Software Público Brasileiro

\section{Related work}
\label{sec:relatedwork}

Since the publication of the Agile Manisfeto in 2001, several researches have
been evaluated the impacts and challenges in adopting agile methodologies in
traditional culture organizations. Nerur et al. identify the key issues that
involve migrating from traditional to agile by comparing main practices of the
two methodologies \cite{nerur2015challenges}. The authors point out managerial,
organizational, people, process, and technological issues to be rethought and
reconfigured in an organization for a successful migration. Strode et al.
investigate the correlation between adoption of agile methodologies and
organizational culture \cite{impactOfOrganizationalCulture}.  They evaluate the
perception of organizational culture and the use of agile practices in nine
software development projects, identifying organizational culture factors that
are correlated to the implementation of agile methods.


The use of agile methods has also been investigated and explored in
interactions between industry and academia. Chookittikul et al. evaluate the
increasing use of these methods by software development organizations in
Thailand \cite{cho2011gap}. To encourage the software industry growth in the
region, the authors suggest universities create a curricula which develops in
their undergraduate students practical skills required by industry (mainly
agile practices).  This can be achieved through some activities, such as,
internships, agile development classes, real-world research projects, and
collaboration between faculty and industry professionals. Sandberg et al.
report the implementation of Scrum in a collaborative research consortium
between industry and academia (involving ten industry partners and five
universities in Sweden) \cite{sandberg2017iacollaboration}. They present which
adaptations were made over 6 years to promote a effective use of agile
practices, and also overcome differences of goals and pace.


The challenges in agile methods implementation present new variables when
involving government. Agile methods application on the Brazilian public sector
are approached by Melo et al. and De Sousa et al.
\cite{melo2013agileBr,de2016using}, but both are experiences limited to pilot
projects. Not production-ready one that will provide more accurate data with
the real world.  Alleman et al. describe a production deployment for the US
government, but it focus on describing the methodology applied to address long
term planning and value estimation \cite{alleman2003making}.


This paper differentiates itself from others by describing a production level
software development collaboration between public sector and academia,
analyzing differences in the development process and administrative issues of
the two organizations, and evidencing empirical practices that harmonized the
interactions and satisfied the development and management process of both
sides. The focus on this paper is the whole experience of conciling the agile
culture of academia with the traditional culture of the public sector, adapting
the development practices and project management of those involved without
transforming their internal processes.

% TODO: if needed, we can add this paper as related work
%% Staying Agile in Government Software Projects - reports how the agile culture and practices (XP and Scrum) were introduced in a development team working on a government project. Describes practices added, adapted and abandoned. They had a experienced small team that did not know agile. TODO: Not sure if any process had to be added/adapted/abandoned at the government side.

%Talvez seria relevante citar Extending Patterns for Fearless Change: sobre como introduzir novas ideias em uma organização tradicional (em particular, como introduzir métodos ágeis) 
%O Mestrado do Alexandre Freire sobre como ensinar métodos ágeis que tem toda um capítulo sobre governo: https://www.ime.usp.br/~ale/dissertacao_ale_para_web.pdf