Challenge :     As a technology program manager for my organization I manage the development and   deployment / adoption of new platforms to replace legacy platforms for the purposes of enabling   efficiencies in the business processes and reduction of technical debt . We had developed a new   platform and had created an aggressive plan for adoption of the same and eventual   decommissioning of the old platform ; Our assumption was that adoption would be quick as the   new platform was richer in functionality as well as easier to use given usage of latest   technologies . However , in reality we found that adoption rates were low and there was marked   resistance by the users despite the fact that detailed training sessions both onsite as well as via   webcasts were conducted . We had to re - plan our phased rollouts a number of times and this led   to increased frustration within management as well as the technology teams who had to support   two platforms at the same time . The general perception for slow pace of adoption and resistance   was that the training material was not properly designed and perhaps the training sessions   needed to be more hands on and engaging .      Selection :    Some of the program / product managers had recently undergone design thinking sessions and   at this stage the “ Learning Launch ” tool seemed to be apt tool to quickly validate our assumption   that “ inadequate ” training was the key reason for slow adoption of the new platform .     Application :    We decided to conduct a couple of learning launches to validate our assumption that inadequate   training was the root cause of slow adoption of the new platform . As preparation we did some   usage analysis of who the power users of the legacy platform were as well as who were the ones   who were attempting to use the new platform relative to others . We conducted two workshops   and corralled a diverse sampling of power users of the legacy platform as well as new platform .   The goal of the workshop was to walk through in detail their key use cases and in light of existing   operating model and processes .   For the first learning launch apart from the power users ’ key stakeholders from management ,   product managers , developers and trainers were also invited . The team went through a 3 days   intense workshop where we layered key use cases , compared features / functionality between   the legacy and new platforms . There was discussion / debate on how parity would be achieved   between the two platforms . It quickly became clear that sequencing of the delivery of the key   features was not done appropriately and “ missing ” functionality was root cause of the lack of   adoption . This exercise also helped baseline and formalize the process which would be used to   establish priorities going fwd .    2nd learning launch was also conducted in the form of a workshop and this time we also included   user experience designers .    Instead of comparing functionality and features the focus was on   reviewing how the features were laid out in the new platform . Participants were divided into   teams with one dedicated user experience person facilitating the review of the various screens   and features . The UX people also conducted one on one interviews with the key people playing   the personas .   Once the feedback was consolidated and normalized it became clear that there   were aspects of key functionality that were hidden and required multiple clicks to get to , also in   some instances related functionality was not consolidated and required navigation to multiple 

 tabs . It quickly became evident that user experience was not appropriately considered when the   platform was being designed and UI developers who do n’t necessarily have the skills for coming   up with intuitive designs were utilized . This exercise also helped all the players collectively   improve their understanding and appreciation of key user centric design principles especially for   platforms such as ours .      Insight :   The insights I gleaned from conducting the two learning launches were contrary to our key   assumptions at the beginning of the process . The first insight gained was users should have been   involved in the sequencing of key features which would have enabled the rollout of the more   used features on the new platform hence aiding adoption and buy in from them .   The second   insight gained was that the product managers should consider more involved user experience   ( UX ) design during definition of prototypes and include a broader sampling of end users . This   would enable surfacing of common themes of usage and challenges which would make the   prototypes as well as end platform more user friendly thus aiding eventual adoption .   The   exercise also helped all the participants i.e. management , active users of the platform , product   managers , developers , trainers and designers agree on common issues , principles of design   which definitely aided the process of building consensus for all future exercises .      Approach :   Our team would have to review the insights gained from the two learning launch activities and   incorporate the same into all future feature prioritization as well development / prototyping   activities . This approach is suitable to test hypothesis or assumptions around problems especially   the ones around platform development and deployment such as ours . This will enable the   deployment of platforms that are closer to what the actual users want such that there are no   surprises during rollouts .    Another valuable aspect of the Learning launch sessions was that they   were collaborative in nature and helped instill a common understanding of the issues , concerns   and reach conclusion on solution approaches . 


