ICT Strategic Plan

Islamic Republic of Afghanistan
Ministry of Finance
ICT Directorate
ICT STRATEGIC PLAN (3Years)
DEVELOPED BY ICT DIRECTORATE
2020 -2022
MoF
ICT
ICT Strategic Plan 2020-2022 Page:

TABLE OF CONTENTS
TABLE OF CONTENTS.......................................................................................................................................2
ABBREVIATIONS................................................................................................................................................3
EXECUTIVE SUMMERY....................................................................................................................................4
INTRODUCTION..................................................................................................................................................5
VISION AND MISSION.....................................................................................................................................6
GOALS AND OBJECTIVES..............................................................................................................................6
GUIDING PRINCIPLES.....................................................................................................................................8
CORE VALUES..................................................................................................................................................9
STRATEGY DEVELOPMENT METHODOLOGY.......................................................................................10
CURRENT CONTEXT.......................................................................................................................................10
ORGANIZATIONAL STRUCTURE................................................................................................................12
STRATEGIC GOAL 1: ORGANIZING AND TRANSFORMING OPERATIONAL ACTIVITIES........13
ESTABLISHING WELL-ORGANIZED AND RESPONSIBLE STRUCTURE..................................................................13
COORDINATION AND TEAM MANAGEMENT.......................................................................................................14
PRACTICING MONITORING AND EVALUATION ACTIVITIES................................................................................15
BUILDING RESEARCH AND DEVELOPMENT COMMITTEE TO FACILITATE CREATIVITY AND INNOVATION........16
ARRANGING CAPACITY BUILDING PROGRAMS TO ICT EMPLOYEES.................................................................16
ORGANIZING ICT INVENTORY TO HANDLE FAILURE AND RISK GENTLY.........................................................17
REFORMING AND BUILDING NTA EMPLOYEE RETENTION PLAN......................................................................18
STRATEGIC GOAL 2: DIGITIZING AND TRANSFORMING MOF TO UP-TO-DATE
TECHNOLOGICAL SYSTEMS........................................................................................................................19
DEVELOP MOBILE APP FOR UBIQUITIES ACCESS TO MOF INFORMATION........................................................19
UPGRADING AND BUILDING INFORMATION SYSTEMS AS PER THE UP-TO-DATE TECHNOLOGICAL STANDARDS
...........................................................................................................................................................................20
DEVELOPMENT AND INTEROPERABILITY OF SIGTAS, ASYCODA AND AFMIS.............................................21
INTEGRATING AND BUILDING A CENTRALIZED AND UNIFIED NETWORK INFRASTRUCTURE............................23
IMPLEMENTING SECURE FRAMEWORK FOR INFRASTRUCTURES AND ASSETS...................................................26
ESTABLISHING MOF CENTRALIZED CALL CENTER SERVICES..........................................................................26
PLANNING AND ESTABLISHING SSO FOR INFORMATION SYSTEMS...................................................................27
PLANNING AND MIGRATING TO A SECURE CLOUD ENVIRONMENT...................................................................28
STRATEGIC GOAL 3: ORGANIZING AND STANDARDIZING SOFTWARE ENGINEERING AND
COMPUTER NETWORK PRACTICES..........................................................................................................30
ORGANIZING TEAM AND BUILDING TECHNICAL AND NON-TECHNICAL DOCUMENTS......................................30
IMPLEMENTING PROJECT MANAGEMENT PRACTICE FOR QUALITY DELIVERY..................................................31
ICT FRAMEWORK............................................................................................................................................33
STRATEGIC ROADMAP..................................................................................................................................34

ABBREVIATIONS
MoF Ministry of Finance
DM Deputy Minister
ARD Afghanistan Revenue Department
ACD Afghanistan Customs Department
M&E Monitoring and Evaluation
ICT Information and Communications Technology
NTA National Technical Assistant
R&D Research and Development
SSO Single Sign On
IaaS Infrastructure as a Service
SaaS Software as Services
PaaS Platform as a Service
SLA Service Level Agreement
IT Information Technology
TIN Tax Identification Number
HQ Head Quarters
IP Internet Protocol
VC Video Conferencing
VoIP Voice over Internet Protocol
KPI Key Performance Indicator
IVR Interactive Voice Response
IAM Identity and Access Management

EXECUTIVE SUMMERY
ICT Directorate by analyzing and observing the current infrastructure and operational activities has
planned a three-year strategic roadmap. This strategy mainly focuses on the centralization of the
datacenter and network resources, centralization and interoperability of SEGTAS, ASYCODA and
AFMIS, and migration to cloud.
Centralization of infrastructure and operational systems are given high priority in the
implementation of strategy that will lead to cost-effective and productive solutions to the Ministry of
Finance. Also, it covers the cloud platform and security concerns for the MoF infrastructure.
ICT Directorate has planned to work on the digitization and transformation of MoF to up-to-date
technological systems, establishing highly available network services, connectivity of customs and
mastofiats through different transmission channels, mobile application for public support, and finally
standardizing software engineering and computer network practices.
The document further explains the vision and mission of ICT directorate and covers the different
strategies and tactics that will lead to the achievement of the ICT Directorate vision and mission.

INTRODUCTION
The society has been dramatically changed with the evolution of technology. Immense opportunities
are being provided by technologies which play an important role.
Over the last decades, the great diffusion of information and communication technology has caused
a dramatic transformation of the world into an information society. Fixed-line telephones, mobile
phones, Internet, and broadband, people, firms, and
governments now have much better access to information,
knowledge, and wisdom than before in terms of scale, scope,
and speed. ICT diffusion has substantially improved the
efficiency of resources allocation, enormously reduced
production costs, and promoted much greater demand and
investment in all economic sectors.
Directorate of ICT has major contributions in the digitization

and transformation of MoF operational activities and providing a reliable and consistent network
and information services to MoF.
After enough time of survey and observations, the Directorate of ICT by considering the current
situation and processes has worked on a framework that is not restricted to interfaces or
technologies in which usability goals, user characteristics, environment, tasks and workflow, service
or process or given extensive attention. Beside this, directorate of ICT has established strategies to
provide secure, reliable, and consistent network infrastructure and services to MoF.
The strategic plan is built on four core goals that has subsequent objectives and deliverables to be
achieve in next three years. The strategic goals mainly focuses on the departmental activities
management, standardization of technical and non-technical activities in infrastructure and
information systems, digitization of operational activities of MoF departments, centralization of
infrastructure and successful cloud migration, and finally establishing a great framework for capacity
building programs to MoF employees.
The strategic plan for the year 2020-2022 begins with the vision and mission statements together
with guiding principles, core values, goals and objectives that all constitutes the strategic framework
of this strategic plan. The subsequent section then covers detail about the objectives and their
tactical plans and roadmaps. Finally, the strategic plan will provide the major key performance
indicators, measurements and funding streams.

