Ingredients for Succeeding in Tech

Essential “Ingredients”: What You Need to Succeed in Tech

With the world continuing to digitalise at an increasing pace and tech at the core of these transformational changes, it has set me thinking about the key ingredients for success and their pivotal roles in empowering my tech career over the past two decades.

KOH CHIN YONG

Member, SCS Digital Achiever (Team), Tech Leader Awards 2022 Chief Information Officer/ Director (IT), Maritime and Port Authority

TECHNOLOGY MAKES THE IMPOSSIBLE POSSIBLE

I remember how as a young software engineer working on my first project at PSA, I spent days on sites to assess how the long queues of hauliers waiting to clear gates at the PSA Container Terminals can be reduced. Particularly, the situation at the Brani Terminal was especially bad on Saturdays with the hauliers rushing to complete their jobs before the weekend kicked in and the public concurrently making their way to the then World Travel Centre (located near the current VivoCity) for their weekend activities.

Within two years, automation and Artificial Intelligence (AI) technologies made what seemed impossible a reality. We automated the gate clearance process with technologies like RFID, CCTV, automated weighing bridge and self-service terminal with contactless card. Subsequently, image recognition and pager technologies were also implemented to clear the declared containers and transmit yard locations to drivers. Technology had replaced the need for manual container number verification and waiting for yard location print slips at the gate, reduced the gate processing time from an average of two to three minutes to near instantaneous clearance with most trucks simply “flowing through” the gate.

Technology had increased the gate handling capacity by multiple folds and reduced the need for more physical infrastructure when container volume grew. Through accurately identifying time-consuming activities, it became possible to systematically apply technology to improve the overall process, leaving manual handling at the gate for exceptions.

FROM SOFTWARE LIBRARIES AND MIDDLEWARE TO TECHNOLOGY STACKS

In another project where I led the formation of a system architecture team, I learnt the importance of common software libraries, middleware planning, etc., which were required to support the evolution of enterprise-wide systems and e-commerce portals using objectoriented programming languages like C++ and Java in early 2000s. These essential building blocks, similar to the technology stacks in today’s term, enabled agile development rather than having to “reinvent the wheel” for every project. More importantly, they enhanced systems’ performance in terms of reliability and security, which ought to be managed only by seasoned software developers and architects.

PROCESS INTEGRATION AND TRANSFORMATION STARTS WITH SPEAKING A COMMON LANGUAGE

I realised how important process mapping using a common modelling language was in a government agency’s project involving mainframe migration to a J2EE platform for their e-services. Rather than using words to describe the process in verbatim, it was more effective to conduct process review with users across business functions in that manner. It ensured that there were no “surprises” later for all those affected.

This is equivalent to performing a usercentric service journey mapping before the start of any tech automation in today’s term. Such process visualisation avoids unproductive rework, which often leads to cost overrun and project failure. Business process mapping, starting with a review of the end-to-end processes and required data at each stage, including the controls and mechanisms to conduct the process, is a key tenet of overcoming poorly integrated silo systems. It should be carried out before any meaningful conversation, business process reengineering or transformation work happens.

As a matter of fact, process mapping is an enabler for knowledge management and retention in any organisation. Process mapping can also go hand-in-hand with user experience designs in modern tech applications through prototyping. However, it is an often neglected step, resulting in substandard performance of developed systems.

DATA, CYBERSECURITY AND IT GOVERNANCE AS TOP AGENDA

Today, as the Director for IT and Chief Information Officer (CIO) in Maritime and Port Authority of Singapore (MPA), data, cybersecurity and IT governance are among my top priorities. They are not only key for well functioned IT organisations, but also essential for enabling repeatable performance through regular updating of internal processes and augmentation with modern tools for efficiency and predictability.

The use of agile software development with product management mindset, integrated DevSecOps processes and tools, data science discipline, and a hybrid cloud computing strategy enabled by a strong ICT infrastructure that embraces modern technologies for scalability, resiliency and process automation, are key ingredients that enable MPA to respond fast and effectively to changes in business environment and user needs, as well as capitalise on technology advancements.

Through leveraging best-in-class service providers in their respective fields and building a skilled internal team with identified tech capabilities, my team and I are currently working on ambitious digital transformation programmes to realise a smart digital port ecosystem that will extend Port of Singapore’s connectivity to stakeholders across the global maritime transport chain digitally – thereby raising port efficiency and effectiveness as MPA builds the nextgeneration Tuas Port, and maintains our competitiveness as a Global Hub Port and an International Maritime Centre.

GROWTH DOESN’T STOP HERE

Having spent the later part of my career looking at the business side of tech and understanding how tech can be managed to become strategic assets to organisations, it has broadened my perspective of doing the right things, in addition of doing it right at the execution level. As assets digitalise and become capable of interoperating with one another beyond the boundaries of organisation, it is crucial to have the capability to do the right things amid the more complex system landscape. To this end, I will need to constantly learn and enrich the essential ingredients of what make IT works, in advancing Singapore’s digital port ecosystem, as well as enriching my personal journey in tech.