Learning Launch       Challenge        Botswana government has tasked the Ministry of Local Government and Rural Development to provide   basic amenities such as portable water , clean sanitation and housing to the rural area dwellers . As a Woks ’   Superintendent in the local municipality , the housing initiative falls directly under my supervision . At its   core , the municipality endeavors to provide habitable housing units to the less - privileged members of the   community at a cost not exceeding sixty thousand Pula ( P60 , 000.00 ) . Our challenge as Housing   Department is to cope with high numbers of applicants that are eligible for the housing scheme ;   something that we have not been able to overcome , resulting in backlog . One of the major reasons that   hinder our efficiency is the sourcing of building materials since most candidates reside in very remote   areas where there are no local suppliers . Now , my team that comprised of eight members from diverse   professional background , including both civil and mechanical engineering , quantity survey , material   science , finance and accounting and social work ; was assigned to find ways by which project delivery time   could be maintained at the set ministerial operation standards of six months delivery period at most . No   external support regarding human resource has been sourced ; we were all employees of the ministry . The   project was expected to run for twelve months in order to cater for both research and prototyping . The   team focused on discovering what team members and recipients of the project considered to be the   challenge in that lead to untimely execution of our mandate .      Selection       Learning launch is a design thinking tool that is applied through a cautious approach in which the solution   is introduced gradually while being considerate of the feedback from external stakeholders who are   involved from inception to delivery . Initially the team comes up with a hypothesis and test its relevance   through stakeholder involvement in order to ascertain that there is no confirmation biasness . It deals with   rapid experimentation aimed at finding the practicability of the solution proffered . When the idea has   been confirmed as the one meeting the needs of the recipients , it is rolled out gradually , mitigating   whatever challenges identified so that the solution is ultimately perfected with time . My team found it   relevant for the challenge because of its ability to allow necessary interactions and consultations between   recipients and the team . Also it has a cost - saving ability since the project is rolled - out in batches and   feedback is analyzed and mistakes rectified on time in order to improve the product before its final rollout .   Also the approach was selected on the basis that it saves money , time and human resource that would   have been put to use to produce a whole lot of wrong product .     Application        Initially the team came together and brainstormed to establish factors that led to our challenge , and   several factors were raised . However , at the end the identified factors were evaluated to pick the most   stringent one , and the team collectively hypothesized that scarcity of building materials led to the delay   in service delivery . From there , the eight - member team was divided into sub - teams to engage different   stakeholders such as potential recipients , builders and suppliers to establish their opinion regarding late   delivery of projects and what may have led to that . Each team was mandated to engage at least three but   not more than five interviewees so that the quality and quantity of data could be easily validated .   Furthermore , engaging other stakeholders other than the investigators guarded against confirmation   biasness whereby the team was likely to only look for data that would ultimately confirm their opinion .   Ultimately , the data gathered from various stakeholders confirmed our hypothesis . Subsequent to that , 

 multi - functional teams were and assembled and focused on strategizing execution of tasks assigned in an   effort to ensure timely service delivery . It was expected that at the end of the project , the team produce   a detailed document outlining how our new techniques were going to lessen delivery time so that   customers get houses on time , therefore eliminating backlog .        Since the main factor that led to untimely service delivery was identified as having to do with scarcity of   materials , civil engineers , quantity surveyors and material scientists were tasked to look at the possibility   of coming up with substitute materials and construction techniques that would not compromise quality   of the final product , yet remain within budget while reducing delivery time .   Tasks and priorities were   clarified to members . Solutions were generated and evaluated before the team settled for the best   solution that solved the need of both the team and the recipients , while being better than the   conventional ideas . The team came up with a design that uses pre - casted slabs made from locally available   raw material instead of bricks and mortar . The new composite material was tested against harsh weather   conditions that characterize the area , and proved to be as strong as the conventional brick and mortar .   Finally , the proposed solution was taken and explained to stakeholders during the design phase so that   their input , if any , may be incorporated into the final solution . This was all done within a set timeframe of   four weeks , after which the solution was endorsed by the Chief Civil Engineer .      Completion of the structure took between four and five weeks as compared to the initial period of six to   twelve months that was as a result of scarcity of material . To kick - start the project , six houses were built   in different localities and were handed to recipients who were asked to give feedback on the quality and   general well - being of the structure . All the recipients unreservedly applauded the initiative , albeit minor   concern to the effect that window sizes be increased to allow more light to enter the house ; and this was   done . After a thorough evaluation of the findings , the minister gave the project a thumbs - up and currently   forty - eight families have been assisted through the project . Now backlog is a thing of the past as it   generally takes between three and six months for someone to receive their house , unlike previously when   people had to wait sometimes for as long as two to three years .        Insight       Through the learning launch tool , our team hypothesized and designed launches to test our assumptions   that untimely service delivery was as a result of scarcity of materials . The team thought that results from   this research would assist in finding an everlasting solution to the problem of delay in execution of our   key mandate , hence resuscitate public trust and rebrand the department . Furthermore , it was anticipated   that all stakeholders would embrace the new technology ; and that happened . Our initial results were not   as best as we had thought as slight improvements were initiated by the recipients . Team members were   tolerant enough to take constructive criticism and improve the project . I want to opine that the project   was grossly accepted on the basis that recipients were made to feel like critical stakeholders , unlike if the   project was just “ pushed ” onto them .   It is the intention of the team to continue monitoring the project   with the view to continue learning on how to improve the design in future . More learning launches are to   be rolled out to other municipalities before a full national rollout is instigated . Moving forward , our team   will review this insight and incorporate it into future launch designs . The future learning launches are   expected to reflect insight gained and progress made after the preliminary launch .      As a team leader I learnt that team members should be made to feel free to air their views , and NO idea   is useless . Also I discovered that despite intensive consultation of stakeholders , designs are highly   vulnerable to alterations once they get to realization phase . This was evidenced by the way the team had   to alter the window sizes to meet customer taste after construction of houses . Furthermore , I realized 