VISION AND MISSION
The vision of ICT Directorate is to provide a user-driven and consistent ICT systems for Ministry of
Finance. The user-driven approach describes the processes where usability and user satisfaction are
given higher priority. It helps in the creation of innovative ideas to achieve meaningful and highly
relevant solutions.
The mission of the ICT directorate is that ICT Directorate is committed to provide central, cloud-
based, and cost-effective ICT systems to enhance productivity, transparency, and reforms inside
Ministry of Finance.
The mission describes the centralization of MoF resources and migrating MoF resources to cloud
platform as per the requirement of MoF with lower amount of cost and expenses by keeping
effectiveness and efficiency in the highest priority.
GOALS AND OBJECTIVES

In order to achieve the vision and mission the ICT Directorate has set their below goals:
1. Organizing and transforming operational activities

2. Digitizing and transforming MoF to up-to-date technological systems
3. Organizing and standardizing software engineering and computer network practices
1 2 3
Organizing and Digitizing and Organizing and
transforming transforming MoF to standardizing software
operational activities up-to-date engineering and computer
technological systems network practices

The objective organizing and transforming operational activities describes that ICT directorate will
establish a well-organized environment in which proper chain of command, hierarchy and team
management is observed. Proper capacity building and trainings will lead ICT Directorate and MoF
employees to become more productive and competent. Proper monitoring and evaluation activities
will lead ICT employees to show productivity and efficiency in their work. The above goal will be
achieved using below objectives:
1. Establishing well-organized and responsible environment

2. Coordination and team management
3. Practicing monitoring and evaluation activities
4. Building R&D department to facilitate creativity and innovation
5. Arranging capacity building programs to ICT employees
6. Organizing ICT inventory to handle failure and risk gently
7. Reforming and building NTA employee retention plan
Digitization and transforming MoF to up-to-date technological systems elaborates that different
departments of MoF will be completely digitized and transformed to the latest technological
standards. The ICT directorate will provide a platform for ubiquities information access by public and
establish a unified communication, networking, and information system that will be integrated
throughout Afghanistan. The ICT directorate will investigate and migrate different resources and
information repositories to the cloud by the end of 2022. The mentioned goal will be achieved by
completing the below objectives:
1. Implementing mobile app for ubiquities access to MoF information

2. Upgrading and building information systems as per the up-to-date technological
standards
3. Developing and Interoperability of SIGTAS, ASYCODA, and AFMIS Systems
4. Integrating and building a centralized and unified network infrastructure
5. Implementing secure framework for infrastructures and assets
6. Providing centralized call center services
7. Planning and Establishing SSO for information systems
8. Planning and migration to a secure cloud environment
The third objective, organizing and standardizing software engineering and computer network
practices describes that software development and network implementation shall be carried out
through proper standard practices and all technical and non-technical documents has to be created.

Employees has to be regularly trained and counseled with recent and up-to-date practices of their
related work. The goal will be achieved by implementing below objectives:
1. Organizing Team and building technical and non-technical documents

2. Implementing project management practice for quality delivery
GUIDING PRINCIPLES
1. Use of state-of-art, affordable and sustainable technology
ICT Directorate will utilize the up-to-date and common
infrastructure and solutions available in the market.
Technology solutions should be of high quality, affordable and
maintainable in long run.
2. Share and re-use technology

ICT Directorate promotes reusability in software development and other development
processes to reduce cost and time constraints.
3. Be interoperable, and stay open

Systems and products should be able to work with other products or systems, at present and
foreseeable future. Priority has be given to open source technologies that are mature,
adaptable and ensures openness, and maintainability.
4. Ensure confidentiality, integrity, availability and usability

It should be assured that information is secured, accurate, and always available to required
users by considering level of security and permission. Systems must be user-oriented and
should provide easy and learnable interface. Security and usability of the system should be
reconciled for any system.
5. Stagger implementation
It reduces risk, allowing to test change before you move onto full implementation.
6. Consider migrating to cloud computing

Easily scalable and with no hardware investment, it prevents you from sinking too much into
a technology purchase that you won’t need. Proper use of IaaS, PaaS, and SaaS should be
utilized and has to be chosen among private, public, and hybrid cloud platforms.

7. Invest in off-site support more as compare to on-site support for ICT services
Provides several benefits such as instant support, privacy, timely support, and convenience.
8. Planning should be on going and should be continuously renewed

Networks are still changing continuously and growing rapidly in terms of numbers of users,
speed and capacity, services, and reliability, they are subject to constant changes and
ongoing planning. Typically there should be a yearly update of the overall network plan and
technical standards.
9. Network investments should be value-based

Investment should be proportional to the expected life span, allow for cost trends, and
recognize that opportunity costs can easily dominate marginal cost.
10. Appropriate redundancy and active management for networks

Network plans should provide for a level of redundancy appropriate for the number of
nodes or the amount of capacity that would be disabled by a particular network element
failure. A network is a highly complex technical enterprise and can meet predictable service
standards only if it is engineered and provide management data and error reports and to
permit active probing and management by network administrators.
CORE VALUES
1. Directorate of ICT struggles to stand by the virtues of integrity,
honesty and meritocracy in all our activities.
2. ICT Directorate believes in working together, participating, sharing,
staying involved, and consensus building.
3. ICT Directorate believes in prompt and quality service to our users, value their opinion,
empower them through technology, accommodate their needs to the best of our capability
and learn from them.
4. ICT Directorate adopts a flexible operational approach and mind-set by anticipating and
adapting positively to change.
5. ICT Directorate strives for excellence in everything we do, work hard to exceed the
expectations of users, uphold ourselves to higher standards and do our best with the limited
resources available.

