Page 1 of 2 

 Experimental approach to reduce project go - live issues 

 Reflection : Learning Launch 

 The Challenge      I am part of one of the largest Business transformation initiatives in my organization intending to   decommission legacy applications to modern ERP Business Suite ( Applications ) . The primary   challenge is to improve readiness check aka go live rehearsal efficiency ( technical readiness , non- compliance in code to be more specific ) . Historical trend shows 30 - 35 issues as non - compliance   but to resolve , it is consuming whopping 24 working hours ( 3 working days ) . Situation was resulting   in reactions , quick fixes to the problem rather than responding with the proper root cause . As a   result fear of potential deviation in project timelines and higher variance in planned vs actual   budget as a cascading effect .        Selection     The motivation for selecting the design thinking approach needed closer cooperation with a large   diverse set of the team including members from IT partners working at a remote location . The idea   of participating in an experiment , adjust and adapt became more encouraging and appealing for   all to feel engaged . Hence partner - led learning launch became the perfect choice in which IT   partners volunteered to extend their support to improve quality .     Application      The development team , technical leads were invited for a closer review of types of different issues .   To start all issues were bundled into clusters . Injection and detection point of such issues were   extensively discussed and plotted . Human aspect , experience level , competencies and coding   guidelines process awareness were also considered in the initial study . The study revealed   following root finding ( 1 ) Lack of code - compliance process awareness , ( 2 ) casual attitude towards   adhering to coding guidelines and ( 3 ) personality challenges with some to acknowledge issues as   real issues .      For an experiment , it was collectively agreed that instead of conducting rehearsal close to project   go - live , automated mock rehearsals to be conducted at each stage of code movement ( There are 4   stages of code movement - Development > Quality > Pre - Production > Production ) . As part of the   launch , Project release was identified , information about the experiment was distributed to all   stakeholders . The first experimental check was conducted at each stage and astonishingly during   final go - live rehearsal , only 4 issues surfaced solved in 30 mins that in essence means a 90 %   reduction in total number of issues . This resulted in less panic and much - relaxed project go - lives .   Re - Educating core team about compliance process and tool awareness contributed consistent   results . Improvement also allowed the team to devote more time to the qualitative aspect of project   delivery at each stage .          Insights     With an experimental approach , empathy played a key role in dealing with the human aspect   especially with few members with resistance . Group got an opportunity to closely look at the entire   cycle of code movement between all stages . Collective walkthrough of what was earlier perceived   as non - issue of one team becoming an issue for other teams was incredible and an eye - opener .   This also helped curtain casual attitude . The approach also reinforced the need to have strong   cross - team collaboration . The need for additional lunches was not needed challenge mentioned   above . 

 Page 2 of 2 

 Approach     The factor of transparency and small - to - scale experimental approach was widely appreciated .   Approach also proved increasing team sprit over silos . However , despite the experimental   approach , personality traits of resistance to change needs further thinking for future launches .   Additional two more areas have already been identified to pursue a similar approach and   preparation is underway . 


EMAIL: 
ID_NUM: 
NAME_STUDENT: 
PHONE_NUM: 
STREET_ADDRESS: 
URL_PERSONAL: 
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: Page 1 of 2 

 Experimental approach to reduce project go - live issues 

 Reflection : Learning Launch 

 The Challenge      I am part of one of the largest Business transformation initiatives in my organization intending to   decommission legacy applications to modern ERP Business Suite ( Applications ) . The primary   challenge is to improve readiness check aka go live rehearsal efficiency ( technical readiness , non- compliance in code to be more specific ) . Historical trend shows 30 - 35 issues as non - compliance   but to resolve , it is consuming whopping 24 working hours ( 3 working days ) . Situation was resulting   in reactions , quick fixes to the problem rather than responding with the proper root cause . As a   result fear of potential deviation in project timelines and higher variance in planned vs actual   budget as a cascading effect .        Selection     The motivation for selecting the design thinking approach needed closer cooperation with a large   diverse set of the team including members from IT partners working at a remote location . The idea   of participating in an experiment , adjust and adapt became more encouraging and appealing for   all to feel engaged . Hence partner - led learning launch became the perfect choice in which IT   partners volunteered to extend their support to improve quality .     Application      The development team , technical leads were invited for a closer review of types of different issues .   To start all issues were bundled into clusters . Injection and detection point of such issues were   extensively discussed and plotted . Human aspect , experience level , competencies and coding   guidelines process awareness were also considered in the initial study . The study revealed   following root finding ( 1 ) Lack of code - compliance process awareness , ( 2 ) casual attitude towards   adhering to coding guidelines and ( 3 ) personality challenges with some to acknowledge issues as   real issues .      For an experiment , it was collectively agreed that instead of conducting rehearsal close to project   go - live , automated mock rehearsals to be conducted at each stage of code movement ( There are 4   stages of code movement - Development > Quality > Pre - Production > Production ) . As part of the   launch , Project release was identified , information about the experiment was distributed to all   stakeholders . The first experimental check was conducted at each stage and astonishingly during   final go - live rehearsal , only 4 issues surfaced solved in 30 mins that in essence means a 90 %   reduction in total number of issues . This resulted in less panic and much - relaxed project go - lives .   Re - Educating core team about compliance process and tool awareness contributed consistent   results . Improvement also allowed the team to devote more time to the qualitative aspect of project   delivery at each stage .          Insights     With an experimental approach , empathy played a key role in dealing with the human aspect   especially with few members with resistance . Group got an opportunity to closely look at the entire   cycle of code movement between all stages . Collective walkthrough of what was earlier perceived   as non - issue of one team becoming an issue for other teams was incredible and an eye - opener .   This also helped curtain casual attitude . The approach also reinforced the need to have strong   cross - team collaboration . The need for additional lunches was not needed challenge mentioned   above . 

 Page 2 of 2 

 Approach     The factor of transparency and small - to - scale experimental approach was widely appreciated .   Approach also proved increasing team sprit over silos . However , despite the experimental   approach , personality traits of resistance to change needs further thinking for future launches .   Additional two more areas have already been identified to pursue a similar approach and   preparation is underway .
### Output: 