\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 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 ICT
in their context, in addition to politics and social impact. In order 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}.

One of the most common reasons for project failure is inefficient project
management \cite{anthopoulos2016egovernment}. Several development processes were
introduced with the intention to increase the chances of software projects
success. The traditional approach has long been used to discipline the software
development process. It is a predictive approach, focus on documentation,
processes oriented, and heavy based on tools \cite{awad2005comparisonAgileTrad}.
On the other hand, agile methodologies embrace the adaptive software development.
It is 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}. In a nutshell, both methodologies intend to
increase the chance of the project success.

In Brazil, 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 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 present practical ways to harmonize the project management 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} describes related work. Section
\ref{sec:casestudy} gives a brief description of the case study. 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.