6. ICT Directorate is visionaries, strives to imagine future promises of technology, brainstorm to
plan for the future opportunities and make every effort to consider the impact of today's
decisions on future endeavors.
STRATEGY DEVELOPMENT METHODOLOGY

The strategy has been formulated and designed with a four phases process that are:
1. Strategic review
2. Visioning
3. Strategy development
4. Implementation formulation
In the phase of strategic review, the current state of processes, areas of competitive advantage and
industry trends and demands were identified. Vision and mission has been identified in the visioning
process. Opportunities, gaps, and recommendations were identified in the strategy development
phase and finally the strategic steps, implementation roadmaps, and programs were identified in the
formulation phase.
Several consultations and advisory meetings has been done in the formulation of vision and strategic
goals. The major meetings were the consultation with Ministry of Telecommunication experts,
national and international experts from the policy department of Ministry of Finance, internal staff
members, and external software and IT companies.
CURRENT CONTEXT
ICT Directorate is currently operating its operation in the area of network infrastructure and
information systems. Several projects that are related to infrastructure such as project of internet
connectivity-STM, connectivity of provinces through E1, microwave, and fiber optic cables.
Also, several information systems such as digitization of assets documentation, archive system,
procurement system, petition system for ARD, carpooling, document tracking system, and payroll
system. There are several other projects and systems that are currently in progress and running such
as digitization of customs department and operations and mostofiats.

Right after the in-charge of new Director, ICT Directorate has performed SWOT analysis. As per
observation and survey the current context of ICT Directorate is observed as below:
S STRENGTHS
O OPPORTUNITIES
1. Passion for Technology (Government is 1. Digitizing and providing secure platform
willing to make technological for MoF to achieve productivity and
changes/upgrades) transparency
2. Connected sites via fiber, microwave 2. Ubiquities access to MoF information
and E1 connectivity resources for public users
3. Enough budget and development fund 3. Use of cloud services
4. MoF owned equipment’s, sites and 4. Shifting NTA employees to permanent
resources 5. Opening software engineering
5. Professional NTA employees department
6. Centralizing MoF ICT infrastructure
7. MoF-owned communication system for
unifying and connecting all provinces
8. Internship programs to students
T
WEAKNESSES THREATS
W1. No proper strategic plan and roadmap 1. Cost of quality people has risen
for implementation significantly
2. Inappropriate management practices 2. Political instability and geopolitical
3. Lack of professional permanent ICT situation in the country
employees 3. Employee turnover
4. Lack of centralized resource 4. Slower process in administrative
management activities such as contracts renewal,
5. Lack of using up-to-date technological procurement and etc…
infrastructure 5. Resistance to change
6. Technical documents not available 6. Cyber attacks and network
7. Lack of awareness and educational inconsistency
workshops 7. Physical damage and environmental
8. Dependency on outsourced companies problems
for sites
9. Lack of emergency and sphere parts

10. Inappropriate organizational structure
11. Lack of creativity and innovations
12. Lack of backup systems
ORGANIZATIONAL STRUCTURE
The Directorate of ICT is head by the director of ICT who reports directly to deputy administration.
The organizational structure below outlines the reporting structure within the department.
While each of the job descriptions may be generic we recognize that each person working in the
Information and Communication Technology department brings their own mix of skills and abilities
to the department. Each person contributes to the department with a common set of values,
mission, and goals.
Minister Office
DM Administration
Directorate General of
Administration and Finance
Directorate of ICT
Head of Hardware/Software
Executive Head Head of Network Department
Department

STRATEGIC GOAL 1: ORGANIZING AND TRANSFORMING
OPERATIONAL ACTIVITIES
Establishing Well-Organized and Responsible
Structure
Directorate of ICT is keenly working hard on the establishment of well-
managed and responsive team and management. The directorate of ICT will
provide a new chart of hierarchy and accordingly will create an environment
in which chain of command and hierarchy is properly understand and
observed. All related IT positions available in mastofiats will be moved and under the organizational
chart of ICT Directorate. All employees will be required to work under their ToR and should provide
proper reporting to its manager. Each employee is required to make monthly action plans and
reports that is aligned with the main action plan of the ICT Directorate. ICT Directorate will arrange
regular weekly and monthly meetings to discuss issues, responsibilities, and evaluations. The
manager of each department will accordingly collect the reports and will submit summery to the
Director of ICT.
The ICT Directorate will provide a well-organized structure in which opportunities and changes are
adapted and risks are understood and employees with poor performance are improved and handled.
ICT Directorate will work its best on improving and increasing employee morale which will lead to
high productivity and success. Higher concentration will be given to keeping deadlines, delegation,
and decision-making.
Directorate of ICT will work on the current organizational structure and will come with more
effective and productive organizational structure by creating some additional departments to handle
security scanners, security cameras, information systems and network security tasks efficiently and
effectively.
To achieve and reach the mentioned goal the below list of activities will be taken forward:
1. Based on survey and need assessment the departmental structure has to be restructured
and refined. New departments such as information systems and security control
departments has to be established.
2. All ToRs of employees has to be review and has to be briefly clear to the employees to avoid
conflicts and irresponsibility.
3. The employees are required to submit their monthly action plan accordingly to the concern
manager and accordingly will be delivered to the ICT Directorate.
4. All managers are required to assess and evaluate the progress of action plans submitted to
them and should prepare summery report indicating the progress and status and present it
to Director ICT.

5. Directorate of ICT will have one meeting with all employees in a month and will have two
meeting in a month with department managers to assess,
evaluate, share, and assign activities and tasks.
Coordination and Team Management

Coordination is the key principle for Directorate of ICT. It ensures unity of
actions among all employees ad bring harmony in carrying out the different
activities and tasks in order to achieve organizational goals efficiently.
Establishing coordination among employees leads to higher efficiency by avoiding overlapping
efforts and duplication of work. Coordination is a creative force which makes possible a total result
which is greater than the sum of individual achievements. Coordination also improves the morale
and job satisfaction of employees. Finally, coordination fosters loyalty and commitment among
employees. This enhances the effectiveness and stability of the organization. ICT Directorate will
take below actions to establish coordination among employees:
1. Giving priorities for direct communication instead of written communication, modern

electronics, and etc...
2. Group meetings has to be done between superiors and subordinates to encourage staff to
integrate their efforts.
3. Authorities and responsibilities has to be clearly defined.
4. Establishment of various committees/supervisors to track and arrange different meetings
and bring employees together.
5. Balancing, timing, and integrating are the key elements for coordination.
ICT Directorate encourages team management inside the operational activities and leads to various
activities which bind a team together by bringing the team members closer to achieve the set
targets. Team members are required to keep in mind the below points:
1. Each member in the team has to be treated with an equal, level-headed view.
2. Clarity, accuracy and thoroughness are the best way to avoid miscommunication and keep
the team on the same platform.
3. Goals has to be set as a working team.
4. Publicly reward and recognizing hard work.
5. One-size-fits-all strategy has not to be taken.
6. Team members opinions and ideas has to be encouraged and appreciated.
7. Proper listening shall be made to the members of the team and accordingly questions has to
be asked instead of keeping just silent.

