Reflection 	
   — 	
   Mind 	
   Mapping 

 Challenge 	
   	
    Given 	
   the 	
   ever-­‐increasing 	
   pace 	
   of 	
   technological 	
   advancement , 	
   the 	
   daily 	
   business 	
    opportunities 	
   and 	
   challenges 	
   that 	
   a 	
   company 	
   must 	
   choose 	
   among 	
   can 	
   seem 	
   limitless 	
    and 	
   therefore 	
   require 	
   prioritization . 	
   In 	
   theory , 	
   this 	
   may 	
   seem 	
   easy 	
   enough 	
   — 	
    address 	
   the 	
   opportunity / challenge 	
   first 	
   that 	
   presents 	
   the 	
   greatest 	
   impact 	
   and 	
   work 	
    through 	
   the 	
   remainder 	
   serially . 	
   But 	
   few 	
   companies 	
   have 	
   the 	
   luxury 	
   of 	
   operating 	
   this 	
    way . 	
   That 	
   which 	
   is 	
   a 	
   priority 	
   for 	
   one 	
   individual 	
   or 	
   department , 	
   could 	
   be 	
   irrelevant 	
   to 	
    another . 	
   And 	
   often 	
   solutions 	
   require 	
   collaboration 	
   across 	
   functional 	
   areas 	
   of 	
   a 	
    business . 	
  	
   	
    Therefore , 	
   in 	
   order 	
   to 	
   address 	
   multiple 	
   priorities 	
   in 	
   parallel , 	
   my 	
   company ’s 	
   decision 	
    makers 	
   require 	
   a 	
   means 	
   for 	
   transparent , 	
   shared 	
   prioritization 	
   and 	
   capacity 	
   planning 	
    through 	
   project 	
   management . 	
   Our 	
   approach 	
   must 	
   address 	
   the 	
   interests 	
   of 	
    production , 	
   marketing , 	
   sales , 	
   finance , 	
   creative 	
   services , 	
   IT 	
   and 	
   Web 	
   development . 	
  	
   	
    In 	
   order 	
   to 	
   address 	
   this 	
   need 	
   through 	
   design 	
   thinking , 	
   my 	
   teammates 	
   and 	
   I 	
   focused 	
    on 	
   what 	
   works 	
   well 	
   and 	
   what 	
   knowledge 	
   gaps 	
   existed 	
   in 	
   the 	
   existing 	
   cross-­‐ department 	
   relationships 	
   so 	
   that 	
   we 	
   could 	
   help 	
   facilitate 	
   a 	
   more 	
   effective 	
   structure 	
    and/or 	
   process . 	
  	
  	
  	
   	
    Selection 	
   	
    Using 	
   the 	
   tool 	
   of 	
   Mind 	
   Mapping , 	
   we 	
   looked 	
   for 	
   patterns 	
   and 	
   insights 	
   in 	
   a 	
   large 	
    quantity 	
   of 	
   data 	
   collected 	
   during 	
   our 	
   exploration 	
   of 	
   aforementioned 	
   departments ’ 	
    project 	
   management 	
   practices . 	
   With 	
   the 	
   offices 	
   for 	
   these 	
   department 	
   spread 	
   among 	
    three 	
   geographic 	
   locations , 	
   we 	
   expected 	
   this 	
   dispersion 	
   may 	
   have 	
   contributed 	
   to 	
   the 	
    development 	
   of 	
   divergent 	
   approaches 	
   over 	
   time . 	
   The 	
   goal 	
   of 	
   Mind 	
   Mapping 	
   was 	
   to 	
    establish 	
   criteria 	
   for 	
   ‘ What 	
   If ’ 	
   idea 	
   generation 	
   to 	
   follow . 	
  	
   	
    Application 	
  	
   	
    To 	
   gather 	
   data , 	
   we 	
   delved 	
   into 	
   our 	
   design 	
   research 	
   toolbox 	
   and 	
   applied 	
   techniques 	
    that 	
   emphasized 	
   real 	
   context 	
   and 	
   examples 	
   rather 	
   than 	
   hypotheticals 	
   and 	
    assumptions ; 	
   empathy , 	
   curiosity 	
   and 	
   conversation 	
   rather 	
   than 	
   clinical , 	
   distanced 	
    observations ; 	
   and 	
   continuous 	
   small-­‐scale 	
   observations 	
   rather 	
   than 	
   research 	
   as 	
   a 	
    one-­‐off 	
   phase . 	
  	