 that the more users / recipients are involved , the more they become part of the project ; hence   minimizing / eliminating possibilities of the project being rejected at a later stage .     Approach   In future , I would like to involve local and tribal leadership ( chiefs and area councilors ) since these are the   people who work closely with the community . The team encountered some problems when arriving in   certain settlements because community members shunned the meetings thinking that the team is from   the ministry of lands that previously clashed with them over land issues . It was only after soliciting the   support of the village chief and councilor that villages attended our meetings . Also , the use of graphic   illustrations and modelling may be very handy during preliminary engagement with stakeholders . Lastly ,   media , more especially radio should be utilized to assist with dissemination of information so that people   are aware of changes taking place in their area . This is another important stakeholder that we overlooked .   The team will need annual retreat to introspect with the view to improve service delivery . 

 THE END 


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: Learning Launch       Challenge        Botswana government has tasked the Ministry of Local Government and Rural Development to provide   basic amenities such as portable water , clean sanitation and housing to the rural area dwellers . As a Woks ’   Superintendent in the local municipality , the housing initiative falls directly under my supervision . At its   core , the municipality endeavors to provide habitable housing units to the less - privileged members of the   community at a cost not exceeding sixty thousand Pula ( P60 , 000.00 ) . Our challenge as Housing   Department is to cope with high numbers of applicants that are eligible for the housing scheme ;   something that we have not been able to overcome , resulting in backlog . One of the major reasons that   hinder our efficiency is the sourcing of building materials since most candidates reside in very remote   areas where there are no local suppliers . Now , my team that comprised of eight members from diverse   professional background , including both civil and mechanical engineering , quantity survey , material   science , finance and accounting and social work ; was assigned to find ways by which project delivery time   could be maintained at the set ministerial operation standards of six months delivery period at most . No   external support regarding human resource has been sourced ; we were all employees of the ministry . The   project was expected to run for twelve months in order to cater for both research and prototyping . The   team focused on discovering what team members and recipients of the project considered to be the   challenge in that lead to untimely execution of our mandate .      Selection       Learning launch is a design thinking tool that is applied through a cautious approach in which the solution   is introduced gradually while being considerate of the feedback from external stakeholders who are   involved from inception to delivery . Initially the team comes up with a hypothesis and test its relevance   through stakeholder involvement in order to ascertain that there is no confirmation biasness . It deals with   rapid experimentation aimed at finding the practicability of the solution proffered . When the idea has   been confirmed as the one meeting the needs of the recipients , it is rolled out gradually , mitigating   whatever challenges identified so that the solution is ultimately perfected with time . My team found it   relevant for the challenge because of its ability to allow necessary interactions and consultations between   recipients and the team . Also it has a cost - saving ability since the project is rolled - out in batches and   feedback is analyzed and mistakes rectified on time in order to improve the product before its final rollout .   Also the approach was selected on the basis that it saves money , time and human resource that would   have been put to use to produce a whole lot of wrong product .     Application        Initially the team came together and brainstormed to establish factors that led to our challenge , and   several factors were raised . However , at the end the identified factors were evaluated to pick the most   stringent one , and the team collectively hypothesized that scarcity of building materials led to the delay   in service delivery . From there , the eight - member team was divided into sub - teams to engage different   stakeholders such as potential recipients , builders and suppliers to establish their opinion regarding late   delivery of projects and what may have led to that . Each team was mandated to engage at least three but   not more than five interviewees so that the quality and quantity of data could be easily validated .   Furthermore , engaging other stakeholders other than the investigators guarded against confirmation   biasness whereby the team was likely to only look for data that would ultimately confirm their opinion .   Ultimately , the data gathered from various stakeholders confirmed our hypothesis . Subsequent to that , 