Practicing Monitoring and Evaluation Activities
Monitoring is the systematic process of collecting, analyzing and using
information to track a program’s progress toward reaching its
objectives and to guide management decisions while Evaluation is the
systematic assessment of an activity, project, program, strategy, policy,
topic, theme, sector, operational area or institution’s performance.
M&E practices will greatly improve the processes of ICT directorate by

tracking the implementation and outputs systematically, and measure the effectiveness of programs.
M&E helps determine exactly when a program is on track and when changes may be needed.
Monitoring and evaluation forms the basis for modification of interventions and assessing the
quality of activities being conducted.
M&E practices in ICT Directorate will help in the quantification of program goals and sub-goals that
whether the actions were implemented as planned, whether assumptions made during identification
of the problem, whether the actions has resulted in risk reduction and whether new information has
emerged that requires changes to the risk management plan.
To address accountability, M&E helps addresses questions such as whether the project has worked
or not, how the resources have been spent?, and should the project continue and provides several
other implementation and processes efficiencies and successful practices.
ICT Directorate will take below actions to effectively and efficiently perform M&E practices:
1. M&E members has to be identified by ICT Directorate.

2. The members are required to clearly understand and state the program goals and objectives.
3. M&E members are required to set and define process and outcome indicators.
4. Proper data collection technique has to be taken and timeline has to be managed.
5. Key roles and responsibilities has to be identified for a program and a proper analysis plan
has to be established.
6. M&E plan has to be created for all network and information system projects and should be
accordingly communicated with supervisor or team leader.
7. Relevancy, impact, sustainability, effectiveness, and efficiency has to be addressed in the
practice.

Building Research and Development Committee to Facilitate
Creativity and Innovation
The management of R&D activities is a key factor allowing achievement of
future growth as they are eventually leading toward an increase of the
directorate’s knowledge, a better technology capacities and processes
innovation.
The R&D department plays key role in the understanding the problems clearly and can finalize and
go to a comprehensive solution through different scientific approaches. The R&D members will be
guided under the instructions of the ICT Director. The team members will accordingly perform their
operations and will submit final outputs to the Director of ICT office.
ICT Directorate has to perform below operation to establish environment and platform for creativity
and innovation:
1. R&D members has to be introduced by the Director of ICT.

2. Trainings and workshops has to be given to the R&D team members for their better
productivity and knowledge.
3. R&D team members are required to find out existing problems and their factors and
accordingly propose working solution.
4. R&D team members are required to search the market and globe for latest opportunities
and trends.
5. R&D team members are required to submit their work activities and plans by the end of
each month accordingly to the ICT Director.
Arranging Capacity Building Programs to ICT

Employees
Capacity is the ability of individuals and organizations or organizational units
to perform functions effectively, efficiently and sustainably while capacity
building is an evidence-driven process of strengthening the abilities of
individuals, organizations, and systems to perform core functions sustainably,
and to continue to improve and develop over time. The capacity building programs will lead to
achieve greater competencies and efficiencies and will improve performance and effectiveness.
Capacity building is important because it encourages the leadership to evaluate their abilities to
perform in a complex environment. In addition, capacity building is important because the

evaluation process coupled with the implementation component help ensure organizational success
and sustainability.
ICT Directorate has to arrange proper capacity building programs such as certifying employees from
Microsoft and Cisco to ICT employees to improve their learning, understanding, and practical
experiences based on need assessment. Directorate of ICT has to perform actions in the capacity
development program for ICT employees of ICT Directorate:
1. ICT Directorate will form a committee to oversee the progress of the capacity building and
training programs.
2. ICT Directorate has to plan for awareness raising and basic skills training, intermediate or
professional trainings, training to utilization, and utilization to internationalization capacity
development activities.
3. ICT Directorate has to regularly perform need assessment for capacity building programs in
computer operations, network, software engineering and other important technology
concerns.
4. ICT Directorate will accordingly arrange technical and professional trainings to make ICT
employees certified from companies such as Cisco, Microsoft, Oracle and etc…
5. Need assessment, setting organizational training objectives, action plan, implementation,
and evaluation are the key activities that has to be taken for a training and should be
reported to ICT Directorate by the committee members.
6. Proper capacity building action, monitoring, and evaluation plan has to be created and
executed by the committee members.
Organizing ICT Inventory to Handle Failure and Risk Gently

As per the observation, there are no alternative devices that can be replaced
if a sudden damage occurs or the devices is malfunctioned or breached.
Replacing the device and machine requires great amount of time to be
recruited. Therefore, ICT Directorate settle its objective to come with the
conceptual form of ICT inventory management so that concern departments
and sites can be serviced quickly. The operation will require to regularly update the Director of ICT
regarding the available inventory and on orders inventory and more importantly about their quantity
and condition.
The Directorate of ICT has planned the below activities to achieve the objective:
1. Review of all ICT inventory items regarding their health and performance

2. Creating ICT inventory acquisition plan to support failure and redundancy
3. Organizing and establishing maintenance plan of ICT inventory items
Reforming and Building NTA Employee Retention Plan

ICT Directorate is having around 40 technical and non-technical employees. Employees in the ICT
Directorate are working as permanent contract and based on specific
duration that is called NTA employees. NTA employees provides their
great performance in achieving the overall vision and mission of ICT
Directorate. Due to the high market demand, retention of NTA
employees is a greater challenge for ICT Directorate.
Furthermore, due to decentralized structure and management of IT NTA

employees several managerial and technical problems are available such as poor coordination and
communication with ICT Directorate, lack of reporting, lack of standardization and etc…
The ICT Directorate has to first restructure and centralize all NTAs related to technology and
establish a centralize platform for all NTAs and their activities and all other process shall be
managed by ICT Directorate of MoF to achieve transparent, productive, and secure

platform.
ICT Directorate will work on the competitive salary and benefits with top administration of
MoF for technical ICT permanent employees as the big reason of quitting a job is the high
salary offered by other organizations. The ICT Directorate will search and hire the right
person at the start. Several other strategies such as reducing employee headache, using
leadership practices instead of boss implementation, keeping eye on managers as studies
indicated that people leave managers, not companies and finally providing employees sense
of ownership and etc… will greatly help in the retention of employees.
The ICT Directorate has to perform below activities:
1. ICT Directorate has to create a plan for centralizing IT NTAs.

