Challenge   My company was in the process of constructing a new office building to hold ~2,400 employees .   I was part of the project team from the ICT department assigned to determine which new   technologies would be fitted into the building . These technologies had to be useful ,   cost - effective and would be the future standard in other new buildings . We had several   proposals prepared , each with a napkin pitch and behind those , a small pack of information we   had collected while preparing the initial pitches .   In the current office buildings there was already an issue with meeting rooms being fully booked   and unavailable when people needed them . Through interviews and Q&A sessions we   discovered people were concerned that in the new open plan offices this situation would get   worse . People were particularly concerned that in the open plan environment , if they wanted to   take a discussion to a room to avoid disturbing others , they would have difficulty finding one to   use in that moment . For these reasons we decided to push forward with one of our pitches to fit   touch panels outside of meeting rooms . These panels had lights on , that were visible at a   distance to show if a room was available and if a group did n’t arrive to claim a room in a set   period of time it would free the room up for others to use . We presented this idea to local   management but they were not convinced . In particular the local head of finance did not think   we could prove the panels brought enough value to make them worthwhile .     Selection   We were still convinced we had a good proposal . We elected to do a learning launch ,   essentially a fast experiment , to enable us to gather the data needed or prove or disprove our   assumptions quickly without much more investment . A learning launch follows a specific   process ; define a hypothesis , identify key assumptions , prioritise those assumptions , design   tests for the key assumptions and then do those tests . If you prove the assumptions correct   scale up your experiment , if you prove your assumptions were wrong either tweak the idea and   try again or shelve the idea for a later date . ( You can see this process in the module 4 video   from Ed Hesse around the 15 minute mark . )     Application   For our first learning launch we set out with the hypothesis that people were n’t able to   collaborate efficiently as they were n’t able to find an appropriate space to do so and tested the 3   top priority assumptions ; that the rooms were booked most of the time , that they were often not   in use and that people did n’t have somewhere else to collaborate . We proved our assumptions   by interviewing people and manually monitoring 3 rooms near to the team . It was found that   these rooms were booked almost all of the time but only in use around half of the time .   As we proved our assumptions in the first learning launch we decided to do a longer and more   detailed study . With the hypothesis that the touch panels would improve the situation we worked   to disprove some “ disconcerting facts ” : That people would not use them , that they would not be   user friendly , that even if people checked in and out they would n’t encourage reuse and that   cancelling booked meetings when people did n’t show up on time would cause major issues . We   managed to secure several touch panels on a trial basis and used the contacts from our   multifunctional team to have them installed at 4 rooms at next to no cost . We ran the trial for 1 

 month . At the end we had data for the ~400 meetings that had been held . We disproved all of   our facts . Showing the touch panels freed up the rooms when not in use and we could show that   people then re - booked this freed up time . The panels were intuitive to use and were really   appreciated by the people using these rooms . We also proved the panels integrated well with   our other IT systems .   We presented our findings including testimonials and facts to the local management team and   got unanimous agreement to fit the panels in the companies new office building . This began our   final learning launch to prove our idea still worked at scale . ~75 touch panels were fitted in the   new building . We gathered data over 3 months and found ~15,000 hours of meetings were   booked each month , approximately 2/3 of this was then freed up by the panels when meetings   finished early or nobody arrived . ~40 % of this freed up time was then rebooked and used .   Interviews and surveys showed the panels had a very positive reception from the people in the   building . After a final presentation to local and transnational management the touch panels are   now included in the standard equipment for new buildings .     Insight   Applying the learning launch tool gave my team a powerful and structured method of   experimenting . Having assumptions and disconcerting facts that we were aiming to prove or   disprove meant the experiments had a lot of drive and purpose and a clear definition of done   which I hope to apply in other work as well . We did n’t always identify every assumption we   needed to test at the start but we were adaptable enough to pick up extra data as we went and I   believe that is important . While we were expecting a positive outcome the results were even   better than expected . Although the initial challenge is now completed the team will continue with   the learning launch approach to ensure we are achieving value with further transnational   rollouts .     Approach   I firmly believe using the learning launch tool was the right choice in this scenario , although in   the future I would be sure to keep an open mind while selecting assumptions to try to avoid   missing any . Storytelling could have also been beneficial when trying to sell the idea to local   management . Everyone present would have had the experience of not being able to find a room   to book in the system or hunting down a room for an impromptu meeting . Storytelling could have   helped them relate to the issue , form that emotional connection and solidify in their minds the   issue we were trying to solve . It could also have really helped them imagine how the solution   would work and boosted the energy and passion in the room to drive everyone toward a   solution . 


