Software Público Brasileiro

\section{Introduction}

E-government projects differ from others due to their complexity and extension
\cite{anthopoulos2016egovernment}. They are complex because they combine
development, innovation, information \& communications technologies, politics,
and social impact. They are extensive, on the other hand, regarding their
scope, target audience, organizational size, time, and the corresponding
resistance to change. Developing an innovative e-government project that meets
the needs of society is a issue that may be addressed alternatively through
collaborative projects between government and academia. However, this
collaborative work has challenges, such as organizing the collaboration project,
aligning goals, synchronizing the pace of between government and academia, and
overcoming the failure trend of e-government projects
\cite{goldfinch2007pessimism}.

One of the leading causes of e-government project failure is poor project
management \cite{anthopoulos2016egovernment}. In this sense, the proper
management of the collaboration project should be a relevant concern when
government and academia combine efforts to develop an e-government solution.
Academia commonly works on cutting-edge development methodologies while the
government still relies on traditional techniques. Changing the development
process of one of this large-size institutions represents an organizational
disturbance with impacts on structure, culture, and management practices \cite{nerur2015challenges}. As a result, government
and academia have to harmonize their view to increasing the chances of success
in projects with tight deadlines and short budgets.

We believe the adoption of recommended community standards from Free/Libre and
Open Source Software (FLOSS) and agile values is a possible strategy to
harmonize different management approaches, due to the plurality of FLOSS
ecosystems and the diversity favored by agile methodologies. Open communication,
project modularity, the community of users, and fast response to problems are
just a few of the FLOSS ecosystem practices \cite{capiluppi, warsta}.
Individuals and interactions, working software, customer collaboration,
responding to change \cite{beck} are the values agile development. With this in
mind, FLOSS and agile practices may improve the cooperation of distinct teams.

In this work, we investigate the empirical method developed during 30 months of a
government-academia project that helped to harmonize the differences between
both organization management cultures. We present both quantitative and
qualitative analyses of the benefits of FLOSS and agile practices in an
e-government project. We identify and trace the best practices based on FLOSS
ecosystems and agile methodology. We collect and analyze data from the project
repository. Finally, we conducted a survey target at projects participants to
find their perception around the set of best practices, and which of them are
effective to government-academia collaboration. In doing so, we aim to help
academia better understand key issues they will be confronted with when engaging
in a government-academia software project.