2. ICT Directorate has to review and plan for employee retention strategy.
3. ICT Directorate has to arrange expert training to permanent employees by NTA.

STRATEGIC GOAL 2: DIGITIZING AND TRANSFORMING MoF
TO UP-TO-DATE TECHNOLOGICAL SYSTEMS
Develop Mobile App for Ubiquities Access to MoF
Information
The rapid technological improvement shifts the end users from desktop
computers to portable devices such as smartphones. Smartphones are
portable computers that can be used by end user for different activities
ranging from their personal activities such as photos, videos, and etc… till but
not limited to business activities such as emails, calendars, and etc...
As per the survey of physical observation of the public visits while consulting and coming to MoF
reception and information counter the ICT Directorate decided to have a mobile application that can
enhance public satisfaction and can greatly decrease the geographical and physical problems in
information gathering and inquiry that are required by public.
The software solution will be a multi-platform application that will run on all types of mobile devices
and can be download freely from apple store and google store.
The mobile application will be useful by providing the below information:
1. The application will provide news, events, gallery, and updates of MoF and will be
synchronize with the MoF website automatically.
2. The application will enlist rules and regulations of MoF so that the public can be aware of all
the details regarding their processes.
3. Public can submit their complains.
4. Public will be able to see latest job vacancies.
5. Public will be able to see procurement updates.
6. The application will provide document tracking system.
7. Respond enquiry related to customs.
8. The mobile application will provide payment tracking system so that public can track their
payments.
9. Public will be able to trace their tax reports and can do verifications of their TIN.
10. Public can also track their pension progress and details.
The following steps will be carried for developing a mobile application:

1. The software development team will carry out a data gathering session and will prepare an
inception and analysis report.
2. Software development team has to create a conceptual model and has to accordingly
communicate and share to the Ministry officials for their satisfactions and final remarks.
3. Software development team has start with the architecture and detailed design of the
solution and accordingly develop the solution as per the design created earlier.
4. Application has to be deployed after the testing, validating, and verifying the application.
Upgrading and Building Information Systems as

Per the Up-To-Date Technological Standards
Directorate of ICT by considering the needs and importance of
digitization of traditional and manual operations inside the different
directorates will study and implement several information systems.
Directorate of ICT is planning to digitize several directorates inside MoF.
Beside this, there are several information systems, which are currently in maintenance phase and
will be regularly deploy within the strategic time. The systems are:
1. Centralized and complete information system for HR directorate

2. IT support and helpdesk
3. Complaint management system
4. Meeting management system
5. Task management system
6. Contact directory application
7. E-recruitment management system
8. Barcode based document verification system
9. Hospital revenue management system
10. Library management application
11. Inventory management system
12. Economic commission online database
13. Asset management system
14. Tenure management system
15. High economic council online database
The Directorate of ICT will go through below operations for the digitization of directorates:
1. Need assessment plan of directorates

2. Prioritization and action plan for the digitization of directorates and operations
3. Requirement gathering and building conceptual models
4. Development, testing, and deploying systems
5. Change management plan, maintenance and support plan, and supporting documents
Development and Interoperability of SIGTAS,

ASYCODA and AFMIS
Currently ARD, ACD, and treasury departments of MoF are using COTS
applications of which the MoF pay millions of USD dollars by acquiring
the new version or upgrades. Such operations and processes wastes
huge amount of money on the upgrade. As per the observation, the
upgrades are also not cost-effective and furthermore all the systems are decentralized, no
interoperability and has interaction with each other.
Directorate of ICT by keeping in mind the centralization aspect of the mission has added to work on
the development of such systems internally inside the MoF for better productivity and cost-effective
life-time solutions. The directorate of ICT will carry below set of actions for the development of
above systems:
1. Prioritization of systems that which one to start the first

2. Identifying time, resources, and budget and finalizing budget source
3. Fulfilling required needs via concern departments
4. Analyzing and identifying new and old requirements
5. Working and planning for data integration/movement and compatibility
6. Developing applications and operational tests
7. Deploying the system in operational environment
8. Developing user manuals and documentations
9. Developing maintenance and support policy and mechanism
Each of the application development will require 18-24 months of working time with a team of 15
members. The below table demonstrate the work schedule and activity that will be carry within 18-
24 months.
# Activity Name Estimated Days Remarks
Defining Preliminary Resources

Based on the availability of
Identify team members for application
1 30 Days human resource and
development
capacity.
Identifying tasks and responsibilities and

2 15 Days
creating minor activity plans
Requirement Analysis Phase
Interviews, meetings, and filing needs Based on the availability of

3 45 Days
analysis questioners officials timing.
Finalized the requirement document and

4 15 Days
get it signed
5 Develop data flow and use case diagrams 25 Days
Develop functional requirement

6 30 Days
specification
Develop software requirement

7 20 Days
specification
8 Delivering final SRS/FRS 20 Days
Programming, implementing, and integration
Creating architectural design and May vary as per the demands

9 90 Days
detailed design and changes.
10 Develop a Prototype 120 Days
11 Present and discuss the prototype 15 Days
Final Version Application Development
Develop database and other data

12 60 Days
structures
13 User interface design and coding 60 Days

14 Developing the test plans 10 Days
15 Testing, verification, and validation 10 Days
16 Presenting the final version of application 15 Days
Configuration, Testing, and Implementation
Installation and configuration of database

17 10 Days
and applications
Conducting user acceptance test, May vary based on the

18 10 Days
incorporate feedbacks from end-users availability of end users
19 End-user training and workshops 15 Days
20 Final documentations and presentation 15 Days
The diagram below demonstrates the required human resource for the implementation of each
application development:
# Role Name Required Members

1 Senior Project Manager 1
2 Software Developer 5
3 Database Developer 3
4 Senior Software Engineer 1
5 Senior Software Requirements Engineer 1
6 Technical/Non-Technical/Support 4
Integrating and Building a Centralized and

