This paper presents a case analysis of a failed e-government implementation in a developing country context. The project involved constructing a large system for a central government department in India. After seven years and a few million rupees in costs, the project was terminated. Prior research in failed information systems implementations has highlighted many issues, most of which are now part of software project management literature. With e-government systems, though scientific project management is diligently applied, failure rates are very high, particularly in developing countries. The analysis in this paper suggests that though issues of lack of user involvement, inadequate delegation, and improper planning are responsible, the important causes are the rituals that management enacted, that had overt rationality but buried agendas.