  	
   	
    Over 	
   the 	
   course 	
   of 	
   months , 	
   we 	
   engaged 	
   with 	
   project 	
   team 	
   members 	
   and 	
   decision 	
    makers 	
   across 	
   departments 	
   and 	
   locations 	
   through 	
   several 	
   means : 

 •   Instant 	
   insights : 	
   Brief 	
   encounters 	
   ( i.e. 	
   a 	
   few 	
   specific 	
   questions 	
   in 	
   person 	
   or 	
   by 	
    phone ) 	
   with 	
   our 	
   target 	
   stakeholders . 	
   We 	
   found 	
   this 	
   helpful 	
   for 	
   eliciting 	
    reactions , 	
   candid 	
   beliefs 	
   and 	
   opinions . 

 •   Qualitative 	
   interviews : 	
   Face-­‐to-­‐face 	
   interviews 	
   that 	
   focus 	
   on 	
   evoking 	
    experiences , 	
   emotions 	
   and 	
   identities . 

 •   Journey 	
   mapping : 	
   Having 	
   stakeholders 	
   build 	
   visualizations 	
   of 	
   relevant 	
   touch 	
    points 	
   that 	
   showed 	
   how 	
   they 	
   interact 	
   with 	
   the 	
   project 	
   management 	
   and 	
    decision 	
   making 	
   processes . 

 •   Participatory 	
   observation : 	
   Learning 	
   through 	
   immersion 	
   in 	
   the 	
   stakeholder ’s 	
    daily 	
   activities . 	
   This 	
   helped 	
   us 	
   understand 	
   how 	
   the 	
   environment , 	
   context 	
   and 	
    other 	
   unexpected 	
   factors 	
   contributed 	
   to 	
   the 	
   stakeholder ’s 	
   engagement 	
   in 	
   the 	
    project 	
   management 	
   and 	
   decision 	
   making 	
   processes . 

 Having 	
   then 	
   collected 	
   data 	
   through 	
   these 	
   techniques , 	
   we 	
   recorded 	
   the 	
   responses 	
    and 	
   takeaways 	
   on 	
   Post-­‐It 	
   Notes ; 	
   reviewed 	
   them 	
   as 	
   a 	
   team ; 	
   and 	
   began 	
   to 	
   cluster , 	
    refine , 	
   and 	
   again 	
   rearrange 	
   the 	
   Post-­‐Its 	
   as 	
   patterns 	
   and 	
   insights 	
   — 	
   some 	
   unexpected 	
    — 	
   began 	
   to 	
   emerge . 	
  	
   	
    Insight 	
   	
    As 	
   a 	
   result 	
   of 	
   the 	
   data 	
   collection 	
   and 	
   examination , 	
   patterns 	
   began 	
   to 	
   take 	
   shape . 	
   We 	
    found 	
   that 	
   the 	
   more 	
   technically-­‐oriented 	
   the 	
   departments 	
   ( i.e. 	
   IT , 	
   Web 	
    development ) , 	
   the 	
   more 	
   transparent 	
   and 	
   structured 	
   the 	
   project 	
   management 	
    processes , 	
   but 	
   their 	
   practices 	
   were 	
   also 	
   viewed 	
   as 	
   overly 	
   complicated 	
   by 	
   some 	
    outside 	
   those 	
   departments . 	
   Those 	
   departments 	
   that 	
   were 	
   more 	
   inconsistent 	
   with 	
    their 	
   project 	
   management 	
   processes , 	
   tended 	
   be 	
   to 	
   those 	
   that 	
   geographically 	
   distant 	
    from 	
   headquarters 	
   and/or 	
   less 	
   technical . 	
   We 	
   also 	
   found 	
   that 	
   all 	
   departments 	
   were 	
    open 	
   to 	
   greater 	
   transparency 	
   and 	
   resource 	
   capacity 	
   planning , 	
   but 	
   difficulty 	
    identifying 	
   the 	
   needed 	
   colleagues 	
   for 	
   some 	
   projects 	
   at 	
   their 	
   outset 	
   was 	
   leading 	
   to 	
    surprises , 	
   resource 	
   conflicts , 	
   and 	
   tensions 	
   at 	
   later 	
   junctures . 	
  	
