diff --git a/icse2018/content/01-introduction.tex b/icse2018/content/01-introduction.tex
index 9b01f56..5dc2518 100644
--- a/icse2018/content/01-introduction.tex
+++ b/icse2018/content/01-introduction.tex
@@ -4,17 +4,16 @@
 %Falar sobre mudanças estrutura organizacional organica (agil) e burocratica (tradicional)
 
 E-government projects are different from the others due to their complexity in
-terms of organizational size; resistance to changes (due to this size);
-innovation; impacts to end users and policies. The partnership between
-government and academia can be seen as a means of transferring technological
-knowledge for the creation of innovative e-government projects. This type of
-collaboration has challenges not only in the organization of the project and
-the alignment of objectives and rhythms, but also to overcome the high
-probability of failure of e-government projects. Despite the various solutions
-proposed to prevent these projects from failing, none of them actually seems to
-reduce this rate, which generates not only a waste of money but also a lack of
-services offered to society. Among the reasons for this failure, poor project
-management is one of the main.
+terms of organizational size; proportional resistance to changes; innovation;
+impacts to end users and policies. The partnership between government and
+academia could be seen as a means of transferring technological knowledge for
+the creation of innovative e-government projects. This type of collaboration has
+challenges not only in the organization of the project and the alignment of
+objectives and rhythms, but also to overcome the high probability of failure of
+e-government projects. Despite the various solutions proposed to prevent project
+failure, none of them actually seems to reduce this rate, which generates not
+only a waste of money but also a lack of services offered to society. Among the
+reasons for this failure, poor project management is one of the main.
 
 Several development processes were introduced with the intention to increase
 the chances of success in software projects, the traditional and agile methods
@@ -31,13 +30,13 @@ increase the chance of the project success. While industry and academia are
 aligned on the use of agile methodologies for software development, the
 traditional approach is still preferred by the government (?).
 
-When government and academia resolve to come together for the development of an
-e-government solution, project management by institutions needs to be aligned.
-Changing the software development process represents a complex organizational
-change that impact several aspects such as structure, culture, and management
-practices. However, neither culture nor values ​​can be easily modified and the
-effort for this kind of movement does not seem feasible for development
-projects with tight deadlines and budgets.
+When government and academia decide to come together for the development of an
+e-government solution, management processes of each institution needs to be
+aligned. Changing the software development process represents a complex
+organizational change that impact several aspects such as structure, culture,
+and management practices. However, neither culture nor values ​​can be easily
+modified and the effort for this kind of movement does not seem feasible for
+development projects with tight deadlines and budgets.
 
 In this article we present practical ways to harmonize the traditional and agile
 approach in the management of a partnership project between government and
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