Challenge & Selection 

 I work as consultant in financial services sector and Visualization is a great tool that I use all the time   to achieve a shared understanding of a problem space among a diverse group of stakeholders before   attempting to identify and define possible solutions to the problem or TO - BE diagram . I use this   approach often with our customers who are banks and insurance companies working to apply   technology innovations to modernize their mission or the delivery of their services to their customer   or maybe comply with regulators , which may be businesses , internal areas or final users . 

 The challenge in any company portfolio is to improve the workflows ( projects , procesess , activities   and task ) within the PMO guidelines in order to improve and innovate any business process looking   for increase the profit . For example , I worked with a largest bank in America . The bank was looking   to redefined the process of sales . So , I decided to get the know - how of business using the BPM   model technique . 

 I have used different business procesess modeling techniques ( UML diagram , flowchart , BPMN ,   SIPOC , Gantt chart , etc ... ) using a visualization of a problem domain with a set of questions or   prompts for discussion to allow a diverse group of stakeholders to learn from each other in the   process of defining the scope , boundaries , key elements , and relationships between elements to   consider when identifying pain points and opportunities for improvements or solutions . I prefer to   use a BPM modeling technique . 

 Business process modelling tools provide business users with the ability to model their business   processes , implement and execute those models , and refine the models based on as - executed data .   As a result , business process modelling tools can provide transparency into business processes , as   well as the centralization of corporate business process models and execution metrics . Modelling   tools may also enable collaborate modelling of complex processes by users working in teams , where   users can share and simulate models collaboratively . 

 Business Process Model and Notation has become the de - facto standard for business processes   diagrams . It is intended to be used directly by the stakeholders who design , manage and realize   business processes , but at the same time be precise enough to allow BPMN diagrams to be   translated into software process components . BPMN has an easy - to - use flowchart - like notation that   is independent of any particular implementation environment . The latest version of notation can be   found : https://www.lopez.com/category/tagprivacy.php 

 Application 

 I start the process by creating a diagram of the problem domain . To develop AS - IS diagram , I draw   from any existing material available to understand the environment . The existing material may be   operational or procedural documents , training materials , marketing materials , OPA´s or other   reports . If materials are not available , then I request a short meeting to conduct informal interviews   with one - three of the stakeholders who serve as my main points of contact on a high level initiative .   During these meetings is important to explain to stakeholders the main shapes / figures that will be   contained each diagram ( process , sub - process , conditionals , connectors , etc … ) . 

 From previous research the approach helps to reinforce the notion that every service – even an   internal service – has customers with whom the service provider interacts and internal processes   that enable the organization to provide the service .   I start to identify Partners , KPI´s , rols ,   Approvers , Value Chain Providers , Inputs , Outputs , Organizations , legacy systems and other entities   that may add constraints to how the organization operates according to the BPM Notation . The   business modeling is simple , using simple shapes and icons available in Visio or any tool that   supports BPM Notation ( Oracle , Bizagi , WBM , etc … ) . 

 If this approach view does n’t work , then I try to explain with a short process example the type of   visual , either based on a high - level process flow with swim lanes for different stakeholders ,   flowchart or another format . The previous steps will help to get a first draft and the stakeholders   involved have the same understanding . 

 During   Requirements Gathering phase in the first review , I often divide the stakeholders into groups   of 3 - 6 participants each representing a different organization , area of interest or the SME according   to the detail required . Each group receives a copy or email of the business model that they can write   on directly , use sticky notes or send an email to make comments . In this activity it is suggested to   give them two - three   questions predefined to answer , such as : 

 1 ) What key performance indcators are missing from the graphic ? 

 2 ) What would you change about the model to make it more accurately reflect your problem space ? 

 3 ) What key insights do you have about the relationships between the entities in your problem   space ? 

 Between 20 - 30 minutes approximately to discuss the questions and mark up the model . Then I have   each group report out on their answers to those three questions while pointing to the mark - ups on   their diagram . As each group reports out , I record commonalities in the insights of each group , and   then additional insights that come from the group discussion on an additional copy of the business   model . After this approach , I integrate each group ’s comments as an artifact , create a view that   combines the shared and new insights from the group discussion , and then create a revised business   model that incorporates their feedback and proposed changes that they agreed to as a group . 

