Challenge     I am a member of a retail bank Strategic Planning department and my challenge was to   implement the Agile methodology in a traditional hierarchical organization . The main reason to   adopt the Agile methodology was to improve our processes , decrease the product´s time - to- market and be a more customer centric organization , being able to compete with Fintechs and   technology companies . The project scope included App Development Team ( IT ) , composed of   15 employees . The project didn´t have any special budget and must not exceed 2 months . We   have focused on decrease the time to launch new features for the mobile app , considering that   traditional process could take more than 5 months . 

 Selection 

 Our bank is a complex environment , with more than 800 employees , dozens of departments   and thousands of process mapped . Our team believed that this environment was the perfect   place to use the Learning Launch Tool , because it was not worthy to map all the possible   consequences / effects of the Agile implementation with unfounded assumptions . For us , it was   time to go to the experiment and observe the results rather than imagine possibilities . 

 Application 

 The Learning Launch test began with 2 weeks of an intensive Agile training for all the 15   employees involved in the project . After that , the employees came back to the office and   started working in this new Agile way , totally different from what they used to work before .   During this time , our team ( Strategic Planning department ) tested assumptions that the new   methodology would completely succeed and motivate people . We were expecting to reduce   the development time of new features in more than 50 % comparing with the old system . 

 Insight 

 Applying the experiment gave us a lot of worthy information and showed us different results   from expected . Measuring the data and collecting information by observations we concluded   that our assumptions were totally wrong . The mistake was we imagined that an isolated   department ( IT development team ) could work in a Agile way while all the organization keep   working in a traditional slow way .   We observed that the Agile methodology works very well   inside the IT department , but we forgot that an organization is not made with only one   department . All the times the IT team needed to have some contact with other departments   the workflow got stuck . At the end , the average time to launch a new app feature kept the   same as before ( traditional methodology work ) . We observed that the bottleneck of a process   defines the time - to - market of one product . In our organization , usually the bottleneck is not IT   team , but back office departments like Legal and Compliance . Mapping this issue , we   incorporated new assumptions to a future study . We concluded that Agile methodology can 

 work really well when all the organization is prepared for that , regarding that the departments   have touch points and to a product be done/ launched , it has to flow through all the   departments without bottlenecks . We learned that we need to incorporate in our studies that   a product needs to be developed by a multidisciplinary team . 

 Approach 

 We believe that the Learning Launch is the perfect tool to help us to implement the Agile   methodology in our organization . Using the results of our first experimentation , we can review   our assumptions and drive a new test with some improvements . This new test needs to   capture and absorb the apprenticeship of the first experiment and , like in a continuous   improvement process , help us to find out the best way to implement the methodology . 


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     I am a member of a retail bank Strategic Planning department and my challenge was to   implement the Agile methodology in a traditional hierarchical organization . The main reason to   adopt the Agile methodology was to improve our processes , decrease the product´s time - to- market and be a more customer centric organization , being able to compete with Fintechs and   technology companies . The project scope included App Development Team ( IT ) , composed of   15 employees . The project didn´t have any special budget and must not exceed 2 months . We   have focused on decrease the time to launch new features for the mobile app , considering that   traditional process could take more than 5 months . 

 Selection 

 Our bank is a complex environment , with more than 800 employees , dozens of departments   and thousands of process mapped . Our team believed that this environment was the perfect   place to use the Learning Launch Tool , because it was not worthy to map all the possible   consequences / effects of the Agile implementation with unfounded assumptions . For us , it was   time to go to the experiment and observe the results rather than imagine possibilities . 

 Application 

 The Learning Launch test began with 2 weeks of an intensive Agile training for all the 15   employees involved in the project . After that , the employees came back to the office and   started working in this new Agile way , totally different from what they used to work before .   During this time , our team ( Strategic Planning department ) tested assumptions that the new   methodology would completely succeed and motivate people . We were expecting to reduce   the development time of new features in more than 50 % comparing with the old system . 

 Insight 

 Applying the experiment gave us a lot of worthy information and showed us different results   from expected . Measuring the data and collecting information by observations we concluded   that our assumptions were totally wrong . The mistake was we imagined that an isolated   department ( IT development team ) could work in a Agile way while all the organization keep   working in a traditional slow way .   We observed that the Agile methodology works very well   inside the IT department , but we forgot that an organization is not made with only one   department . All the times the IT team needed to have some contact with other departments   the workflow got stuck . At the end , the average time to launch a new app feature kept the   same as before ( traditional methodology work ) . We observed that the bottleneck of a process   defines the time - to - market of one product . In our organization , usually the bottleneck is not IT   team , but back office departments like Legal and Compliance . Mapping this issue , we   incorporated new assumptions to a future study . We concluded that Agile methodology can 

 work really well when all the organization is prepared for that , regarding that the departments   have touch points and to a product be done/ launched , it has to flow through all the   departments without bottlenecks . We learned that we need to incorporate in our studies that   a product needs to be developed by a multidisciplinary team . 

 Approach 

 We believe that the Learning Launch is the perfect tool to help us to implement the Agile   methodology in our organization . Using the results of our first experimentation , we can review   our assumptions and drive a new test with some improvements . This new test needs to   capture and absorb the apprenticeship of the first experiment and , like in a continuous   improvement process , help us to find out the best way to implement the methodology .
### Output: 