Reflection – Learning Launch – Facility Management     Challenge    I am the director of Digital Transformation of a building company and my / our challenge is to create a   Facility Management Web and Mobile application whose objective or hypothesis is to Maintain and   improve the value of a building , its networks and equipment , impacting the ecosystem of the Urban   Habitat Cluster . The project scope must validate the following key assumptions :     1 . Contain maintenance costs   2 . Maintain asset availability   3 . Comply with the Sustainable Buildings legislation   4 . Remote technical supervision with quality and service guarantee   5 . Compliance with the Risk Management System for Money Laundering and Terrorism Financing .   6 . Streamline the quotation processes .     For the execution of the project , we will contract a software development company with a maximum   estimated time of 3 months and an estimated price of US $ 10,000 . A Pilot of the application will be   executed in the Versalles Clinic , which has 5 buildings and a total of 10,500 M2 of area , where we will   validate the Functional Prototype and the key assumptions mentioned . 

 Selection    Our Team in the area of Digital Transformation , has analyzed the different Design Thinking tools , and we   have considered that the Learning Launch tool is adequate to quickly test the idea with its hypothesis and   key assumptions in a functional Prototype that will be tested through a pilot on a strategic customer . 

 Application    For our first learning launch , our Digital Transformation area , applying SCRUM methodology , contacted 10   actors or strategic customers of the Urban Habitat Cluster ecosystem who were asked their opinion of   each of the key assumptions raised and if they considered they were important in a Facility Management   process and what were their suggestions or expectations in an application that would support said   process . This work was carried out in 2 weeks , where in the end a document was obtained with the   priorities of the key assumptions , as follows :     1 . Maintain asset availability   2 . Remote technical supervision with quality and service guarantee   3 . Contain maintenance costs   4 . Streamline the quotation processes .   5 . Comply with the Sustainable Buildings legislation   6 . Compliance with the Risk Management System for Money Laundering and Terrorism Financing .     For our second learning launch , our Digital Transformation area applying SCRUM methodology , again   contacted 10 actors or strategic customers of the Urban Habitat Cluster ecosystem who were asked to   prioritize the processes that the Building Management application would have . This work was carried out   in 2 weeks , where in the end a document was obtained with the following result :     1 . Characterization of the spaces that make up a building .   2 . Sustainability of the building ( Consumption Management of Public Services and Equipment   Management )   3 . Building Maintenance ( Maintenance Service Requests generated by the client towards the contractors   with their respective quotation , approval , delivery of the work with evidence and payment of the service ) . 

 4 . Administration of the Operational Costs of the Building .   5 . Biosafety Protocol ( Covid19 ) of the maintenance contractor company and its employees , validated by   the local government health entity .   6 . Validation of the Risk Management System for Money Laundering and Terrorism Financing for   contractor companies that offer building maintenance services .   7 . Appraised the building .       Insight    Applying the learning launch tool , our Digital Transformation team was able to identify that the key   assumptions were real , which allowed us to define the design of the Application with the following   Modules for Facility Management in a functional prototype and that we would test in the Pilot of the   strategic customer Versalles Clinic , as follows :     1 . Characterization Module .   2 . Sustainability Module .   3 . Maintenance Module .   4 . Administration Module .   5 . Biosafety Module .   6 . Registration Module .   7 . Appraisal Module .     Approach   Definitely , the learning launch tool was the appropriate one because the implemented process allowed   the functional prototype to be validated in the Pilot of the strategic customer Versalles Clinic , where the   application was had for 2 months and all the important information was collected ( confirming the volume   data and data quality ) for data analytics and Dash Boards were generated with important indicators of the   process , so as a conclusion we can continue with the development of the Facility Management Application   to commercialize it in the Urban Habitat Cluster Ecosystem . 


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: Reflection – Learning Launch – Facility Management     Challenge    I am the director of Digital Transformation of a building company and my / our challenge is to create a   Facility Management Web and Mobile application whose objective or hypothesis is to Maintain and   improve the value of a building , its networks and equipment , impacting the ecosystem of the Urban   Habitat Cluster . The project scope must validate the following key assumptions :     1 . Contain maintenance costs   2 . Maintain asset availability   3 . Comply with the Sustainable Buildings legislation   4 . Remote technical supervision with quality and service guarantee   5 . Compliance with the Risk Management System for Money Laundering and Terrorism Financing .   6 . Streamline the quotation processes .     For the execution of the project , we will contract a software development company with a maximum   estimated time of 3 months and an estimated price of US $ 10,000 . A Pilot of the application will be   executed in the Versalles Clinic , which has 5 buildings and a total of 10,500 M2 of area , where we will   validate the Functional Prototype and the key assumptions mentioned . 

 Selection    Our Team in the area of Digital Transformation , has analyzed the different Design Thinking tools , and we   have considered that the Learning Launch tool is adequate to quickly test the idea with its hypothesis and   key assumptions in a functional Prototype that will be tested through a pilot on a strategic customer . 

 Application    For our first learning launch , our Digital Transformation area , applying SCRUM methodology , contacted 10   actors or strategic customers of the Urban Habitat Cluster ecosystem who were asked their opinion of   each of the key assumptions raised and if they considered they were important in a Facility Management   process and what were their suggestions or expectations in an application that would support said   process . This work was carried out in 2 weeks , where in the end a document was obtained with the   priorities of the key assumptions , as follows :     1 . Maintain asset availability   2 . Remote technical supervision with quality and service guarantee   3 . Contain maintenance costs   4 . Streamline the quotation processes .   5 . Comply with the Sustainable Buildings legislation   6 . Compliance with the Risk Management System for Money Laundering and Terrorism Financing .     For our second learning launch , our Digital Transformation area applying SCRUM methodology , again   contacted 10 actors or strategic customers of the Urban Habitat Cluster ecosystem who were asked to   prioritize the processes that the Building Management application would have . This work was carried out   in 2 weeks , where in the end a document was obtained with the following result :     1 . Characterization of the spaces that make up a building .   2 . Sustainability of the building ( Consumption Management of Public Services and Equipment   Management )   3 . Building Maintenance ( Maintenance Service Requests generated by the client towards the contractors   with their respective quotation , approval , delivery of the work with evidence and payment of the service ) . 

 4 . Administration of the Operational Costs of the Building .   5 . Biosafety Protocol ( Covid19 ) of the maintenance contractor company and its employees , validated by   the local government health entity .   6 . Validation of the Risk Management System for Money Laundering and Terrorism Financing for   contractor companies that offer building maintenance services .   7 . Appraised the building .       Insight    Applying the learning launch tool , our Digital Transformation team was able to identify that the key   assumptions were real , which allowed us to define the design of the Application with the following   Modules for Facility Management in a functional prototype and that we would test in the Pilot of the   strategic customer Versalles Clinic , as follows :     1 . Characterization Module .   2 . Sustainability Module .   3 . Maintenance Module .   4 . Administration Module .   5 . Biosafety Module .   6 . Registration Module .   7 . Appraisal Module .     Approach   Definitely , the learning launch tool was the appropriate one because the implemented process allowed   the functional prototype to be validated in the Pilot of the strategic customer Versalles Clinic , where the   application was had for 2 months and all the important information was collected ( confirming the volume   data and data quality ) for data analytics and Dash Boards were generated with important indicators of the   process , so as a conclusion we can continue with the development of the Facility Management Application   to commercialize it in the Urban Habitat Cluster Ecosystem .
### Output: 