 multi - functional teams were and assembled and focused on strategizing execution of tasks assigned in an   effort to ensure timely service delivery . It was expected that at the end of the project , the team produce   a detailed document outlining how our new techniques were going to lessen delivery time so that   customers get houses on time , therefore eliminating backlog .        Since the main factor that led to untimely service delivery was identified as having to do with scarcity of   materials , civil engineers , quantity surveyors and material scientists were tasked to look at the possibility   of coming up with substitute materials and construction techniques that would not compromise quality   of the final product , yet remain within budget while reducing delivery time .   Tasks and priorities were   clarified to members . Solutions were generated and evaluated before the team settled for the best   solution that solved the need of both the team and the recipients , while being better than the   conventional ideas . The team came up with a design that uses pre - casted slabs made from locally available   raw material instead of bricks and mortar . The new composite material was tested against harsh weather   conditions that characterize the area , and proved to be as strong as the conventional brick and mortar .   Finally , the proposed solution was taken and explained to stakeholders during the design phase so that   their input , if any , may be incorporated into the final solution . This was all done within a set timeframe of   four weeks , after which the solution was endorsed by the Chief Civil Engineer .      Completion of the structure took between four and five weeks as compared to the initial period of six to   twelve months that was as a result of scarcity of material . To kick - start the project , six houses were built   in different localities and were handed to recipients who were asked to give feedback on the quality and   general well - being of the structure . All the recipients unreservedly applauded the initiative , albeit minor   concern to the effect that window sizes be increased to allow more light to enter the house ; and this was   done . After a thorough evaluation of the findings , the minister gave the project a thumbs - up and currently   forty - eight families have been assisted through the project . Now backlog is a thing of the past as it   generally takes between three and six months for someone to receive their house , unlike previously when   people had to wait sometimes for as long as two to three years .        Insight       Through the learning launch tool , our team hypothesized and designed launches to test our assumptions   that untimely service delivery was as a result of scarcity of materials . The team thought that results from   this research would assist in finding an everlasting solution to the problem of delay in execution of our   key mandate , hence resuscitate public trust and rebrand the department . Furthermore , it was anticipated   that all stakeholders would embrace the new technology ; and that happened . Our initial results were not   as best as we had thought as slight improvements were initiated by the recipients . Team members were   tolerant enough to take constructive criticism and improve the project . I want to opine that the project   was grossly accepted on the basis that recipients were made to feel like critical stakeholders , unlike if the   project was just “ pushed ” onto them .   It is the intention of the team to continue monitoring the project   with the view to continue learning on how to improve the design in future . More learning launches are to   be rolled out to other municipalities before a full national rollout is instigated . Moving forward , our team   will review this insight and incorporate it into future launch designs . The future learning launches are   expected to reflect insight gained and progress made after the preliminary launch .      As a team leader I learnt that team members should be made to feel free to air their views , and NO idea   is useless . Also I discovered that despite intensive consultation of stakeholders , designs are highly   vulnerable to alterations once they get to realization phase . This was evidenced by the way the team had   to alter the window sizes to meet customer taste after construction of houses . Furthermore , I realized 

 that the more users / recipients are involved , the more they become part of the project ; hence   minimizing / eliminating possibilities of the project being rejected at a later stage .     Approach   In future , I would like to involve local and tribal leadership ( chiefs and area councilors ) since these are the   people who work closely with the community . The team encountered some problems when arriving in   certain settlements because community members shunned the meetings thinking that the team is from   the ministry of lands that previously clashed with them over land issues . It was only after soliciting the   support of the village chief and councilor that villages attended our meetings . Also , the use of graphic   illustrations and modelling may be very handy during preliminary engagement with stakeholders . Lastly ,   media , more especially radio should be utilized to assist with dissemination of information so that people   are aware of changes taking place in their area . This is another important stakeholder that we overlooked .   The team will need annual retreat to introspect with the view to improve service delivery . 

 THE END
### Output: 