About us - ICT Management

ICT Management Division (IMD)

The ICT Management Division should be the central division that facilitates and coordinates the framing of ICT policies, regulations, standards and legislation by way of enhancing coordination and collaborations amongst divisions in DITT and with the entire ICT sectors in the Civil Service. For the other core divisions in DITT to function well, it is important that there is constant coordination and collaboration amongst divisions in DITT and with the ICT Clusters in ministries and agencies as well. For e.g. for the implementation of e-gov policies, there is a need to have regular e-gov review meetings organized at the National Level. Towards this, the technical input on the discussion of each Ministry’s policies will be done by the rest of the Technical Divisions. The ICT Management Division has to ensure that the ICT Officers in DITT, Ministries, Agencies and Dzongkhags collaborate in order to achieve the collective mandate of digital governance. Hence, ICT Management Division’s responsibilities will be as follows;

Coordination

  • Coordinate and organize annual e-Gov review Meetings.Coordinate and organize annual meetings for Ministries and Agencies to develop an e-Gov Master Plan and adoption of
    e-GIF.
  • Develop a Communication Strategy to communicate all policies, frameworks and initiatives of DITT to Ministries, Agencies and Dzongkhags. It has been observed that while DITT
    has undertaken a lot of initiatives, however, the information/the awareness of these initiatives in Agencies have not been as effective.
  • Organize annual ICT conferences for the ICT Sector in the Civil Service. The conference should provide a platform for the IT officers to share ideas, best practices, shared values, share Ministry’s vision, mission etc.…
  • Coordinate and organize annual meetings with sectors to discuss cross-sectoral issues for mandates that run across other technical divisions in DITT. Some of the pertinent agenda to begin with could be:
    1. Identifying redundant IT systems in the Civil Service to economize on the limited financial resources (Application Management Division/Application Development Division)
    2. Leading “single source of truth” data initiatives (Data Management Centre).
    3. Initiatives to ensure the availability of network services across the nation.
  • Development of strategy of adopting the principle of common infrastructure.
  • Coordinate meetings for Department APT, division output & IWP and department & division level budget for input into the Ministry level APT in collaboration with PPD, MoIC and with FD, DoS, MoIC.
  • Publish an Annual report for all DITT activities

Implementation of Parenting functions

  • Assess the relevance of Parenting Framework to BCSR 2018. For example position levels mentioned in the Parenting Manual needs to be updated. In the manual, career progression for Supervisory & Support Category is mentioned from S2 to P3 while as per current BCSR 2018, current progression for this category should read as S2 to SS3.
  • Career Progression from P2 into P1 Specialist and then further into ES Specialist should be based on the area of specialization identified by DITT based on CBF. In line with this, an area of specialization should be developed for the ICT sector.
  • There is a section on the transfer process in the Parenting Manual. This chapter could further be developed as a “Transfer Guideline” document for the ICT Sector in line with the directives of RCSC for the requirement of transfer guidelines for parent agencies.
  • The Parenting Manual could consist of four broad categories for the management of professionals in the ICT Sector: 1) Career Progression; 2) Professional Development; 3) HR Standards for Recruitment; and 4) Transfer Guidelines.

Competency-Based Framework

  • The manual mentions that Training Needs Analysis will be based on interviews, surveys and opinion polls. However, the Competency-Based Framework could be used as the basis for carrying out the TNA. IMD should have a database on the skills of the current ICT sector staff and use CBF as a benchmark to assess if the sector has the required competencies built.
  • CBF can be used as basis for both career progression and professional development of ICT sector
  • Review if the current system of competency development and talent management has worked as effectively. While the document emphasizes complex procedures in managing talent and developing competencies, whether in reality the systems were operationalized.
  • Operationalize and implement the Competency-Based Framework for capacity development of ICT across Ministries, Agencies and Dzongkhags.

ICT Cluster

  • The purpose of the ICT Cluster is to have a standard for the requirement of ICT Staff in Ministries, Agencies and Dzongkhags in order to address the issue of underutilization of ICT HR resources and lack of creativity and innovation.
  • In Ministries, ICT Staff should be placed under the ICT Division under Directorate of Services. In autonomous agencies, they should be placed under ICT Services under Secretariat Services. In Dzongkhag, they should be placed under ICT Services under Secretariat Services.
  • Operationalize and implement the ICT Cluster concept for Dzongkhags.