Example Reflection – Learning Launch 

 Challenge 

 I am an employee of my company ’s Business Development department and my / our challenge is to   improve the leads & existing business ( activities and projects ) within the department in order to   increase revenue in the BC channel and to optimize productivity on the right projects . The project   scope includes the strategic initiatives department composed of 5 employees , as well as the larger   operations department and IT department , with whom we work closely . The project is limited to   internal resources ( i.e. , budget and employee time ) . The project should not exceed 90 business days   and the solution should include an even distribution of working hours amongst the team members .   We will focus on trying to uncover what our team members , as well as key stakeholders within the   larger operations department and IT department , consider to be ineffective or problematic with   regard to the workflow . 

 Selection 

 The internal team has already gone through several design thinking sessions / tools , so we are ready   to try the learning launch tool . Apparently , the learning launch is a small experiment to quickly test   prototype and an idea . 

 Application 

 The initial learning launch involves , we focused on the structure / execution of our operational tasks .   In particular , the team wish to monitor if we could structure our tasks , projects , and processes to   adapt the methods of BC project management for our work ( e.g. , time taken , weekly , any specific   meetings , reviews , etc . ) in an effort to become more productive . This tried our assumption that the   hierarchy and implementation were the main reasons of our workflow challenge . Our team went   through a crisp training with a operational project management coach .   As a Next step , we went   through five workshops to structure our tasks and processes in a more meaningful way . These two   sessions happened within in a 2 - week timeframe . We expected to produce a document with a clear   description of our new , more revised workflow . For our second learning launch , we focused on   gaining clarity about our priorities . This tested our proximity that our prioritization of tasks was the   main cause of our workflow challenge . The team completed an anonymous survey . Along with that ,   five key stakeholders from the larger marketing department and IT department also completed an   same kind of survey . The surveys included questionnaires regarding our advanced , proposed   workflow , conceptual understanding the process and the prioritization of tasks , and feelings about   the change , and were conducted within a one - week timeframe . 

 Insight 

 The team identified our assumptions and designed launches to test these assumptions by learning   launch tool . In addition to that , we thought through anticipated results , expecting to find that a   more productive approach would improvise our workflow , and that both our team and the partners   would be interested to the new internalization of process . 

 The on ground results were insignificantly different from what we expected : while our team was fine   for the prioritization of tasks and process , the partners in the operations department and IT 

 department expressed some issues . Going forward , The internal team will review this insights and   implement it into any future launch designs . The on going incorporation of insight is particularly   important at this stage , as launches come before a full rollout in the design thinking timeline . 

 Approach 

 Although our team has already reviewed several design thinking sessions and are at this stage in the   timeframe , the learning launch is the suitable tool . As previously mentioned , our team needs to   review the insight gained from our first 2 launches and incorporate this insight into future launch   designs . Future launch designs should mirror image insight gained , progress made , and come closer   to a compelling solution ready for full rollout program . 


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: Example Reflection – Learning Launch 

 Challenge 

 I am an employee of my company ’s Business Development department and my / our challenge is to   improve the leads & existing business ( activities and projects ) within the department in order to   increase revenue in the BC channel and to optimize productivity on the right projects . The project   scope includes the strategic initiatives department composed of 5 employees , as well as the larger   operations department and IT department , with whom we work closely . The project is limited to   internal resources ( i.e. , budget and employee time ) . The project should not exceed 90 business days   and the solution should include an even distribution of working hours amongst the team members .   We will focus on trying to uncover what our team members , as well as key stakeholders within the   larger operations department and IT department , consider to be ineffective or problematic with   regard to the workflow . 

 Selection 

 The internal team has already gone through several design thinking sessions / tools , so we are ready   to try the learning launch tool . Apparently , the learning launch is a small experiment to quickly test   prototype and an idea . 

 Application 

 The initial learning launch involves , we focused on the structure / execution of our operational tasks .   In particular , the team wish to monitor if we could structure our tasks , projects , and processes to   adapt the methods of BC project management for our work ( e.g. , time taken , weekly , any specific   meetings , reviews , etc . ) in an effort to become more productive . This tried our assumption that the   hierarchy and implementation were the main reasons of our workflow challenge . Our team went   through a crisp training with a operational project management coach .   As a Next step , we went   through five workshops to structure our tasks and processes in a more meaningful way . These two   sessions happened within in a 2 - week timeframe . We expected to produce a document with a clear   description of our new , more revised workflow . For our second learning launch , we focused on   gaining clarity about our priorities . This tested our proximity that our prioritization of tasks was the   main cause of our workflow challenge . The team completed an anonymous survey . Along with that ,   five key stakeholders from the larger marketing department and IT department also completed an   same kind of survey . The surveys included questionnaires regarding our advanced , proposed   workflow , conceptual understanding the process and the prioritization of tasks , and feelings about   the change , and were conducted within a one - week timeframe . 

 Insight 

 The team identified our assumptions and designed launches to test these assumptions by learning   launch tool . In addition to that , we thought through anticipated results , expecting to find that a   more productive approach would improvise our workflow , and that both our team and the partners   would be interested to the new internalization of process . 

 The on ground results were insignificantly different from what we expected : while our team was fine   for the prioritization of tasks and process , the partners in the operations department and IT 

 department expressed some issues . Going forward , The internal team will review this insights and   implement it into any future launch designs . The on going incorporation of insight is particularly   important at this stage , as launches come before a full rollout in the design thinking timeline . 

 Approach 

 Although our team has already reviewed several design thinking sessions and are at this stage in the   timeframe , the learning launch is the suitable tool . As previously mentioned , our team needs to   review the insight gained from our first 2 launches and incorporate this insight into future launch   designs . Future launch designs should mirror image insight gained , progress made , and come closer   to a compelling solution ready for full rollout program .
### Output: 