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