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 :     As a technology program manager for my organization I manage the development and   deployment / adoption of new platforms to replace legacy platforms for the purposes of enabling   efficiencies in the business processes and reduction of technical debt . We had developed a new   platform and had created an aggressive plan for adoption of the same and eventual   decommissioning of the old platform ; Our assumption was that adoption would be quick as the   new platform was richer in functionality as well as easier to use given usage of latest   technologies . However , in reality we found that adoption rates were low and there was marked   resistance by the users despite the fact that detailed training sessions both onsite as well as via   webcasts were conducted . We had to re - plan our phased rollouts a number of times and this led   to increased frustration within management as well as the technology teams who had to support   two platforms at the same time . The general perception for slow pace of adoption and resistance   was that the training material was not properly designed and perhaps the training sessions   needed to be more hands on and engaging .      Selection :    Some of the program / product managers had recently undergone design thinking sessions and   at this stage the “ Learning Launch ” tool seemed to be apt tool to quickly validate our assumption   that “ inadequate ” training was the key reason for slow adoption of the new platform .     Application :    We decided to conduct a couple of learning launches to validate our assumption that inadequate   training was the root cause of slow adoption of the new platform . As preparation we did some   usage analysis of who the power users of the legacy platform were as well as who were the ones   who were attempting to use the new platform relative to others . We conducted two workshops   and corralled a diverse sampling of power users of the legacy platform as well as new platform .   The goal of the workshop was to walk through in detail their key use cases and in light of existing   operating model and processes .   For the first learning launch apart from the power users ’ key stakeholders from management ,   product managers , developers and trainers were also invited . The team went through a 3 days   intense workshop where we layered key use cases , compared features / functionality between   the legacy and new platforms . There was discussion / debate on how parity would be achieved   between the two platforms . It quickly became clear that sequencing of the delivery of the key   features was not done appropriately and “ missing ” functionality was root cause of the lack of   adoption . This exercise also helped baseline and formalize the process which would be used to   establish priorities going fwd .    2nd learning launch was also conducted in the form of a workshop and this time we also included   user experience designers .    Instead of comparing functionality and features the focus was on   reviewing how the features were laid out in the new platform . Participants were divided into   teams with one dedicated user experience person facilitating the review of the various screens   and features . The UX people also conducted one on one interviews with the key people playing   the personas .   Once the feedback was consolidated and normalized it became clear that there   were aspects of key functionality that were hidden and required multiple clicks to get to , also in   some instances related functionality was not consolidated and required navigation to multiple 

 tabs . It quickly became evident that user experience was not appropriately considered when the   platform was being designed and UI developers who do n’t necessarily have the skills for coming   up with intuitive designs were utilized . This exercise also helped all the players collectively   improve their understanding and appreciation of key user centric design principles especially for   platforms such as ours .      Insight :   The insights I gleaned from conducting the two learning launches were contrary to our key   assumptions at the beginning of the process . The first insight gained was users should have been   involved in the sequencing of key features which would have enabled the rollout of the more   used features on the new platform hence aiding adoption and buy in from them .   The second   insight gained was that the product managers should consider more involved user experience   ( UX ) design during definition of prototypes and include a broader sampling of end users . This   would enable surfacing of common themes of usage and challenges which would make the   prototypes as well as end platform more user friendly thus aiding eventual adoption .   The   exercise also helped all the participants i.e. management , active users of the platform , product   managers , developers , trainers and designers agree on common issues , principles of design   which definitely aided the process of building consensus for all future exercises .      Approach :   Our team would have to review the insights gained from the two learning launch activities and   incorporate the same into all future feature prioritization as well development / prototyping   activities . This approach is suitable to test hypothesis or assumptions around problems especially   the ones around platform development and deployment such as ours . This will enable the   deployment of platforms that are closer to what the actual users want such that there are no   surprises during rollouts .    Another valuable aspect of the Learning launch sessions was that they   were collaborative in nature and helped instill a common understanding of the issues , concerns   and reach conclusion on solution approaches .
### Output: 