Learning Launch 

 Challenges 

 I am from the user documentation / technical documentation team in a software company   and here is description of the problem our team faced .   Though we have made variety of documents available to end - users , there are considerable   amount of user awareness issues and inter - team dependencies that points at the need for   recurring trainings on product usage . Transition and attrition in the customer teams   contributes to the user awareness issues . Also , it is a known fact that end - users do not   prefer to go through long documents and search for information .    There are product demos created for training purpose , but as they are part of the document   set and not readily available with application UI restrict their usage . Tooltips on the UI   provide field descriptions and validations and do not help in guiding users about the   sequence to be followed .      To resolve these problems and enhance user assistance , we researched and found a new   tool . The tool is designed to create self - paced interactive guided tours or Self - help using   which users can complete a task on the software application user interface ( UI ) on their   own .      Alternatives available for Self - help : 

 Alternative 1   Recurring Trainings ( Interactive ) 

 An overall description of the   option 

 Conducting recurring face - to - face trainings at regular   intervals for internal teams and customers . 

 An analysis of the extent to   which the option could be   expected to achieve the key   outcomes 

 Ensures that users have the necessary knowledge to   handle the product . 

 The inherent strengths of   the option and the   opportunities which the   option might present to the   organisation 

 Face - to - face trainings are more effective . 

 The inherent weaknesses of   the option and any risks to   which the option would   expose the organisation 

  Not practically possible to track the requirement 

 of training and conduct recurring trainings 

  Increases resource and travel requirement 

  Not cost - effective 

  Might require approval from customers 

 The resourcing implications for the organisation , including : 

 The likely implementation   timescale 

 Large – as the solution is not of ‘ one - time ’ approach   and requires recurring efforts 

 Alternative 1   Recurring Trainings ( Interactive ) 

 The demand for   staff / volunteer involvement 

 High 

 The indicative external costs Travels to customer locations 

 The likely on - going   maintenance costs 

 Huge 

 Alternative 2   Trainings ( Non - Interactive ) 

 An overall description of the   option 

 Creating training videos for self learning and making   it available for users so that they can learn in their   own time . 

 The inherent strengths of   the option and the   opportunities which the   option might present to the   organisation 

 Training will be available on an on - demand basis . 

 The inherent weaknesses of   the option and any risks to   which the option would   expose the organisation 

  Can not track whether users have gone through 

 the training or understood 

  Not effective compared to the interactive face - to- 

 face trainings 

 The resourcing implications for the organization , including : 

 The likely implementation   timescale 

 3 months and regular updates thereafter . 

 The demand for   staff / volunteer involvement 

 Requires thorough research followed by content   creation . 

 The indicative external costs Requires a host for making videos available all the 

 time . 

 Selection 

 Considering the limitation of all the available doc formats and alternatives , we decided to   experiment with Self Help using the new tool .   Our purpose was to enhance user assistance by providing Self Help guides to be embedded   on the GUI . These are pre - captured task flows with instructions that help the user to   complete a task . The flows are created by Tech Docs team members based on the use cases   given by different teams , such as PM , Dev , support and integrated with the application .   Users need to go through the list of task flows , select a flow , and run it in the ‘ Live mode ’ . 

 As the tool to be used to create these Self Help guides is totally new in the market , we   neither had any background data for reference nor any idea on its behavior and   effectiveness . So we decided to go ahead with experimentation for a shorter period with a   small group of people with diverse backgrounds .     Application 

 We started the experimentation with the following steps : 

  Prepared a list of task flows from Dev team , Product managers    Captured flows using the new tool    Did a group review and edited the flows    Shared with Dev team and Product managers , and gathered comments    Fine - tuned the flows and integrated with the application user interface    Shared with different teams , such as Support , Implementation , Dev , Product   validation , Bid management , Business analysis , and Product managers . These were   the teams that either directly interact with customers and know their needs very   well or know our product well .     We gathered feedback through one - on - one conversations and feedback form 

 Insight and approach 

 The learning launch helped in getting an insight on the following factors of the Self - Help   guides : 

  Usefulness     Accessibility    Ease of use 

 It helped in understanding the pain points and limitations of the new tool within a short   time duration . The exercise also helped in arriving at the data required to make a purchase   decision . We got an overall assessment on the following : 

  Financial impact : Budget required for implementation , and expected return on   investment    Cultural impact : Elimination of dependency on Dev team for training and knowledge   transfer ( KT )    Capability : Can be taken up and implemented for multiple products simultaneously .   Also , integration with the product does not require much effort . 

 The other alternatives to this approach could have been the normal ‘ develop - test - validate- launch ’ route which takes more time , resources , efforts , and investment without any   guarantee on the positive outcome . 

 This approach was effective in our case and is ideal where we do n’t have any kind of data to   support the new idea that we have come up with . 