   	
    These 	
   insights 	
   revealed 	
   willingness 	
   for 	
   uniformity 	
   of 	
   approach 	
   in 	
   project 	
    management 	
   but 	
   a 	
   lack 	
   of 	
   resources / support 	
   in 	
   some 	
   business 	
   units . 	
   This 	
   came 	
   as 	
   a 	
    surprise 	
   to 	
   some 	
   who 	
   assumed 	
   the 	
   divergence 	
   in 	
   approach 	
   was 	
   either 	
   purposeful 	
   or 	
    the 	
   result 	
   of 	
   indifference , 	
   not 	
   a 	
   matter 	
   of 	
   resources . 	
   Guided 	
   by 	
   this 	
   information , 	
   my 	
    team 	
   was 	
   able 	
   to 	
   offer 	
   recommendations 	
   for 	
   how 	
   a 	
   learning 	
   launch 	
   may 	
   allow 	
   the 	
    company 	
   to 	
   test 	
   and 	
   improve 	
   a 	
   new 	
   structure 	
   under 	
   real 	
   business 	
   conditions . 	
  	
   	
    Approach 	
  	
   	
    Mind 	
   Mapping , 	
   applied 	
   to 	
   the 	
   entire 	
   scope 	
   of 	
   departments / stakeholders 	
   rather 	
   than 	
    just 	
   a 	
   subset 	
   believed 	
   to 	
   be 	
   the 	
   ‘ troublemakers , ’ 	
   proved 	
   extremely 	
   valuable 	
   as 	
   we 	
    were 	
   able 	
   to 	
   identify 	
   patterns 	
   and 	
   insights 	
   about 	
   the 	
   current 	
   ‘ What 	
   Is ’ 	
   condition 	
   that 	
    allowed 	
   us 	
   to 	
   devise 	
   ‘ What 	
   If ’ 	
   scenarios 	
   including 	
   the 	
   idea 	
   of 	
   embedding 	
   project 	
    managers 	
   in 	
   departments 	
   that 	
   previously 	
   did 	
   not 	
   have 	
   one , 	
   and 	
   providing 	
   additional 	
    training 	
   and 	
   support 	
   staff 	
   for 	
   a 	
   corporate 	
   productivity 	
   suite . 	
   Future 	
   use 	
   of 	
   Mind 	
    Mapping , 	
   depending 	
   upon 	
   the 	
   objective , 	
   may 	
   include 	
   many 	
   of 	
   the 	
   same 	
   techniques 	
    and/or 	
   expert 	
   interviews , 	
   desk 	
   research , 	
   and 	
   best 	
   practice 	
   outlooks 	
   depending 	
   upon 	
    which 	
   best 	
   suit 	
   the 	
   endeavor . 


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 	
   — 	
   Mind 	
   Mapping 

 Challenge 	
   	
    Given 	
   the 	
   ever-­‐increasing 	
   pace 	
   of 	
   technological 	
   advancement , 	
   the 	
   daily 	
   business 	
    opportunities 	
   and 	
   challenges 	
   that 	
   a 	
   company 	
   must 	
   choose 	
   among 	
   can 	
   seem 	
   limitless 	
    and 	
   therefore 	
   require 	
   prioritization . 	
   In 	
   theory , 	
   this 	
   may 	
   seem 	
   easy 	
   enough 	
   — 	
    address 	
   the 	
   opportunity / challenge 	
   first 	
   that 	
   presents 	
   the 	
   greatest 	
   impact 	
   and 	
   work 	
    through 	
   the 	
   remainder 	
   serially . 	
   But 	
   few 	
   companies 	
   have 	
   the 	
   luxury 	
   of 	
   operating 	
   this 	
    way . 	
   That 	
   which 	
   is 	
   a 	
   priority 	
   for 	
   one 	
   individual 	
   or 	
   department , 	
   could 	
   be 	
   irrelevant 	
   to 	
    another . 	
   And 	
   often 	
   solutions 	
   require 	
   collaboration 	
   across 	
   functional 	
   areas 	
   of 	
   a 	
    business . 	
  	
   	
    Therefore , 	
   in 	
   order 	
   to 	
   address 	
   multiple 	
   priorities 	
   in 	
   parallel , 	
   my 	
   company ’s 	
   decision 	
    makers 	
   require 	
   a 	
   means 	
   for 	
   transparent , 	
   shared 	
   prioritization 	
   and 	
   capacity 	
   planning 	
    through 	
   project 	
   management . 	
   Our 	
   approach 	
   must 	
   address 	
   the 	
   interests 	
   of 	
    production , 	
   marketing , 	
   sales , 	
   finance , 	
   creative 	
   services , 	
   IT 	
   and 	
   Web 	
   development . 	
  	
