Visualization Tool 

 Challenge : 

 I was faced with the challenge of helping a large global technology organization   understand how fragmented their engineering operating model was and then   conceptualize a consolidation solution . The operating model as it stood was quite   broken with many internal teams and suppliers spread across various sites and   locations , leading to much higher operational cost and slower speed of product   innovation and engineering . 

 Creating a shared understanding of this problem among various levels of executive   and senior leadership stakeholders was the first major battle before attempting to   identify and define any possible consolidation solutions . Although availability of data   and various performance reports were not the challenge , there was no consensus on   how deep the fragmentation problem was rooted the operating model , where the   boundaries lay , various drivers to the problem and their causal relationships . 

 Selection : 

 I chose the Visualization tool for addressing these challenges so that I could create a   shared powerful understanding of the problem space first and its boundaries across   different stakeholders . 

 Visualization tool helps transform scattered ideas and data into compelling story in the   form of pictures and diagrams that can generate vivid mental images and consensus   without any ambiguities . Visualization creates am imagery which then becomes   powerful enabler of action as well as empathy . 

 Application : 

 I started by first studying and assessing organization charts , supplier procurement   records , spend and financial information . Subsequently I conducted interviews with   key engineering leads and subject matter experts to fill the gaps in my study and gather   further insights . 

 Using Microsoft PowerPoint software , I then drew the overall engineering operating   model as a high - level block diagram and then broke the overall model into various key   component functions for visualization – design , development , testing , deployment and   support . For each component , the visualization storyboarded four panels or   dimensions – people , process , partners and sites – to demonstrate complexity and   duplication of the component from the perspective of those four dimensions . 

 My visualization approach primarily used diverse types of diagrams and color - coding   schemes ( think of heat maps ) – block diagram , actor icon , company logo and site   landmarks . So each panel for a component depicted a particular dimension and clearly   showed scope boundary , fragmented elements and inter - relationships to in order to   visually demonstrate the complexity of the fragmented operating model and point to   causes or drivers to the problems . This led to summary visualization pack of 22 slides   – 1 exec summary , 1 overall visualization and 20 different visualization panels . 

 Insight : 

 When I presented the visualization of the overall engineering models – by functional   components and four dimensions within each component – it quickly started dawning   on the various stakeholders that the operating model had indeed become quite   complex over time and key reason behind rising operational expenditure and slower   speed . Visualization and different color transitions made a complex landscape quite   simple for a lot of stakeholders to understand and moved some of them from the   position of denying the problem earlier to acknowledging it now to then constructively   uncovering details about it and contributing to the dialog . 

 Whilst the tool greatly helped in addressing the challenges I started out with , I realized   that I could have kept the visualizations even more simpler and less voluminous . Some   stakeholders found the deck to have too many slides and sometimes lost the bigger   picture in going through the granular details . I had to sometimes take the efforts to   clarify some of the inter - connections which should have been intuitive in the first place .   So keeping visualizations simple and limited to a few top panels which could potentially   communicate majority of what I wanted to communicate was my key insight from this   exercise . 

 Approach : 

 For such challenges , I will still use the visualization tool since the tool possess the   power to quickly create shared understanding and enable empathy and action .   However , as I learned through this exercise , simplicity is critical for not only creating   common understanding but also enabling contribution of ideas and insights . So next   time I will use slightly different approach in such cases and limit the tool to key   functional components with most critical dimension to help visualize the most critical   aspect what is driving fragmentation and complexity in the engineering model . 


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: Visualization Tool 

 Challenge : 

 I was faced with the challenge of helping a large global technology organization   understand how fragmented their engineering operating model was and then   conceptualize a consolidation solution . The operating model as it stood was quite   broken with many internal teams and suppliers spread across various sites and   locations , leading to much higher operational cost and slower speed of product   innovation and engineering . 

 Creating a shared understanding of this problem among various levels of executive   and senior leadership stakeholders was the first major battle before attempting to   identify and define any possible consolidation solutions . Although availability of data   and various performance reports were not the challenge , there was no consensus on   how deep the fragmentation problem was rooted the operating model , where the   boundaries lay , various drivers to the problem and their causal relationships . 

 Selection : 

 I chose the Visualization tool for addressing these challenges so that I could create a   shared powerful understanding of the problem space first and its boundaries across   different stakeholders . 

 Visualization tool helps transform scattered ideas and data into compelling story in the   form of pictures and diagrams that can generate vivid mental images and consensus   without any ambiguities . Visualization creates am imagery which then becomes   powerful enabler of action as well as empathy . 

 Application : 

 I started by first studying and assessing organization charts , supplier procurement   records , spend and financial information . Subsequently I conducted interviews with   key engineering leads and subject matter experts to fill the gaps in my study and gather   further insights . 

 Using Microsoft PowerPoint software , I then drew the overall engineering operating   model as a high - level block diagram and then broke the overall model into various key   component functions for visualization – design , development , testing , deployment and   support . For each component , the visualization storyboarded four panels or   dimensions – people , process , partners and sites – to demonstrate complexity and   duplication of the component from the perspective of those four dimensions . 

 My visualization approach primarily used diverse types of diagrams and color - coding   schemes ( think of heat maps ) – block diagram , actor icon , company logo and site   landmarks . So each panel for a component depicted a particular dimension and clearly   showed scope boundary , fragmented elements and inter - relationships to in order to   visually demonstrate the complexity of the fragmented operating model and point to   causes or drivers to the problems . This led to summary visualization pack of 22 slides   – 1 exec summary , 1 overall visualization and 20 different visualization panels . 

 Insight : 

 When I presented the visualization of the overall engineering models – by functional   components and four dimensions within each component – it quickly started dawning   on the various stakeholders that the operating model had indeed become quite   complex over time and key reason behind rising operational expenditure and slower   speed . Visualization and different color transitions made a complex landscape quite   simple for a lot of stakeholders to understand and moved some of them from the   position of denying the problem earlier to acknowledging it now to then constructively   uncovering details about it and contributing to the dialog . 

 Whilst the tool greatly helped in addressing the challenges I started out with , I realized   that I could have kept the visualizations even more simpler and less voluminous . Some   stakeholders found the deck to have too many slides and sometimes lost the bigger   picture in going through the granular details . I had to sometimes take the efforts to   clarify some of the inter - connections which should have been intuitive in the first place .   So keeping visualizations simple and limited to a few top panels which could potentially   communicate majority of what I wanted to communicate was my key insight from this   exercise . 

 Approach : 

 For such challenges , I will still use the visualization tool since the tool possess the   power to quickly create shared understanding and enable empathy and action .   However , as I learned through this exercise , simplicity is critical for not only creating   common understanding but also enabling contribution of ideas and insights . So next   time I will use slightly different approach in such cases and limit the tool to key   functional components with most critical dimension to help visualize the most critical   aspect what is driving fragmentation and complexity in the engineering model .
### Output: 