due to the successful built of the CD pipeline, we improved the government
+Due to the successful building of the CD pipeline, we improved the government
 deployment process and kept the project alive in an unstable political scenario.
 We map here lessons learned in this successful case, as well as issues that
-still need to be addressed in future works between industry and academia.
+future works between industry and academia still need to address.
  
 ### Build CD From Scratch
  
 Taking on responsibilities for implementing CD impacted on the whole team.
 Our team did not have know-how in this approach, and we had few working hours
-available to allocate for the building of pipeline. The construction and
-maintenance of the CD process was possible by taking some decisions to mature
+available to allocate for the building of the pipeline. The construction and
+maintenance of the CD process were possible by taking some decisions to mature
 the project:
  
 1. _Selecting the most experienced professionals and some developers of the
 project to work on a specific team for DevOps._ These professionals used their
-experiences in OSS projects to get an initial proposal of deployment process.
+experiences in OSS projects to get an initial proposal for the deployment process.
 The solution enabled us to automate the deployment, even though the process was
 still rudimentary.
  
 2. _Interchanging team members and encouraging teammates to migrate to DevOps
 team._ The benefits of these movements were twofold: mitigating the difficulty
 to pass the knowledge between DevOps developers and features developers, and
-evolving the process on-the-fly
+evolving the process on-the-fly.
  
 Building a CD pipeline was hard in the beginning. We believe that more tools
 to provide out-of-the-box standardized CD pipelines would be of great help for
@@ -314,39 +314,39 @@ Taking an unfamiliar approach requires trust. In the Ministry of Planning,
 software is the product delivered at the end of a development contract. They
 expected and were prepared to validate and deploy a single delivery. Because
 the SPB portal is a system of systems, the steady growth of its complexity made
-large deliveries unsustainable. In addition, long time for homologation of
-developed features gave government room to change requirements and priorities.
+large deliveries unsustainable. Also, the long time for homologation of
+developed features gave the government room to change requirements and priorities.
 The CD approach was necessary, but how to build trust and gain autonomy to
 implement a process that was not yet part of the dynamics of the Ministry?
  
-1. _Demonstrate actual results, do not simply tell._ Initially we did not have
+1. _Demonstrate actual results, do not simply tell._ Initially, we did not have
 access to the government 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 were faced two problems. Our pace of intermediate
+production deployment, when we faced two problems. Our pace of intermediate
 deliveries to the government was faster than the deployment in production by their
-technicians. Furthermore specific issues of government infrastructure made some
+technicians. Furthermore, specific issues of government infrastructure made some
 validated features not work as expected in the production environment. That
 situation gave us arguments to negotiate access to production.
  
 2. _Make our project management transparent and collaborative for analysts._
 Allowing the analysts to follow our process for version deliveries and bug
 fixes, we showed them we were meeting our commitments. They started to interact
-more strongly in the generation of versions and actually became part of the
+more actively in the generation of versions and became part of the
 process. After understanding the process, analysts helped us in negotiations
-with government agentes. Finally, the agents created a VE as an isolated replica
+with government agents. Finally, the agents 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 government analysts and
 technicians involved in the process. On the one hand, analysts saw the
-mobilization and responsiviness of the team to generate a new version package.
+mobilization and responsiveness of the team to generate a new version package.
 On the other hand, technicians recognized the quality of our packages and our
-deployment process. Finally, the government agents then realised that it could
+deployment process. Finally, the government agents then realized that it could
 be beneficial for the project if they granted us access to part of the
 infrastructure. 
  
-More research is required on development protocols and policies to improve the
-relation between industry and government, specially regarding CD.
+More research is required on developing protocols and policies to improve the
+relationship between industry and government, especially regarding CD.
  
