\section{Related work}

Since the publication of the Agile Manisfeto in 2001, several researches have
been evaluated the impacts and challenges in adopting agile
methodologies in traditional culture organizations. Nerur et al. \cite{nerur2015challenges}
identify the key issues that involve migrating from traditional to agile by
comparing main practices of the two methodologies. In their work, the
authors point out managerial, organizational, people, process and technological
issues to be rethought and reconfigured in an organization for a
successful migration. Strode et al. \cite{strode2009impact} investigate the correlation between
adoption of agile methodologies and organizational culture. They evaluate the
perception of organizational culture and the use of agile practices in nine
software development projects and identify organizational culture factors
that are correlated to the implementation of agile methods.


The use of agile methods has also been investigated and explored in
interactions between industry and academia. Chookittikul et al. \cite{cho2011gap} evaluate the
increasing use of these methods by software development organizations in
Thailand. To encourage the software industry growth in the region, the authors
suggest universities create a curricula which develops in their undergraduate
students practical skills required by industry (mainly agile practices).
This can be achieved through some activities, such as, internships, agile
development classes, real-world research projects, and collaboration between
faculty and industry professionals. Sandberg et al. \cite{sandberg2017iacollaboration} report the implementation
of SCRUM in a collaborative research consortium between industry and academia
(involving ten industry partners and five universities in Sweden). They present
which adaptations were made over 6 years to promote a effective use of agile
practices, and also overcome differences of goals and pace.


The challenges in agile methods implementation present new variables when
involving government. Agile methods application on the Brazilian public sector
are approached by Melo et al. \cite{melo2010adoccao} and De Sousa et al.
\cite{de2016using}, but both are experiences limited to pilot projects. Not
production-ready one that will provide more accurate data with the real world.
Alleman et al. \cite{alleman2003making} describe a production deployment for
the US government, but it focus on describing the methodology applied to
address long term planning and value estimation.


This paper differentiates itself from others by describing a production level
software development collaboration between public sector and academia, but
unconstrained to any specific aspect of the agile methods or an specific
project management methodology on the government side. The focus on this
paper is the whole experience of conciling the agile culture of academia
with the traditional culture of the public sector, adapting the development
practices and project management of those involved without transforming their
internal processes.
%Melhorar o que o diferencia dos demais

% TODO: if needed, we can add this paper as related work
%% Staying Agile in Government Software Projects - reports how the agile culture and practices (XP and Scrum) were introduced in a development team working on a government project. Describes practices added, adapted and abandoned. They had a experienced small team that did not know agile. TODO: Not sure if any process had to be added/adapted/abandoned at the government side.

%Talvez seria relevante citar Extending Patterns for Fearless Change: sobre como introduzir novas ideias em uma organização tradicional (em particular, como introduzir métodos ágeis) 
%O Mestrado do Alexandre Freire sobre como ensinar métodos ágeis que tem toda um capítulo sobre governo: https://www.ime.usp.br/~ale/dissertacao_ale_para_web.pdf
