One of the highlights of the CIO Summit held early August 2012 in Singapore was the panel discussion that delved on the theme "Building a Successful IS Organisation".
CIO Summit Panel Discussion.
The panel consisted of Justin Lim, vice president and CIO of Singapore-based STATS ChipPAC Ltd; Wu Choy Peng, group CIO of Neptune Orient Lines Ltd; Steve Lee Hee Kwang, CIO and senior vice president (Technology) of the Changi Airport Group in Singapore; Kuai Ser Leng, CIO of Singapore Prisons Service; and Devabalan Tehyventheran, Head, Transformation Office & Business Process Development at the CIMB Group.
The discussion was moderated by Teng Fang Yih, editor of MIS Asia.
Here is a brief report of the session.
Question: Are there sure-fire ways to ICT successes?
Devabalan Theyventheran: Success is based a lot of time on planning, and setting strategic directions upfront. Having the right people on the project team is also important, and we benchmark projects against timeliness, costs and other factors. Close scrutiny along the way is also important.
Devabalan Theyventheran, Director, Transformation Office & Business Process Development, CIMB Group.
Kuai Ser Leng: In any project, there are risks. What's important is to have good ownership from users, and good understanding from the team and users, and how to meet business objectives. User, budget and time constraints should be taken into consideration and managed well in order to ensure success.
Kuai Ser Leng, CIO, Singapore Prisons Service.
Steve Lee: Make sure you have the right support, and that it's a strategic project. Then everything should be much easier than to choose a wrong project.
Steve Lee, CIO & SVP, Technology, Changi Airport Group.
Wu Choy Peng: Project management is really a trench warfare; you could have done all the planning and covered all the bases, but the budget has to be managed closely. If you just monitor and track progress, projects may go wrong suddenly and unnoticed. Another aspect is that, experience is undervalued. Very experienced team members often can spot patterns, based on many years of doing many projects -- which sort of sharpen the instinct of the project manager. Experience counts, especially in projects that require many moving parts. As CIOs, do not underestimate the value of the very deep and broad experience of the key people on your project team both business and IT.
Wu Choy Peng, Group CIO, Neptune Orient Lines.
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