\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 projects failures in the
government \cite{anthopoulos2016egovernment} which in turn grows into a
critical issue when government and academia combine efforts to develop an
e-government solution. Academia commonly works on cutting edge of technology
while the government is still relying 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 increasing the chances of success in projects with
tight deadlines and short budgets.

An option for harmonizing different management approaches, it is bringing
procedures from Free Libre Open Source (FLOSS) ecosystems and agile. 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 core of agile
development. The intersection between FLOSS and agile can harmonize different
process management and improves the cooperation of distinct teams.

In this work, we investigate a set of practices from a 30-month
government-academia project that helped to harmonize the differences between
government and academia management cultures. We trace the best practices based
on FLOSS ecosystems and agile methodology. Finally, we validate the set of
methods extracted from the project by collecting data from the project
	repository and by surveying the project participant points of view.