Unified Network Infrastructure
Currently, MoF has many internet service contracts, multiple
data centers, different networks, lack of technical coordination
among directorates related to ICT operations, decreased in system performances, lack of centralized
IT infrastructure, and ambiguous responsibilities of IT operations. To overcome with the stated

problems the ICT Directorate will establish a centralized IT network and unified communication
infrastructure to achieve accurate, available, and secure operational systems. It will reduce the
number of internet service contracts and will establish a central point for communication and
coordination in IT sector for all directorates inside Ministry of Finance.
The current infrastructure of IT and data centers of MoF are located in multiple locations and shaped
in a decentralized manner. The centralization of IT infrastructure and data centers will lead to cost-
effective solutions, improve productivity for IT staff, improve the flow of information, better IT and
data security, fewer admins, and up-to-date information systems.
Ministry of Finance is using applications that are common across offices. Centralizing those common
applications in a data center helps improve application management, which eliminates the need to
employ IT personnel at individual locations because support can be provided at one site. It also
means not having to deploy multiple servers for multiple sites, so cost savings can be realized by not
buying as many server boxes.
Maintenance and upgrades also are made easier with a central data center because those don’t
need to be accomplished on an individual basis. If a security patch comes in it can be handled from
one location. Further, having fewer servers means purchasing fewer licenses for software. Updates
become easier, and license fees are less of an expense because
software doesn’t have to be deployed in all locations.
The main benefits of centralizing are that the efficiency for support to
the end user improves, deployment of upgrades becomes simpler and
cost savings can be realized from reducing physical hardware. Having
centrally located hardware also provides better security, management
and handling of MoF assets. Security is improved because hardware can be physically monitored
from a single location and server access can be better controlled. With less equipment to manage,
limiting access becomes easier, meaning there’s less chance a costly mistake is made.
Instead of multiple call centers creation, it’s the best choice to have a main call center for MoF and
create agents for each department where it is required.
Currently Ministry of Finance is having several service contracts of internet connections with
multiple internet service providers that leads to higher cost, inconsistency, lack of control and
management. From the latest reports and observations, the Afghan Telecommunication reduced 40
percent of their services charges for governmental organizations. Due to such reduction in service

charges and lack of control and management the ICT directorate projected to have meetings and
feasibility study for a unified and single source of internet service provider.
The process will lead to:
1. Avoid multiple service contracts and lowering service charges.
2. Providing high-speed internet from a central point inside Ministry of Finance to all
directorates and sites located in provinces and districts via high-speed fiber optic
connections.
3. Providing high-speed internet through microwave where fiber optic connectivity cannot be
reached.
4. Establishing the service of IP Telephone system between HQ, sites and all provinces, and
establishing support for live video conferencing.
Major implementation that are listed below will be also carried in the strategic timespan.
1. Connectivity of mostofiats through fiber optic

2. Connectivity of all mostofiats and customs offices to HQ through E1 links
3. Smart system and digital scale implementation for customs
4. Establishment of microwave backbone to connect HQ and all sites
5. IP telephony and VC system at HQ and all provinces in mostofiates and custom offices
6. Radio communication for surveillance and IT support for all areas of Kabul city
7. Establishing redundant and alternative services for all systems
Following steps has to be carried for achieving the objective:
1. Committee has to be formed, having stakeholder for different departments

2. Current infrastructure and internet services has to be reviewed and analyzed
3. Scope of ICT Directorate has to be identified
4. Creating implementation plan for the new infrastructure and internet services
5. Identifying risks and challenges and prepare quality assurance, maintenance and
support plan
6. Connecting MoF HQs to all provinces and sites
7. Centralizing internet service contracts
8. Finally, working on the feasibility study of centralization and integration of different systems,
such as AFMIS, ACICODA, SEGTOS, etc… and cloud migration

Implementing Secure Framework for Infrastructures and Assets
Cyber security threats exploit the increased complexity and connectivity of critical infrastructure
systems, placing the Nation’s security, economy, and public safety at risk. Similar to financial and
reputational risk, cybersecurity risk affects a company’s bottom line.
It can drive up costs and impact revenue. It can harm an organization’s ability to innovate and to
gain and maintain customers. To overcome with these issues, The ICT directorate will implement the
standard framework for network and assets security.
The below activities will be cover:
1. Integrate enterprise and cybersecurity risk management

2. Manage cybersecurity requirements
3. Integrate and align cybersecurity and acquisition processes
4. Evaluate organizational cybersecurity
5. Manage the cybersecurity program
6. Maintain a comprehensive understanding of cybersecurity risk
7. Report cybersecurity risks
8. Inform the tailoring process
Establishing MOF Centralized Call Center Services

The establishment of a centralize call center has been considered by ICT Directorate after the receipt
of increasing demands from the Afghanistan Custom Department, Afghanistan Revenue
Department, and Afghanistan Pension Department.
The centralize call center will provide series of great features

such as easy unified communication establishment, delivers
faxes and voicemail to inbox, instant messaging and text chat,
WebRTC video conferencing, cost-effective, CRM integration,
automatic phone number detection, configurable extensions,
android and iOS VoIP clients, and etc…
Centralized call center will greatly improve and make convenient the communication between public
and MoF. On the other hand, central call center will greatly improve service level by reducing
communication cost and ensure reliable process continuity. The call center increases public
satisfaction by lowering physical interaction and geographical and time problem. Public can

communicate for general and basic support and help easily. Furthermore, the centralization of call
center will provide:
1. Cost-effective and productive solution

2. Less network interaction and less network traffic
3. Helps in tracking public domain centrally
4. Monitor real-time KPIs
5. IVRs and prioritize callers
6. Information availability
The call center establishment will be done by performing the below operations:
1. Project inception (feasibility, requirements, budget, design, etc…), announcement, resources

delivery and placement
2. Installation and configuration of call center
3. Testing, validating, and verification
Planning and Establishing SSO for Information Systems

Due to increased number of information systems, each user has been
permitted to have the access of several systems as per their job description
that requires the user to remember multiple passwords and several logins. To
reduce and make the process convenient the Directorate of ICT will implement
the authentication process called single sign-on.
Single sign-on is an authentication process that allows a user to access multiple applications with one
set of login credentials. SSO is a common procedure in enterprises, where a client accesses multiple
resources connected to a local area network. SSO advantages include:
1. Eliminates credential re-authentication and help desk requests; thus, improving productivity
2. Streamlines local and remote application and desktop workflow
3. Minimizes phishing
4. Improves compliance through a centralized database
5. Provides detailed user access reporting
6. Reduces risk by minimizing bad password habits
7. Accelerates user adoption of company-promoted apps

