\section{Related work}
\label{sec:relatedwork}

Discussions on how to introduce new management methods into an organization are
present in several papers.  Nerur et al. identify the key issues that involve
migrating from traditional to agile by comparing main practices of the two
methodologies \cite{nerur2015challenges}. 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.
investigate the correlation between adoption of agile methodologies and
organizational culture \cite{impactOfOrganizationalCulture}. They evaluate the
perception of organizational culture and the use of agile practices in nine
software development projects, identifying organizational culture factors that
are correlated to the implementation of agile methods.

Some works also discuss how academia can collaborate with the industry in the
management of software projects. Chookittikul et al. evaluates the increasing
use of the agile methods by software development organizations in Thailand and
suggests universities create a curricula which develops in their undergraduate
students practical skills required by industry (mainly agile practices) to
encourage the software industry growth in the region \cite{cho2011gap}.
Sandberg et al. report the implementation of Scrum in a collaborative research
consortium between industry and academia (involving ten industry partners and
five universities in Sweden) \cite{sandberg2017iacollaboration}.

New variables arise when a different approach to project management is
introduced to complex and large-scale organizations, such as the public
administration.  Alleman et al. describe a production deployment for the US
government, focus on describing the methodology applied to address long term
planning and value estimation \cite{alleman2003making}.  Agile methods
application on the Brazilian public sector are approached by Melo et al. \cite{melo2013agileBr} and De
Sousa et al.  \cite{de2016using}, both are experiences limited
to pilot projects. Not production-ready one that will provide more accurate
data with the real world.  

This paper differentiates itself from others by describing a production level
software development collaboration between government and academia,
analyzing differences in the development process and administrative issues of
the two organizations, and evidencing empirical practices that harmonized the
interactions and satisfied the development and management process of both
sides.

% 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