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 

 Challenges 

 I am from the user documentation / technical documentation team in a software company   and here is description of the problem our team faced .   Though we have made variety of documents available to end - users , there are considerable   amount of user awareness issues and inter - team dependencies that points at the need for   recurring trainings on product usage . Transition and attrition in the customer teams   contributes to the user awareness issues . Also , it is a known fact that end - users do not   prefer to go through long documents and search for information .    There are product demos created for training purpose , but as they are part of the document   set and not readily available with application UI restrict their usage . Tooltips on the UI   provide field descriptions and validations and do not help in guiding users about the   sequence to be followed .      To resolve these problems and enhance user assistance , we researched and found a new   tool . The tool is designed to create self - paced interactive guided tours or Self - help using   which users can complete a task on the software application user interface ( UI ) on their   own .      Alternatives available for Self - help : 

 Alternative 1   Recurring Trainings ( Interactive ) 

 An overall description of the   option 

 Conducting recurring face - to - face trainings at regular   intervals for internal teams and customers . 

 An analysis of the extent to   which the option could be   expected to achieve the key   outcomes 

 Ensures that users have the necessary knowledge to   handle the product . 

 The inherent strengths of   the option and the   opportunities which the   option might present to the   organisation 

 Face - to - face trainings are more effective . 

 The inherent weaknesses of   the option and any risks to   which the option would   expose the organisation 

  Not practically possible to track the requirement 

 of training and conduct recurring trainings 

  Increases resource and travel requirement 

  Not cost - effective 

  Might require approval from customers 

 The resourcing implications for the organisation , including : 

 The likely implementation   timescale 

 Large – as the solution is not of ‘ one - time ’ approach   and requires recurring efforts 

 Alternative 1   Recurring Trainings ( Interactive ) 

 The demand for   staff / volunteer involvement 

 High 

 The indicative external costs Travels to customer locations 

 The likely on - going   maintenance costs 

 Huge 

 Alternative 2   Trainings ( Non - Interactive ) 

 An overall description of the   option 

 Creating training videos for self learning and making   it available for users so that they can learn in their   own time . 

 The inherent strengths of   the option and the   opportunities which the   option might present to the   organisation 

 Training will be available on an on - demand basis . 

 The inherent weaknesses of   the option and any risks to   which the option would   expose the organisation 

  Can not track whether users have gone through 

 the training or understood 

  Not effective compared to the interactive face - to- 

 face trainings 

 The resourcing implications for the organization , including : 

 The likely implementation   timescale 

 3 months and regular updates thereafter . 

 The demand for   staff / volunteer involvement 

 Requires thorough research followed by content   creation . 

 The indicative external costs Requires a host for making videos available all the 

 time . 

 Selection 

 Considering the limitation of all the available doc formats and alternatives , we decided to   experiment with Self Help using the new tool .   Our purpose was to enhance user assistance by providing Self Help guides to be embedded   on the GUI . These are pre - captured task flows with instructions that help the user to   complete a task . The flows are created by Tech Docs team members based on the use cases   given by different teams , such as PM , Dev , support and integrated with the application .   Users need to go through the list of task flows , select a flow , and run it in the ‘ Live mode ’ . 

 As the tool to be used to create these Self Help guides is totally new in the market , we   neither had any background data for reference nor any idea on its behavior and   effectiveness . So we decided to go ahead with experimentation for a shorter period with a   small group of people with diverse backgrounds .     Application 

 We started the experimentation with the following steps : 

  Prepared a list of task flows from Dev team , Product managers    Captured flows using the new tool    Did a group review and edited the flows    Shared with Dev team and Product managers , and gathered comments    Fine - tuned the flows and integrated with the application user interface    Shared with different teams , such as Support , Implementation , Dev , Product   validation , Bid management , Business analysis , and Product managers . These were   the teams that either directly interact with customers and know their needs very   well or know our product well .     We gathered feedback through one - on - one conversations and feedback form 

 Insight and approach 

 The learning launch helped in getting an insight on the following factors of the Self - Help   guides : 

  Usefulness     Accessibility    Ease of use 

 It helped in understanding the pain points and limitations of the new tool within a short   time duration . The exercise also helped in arriving at the data required to make a purchase   decision . We got an overall assessment on the following : 

  Financial impact : Budget required for implementation , and expected return on   investment    Cultural impact : Elimination of dependency on Dev team for training and knowledge   transfer ( KT )    Capability : Can be taken up and implemented for multiple products simultaneously .   Also , integration with the product does not require much effort . 

 The other alternatives to this approach could have been the normal ‘ develop - test - validate- launch ’ route which takes more time , resources , efforts , and investment without any   guarantee on the positive outcome . 

 This approach was effective in our case and is ideal where we do n’t have any kind of data to   support the new idea that we have come up with .
### Output: 