With SSO, a user logs in once and gains access to different applications, without the need to re-enter
log-in credentials at each application. SSO authentication facilitates seamless network resource
usage. SSO mechanisms vary, depending on application type.
SSO is not suited for systems requiring guaranteed access, as the loss of log-in credentials results
into denial of access to all systems. Ideally, SSO is used with other authentication techniques, such as
smart cards and one-time password tokens.
Many Identity and Access Management (IAM) platform for its identity lifecycle management
capabilities. And with good reason—automating these tasks means IT no longer has to waste
valuable time and resources creating and managing accounts or provisioning and deprovisioning
systems and target applications.
However, many overlook the benefits that can be gained by combining IAM with secure single sign-
on (SSO). SSO portals help organizations address important access challenges and offer clear
productivity and user experience benefits by enabling users to access all of their applications from
one location, with a single set of credentials.
Once you’ve got a system in place, you can start to round things out; you can ask for more personal
information and build out your customers’ profiles over time. By asking one question here and
another there, you increase the chance a user will respond, as they will build a better rapport with
your business.
Directorate of ICT will perform implement below steps for achieving the goal:
1. Inception and requirement analysis

2. Architectural and detailed design
3. Implementation and integration of the SSO
4. Testing and technical review
Planning and Migrating to a Secure Cloud Environment

On-premises data center technology is not necessarily on the brink of
extinction, cloud computing is a relatively new option with many benefits,
including scalability, agility and cost efficiency. As a result, many organizations
migrate their applications and data to the cloud.
The cloud migration project will be implemented in MoF to replace the existing
physical data center which requires huge amount of energy and resources, controlled monitoring of

data and security, performance management, and real-time reporting. Migrating the existing
physical data centers to cloud is deliberately planned and highly technical effort.
Moving MoF data and applications outside the firewall and into the cloud is no small feat. To ensure
everyone within an organization is on the same page, cloud migrations typically require an in-depth
sales pitch that covers costs, tools, security, governance and talent, among other considerations.
Below activities will be carried for a successful cloud migration plan:
1. Considering the application or data to migrate on the cloud

2. Evaluating the costs and considering the accuracy level
3. Choosing the cloud flavor – Public, Private, or Hybrid
4. Rethinking governance policies and security concerns
5. Establishing cloud KPIs and performance baselines
6. Prioritize migration components
7. Defining cloud migration strategy
8. Development, validation, migration, management and scale
The below considerations will be made on application migration to cloud:
1. Which applications are right for the cloud?

2. Whether re-architecting applications are required for the cloud?
3. What are the keys to cloud application migration?
4. How cloud app’s performance can be monitored?
5. What are the latest cloud application trends?
After successful cloud migration, the newly migrated system will provide:
1. Improved IT resource management

2. Software update automation
3. Shrinking IT cost
4. All time internet connectivity
5. Less infrastructure complexity
6. Data security
7. Collective IT insights
8. Reduced carbon footprint
9. Service catalogs and automatic configuration management
10. Service management
11. Scalable, backup, and disaster recovery

STRATEGIC GOAL 3: Organizing and Standardizing Software
Engineering and Computer Network Practices
Organizing Team and Building Technical and Non-Technical Documents
Directorate of ICT is regularly working on the digitization of manual and traditional operations and
establishing a single sign-in facility for all MoF members to access and use systems of which access
has been granted. Meanwhile Directorate of ICT is putting more importance on the network
infrastructure for the MoF for the facilitation of systems operations.
Directorate of ICT will come-up with fully digitized customs department,
connected provinces and all sites of MoF 24/7 and a highly reliable
centralized data center.
Previous practices had led to unprofessional, incomplete, unclear, and

unsuccessful systems. The investigations described that unorganized team
structure, lack of knowledge, and improper placement of team members or inappropriate
responsibilities had lead the systems fail. Majority of the systems has been developed but are not in
use by the users due to bad user experience and lack of usability quality attributes.
Considering the above problems, Directorate of ICT will go with the development of new systems in
the area of software development with a dedicated team of five members that will include the roles
of requirement engineer, software designer, software engineer and quality control, and
programmers. The new practice will lead the software development in a better and well-organized
way and clearly all the pillars and key points of the software and system can be understand and user
experience and usability features will be given highest priority.
Furthermore, the Directorate will also structure the network team by specifying the roles such as
network engineer, network administrator, Network technicians, network security manager. ICT
Support and maintenance.
Overall, both activities will be governing by the internal M&E members and finally the technical team
has to update regarding the progress of the project manager role accordingly.
Beside the above considerations, several projects that has been accomplished or currently in
progress are lacking of technical and non-technical documents in both software engineering and
computer network and hence it leads to unclear understanding of the project and systems. It is very
much hard for new member to understand and continue the work on the progress or completed
systems.

Directorate of ICT will start working on the documentation of previous systems and will establish a
guideline of the accomplishment of new projects.
The software engineering team is responsible to build documents for system (requirement
specification, design and architecture, source code, user experience design, testing, help and
maintenance) documents, user documentation (end-user and system admins), and process
documentation (plans, estimates, schedules, reports and metrics, working papers, and standards).
Similarly, the network team is responsible to build documents for their implementations that
includes diagrams such as layer 1 and layer 2, layer 3, circuit numbers, IP address allocation, rack
layout, Wi-Fi layout, cable plan, routing protocols, security view, cloud services, asset tracking,
password vault, detailed design document, support document, routing and spanning tree snapshots,
and etc…
ICT Directorate will take below actions to organize and standardize the technical and non-technical
activities:
1. Establishment and organization of team members and their associated roles.

2. Designing and drafting the diagrams and documents for already developed software
systems.
3. Drawing technical diagrams of the current network infrastructure and new network
infrastructure.
Implementing Project Management Practice for Quality Delivery

The purpose of project management is to foresee or predict as many
dangers and problems as possible; and to plan, organize and control
activities so that the project is completed as successfully as possible in
spite of all the risks. Project management practices are the successful
development of the project's procedures of initiation, planning,
execution, regulation and closure as well as the guidance of the project
team's operations towards achieving all the agreed upon goals within the set scope, time, quality
and budget standards.
ICT Directorate will work greatly in the implementation of best project management practices to
come with the completion of projects within the budget, time, and requirements. Proper role and
members will be figure out by ICT Directorate to handle up the project management activities for the
current ongoing and new incoming projects.

