Design Thinking Reflection – Learning Launch 

 Challenge     I work for a professional services organization which develops and implements software   solutions for clients .   Our project managers ( PMs ) , who are not centralized into a Project   Management Office , lead our teams and responsible for the successful delivery of solutions for   our clients .     We have good project management tools but not a consistent onboarding or training process for   new PMs .   Their training is ad hoc and dependent on their hiring manager , the hiring manager 's   knowledge , and the time they have available for onboarding .   And , as a result , new PMs may   not be adequately prepared to successfully lead client engagements and may not be aware of   the tools that are available or how to use them .     Selection     We selected the learning launch tool ( as described by Sven Ca in the Week 4 video , Learning   Launch Tool ) and outlined the following :       •   Hypothesis :   Newly hired PMs in our organization receive inconsistent and incomplete   onboarding . 

 •   Idea ( including specific group , need , and idea to meet the need ):   Newly hired PMs ( in   addition to our projects and our clients ) would benefit from a more structured training   process . 

 •   Better than current alternatives :   We believed structured onboarding would be than the   current state , due to feedback from recently hired PMs , including :     o PMs felt they were left to themselves to figure out how to lead projects   o PMs were aware that PM tools were available but did not know how / when to use them   o PM onboarding varied greatly depending on hiring manager 

 Application     We organized a team to interview recent hires ( minimum of 5 ) and conducted " ride - alongs " to   observe their day - to - day and any gaps in knowledge .   Using data gathered during that process ,   we designed training for newly hired PMs and conducted it with a subset of new hires .   We   gathered feedback from the participants , asking them if they felt the training covered what they   needed to know to lead teams and projects , where there were gaps , etc .   Based on their   feedback , we iterated on the training -- making updates and filling gaps , where needed -- and   rolled out the training to other recent new hires .     Insight     During the interviews , ride - alongs , and initial learning launch , we gained feedback that   confirmed assumptions about what was not working in our onboarding process .   However , we   also gained unexpected feedback about what was working .       This reinforced the value of testing a hypothesis , soliciting input from a group , to be able to get   around personal bias . 

 Approach     The learning launch approach worked well for us .   We were able to get feedback quickly , make   changes to the training , and roll it out to additional participants .   In subsequent surveys , the PMs   who participated in the training sessions indicated they felt better able to lead project teams , use   the available tools , and successfully deliver for our clients .     If we were to augment this effort in the future , I would suggest that we consider mind - mapping   as a tool , to increase the input from additional stakeholders such as project team members ,   hiring managers , etc . , in addition to the input we have received from project managers   themselves . 


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: Design Thinking Reflection – Learning Launch 

 Challenge     I work for a professional services organization which develops and implements software   solutions for clients .   Our project managers ( PMs ) , who are not centralized into a Project   Management Office , lead our teams and responsible for the successful delivery of solutions for   our clients .     We have good project management tools but not a consistent onboarding or training process for   new PMs .   Their training is ad hoc and dependent on their hiring manager , the hiring manager 's   knowledge , and the time they have available for onboarding .   And , as a result , new PMs may   not be adequately prepared to successfully lead client engagements and may not be aware of   the tools that are available or how to use them .     Selection     We selected the learning launch tool ( as described by Sven Ca in the Week 4 video , Learning   Launch Tool ) and outlined the following :       •   Hypothesis :   Newly hired PMs in our organization receive inconsistent and incomplete   onboarding . 

 •   Idea ( including specific group , need , and idea to meet the need ):   Newly hired PMs ( in   addition to our projects and our clients ) would benefit from a more structured training   process . 

 •   Better than current alternatives :   We believed structured onboarding would be than the   current state , due to feedback from recently hired PMs , including :     o PMs felt they were left to themselves to figure out how to lead projects   o PMs were aware that PM tools were available but did not know how / when to use them   o PM onboarding varied greatly depending on hiring manager 

 Application     We organized a team to interview recent hires ( minimum of 5 ) and conducted " ride - alongs " to   observe their day - to - day and any gaps in knowledge .   Using data gathered during that process ,   we designed training for newly hired PMs and conducted it with a subset of new hires .   We   gathered feedback from the participants , asking them if they felt the training covered what they   needed to know to lead teams and projects , where there were gaps , etc .   Based on their   feedback , we iterated on the training -- making updates and filling gaps , where needed -- and   rolled out the training to other recent new hires .     Insight     During the interviews , ride - alongs , and initial learning launch , we gained feedback that   confirmed assumptions about what was not working in our onboarding process .   However , we   also gained unexpected feedback about what was working .       This reinforced the value of testing a hypothesis , soliciting input from a group , to be able to get   around personal bias . 

 Approach     The learning launch approach worked well for us .   We were able to get feedback quickly , make   changes to the training , and roll it out to additional participants .   In subsequent surveys , the PMs   who participated in the training sessions indicated they felt better able to lead project teams , use   the available tools , and successfully deliver for our clients .     If we were to augment this effort in the future , I would suggest that we consider mind - mapping   as a tool , to increase the input from additional stakeholders such as project team members ,   hiring managers , etc . , in addition to the input we have received from project managers   themselves .
### Output: 