   	
    In 	
   order 	
   to 	
   address 	
   this 	
   need 	
   through 	
   design 	
   thinking , 	
   my 	
   teammates 	
   and 	
   I 	
   focused 	
    on 	
   what 	
   works 	
   well 	
   and 	
   what 	
   knowledge 	
   gaps 	
   existed 	
   in 	
   the 	
   existing 	
   cross-­‐ department 	
   relationships 	
   so 	
   that 	
   we 	
   could 	
   help 	
   facilitate 	
   a 	
   more 	
   effective 	
   structure 	
    and/or 	
   process . 	
  	
  	
  	
   	
    Selection 	
   	
    Using 	
   the 	
   tool 	
   of 	
   Mind 	
   Mapping , 	
   we 	
   looked 	
   for 	
   patterns 	
   and 	
   insights 	
   in 	
   a 	
   large 	
    quantity 	
   of 	
   data 	
   collected 	
   during 	
   our 	
   exploration 	
   of 	
   aforementioned 	
   departments ’ 	
    project 	
   management 	
   practices . 	
   With 	
   the 	
   offices 	
   for 	
   these 	
   department 	
   spread 	
   among 	
    three 	
   geographic 	
   locations , 	
   we 	
   expected 	
   this 	
   dispersion 	
   may 	
   have 	
   contributed 	
   to 	
   the 	
    development 	
   of 	
   divergent 	
   approaches 	
   over 	
   time . 	
   The 	
   goal 	
   of 	
   Mind 	
   Mapping 	
   was 	
   to 	
    establish 	
   criteria 	
   for 	
   ‘ What 	
   If ’ 	
   idea 	
   generation 	
   to 	
   follow . 	
  	
   	
    Application 	
  	
   	
    To 	
   gather 	
   data , 	
   we 	
   delved 	
   into 	
   our 	
   design 	
   research 	
   toolbox 	
   and 	
   applied 	
   techniques 	
    that 	
   emphasized 	
   real 	
   context 	
   and 	
   examples 	
   rather 	
   than 	
   hypotheticals 	
   and 	
    assumptions ; 	
   empathy , 	
   curiosity 	
   and 	
   conversation 	
   rather 	
   than 	
   clinical , 	
   distanced 	
    observations ; 	
   and 	
   continuous 	
   small-­‐scale 	
   observations 	
   rather 	
   than 	
   research 	
   as 	
   a 	
    one-­‐off 	
   phase . 	
  	
  	
   	
    Over 	
   the 	
   course 	
   of 	
   months , 	
   we 	
   engaged 	
   with 	
   project 	
   team 	
   members 	
   and 	
   decision 	
    makers 	
   across 	
   departments 	
   and 	
   locations 	
   through 	
   several 	
   means : 

 •   Instant 	
   insights : 	
   Brief 	
   encounters 	
   ( i.e. 	
   a 	
   few 	
   specific 	
   questions 	
   in 	
   person 	
   or 	
   by 	
    phone ) 	
   with 	
   our 	
   target 	
   stakeholders . 	
   We 	
   found 	
   this 	
   helpful 	
   for 	
   eliciting 	
    reactions , 	
   candid 	
   beliefs 	
   and 	
   opinions . 

 •   Qualitative 	
   interviews : 	
   Face-­‐to-­‐face 	
   interviews 	
   that 	
   focus 	
   on 	
   evoking 	
    experiences , 	
   emotions 	
   and 	
   identities . 

 •   Journey 	
   mapping : 	
   Having 	
   stakeholders 	
   build 	
   visualizations 	
   of 	
   relevant 	
   touch 	
    points 	
   that 	
   showed 	
   how 	
   they 	
   interact 	
   with 	
   the 	
   project 	
   management 	
   and 	
    decision 	
   making 	
   processes . 

 •   Participatory 	
   observation : 	
   Learning 	
   through 	
   immersion 	
   in 	
   the 	
   stakeholder ’s 	
    daily 	
   activities . 	
   This 	
   helped 	
   us 	
   understand 	
   how 	
   the 	
   environment , 	
   context 	
   and 	
    other 	
   unexpected 	
   factors 	
   contributed 	
   to 	
   the 	
   stakeholder ’s 	
   engagement 	
   in 	
   the 	
    project 	
   management 	
   and 	
   decision 	
   making 	
   processes . 

 Having 	
   then 	
   collected 	
   data 	
   through 	
   these 	
   techniques , 	
   we 	
   recorded 	
   the 	
   responses 	
    and 	
   takeaways 	
   on 	
   Post-­‐It 	
   Notes ; 	
   reviewed 	
   them 	
   as 	
   a 	
   team ; 	
   and 	
   began 	
   to 	
   cluster , 	
    refine , 	
   and 	
   again 	
   rearrange 	
   the 	
   Post-­‐Its 	
   as 	
   patterns 	
   and 	
   insights 	
   — 	
   some 	
   unexpected 	
    — 	
   began 	
   to 	
   emerge . 	
  	
