O desenvolvimento do Programa de Governo Eletrônico brasileiro foi iniciado em 2000, durante a gestão do presidente Fernando Henrique Cardoso, e atravessa hoje a terceira gestão de dois diferentes governos. Embora a perspectiva tecnológica tenha alta relevância na análise histórica desse programa, este artigo propõe uma abordagem metodológica para a análise do Programa de Governo Eletrônico apoiada em um modelo de referência que incorpora as suas diversas etapas de desenvolvimento, seus atores, suas relações e fatores intervenientes. A validação do modelo foi feita por meio de levantamento empírico, em que foram utilizadas entrevistas semiestruturadas com atores-chave do processo.

Initiatives of reform and modernisation of the public sector in Brazil have intensified, not only as a consequence of the fiscal crisis that occurred during the 1980s, but also as a result of the exhaustion and collapse of bureaucratic management and government interventionist models. The development of the Brazilian e-gov program officially started in 2000 and today is in its third phase after two different government administrations. It plays an important role in the modernisation of the public sector in the country and faces the challenge of giving proper support to public policies to universalise opportunities that promote economic and social development. The currently available literature analysing the history of the Brazilian e-gov program focuses too narrowly on the identification of relevant technological aspects affecting its designing and development, failing to use a theoretical framework that takes into consideration social actors and other intervening factors. This chapter presents and employs an approach that takes into consideration the relevant social groups involved in each phase of the construction process of e-gov programs, the intervening factors impacting this construction, and the strength of the relationships among them. Based on qualitative empirical research, this chapter discusses the validity of the proposed framework for studying the history of e-gov in Brazil. As a result of an in-depth documental analysis and interviews with key actors throughout the different administration tenures, this chapter identifies important intervening factors that guided successful and unsuccessful government initiatives in the e-gov program.

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Contemporary public administrations have been suffering several ways of pressure to promote modernization in their structures and services. One of governments’ options to meet that demand lies in the potential use of information and communication technology for the benefit of better service to citizens and greater state apparatus efficiency. This contemporary movement particularly connected with personal computing and the Internet arrival has been called Electronic Government (e-Gov). One of its actions relates to building government electronic services that integrate several government agencies in a collaborative format. However, e-Gov projects demanding integration to this degree have an implementation complexity that is greater than traditional projects, which reflects on low success rates worldwide. This paper investigates the good practices identification in multi-agency e-Gov project management. Using the PMBOK framework, this paper presents an in-depth study of Nota Fiscal Eletrônica - NF-e (Electronic Invoice) project implementation. This project was based on a nationwide integration of multiple agencies (26 State Tax Administrations, the Brazilian Federal Revenue Service and nineteen large companies) and faced major technical and management complexity. The results found suggest that the project was implemented in an informal way, however with impressive results. There were identified two complementary management models. The first model was nationwide, focused in Scope and Communication Management. The second model was local to each institution, focused in Cost, HR and Procurement Management.