Challenge     As a Team leader for the Service Reporting and Analytics and the Continual Service   Improvement teams , I was responsible in leading the team to successfully deliver periodic   critical reports for the service operations of the business , provide ad - hoc reports and insights   for the business , facilitate the process improvement workshops with the different teams ,   managing my team ’s product backlogs , and ensuring all the activities are transparent and   shared with the different stakeholders . In this space , the team successfully constructed   several dashboards on eMite and Tableau that presented the IT Service Management teams   with the reports and charts required to analyze their operational data ( Incidents , Changes ,   Problems , and Knowledge tickets / IDs ) .      The dashboards presented a holistic view of each Service group and showcased a segmented   view of each group by the different resolver groups that the data belonged to . The data   however was not tied together , meaning that each segment in the service management was   standing alone and the analysis was performed in a siloed fashion . This presented the teams   and the customers with never - ending issues and tickets , as the root - cause problems were not   resolved , and the incidents kept constantly occurring every month , sometimes even   increasing in priority as the issues were impacting critical systems .     Selection     To showcase to my team , and the fellow Service Management SMEs that we are all on one   boat , I used the visualization technique , which was ideal , as it appealed to everyone ’s   understanding and thoughts . The visual aids assisted me to convey the team ’s process of   common grounds and connections and were the base for all the discussions , meetings , and   workshops with the teams . Also , there was something great about this method , as it lifted   people to interact more with the building blocks of their processes .     Application     To execute this approach , I sat down with each team to understand their process maps ,   dependencies and their delivered outputs ( Input - Process - Output ) . Once that was done , I   documented all the individual process maps using Visio , and created a unified process map   for the 4 main business teams that were affecting customer experience ; Incident , Changes ,   Problem , and Knowledge .      This unified process map had the 4 main processes as pillars , and information was shown   flowing between all the pillars within their processes . I then started a series of workshops   with SMEs from each team , to demonstrate the unified process map , investigate with them   the possible process map gaps and issues using several brainstorming exercises like affinity   exercises , and journey mapping , pretending that we held a ticket in our hand , and it just kept   moving in the process and jumping between one team to another , changing form from   becoming an Incident that impacted customer service , to become a Problem request that   triggered a root - cause investigation , morphing into a Change request that had an action plan   to improve the level of service , which would subsequently create a knowledge article . At the 

 same time , we were measuring the time taken for each transition and translating it to the   overall customer experience that the teams have received in their survey feedback .     Insight and Approach     The sessions were a hit ; all the participants and the SMEs were engaged in the journey that   we took to connect the pieces of the puzzle together . Identified several metrics for reporting   that were essential to improve customer experience such as “ Incidents caused by Change ” or   “ Critical Incidents triggering investigation Problems tickets ” .     The virtualization technique made the discussion process much easier and efficient in   conveying the message across , was effective in highlighting process gaps , and increased the   team ’s engagement , as they were living the process , and were being asked to jump in and   participate to improve the process even further . 


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: Challenge     As a Team leader for the Service Reporting and Analytics and the Continual Service   Improvement teams , I was responsible in leading the team to successfully deliver periodic   critical reports for the service operations of the business , provide ad - hoc reports and insights   for the business , facilitate the process improvement workshops with the different teams ,   managing my team ’s product backlogs , and ensuring all the activities are transparent and   shared with the different stakeholders . In this space , the team successfully constructed   several dashboards on eMite and Tableau that presented the IT Service Management teams   with the reports and charts required to analyze their operational data ( Incidents , Changes ,   Problems , and Knowledge tickets / IDs ) .      The dashboards presented a holistic view of each Service group and showcased a segmented   view of each group by the different resolver groups that the data belonged to . The data   however was not tied together , meaning that each segment in the service management was   standing alone and the analysis was performed in a siloed fashion . This presented the teams   and the customers with never - ending issues and tickets , as the root - cause problems were not   resolved , and the incidents kept constantly occurring every month , sometimes even   increasing in priority as the issues were impacting critical systems .     Selection     To showcase to my team , and the fellow Service Management SMEs that we are all on one   boat , I used the visualization technique , which was ideal , as it appealed to everyone ’s   understanding and thoughts . The visual aids assisted me to convey the team ’s process of   common grounds and connections and were the base for all the discussions , meetings , and   workshops with the teams . Also , there was something great about this method , as it lifted   people to interact more with the building blocks of their processes .     Application     To execute this approach , I sat down with each team to understand their process maps ,   dependencies and their delivered outputs ( Input - Process - Output ) . Once that was done , I   documented all the individual process maps using Visio , and created a unified process map   for the 4 main business teams that were affecting customer experience ; Incident , Changes ,   Problem , and Knowledge .      This unified process map had the 4 main processes as pillars , and information was shown   flowing between all the pillars within their processes . I then started a series of workshops   with SMEs from each team , to demonstrate the unified process map , investigate with them   the possible process map gaps and issues using several brainstorming exercises like affinity   exercises , and journey mapping , pretending that we held a ticket in our hand , and it just kept   moving in the process and jumping between one team to another , changing form from   becoming an Incident that impacted customer service , to become a Problem request that   triggered a root - cause investigation , morphing into a Change request that had an action plan   to improve the level of service , which would subsequently create a knowledge article . At the 

 same time , we were measuring the time taken for each transition and translating it to the   overall customer experience that the teams have received in their survey feedback .     Insight and Approach     The sessions were a hit ; all the participants and the SMEs were engaged in the journey that   we took to connect the pieces of the puzzle together . Identified several metrics for reporting   that were essential to improve customer experience such as “ Incidents caused by Change ” or   “ Critical Incidents triggering investigation Problems tickets ” .     The virtualization technique made the discussion process much easier and efficient in   conveying the message across , was effective in highlighting process gaps , and increased the   team ’s engagement , as they were living the process , and were being asked to jump in and   participate to improve the process even further .
### Output: 