\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. 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
are the most popular. The traditional method has been used for a long time as a
way to discipline the software development process. This methodology can be
characterized by the predictive approach, focus on documentation, processes
oriented, and heavy based on tools\cite{comparisonAgileTraditional}. The agile
method, 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 self-organized teams
\cite{peopleFactor}, and the flexibility regarding planning
\cite{agileSoftwareDevelopmentEco}. In a nutshell, both 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 (?).

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
academia. These practices are evidenced and validated using the case of the SPB
project, which created an unprecedented platform for the Brazilian government.
For this, we interviewed the various roles involved in the project: employees
and stakeholders of the planning ministry and senior students and developers
from the University of Brasília and São Paulo. Together, we analyze data
collected from the management and communication tools used during 30 months of
the project to find best practices, discuss the conflicts and 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.