 Insight & Approach 

 I have learned from conducting this exercise with several groups and companies is that while the   business model – especially the revised model that incorporates their feedback – is important for   reinforcing their understanding of the problem they are working to solve , the more valuable aspect   of the activity is the shared insights and shared learning that occurs while they are working to define   their problem space and have the same understanding . The technique gives the diverse group of   stakeholders a focal point for discussion that allows them to share their perspectives and develop   insights into potential root causes of their problems . While they could create the model from a blank   slate in a collaborative manner , starting with a straw man jump starts the conversation for them .   They can quickly identify where they are in the business model – or if they are missing – and can   more quickly gain new insights about relationships between key entities instead oftaking time to 

 identify them . They can also identify variables , metrics and KPI´s in the problem space – that is , it   helps them to identify what they do n’t know , in what areas they need to obtain information or data   to provide the values for the variables . 

 I use visualization tool most of the time as a part of company´s methodology , more often where   the projects require an improvements or innovations on theirs procesess , products o services . 

 A valuable aspect is the shared insights and learning . The revised model that incorporates their   combined feedback serve as a reference tool throughout the remainder of their work . 

 An other valuable aspect ocurss when it finished the requirements gathering phase , because it is   easy to reuse these models to run simulations and even start to code 

 I keep using this tool due to the flexibility , dynamism and effectiviness to make changes in business   models . 


EMAIL: 
ID_NUM: 
NAME_STUDENT: 
PHONE_NUM: 
STREET_ADDRESS: 
URL_PERSONAL: https://www.lopez.com/category/tagprivacy.php
USERNAME: 

### Task: You are a PII (Personal Identity Information) Detection. Given a essays written by students, you have to identify ONLY the following:
NAME_STUDENT - The full or partial name of a student that is not necessarily the author of the essay. This excludes instructors, authors, and other person names.
EMAIL - A student’s email address.
USERNAME - A student's username on any platform.
ID_NUM - A number or sequence of characters that could be used to identify a student, such as a student ID or a social security number.
PHONE_NUM - A phone number associated with a student.
URL_PERSONAL - A URL that might be used to identify a student.
STREET_ADDRESS - A full or partial street address that is associated with the student, such as their home address.
### Input: Challenge & Selection 

 I work as consultant in financial services sector and Visualization is a great tool that I use all the time   to achieve a shared understanding of a problem space among a diverse group of stakeholders before   attempting to identify and define possible solutions to the problem or TO - BE diagram . I use this   approach often with our customers who are banks and insurance companies working to apply   technology innovations to modernize their mission or the delivery of their services to their customer   or maybe comply with regulators , which may be businesses , internal areas or final users . 

 The challenge in any company portfolio is to improve the workflows ( projects , procesess , activities   and task ) within the PMO guidelines in order to improve and innovate any business process looking   for increase the profit . For example , I worked with a largest bank in America . The bank was looking   to redefined the process of sales . So , I decided to get the know - how of business using the BPM   model technique . 

 I have used different business procesess modeling techniques ( UML diagram , flowchart , BPMN ,   SIPOC , Gantt chart , etc ... ) using a visualization of a problem domain with a set of questions or   prompts for discussion to allow a diverse group of stakeholders to learn from each other in the   process of defining the scope , boundaries , key elements , and relationships between elements to   consider when identifying pain points and opportunities for improvements or solutions . I prefer to   use a BPM modeling technique . 

 Business process modelling tools provide business users with the ability to model their business   processes , implement and execute those models , and refine the models based on as - executed data .   As a result , business process modelling tools can provide transparency into business processes , as   well as the centralization of corporate business process models and execution metrics . Modelling   tools may also enable collaborate modelling of complex processes by users working in teams , where   users can share and simulate models collaboratively . 

