Name: Grow with talented coworkers and make real impact
Item: Open Government Products, GovTech Singapore
Rating: 5
Author: Anonymous User

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Engineers at OGP are involved in everything from ideation, requirements gathering and implementation to QA, releasing, gathering feedback, monitoring, analyzing key metrics and iteration, maintenance (rolling out fixes and improvements), and refactoring. Engineers here often play cross-functional roles e.g. Wearing a product manager's hat and working in tandem with their designer and product manager colleagues to determine product roadmap and execution. In cases where the codebase is open-source, such as FormSG, they may also handle and review code contributions from members of the public.

At OGP, teams believe in quick ideation and implementation. Here engineering teams are small and self-organized. We avoid bureaucratic processes to build and deliver impactful products faster. This has allowed us to rapidly respond to challenges of national significance at the behest of the Singapore Government, most notably taking two weeks to build the prototype for "Appointments for COVID-19 Vaccinations".

We favour decision velocity over accuracy. Engineers here correct course over iterations through feedback and break down the work into smaller chunks - Design, Develop, Test, Repeat.

Learning & development serves to help you maximise your long-term impact at OGP and on the public good.

This is especially urgent in the software development industry, where technology and innovation progress rapidly, and failure to keep pace means our work will cease to be relevant and impactful. This holds regardless of function–from engineering to product management to organisation design.

Learning at OGP typically happens through a variety of events and mechanisms, namely: annual Hack For Public Good in January, our performance cycle, ad-hoc sharings, learning Fridays, and Learning Month in December.

The "Open" in Open Government Products refers not only to our transparent engagements with the public but also to how we interact with one another in the workplace.

This is not only done through the way we talk about incidents and setbacks through regular team syncs and sharing but also through actively encouraging open internal discussion. The transparency also goes as far as fully disclosing the salary point tied to each level for each role in OGP’s career ladders.

The hypothesis is that small technical teams given direct ownership of public sector problems will solve them more effectively than the traditional top-down, inter-agency, or procurement approaches. This minimizes the overhead and allows the teams to focus on simple solutions to well-defined problems.

To that end, product teams start small, typically consisting of 2-3 engineers, a product manager, and some commitment from a product designer. As the product matures, the number of people involved may grow to about 10.

Engineers, designers, and product managers are all peers within a team. So while product managers still handle project management, management never trumps design or engineering.

While new technology is the most visible part of digital transformation, the bigger value is how it enables better organizations through improved culture and practices. These include design thinking, data-driven decision-making, continuous testing, open communication, and honest feedback. Digital transformation requires not just building new applications but redesigning the entire experience of how the government operates and interacts with people’s needs.

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