\section{Introduction}

%Falar sobre unir tradicional (guiado por tarefas e atividades) e agil (guiado por funcionalidades) - nerur et al
%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, proportional resistance to changes, innovation,
impacts to end users and policies.
%TODO: precisamos de uma referência de e-gov ^
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.
%TODO: Isto aqui ^ é em forte. Será que conseguimos uma referência?
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. Traditional methods have been used
for a long time as a way to discipline the software development process. These
methodologies can be characterized by the predictive approach, focus on
documentation, processes oriented, and heavy based on
tools\cite{comparisonAgileTraditional}. Agile methods, on the other hand,
embraces the adaptative approach. It is characterized by the people-oriented
approach \cite{agileSoftwareDevelopment}, the collaboration with clients
\cite{theNewMethodology}, small selforganized teams \cite{peopleFactor}, and
the flexibility regarding planning \cite{agileSoftwareDevelopmentEco}. In a
nutshell, all methodologies intend to 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.
%TODO: Vamos generalizar apenas afirmar no contexto Brasileiro? Brazilian government ^

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
change, as well as, the effort for this kind of movement does not seem feasible
for development projects with tight deadlines and budgets.

This paper present practical ways to harmonize traditional and agile
approach in the management of a partnership project between government and
academia. For this, we interviewed members involved in the project with distinct
roles: requirement analysts and stakeholders of the Brazilian Ministry of
Planning (MPOG), students from the University of Brasília and São Paulo, and
senior developers. We also analyze data collected from the management and
communication tools. We these results, we evidence best practices adopted on a
30-months project to create an unprecedented platform for the Brazilian
government. We also validate lessons learned reported in our previous
work\cite{meirelles2017spb}. 

% TODO: Verificar as seções
Section \ref{sec:relatedwork} discuss the related work on blablabla. Section
\ref{sec:casestudy} presents blablabla. Section \ref{sec:researchdesign}
describes our research questions and methodology.  Section \ref{sec:discussion}
presents findings derived from our quantitative and qualitative analyses.
Section \ref{sec:results} we describe the results.  Finally, we present the
limitations, related work and conclusions.