 Business Process Model and Notation has become the de - facto standard for business processes   diagrams . It is intended to be used directly by the stakeholders who design , manage and realize   business processes , but at the same time be precise enough to allow BPMN diagrams to be   translated into software process components . BPMN has an easy - to - use flowchart - like notation that   is independent of any particular implementation environment . The latest version of notation can be   found : https://www.lopez.com/category/tagprivacy.php 

 Application 

 I start the process by creating a diagram of the problem domain . To develop AS - IS diagram , I draw   from any existing material available to understand the environment . The existing material may be   operational or procedural documents , training materials , marketing materials , OPA´s or other   reports . If materials are not available , then I request a short meeting to conduct informal interviews   with one - three of the stakeholders who serve as my main points of contact on a high level initiative .   During these meetings is important to explain to stakeholders the main shapes / figures that will be   contained each diagram ( process , sub - process , conditionals , connectors , etc … ) . 

 From previous research the approach helps to reinforce the notion that every service – even an   internal service – has customers with whom the service provider interacts and internal processes   that enable the organization to provide the service .   I start to identify Partners , KPI´s , rols ,   Approvers , Value Chain Providers , Inputs , Outputs , Organizations , legacy systems and other entities   that may add constraints to how the organization operates according to the BPM Notation . The   business modeling is simple , using simple shapes and icons available in Visio or any tool that   supports BPM Notation ( Oracle , Bizagi , WBM , etc … ) . 

 If this approach view does n’t work , then I try to explain with a short process example the type of   visual , either based on a high - level process flow with swim lanes for different stakeholders ,   flowchart or another format . The previous steps will help to get a first draft and the stakeholders   involved have the same understanding . 

 During   Requirements Gathering phase in the first review , I often divide the stakeholders into groups   of 3 - 6 participants each representing a different organization , area of interest or the SME according   to the detail required . Each group receives a copy or email of the business model that they can write   on directly , use sticky notes or send an email to make comments . In this activity it is suggested to   give them two - three   questions predefined to answer , such as : 

 1 ) What key performance indcators are missing from the graphic ? 

 2 ) What would you change about the model to make it more accurately reflect your problem space ? 

 3 ) What key insights do you have about the relationships between the entities in your problem   space ? 

 Between 20 - 30 minutes approximately to discuss the questions and mark up the model . Then I have   each group report out on their answers to those three questions while pointing to the mark - ups on   their diagram . As each group reports out , I record commonalities in the insights of each group , and   then additional insights that come from the group discussion on an additional copy of the business   model . After this approach , I integrate each group ’s comments as an artifact , create a view that   combines the shared and new insights from the group discussion , and then create a revised business   model that incorporates their feedback and proposed changes that they agreed to as a group . 

 Insight & Approach 

 I have learned from conducting this exercise with several groups and companies is that while the   business model – especially the revised model that incorporates their feedback – is important for   reinforcing their understanding of the problem they are working to solve , the more valuable aspect   of the activity is the shared insights and shared learning that occurs while they are working to define   their problem space and have the same understanding . The technique gives the diverse group of   stakeholders a focal point for discussion that allows them to share their perspectives and develop   insights into potential root causes of their problems . While they could create the model from a blank   slate in a collaborative manner , starting with a straw man jump starts the conversation for them .   They can quickly identify where they are in the business model – or if they are missing – and can   more quickly gain new insights about relationships between key entities instead oftaking time to 

 identify them . They can also identify variables , metrics and KPI´s in the problem space – that is , it   helps them to identify what they do n’t know , in what areas they need to obtain information or data   to provide the values for the variables . 

 I use visualization tool most of the time as a part of company´s methodology , more often where   the projects require an improvements or innovations on theirs procesess , products o services . 

 A valuable aspect is the shared insights and learning . The revised model that incorporates their   combined feedback serve as a reference tool throughout the remainder of their work . 

 An other valuable aspect ocurss when it finished the requirements gathering phase , because it is   easy to reuse these models to run simulations and even start to code 

 I keep using this tool due to the flexibility , dynamism and effectiviness to make changes in business   models .
### Output: 