\section{Introduction}

E-government projects differ from others due to their complexity and extension
\cite{anthopoulos2016egovernment}. They are complex because they combine
construction, innovation, information \& communications technologies, politics,
and social impact. Their extension, on the other hand, is related to their
scope, target audience, organizational size, time, and the corresponding
resistance to change. Government-academia collaborative projects may be treated
as an alternative to create novelty for e-government projects and to meet the
needs of society. This collaborative work has challenges, such as organizing
the collaboration project, aligning goals, synchronizing the pace of between
government and academia \cite{anthopoulos2016egovernment}, and overcoming the
failure trend of e-government projects \cite{goldfinch2007pessimism}.

Poor project management is one of the causes of e-government projects failure
\cite{anthopoulos2016egovernment} which, in turn, grows into a critical issue
when government and academia combine efforts to develop an e-gov solution. 
Academia commonly works on cutting edge technology while the government
still relies on traditional techniques. Changing the development process in
large-size institutions represents an organizational disturbance with impacts
on structure, culture, and management practices \cite{nerur2015challenges}. As
a result, government and academia have to harmonize their view to increase
the chances of success in projects with tight deadlines and short budgets.

We believe that procedures from Free/Libre and Open Source Software (FLOSS) and
agile values may be an option for harmonizing different management approaches,
due to the plurality of FLOSS ecosystems and the diversity favored by agile
methodologies. Open communication, project modularity, the community of users,
and fast response to problems are just a few of the FLOSS ecosystem practices
\cite{capiluppi, warsta}. Individuals and interactions, working software,
customer collaboration, responding to change \cite{beck} are the values agile
development. With this in mind, FLOSS and agile practices may improve the
process management and the cooperation of distinct teams.

In this work, we investigate the empirical method developed during 30 months of a
government-academia project that helped to harmonize the differences between
both organization management cultures. We trace the best practices based on
FLOSS ecosystems and agile methodology. Finally, we collect data from the
project repository and survey the project participants points of view to
extract a set of best practices to conduct effective government-academia
collaboration.