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   My company was in the process of constructing a new office building to hold ~2,400 employees .   I was part of the project team from the ICT department assigned to determine which new   technologies would be fitted into the building . These technologies had to be useful ,   cost - effective and would be the future standard in other new buildings . We had several   proposals prepared , each with a napkin pitch and behind those , a small pack of information we   had collected while preparing the initial pitches .   In the current office buildings there was already an issue with meeting rooms being fully booked   and unavailable when people needed them . Through interviews and Q&A sessions we   discovered people were concerned that in the new open plan offices this situation would get   worse . People were particularly concerned that in the open plan environment , if they wanted to   take a discussion to a room to avoid disturbing others , they would have difficulty finding one to   use in that moment . For these reasons we decided to push forward with one of our pitches to fit   touch panels outside of meeting rooms . These panels had lights on , that were visible at a   distance to show if a room was available and if a group did n’t arrive to claim a room in a set   period of time it would free the room up for others to use . We presented this idea to local   management but they were not convinced . In particular the local head of finance did not think   we could prove the panels brought enough value to make them worthwhile .     Selection   We were still convinced we had a good proposal . We elected to do a learning launch ,   essentially a fast experiment , to enable us to gather the data needed or prove or disprove our   assumptions quickly without much more investment . A learning launch follows a specific   process ; define a hypothesis , identify key assumptions , prioritise those assumptions , design   tests for the key assumptions and then do those tests . If you prove the assumptions correct   scale up your experiment , if you prove your assumptions were wrong either tweak the idea and   try again or shelve the idea for a later date . ( You can see this process in the module 4 video   from Ed Hesse around the 15 minute mark . )     Application   For our first learning launch we set out with the hypothesis that people were n’t able to   collaborate efficiently as they were n’t able to find an appropriate space to do so and tested the 3   top priority assumptions ; that the rooms were booked most of the time , that they were often not   in use and that people did n’t have somewhere else to collaborate . We proved our assumptions   by interviewing people and manually monitoring 3 rooms near to the team . It was found that   these rooms were booked almost all of the time but only in use around half of the time .   As we proved our assumptions in the first learning launch we decided to do a longer and more   detailed study . With the hypothesis that the touch panels would improve the situation we worked   to disprove some “ disconcerting facts ” : That people would not use them , that they would not be   user friendly , that even if people checked in and out they would n’t encourage reuse and that   cancelling booked meetings when people did n’t show up on time would cause major issues . We   managed to secure several touch panels on a trial basis and used the contacts from our   multifunctional team to have them installed at 4 rooms at next to no cost . We ran the trial for 1 

 month . At the end we had data for the ~400 meetings that had been held . We disproved all of   our facts . Showing the touch panels freed up the rooms when not in use and we could show that   people then re - booked this freed up time . The panels were intuitive to use and were really   appreciated by the people using these rooms . We also proved the panels integrated well with   our other IT systems .   We presented our findings including testimonials and facts to the local management team and   got unanimous agreement to fit the panels in the companies new office building . This began our   final learning launch to prove our idea still worked at scale . ~75 touch panels were fitted in the   new building . We gathered data over 3 months and found ~15,000 hours of meetings were   booked each month , approximately 2/3 of this was then freed up by the panels when meetings   finished early or nobody arrived . ~40 % of this freed up time was then rebooked and used .   Interviews and surveys showed the panels had a very positive reception from the people in the   building . After a final presentation to local and transnational management the touch panels are   now included in the standard equipment for new buildings .     Insight   Applying the learning launch tool gave my team a powerful and structured method of   experimenting . Having assumptions and disconcerting facts that we were aiming to prove or   disprove meant the experiments had a lot of drive and purpose and a clear definition of done   which I hope to apply in other work as well . We did n’t always identify every assumption we   needed to test at the start but we were adaptable enough to pick up extra data as we went and I   believe that is important . While we were expecting a positive outcome the results were even   better than expected . Although the initial challenge is now completed the team will continue with   the learning launch approach to ensure we are achieving value with further transnational   rollouts .     Approach   I firmly believe using the learning launch tool was the right choice in this scenario , although in   the future I would be sure to keep an open mind while selecting assumptions to try to avoid   missing any . Storytelling could have also been beneficial when trying to sell the idea to local   management . Everyone present would have had the experience of not being able to find a room   to book in the system or hunting down a room for an impromptu meeting . Storytelling could have   helped them relate to the issue , form that emotional connection and solidify in their minds the   issue we were trying to solve . It could also have really helped them imagine how the solution   would work and boosted the energy and passion in the room to drive everyone toward a   solution .
### Output: 