   	
    Insight 	
   	
    As 	
   a 	
   result 	
   of 	
   the 	
   data 	
   collection 	
   and 	
   examination , 	
   patterns 	
   began 	
   to 	
   take 	
   shape . 	
   We 	
    found 	
   that 	
   the 	
   more 	
   technically-­‐oriented 	
   the 	
   departments 	
   ( i.e. 	
   IT , 	
   Web 	
    development ) , 	
   the 	
   more 	
   transparent 	
   and 	
   structured 	
   the 	
   project 	
   management 	
    processes , 	
   but 	
   their 	
   practices 	
   were 	
   also 	
   viewed 	
   as 	
   overly 	
   complicated 	
   by 	
   some 	
    outside 	
   those 	
   departments . 	
   Those 	
   departments 	
   that 	
   were 	
   more 	
   inconsistent 	
   with 	
    their 	
   project 	
   management 	
   processes , 	
   tended 	
   be 	
   to 	
   those 	
   that 	
   geographically 	
   distant 	
    from 	
   headquarters 	
   and/or 	
   less 	
   technical . 	
   We 	
   also 	
   found 	
   that 	
   all 	
   departments 	
   were 	
    open 	
   to 	
   greater 	
   transparency 	
   and 	
   resource 	
   capacity 	
   planning , 	
   but 	
   difficulty 	
    identifying 	
   the 	
   needed 	
   colleagues 	
   for 	
   some 	
   projects 	
   at 	
   their 	
   outset 	
   was 	
   leading 	
   to 	
    surprises , 	
   resource 	
   conflicts , 	
   and 	
   tensions 	
   at 	
   later 	
   junctures . 	
  	
   	
    These 	
   insights 	
   revealed 	
   willingness 	
   for 	
   uniformity 	
   of 	
   approach 	
   in 	
   project 	
    management 	
   but 	
   a 	
   lack 	
   of 	
   resources / support 	
   in 	
   some 	
   business 	
   units . 	
   This 	
   came 	
   as 	
   a 	
    surprise 	
   to 	
   some 	
   who 	
   assumed 	
   the 	
   divergence 	
   in 	
   approach 	
   was 	
   either 	
   purposeful 	
   or 	
    the 	
   result 	
   of 	
   indifference , 	
   not 	
   a 	
   matter 	
   of 	
   resources . 	
   Guided 	
   by 	
   this 	
   information , 	
   my 	
    team 	
   was 	
   able 	
   to 	
   offer 	
   recommendations 	
   for 	
   how 	
   a 	
   learning 	
   launch 	
   may 	
   allow 	
   the 	
    company 	
   to 	
   test 	
   and 	
   improve 	
   a 	
   new 	
   structure 	
   under 	
   real 	
   business 	
   conditions . 	
  	
   	
    Approach 	
  	
   	
    Mind 	
   Mapping , 	
   applied 	
   to 	
   the 	
   entire 	
   scope 	
   of 	
   departments / stakeholders 	
   rather 	
   than 	
    just 	
   a 	
   subset 	
   believed 	
   to 	
   be 	
   the 	
   ‘ troublemakers , ’ 	
   proved 	
   extremely 	
   valuable 	
   as 	
   we 	
    were 	
   able 	
   to 	
   identify 	
   patterns 	
   and 	
   insights 	
   about 	
   the 	
   current 	
   ‘ What 	
   Is ’ 	
   condition 	
   that 	
    allowed 	
   us 	
   to 	
   devise 	
   ‘ What 	
   If ’ 	
   scenarios 	
   including 	
   the 	
   idea 	
   of 	
   embedding 	
   project 	
    managers 	
   in 	
   departments 	
   that 	
   previously 	
   did 	
   not 	
   have 	
   one , 	
   and 	
   providing 	
   additional 	
    training 	
   and 	
   support 	
   staff 	
   for 	
   a 	
   corporate 	
   productivity 	
   suite . 	
   Future 	
   use 	
   of 	
   Mind 	
    Mapping , 	
   depending 	
   upon 	
   the 	
   objective , 	
   may 	
   include 	
   many 	
   of 	
   the 	
   same 	
   techniques 	
    and/or 	
   expert 	
   interviews , 	
   desk 	
   research , 	
   and 	
   best 	
   practice 	
   outlooks 	
   depending 	
   upon 	
    which 	
   best 	
   suit 	
   the 	
   endeavor .
### Output: 