\section{Introduction}

E-government projects differ from others due to their complexity and
extension\cite{anthopoulos2016egovernment}. They are extensive in terms of
organizational size, time, scope, target audience and corresponding resistance
to change. They are also complex by combining Construction, Innovation and Information and Communications Technologies
in their context, in addition to politics and social impact. To create novelty for e-government projects and meet the needs of society, research
collaboration between government and academia can be considered as a way to
transfer technological knowledge. However, such collaboration also has
challenges, not only in relation to project organization and alignment of goals
and pace \cite{sandberg2017iacollaboration}, but also to overcome the failure
trend of e-government projects \cite{goldfinch2007pessimism}.

Poor project management is one of the top failure reasons of
e-government projects \cite{anthopoulos2016egovernment}. In Brazil, while
industry and academia prefer agile approach to manage their projects, -
characterized by people-oriented approach
\cite{highsmith2001agileSoftwareDevelopment}, the collaboration with clients
\cite{fowler2001newMethod}, small self-organized teams
\cite{cockburn2001peopleFactor}, and the flexibility regarding planning
\cite{highsmith2002agileEco} - the government culturally uses traditional
methods to discipline its software development process - focused on
documentation, processes oriented, and heavily based on tools
\cite{awad2005comparisonAgileTrad}. 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
\cite{nerur2015challenges}. However, neither culture nor values can be
easily change and the effort for this kind of movement does not seem
feasible for development projects with tight deadlines and budgets.

This paper presents practical ways of harmonizing project management process
differences existing between government and academia based on free software
development practices. For this, we interviewed members involved in the project
with distinct roles: requirement analysts of the Brazilian Ministry of Planning
(MPOG), interns of the University of Brasília and University of São Paulo, and
senior developers. We also analyze data collected from the management and
communication tools. With these results, we evidence best practices adopted on a
30-months project to create an unprecedented platform for the Brazilian
government. Finally, we compare briefly the results of this current work to the
lessons learned reported in our previous work.\cite{meirelles2017spb}. 

Section \ref{sec:relatedwork} describes related work. Section 
\ref{sec:researchdesign} describes our research questions and research
methodology with a brief description of the case study. Section \ref{sec:results}
presents results derived from our quantitative and qualitative analyses.
Finally, we discuss our findings and future work in section \ref{sec:discussion}.