The members of project management team will be required to submit the business case of a project,
the project schedule, project communication plan, the status report, quality plan and the overall
project plan with post implementation review. Finally, proper project issue and risk registers has to
be established and tracked.
The ICT Directorate will follow-up with the below steps for the achievement of the below objective:
1. Arranging and organizing project management team

2. Arranging trainings to the project management team
3. Documenting the current ongoing projects

ICT FRAMEWORK
The ICT framework supporting documentation supports the ICT framework by identifying the types
of documents (strategies, policies, schedules, and plans) that should be in place to effectively
manage information, communications, and technology.
Information and Communication Technology Framework
Management and Control
ICT Strategic Plan
ICT Annual Plan
Risk Management Plan
End-User Operations
Accessing IT Resources Policy Bring Your Own Device Policy
Internet Usage Policy Home Usage of MoF-Owned Equipment Policy
Email Usage Policy Guest/Visitor Access to IT Resources Policy
Password Policy Emergency Management of IT Resources Policy
ICT Hardware Resource System and Application Application ICT Projects and
Policy Software Policy Development Policy Services Policy
PROJECT MANAGEMENT
Project Plan
Project Communication Plan
Project Quality Plan
Post Implementation Review

STRATEGIC ROADMAP
2020 2021 2022

Goal
Objective/Activities
2nd
2nd
2nd
4th
4th
4th
3rd
3rd
3rd
1st
1st
1st
Organizing and transforming operational activities
Establishing well-organized and

responsible environment
Coordination and team management
Practicing monitoring and evaluation

activities
GOAL NO 1
Building R&D department to facilitate

creativity and innovation
Arranging capacity building programs

to MoF employees
Organizing ICT inventory to handle

failure and risk gently
Reforming and building NTA employee

retention plan
Digitizing and transforming MoF to up-to-date technological systems
Mobile app for ubiquities access to

MoF information
Upgrading and building information

systems as per the up-to-date
technological standards
GOAL NO. 2
Building a centralized data center
Unifying internet service contracts

2020 2021 2022
Goal
2nd
2nd
2nd
3rd
4th
3rd
4th
3rd
4th
1st
1st
1st
Connectivity of customs and mostofiats
through fiber optic
Developing and Interoperability of

SIGTAS, ASYCODA, and AFMIS 1
Upgrading network infrastructure of

DM Customs and Revenues, Enterprise
department and Pension department
Customs smart system and digital scale

GOAL NO. 2
implementation
Establishment of microwave backbone

to connect all Kabul sites
Radio communication for surveillance

and IT support for all Kabul sites
Establishing revenue systems at all

Taxpayer offices (hawza-maliati) and
connecting to HQ
Implementing e-Attendance system at

all provinces
IP telephony and VC for all provinces
Establishing redundant and alternative

services for all systems
Implementing Secure Framework for

Infrastructures and Assets
Establishing MOF Centralized Call

Center Services
Planning and Establishing SSO for

Information Systems
1
Development of each system will require 18 months approximately.

2020 2021 2022
Goal
2nd
2nd
2nd
3rd
4th
3rd
4th
3rd
4th
1st
1st
1st
Planning and Migrating to a Secure
Cloud Environment
Organizing and standardizing software engineering and computer network practices
Organizing Team and building technical

GOAL NO. 3
and non-technical documents
Implementing project management

practice for quality delivery

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Islamic Republic of Afghanistan

ICT STRATEGIC PLAN (3Years)

DEVELOPED BY ICT DIRECTORATE

ICT Strategic Plan 2020-2022 Page:

ICT Strategic Plan 2020-2022 Page:

MoF Ministry of Finance

ARD Afghanistan Revenue Department

ACD Afghanistan Customs Department

M&E Monitoring and Evaluation

ICT Information and Communications Technology

NTA National Technical Assistant

R&D Research and Development

SSO Single Sign On

IaaS Infrastructure as a Service

SaaS Software as Services

PaaS Platform as a Service

SLA Service Level Agreement

TIN Tax Identification Number

VoIP Voice over Internet Protocol

KPI Key Performance Indicator

IVR Interactive Voice Response

IAM Identity and Access Management

ICT Strategic Plan 2020-2022 Page:

ICT Strategic Plan 2020-2022 Page:

Directorate of ICT has major contributions in the digitization

ICT Strategic Plan 2020-2022 Page:

GOALS AND OBJECTIVES

1. Organizing and transforming operational activities

ICT Strategic Plan 2020-2022 Page:

1. Establishing well-organized and responsible environment

1. Implementing mobile app for ubiquities access to MoF information

ICT Strategic Plan 2020-2022 Page:

1. Organizing Team and building technical and non-technical documents

2. Share and re-use technology

3. Be interoperable, and stay open

4. Ensure confidentiality, integrity, availability and usability

6. Consider migrating to cloud computing

ICT Strategic Plan 2020-2022 Page:

8. Planning should be on going and should be continuously renewed

9. Network investments should be value-based

10. Appropriate redundancy and active management for networks

ICT Strategic Plan 2020-2022 Page:

STRATEGY DEVELOPMENT METHODOLOGY

ICT Strategic Plan 2020-2022 Page:

ICT Strategic Plan 2020-2022 Page:

ICT Strategic Plan 2020-2022 Page:

ICT Strategic Plan 2020-2022 Page:

Coordination and Team Management

1. Giving priorities for direct communication instead of written communication, modern

ICT Strategic Plan 2020-2022 Page:

M&E practices will greatly improve the processes of ICT directorate by

1. M&E members has to be identified by ICT Directorate.

ICT Strategic Plan 2020-2022 Page:

1. R&D members has to be introduced by the Director of ICT.

Arranging Capacity Building Programs to ICT

ICT Strategic Plan 2020-2022 Page:

Organizing ICT Inventory to Handle Failure and Risk Gently

ICT Strategic Plan 2020-2022 Page:

Reforming and Building NTA Employee Retention Plan

Furthermore, due to decentralized structure and management of IT NTA

managed by ICT Directorate of MoF to achieve transparent, productive, and secure

The ICT Directorate has to perform below activities:

1. ICT Directorate has to create a plan for centralizing IT NTAs.