 ## Acknowledgements
...	...	@@ -210,9 +210,9 @@ fixes were finally available to the end users.
210	210
211	211	## Benefits
212	212
213		-Research points out many advantages of CD usage in industry[2, 5], such as:
	213	+Research points out many advantages of CD usage in the industry[2, 5], such as
214	214	accelerated time to market, building the right product, productivity and
215		-efficiency improvements, reliable releases and better customer satisfaction.
	215	+efficiency improvements, stable releases, and better customer satisfaction.
216	216	Working with the government, we noticed the following additional benefits.
217	217
218	218	### Strengthening Trust in Work Relationship with the Government
...	...	@@ -248,13 +248,13 @@ would not go looking for other jobs.
248	248	### Shared Responsibility
249	249
250	250	Initially, the development team could not track what happened to the code after
251		-its delivery, since government technicians were the only responsible for
	251	+its delivery, since government technicians were the only ones responsible for
252	252	deploying the project. The implementation of CD made developers feel equally
253	253	responsible for what was getting into production and take ownership of the
254	254	project.
255	255	%
256	256	Interestingly, the CD pipeline had the same effect on the team of requirement
257		-analysts. They became more engaged on the whole process, opening and discussing
	257	+analysts. They became more engaged in the whole process, opening and discussing
258	258	issues during the platform evolution. Additionally, developers worked to improve
259	259	the CD pipeline to speed up the process of making new features available in the
260	260	production environment for analysts’ validation.
...	...	@@ -263,11 +263,11 @@ production environment for analysts’ validation.
263	263	### Synchronicity Between Government and Development
264	264
265	265	Despite the positive impacts that the CD pipeline brought to the project, its
266		-implementation was not easy at first. The CD pipeline performance depended on
267		-the synchronicity between developers and government analysts, so that the
	266	+implementation was not smooth at first. The CD pipeline performance depended on
	267	+the synchronicity between developers and government analysts so that the
268	268	latter were prepared to start a step as soon as the former concluded the
269		-previous step, and vice versa. Initially, this concern was not contemplated
270		-in the agenda of the governmental team, which generated delays in the validation
	269	+previous step and vice versa. Initially, the agenda of the government team
	270	+did not contemplate this concern, which generated delays in the validation
271	271	of new features. This situation combined with governmental bureaucracy
272	272	(up to 3 days) to release access to the production environment resulted in
273	273	additional delays for the deployment step to begin. This problem was softened
...	...	@@ -277,29 +277,29 @@ to production in time.
277	277
278	278	## Challenges
279	279
280		-Due to the successful built of the CD pipeline, we improved the government
	280	+Due to the successful building of the CD pipeline, we improved the government
281	281	deployment process and kept the project alive in an unstable political scenario.
282	282	We map here lessons learned in this successful case, as well as issues that
283		-still need to be addressed in future works between industry and academia.
	283	+future works between industry and academia still need to address.
284	284
285	285	### Build CD From Scratch
286	286
287	287	Taking on responsibilities for implementing CD impacted on the whole team.
288	288	Our team did not have know-how in this approach, and we had few working hours
289		-available to allocate for the building of pipeline. The construction and
290		-maintenance of the CD process was possible by taking some decisions to mature
	289	+available to allocate for the building of the pipeline. The construction and
	290	+maintenance of the CD process were possible by taking some decisions to mature
291	291	the project:
292	292
293	293	1. _Selecting the most experienced professionals and some developers of the
294	294	project to work on a specific team for DevOps._ These professionals used their
295		-experiences in OSS projects to get an initial proposal of deployment process.
	295	+experiences in OSS projects to get an initial proposal for the deployment process.
296	296	The solution enabled us to automate the deployment, even though the process was
297	297	still rudimentary.
298	298
299	299	2. _Interchanging team members and encouraging teammates to migrate to DevOps
300	300	team._ The benefits of these movements were twofold: mitigating the difficulty
301	301	to pass the knowledge between DevOps developers and features developers, and
302		-evolving the process on-the-fly
	302	+evolving the process on-the-fly.
303	303
304	304	Building a CD pipeline was hard in the beginning. We believe that more tools
305	305	to provide out-of-the-box standardized CD pipelines would be of great help for
...	...	@@ -314,39 +314,39 @@ Taking an unfamiliar approach requires trust. In the Ministry of Planning,
314	314	software is the product delivered at the end of a development contract. They
315	315	expected and were prepared to validate and deploy a single delivery. Because
316	316	the SPB portal is a system of systems, the steady growth of its complexity made
317		-large deliveries unsustainable. In addition, long time for homologation of
318		-developed features gave government room to change requirements and priorities.
	317	+large deliveries unsustainable. Also, the long time for homologation of
	318	+developed features gave the government room to change requirements and priorities.
319	319	The CD approach was necessary, but how to build trust and gain autonomy to
320	320	implement a process that was not yet part of the dynamics of the Ministry?
321	321
322		-1. _Demonstrate actual results, do not simply tell._ Initially we did not have
	322	+1. _Demonstrate actual results, do not simply tell._ Initially, we did not have
323	323	access to the government infrastructure, so we created our own validation
324	324	environment. Thus, we were able to follow the CD pipeline until the stage of
325		-production deployment, when we were faced two problems. Our pace of intermediate
	325	+production deployment, when we faced two problems. Our pace of intermediate
326	326	deliveries to the government was faster than the deployment in production by their
327		-technicians. Furthermore specific issues of government infrastructure made some
	327	+technicians. Furthermore, specific issues of government infrastructure made some
328	328	validated features not work as expected in the production environment. That
329	329	situation gave us arguments to negotiate access to production.
330	330
331	331	2. _Make our project management transparent and collaborative for analysts._
332	332	Allowing the analysts to follow our process for version deliveries and bug
333	333	fixes, we showed them we were meeting our commitments. They started to interact
334		-more strongly in the generation of versions and actually became part of the
	334	+more actively in the generation of versions and became part of the
335	335	process. After understanding the process, analysts helped us in negotiations
336		-with government agentes. Finally, the agents created a VE as an isolated replica
	336	+with government agents. Finally, the agents created a VE as an isolated replica
337	337	of PE and gave us access to it.
338	338
339	339	3. _Gain the confidence of government agents._ With the replica of PE, we were
340	340	able to run the entire pipeline and won the trust of the government analysts and
341	341	technicians involved in the process. On the one hand, analysts saw the
342		-mobilization and responsiviness of the team to generate a new version package.
	342	+mobilization and responsiveness of the team to generate a new version package.
343	343	On the other hand, technicians recognized the quality of our packages and our
344		-deployment process. Finally, the government agents then realised that it could
	344	+deployment process. Finally, the government agents then realized that it could
345	345	be beneficial for the project if they granted us access to part of the
346	346	infrastructure.
347	347
348		-More research is required on development protocols and policies to improve the
349		-relation between industry and government, specially regarding CD.
	348	+More research is required on developing protocols and policies to improve the
	349	+relationship between industry and government, especially regarding CD.
350	350
351	351	## Acknowledgements
352	352
...	...