Reflection – Learning Launch – Facility Management    Challenge   I am the director of Digital Transformation of a building company and my / our challenge is to create a  Facility Management Web and Mobile application whose objective or hypothesis is to Maintain and  improve the value of a building, its networks and equipment, impacting the ecosystem of the Urban  Habitat Cluster. The project scope must validate the following key assumptions:    1. Contain maintenance costs  2. Maintain asset availability  3. Comply with the Sustainable Buildings legislation  4. Remote technical supervision with quality and service guarantee  5. Compliance with the Risk Management System for Money Laundering and Terrorism Financing.  6. Streamline the quotation processes.    For the execution of the project, we will contract a software development company with a maximum  estimated time of 3 months and an estimated price of US $ 10,000. A Pilot of the application will be  executed in the Versalles Clinic, which has 5 buildings and a total of 10,500 M2 of area, where we will  validate the Functional Prototype and the key assumptions mentioned.

Selection   Our Team in the area of Digital Transformation, has analyzed the different Design Thinking tools, and we  have considered that the Learning Launch tool is adequate to quickly test the idea with its hypothesis and  key assumptions in a functional Prototype that will be tested through a pilot on a strategic customer.

Application   For our first learning launch, our Digital Transformation area, applying SCRUM methodology, contacted 10  actors or strategic customers of the Urban Habitat Cluster ecosystem who were asked their opinion of  each of the key assumptions raised and if they considered they were important in a Facility Management  process and what were their suggestions or expectations in an application that would support said  process. This work was carried out in 2 weeks, where in the end a document was obtained with the  priorities of the key assumptions, as follows:    1. Maintain asset availability  2. Remote technical supervision with quality and service guarantee  3. Contain maintenance costs  4. Streamline the quotation processes.  5. Comply with the Sustainable Buildings legislation  6. Compliance with the Risk Management System for Money Laundering and Terrorism Financing.    For our second learning launch, our Digital Transformation area applying SCRUM methodology, again  contacted 10 actors or strategic customers of the Urban Habitat Cluster ecosystem who were asked to  prioritize the processes that the Building Management application would have. This work was carried out  in 2 weeks, where in the end a document was obtained with the following result:    1. Characterization of the spaces that make up a building.  2. Sustainability of the building (Consumption Management of Public Services and Equipment  Management)  3. Building Maintenance (Maintenance Service Requests generated by the client towards the contractors  with their respective quotation, approval, delivery of the work with evidence and payment of the service).

4. Administration of the Operational Costs of the Building.  5. Biosafety Protocol (Covid19) of the maintenance contractor company and its employees, validated by  the local government health entity.  6. Validation of the Risk Management System for Money Laundering and Terrorism Financing for  contractor companies that offer building maintenance services.  7. Appraised the building.      Insight   Applying the learning launch tool, our Digital Transformation team was able to identify that the key  assumptions were real, which allowed us to define the design of the Application with the following  Modules for Facility Management in a functional prototype and that we would test in the Pilot of the  strategic customer Versalles Clinic, as follows:    1. Characterization Module.  2. Sustainability Module.  3. Maintenance Module.  4. Administration Module.  5. Biosafety Module.  6. Registration Module.  7. Appraisal Module.    Approach  Definitely, the learning launch tool was the appropriate one because the implemented process allowed  the functional prototype to be validated in the Pilot of the strategic customer Versalles Clinic, where the  application was had for 2 months and all the important information was collected (confirming the volume  data and data quality) for data analytics and Dash Boards were generated with important indicators of the  process, so as a conclusion we can continue with the development of the Facility Management Application  to commercialize it in the Urban Habitat Cluster Ecosystem.


Reflection – Learning Launch – Facility Management Challenge I am the director of Digital Transformation of a building company and my / our challenge is to create a Facility Management Web and Mobile application whose objective or hypothesis is to Maintain and improve the value of a building , its networks and equipment , impacting the ecosystem of the Urban Habitat Cluster . The project scope must validate the following key assumptions : 1 . Contain maintenance costs 2 . Maintain asset availability 3 . Comply with the Sustainable Buildings legislation 4 . Remote technical supervision with quality and service guarantee 5 . Compliance with the Risk Management System for Money Laundering and Terrorism Financing . 6 . Streamline the quotation processes . For the execution of the project , we will contract a software development company with a maximum estimated time of 3 months and an estimated price of US $ 10,000 . A Pilot of the application will be executed in the Versalles Clinic , which has 5 buildings and a total of 10,500 M2 of area , where we will validate the Functional Prototype and the key assumptions mentioned . Selection Our Team in the area of Digital Transformation , has analyzed the different Design Thinking tools , and we have considered that the Learning Launch tool is adequate to quickly test the idea with its hypothesis and key assumptions in a functional Prototype that will be tested through a pilot on a strategic customer . Application For our first learning launch , our Digital Transformation area , applying SCRUM methodology , contacted 10 actors or strategic customers of the Urban Habitat Cluster ecosystem who were asked their opinion of each of the key assumptions raised and if they considered they were important in a Facility Management process and what were their suggestions or expectations in an application that would support said process . This work was carried out in 2 weeks , where in the end a document was obtained with the priorities of the key assumptions , as follows : 1 . Maintain asset availability 2 . Remote technical supervision with quality and service guarantee 3 . Contain maintenance costs 4 . Streamline the quotation processes . 5 . Comply with the Sustainable Buildings legislation 6 . Compliance with the Risk Management System for Money Laundering and Terrorism Financing . For our second learning launch , our Digital Transformation area applying SCRUM methodology , again contacted 10 actors or strategic customers of the Urban Habitat Cluster ecosystem who were asked to prioritize the processes that the Building Management application would have . This work was carried out in 2 weeks , where in the end a document was obtained with the following result : 1 . Characterization of the spaces that make up a building . 2 . Sustainability of the building ( Consumption Management of Public Services and Equipment Management ) 3 . Building Maintenance ( Maintenance Service Requests generated by the client towards the contractors with their respective quotation , approval , delivery of the work with evidence and payment of the service ) . 4 . Administration of the Operational Costs of the Building . 5 . Biosafety Protocol ( Covid19 ) of the maintenance contractor company and its employees , validated by the local government health entity . 6 . Validation of the Risk Management System for Money Laundering and Terrorism Financing for contractor companies that offer building maintenance services . 7 . Appraised the building . Insight Applying the learning launch tool , our Digital Transformation team was able to identify that the key assumptions were real , which allowed us to define the design of the Application with the following Modules for Facility Management in a functional prototype and that we would test in the Pilot of the strategic customer Versalles Clinic , as follows : 1 . Characterization Module . 2 . Sustainability Module . 3 . Maintenance Module . 4 . Administration Module . 5 . Biosafety Module . 6 . Registration Module . 7 . Appraisal Module . Approach Definitely , the learning launch tool was the appropriate one because the implemented process allowed the functional prototype to be validated in the Pilot of the strategic customer Versalles Clinic , where the application was had for 2 months and all the important information was collected ( confirming the volume data and data quality ) for data analytics and Dash Boards were generated with important indicators of the process , so as a conclusion we can continue with the development of the Facility Management Application to commercialize it in the Urban Habitat Cluster Ecosystem .