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3,2,1...Lift off! Now how do I fly this thing...

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3,2,1...Lift off! Now how do I fly this thing...

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Having to execute new data projects while picking up the capabilities to execute them.

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Asking each other what work/project is weighing heavily on them to identify areas to help each other out

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As a new member, the learning curve 🥵🥵🥵

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We need to acknowledge that time and effort is finite.

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Budget for data team to experiment with new ideas. E.g. Subscription to LLMs

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Everyday I am learning cuz the work items are niche and diverse (be it in content or approach) and there are so many pieces :P Stretching my brain but I’m happy!

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Managing constantly changing requirements. When people are given the options, they will exercise that options to the fullest and constantly adding on new requirements.

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Break down projects into smaller pieces with RO and bosses to ensure outcomes align to the higher level objectives

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Have clearer agendas and try to keep to the planned timeslot

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Managing the external stakeholders’ expectation when we do not yet have clear views of of policy changes

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Getting rid of the fire hazards at level 12!

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Find time for team bonding no matter how busy we are

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Starting wk on jskg with minimum knowledge :/ but somehow I stayed afloat 

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Starting wk on jskg with minimum knowledge :/ but somehow I stayed afloat 

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Making agile check-ins a thing like huddles instead of long meetings

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When there were back to back presentations and the turn around time was half day to a day #wesurvived

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Allow space for "offline discussions" for specific work pieces when brought up at bigger meetings

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Actively think of how to tap on partners and intermediaries (we don’t have to do everything ourselves), for cross-div deliverables it would help for Snr Mgt to be aligned or there is common KPI (with bite) so that collaboration is more effortless, active and early deliberation on R&R for work that affects more than one div - Ed

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I feel we are doing awesome in building a culture of care. It's encouraging to see thanking notes during VC to appreciate the hard work of everyone. Small act but means a lot!

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(In the process of) Realising the SFw2.0 vision 

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(In the process of) Realising the SFw2.0 vision 

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From desktop scan to conceptualising to POC foundation to actually starting to come up with a product :) much more to do but WE MOVED!!

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1) Perspectives and KPI of respective SDPs
2) Perspectives of Ministries and Agencies
3) Perspectives and priorities of SSG Divisions

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Some company aggregate the cost of the meeting in terms of combined salary of the attendees. Meetings need to be more cost efficient in terms of structure and purpose.

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1. Fundamental python coding
2. Tableau Visualisation
3. Fundamental machine learning

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Continue to build strong teamwork through activities the teams like. Makan sessions are critical!
Open Communication channels
Sessions to keep all on the same page of priorities to focus on and develop quickly

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- Regular reprioritisation exercise at team meetings
- Push back on work items that is not really under our purview :(
- manage timelines and expectations cuz rly only can do one thing at one time :(

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Establish a clear distinction between the "can do", "must do" and "should do".

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Establish a clear distinction between the "can do", "must do" and "should do".

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Compounded interest = good, whereas compounded work task = bad. Focus on ensuring work task are done before jumping to a new work task.

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Regular reprioritisation of work goals (maybe it can be scheduled every 2 weeks during team meeting?). Currently it’s more ad hoc. Going one round to do quick reprioritisation can help team members know what others are working on too

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1) Seeing SDGians growing confident and demonstrating autonomy in thinking & working
2) The continuous innovation efforts
3)SDG is endorsed as trailblazer in JS

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It feels like we are forever pushing this boulder upwards and no results come. We need patience, but is hard to not break concentration

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After intense learning and direct application to our JS Analytics work, JS Analytics and SIPD’s S&P teams have graduated.

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JSI multiplier building and SFJSI rebrand 

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JSI multiplier building and SFJSI rebrand 

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Also many many thanks to Jeremy and Darryl for pushing through these efforts to build recognition and use of JSI among our partners.

- Glenn

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Create platforms that serve people across teams and divisions

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Create platforms that serve people across teams and divisions

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The more we incorporate data into our Knowledge Graph, the more synergy appears.
Good to temper the excitement of data scientists with clear features that support the day to day business of SSG

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Everything is permissible but not everything is beneficial. Bosses/TLs to filter out what’s not beneficial & guide staff on what’s perceived as best approach/outcome

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Whole division be aligned and say the same to external on the priorities and things to deprioritize.
Be very clear on the individuals’ roles and responsibilities
Open to officers’ feedback on workload
Regular check in sessions between officers and ROs to understand the workload and if officer is coping

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Physical Virtual Connect once in a while for cross div interaction

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Set up a small library with books donated by staff.  Can be work related books.

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Set up a small library with books donated by staff.  Can be work related books.

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Cater 15mins before combined meetings (Div/group level) to have a coffee and a bite to catch up with colleagues (on work items or non-work items) :) eg. Meeting start at 10am but schedule agendas from 10.15am

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Whenever possible, take note of tasks that are not priority and kill them. Pausing is expensive and leads to rework.

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… which later spawned three more big monster minions (which are still around).

-Glenn

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1) TPG colleagues are struggling to understand the difficult concepts of skills fingerprints.
2) Ongoing engagement and change management - WOG, TAE sector, within SSG
3) Navigating the changing landscape

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Regularly take stock of our workloads with our ROs

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Hire more manpower!

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Review vision regularly to push new frontiers, review officers’ workload and concerns regularly and collectively (because work cuts across teams), don’t sweat the small stuff - Ed

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- Focus on the why: What is the main job of JSID and SIPD that requires data and policy to be solved?
- Too many ideas confuse people: Constantly rank the tasks and feel free to say "this can take a backseat now"
- More than good enough: Any chance you have clean, update, delete or refresh. Stale information adds noise

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Regular check-in between TLs, teams and between Jsid & sipd