Chat with us, powered by LiveChat This is the final of three assignments. At this point, most communication issues have stabilized, and the execution process is producing deliverables. The spons | EssayAbode

This is the final of three assignments. At this point, most communication issues have stabilized, and the execution process is producing deliverables. The spons

 

This is the final of three assignments.

At this point, most communication issues have stabilized, and the execution process is producing deliverables. The sponsor, as well as the project team, are now focused on project performance and closure.

Instructions

Write a 3–4 page paper in which you address the following:

  1. Now that the project is in the execution process, summarize your project to date.
  2. Describe 3–4 deliverables produced from the execution of your project.
  3. Explain how project baselines are established and why they are important to EVM calculations.        
    • Note: this relates to project control.
  4. Explain how you assess the results (what is good, what is bad)  when you do EVM calculations. Provide examples using 3–5 EVM metrics.        
    • Note: this relates to project control.
  5. Apply the PMBOK best practices to close your project. See pages 47, 166, 171, and 180 for relevant content.        
    • Note: this relates to project closure.
  6. List 3–5 lessons learned from your project. Provide examples.
  7. Use at least three sources to support your writing. Choose  sources that are credible, relevant, and appropriate. Cite each source listed on your source page at least one time within your assignment. For help with research, writing, and citations, access the library.

This course requires the use of Strayer Writing Standards. For assistance and information, please refer to the Strayer Writing  Standards link in the left-hand menu of your course. Be sure to include a  cover page and a Sources list. Note: the cover page and Sources list is not included in the 3–4 page count requirement. Check with your professor for any additional instructions.

The specific course learning outcome associated with this assignment is:

  • Develop a proposal to communicate project execution, control, and closure strategies to a specified audience.

Book Attached Below

AND The Standard for Project Management

Seventh Edition

A Guide to the Project Management Body of Knowledge

PMBOK ®

GUIDE

ANSI/PMI 99-001-2021

G L O B A L S T A N D A R D

PMBOK® Guide – Seventh Edition AND The Standard for Project Management Over the past few years, emerging technology, new approaches, and rapid market changes disrupted our ways of working, driving the project management profession to evolve. Each industry, organization and project face unique challenges, and team members must adapt their approaches to successfully manage projects and deliver results.

With this in mind, A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Seventh Edition takes a deeper look into the fundamental concepts and constructs of the profession.

Including both The Standard for Project Management and the PMBOK® Guide, this edition presents 12 principles of project management and eight project performance domains that are critical for effectively delivering project outcomes.

This edition of the PMBOK® Guide:

• Reflects the full range of development approaches (predictive, traditional, adaptive, agile, hybrid, etc.);

• Devotes an entire section to tailoring development approaches and processes;

• Expands the list of tools and techniques in a new section, “Models, Methods, and Artifacts”;

• Focuses on project outcomes, in addition to deliverables; and

• Integrates with PMIstandards+™, giving users access to content that helps them apply the PMBOK® Guide on the job.

The result is a modern guide that better enables project team members to be proactive, innovative, and nimble in delivering project outcomes.

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Project Management Institute Global Headquarters 14 Campus Boulevard Newtown Square, PA 19073 USA Tel: +1 610 356 4600 PMI.org

PMBOK_Guide_7thED_cover_spread.indd 1PMBOK_Guide_7thED_cover_spread.indd 1 5/3/21 4:57 PM5/3/21 4:57 PM

PMI Seventh Edition July 2021

THE STANDARD FOR PROJECT MANAGEMENT

and

A GUIDE TO THE PROJECT MANAGEMENT BODY OF KNOWLEDGE

(PMBOK® GUIDE) Seventh Edition

PMI Seventh Edition July 2021

Library of Congress Cataloging-in-Publication Data

Names: Project Management Institute, publisher.

Title: The standard for project management and a guide to the project management body of knowledge (PMBOK guide).

Other titles: Guide to the project management body of knowledge (PMBOK guide) | PMBOK guide

Description: Seventh edition. | Newtown Square, Pennsylvania: Project Management Institute, Inc., [2021] | Includes bibliographical references and index. | Summary: "Over the past few years, emerging technology, new approaches, and rapid market changes disrupted our ways of working, driving the project management profession to evolve. Each industry, organization and project face unique challenges, and team members must adapt their approaches to successfully manage projects and deliver results. With this in mind, A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Seventh Edition takes a deeper look into the fundamental concepts and constructs of the profession. Including both The Standard for Project Management and the PMBOK® Guide, this edition presents 12 principles of project management and eight project performance domains that are critical for effectively delivering project outcomes. This edition of the PMBOK® Guide: Reflects the full range of development approaches (predictive, traditional, adaptive, agile, hybrid, etc.); Devotes an entire section to tailoring development approaches and processes; Expands the list of tools and techniques in a new section, "Models, Methods, and Artifacts"; Focuses on project outcomes, in addition to deliverables; and Integrates with PMIstandards+, giving users access to content that helps them apply the PMBOK® Guide on the job. The result is a modern guide that betters enables project team members to be proactive, innovative, and nimble in delivering project outcomes." – Provided by publisher.

Identifiers: LCCN 2021011107 (print) | LCCN 2021011108 (ebook) | ISBN 9781628256642 (paperback) | ISBN 9781628256659 (epub) | ISBN 9781628256666 (kindle edition) | ISBN 9781628256673 (pdf)

Subjects: LCSH: Project management–Standards

Classification: LCC HD69.P75 G845 2021 (print) | LCC HD69.P75 (ebook) | DDC 658.4/04–dc23

LC record available at https://lccn.loc.gov/2021011107

LC ebook record available at https://lccn.loc.gov/2021011108

PMI Seventh Edition July 2021

A Guide to the Project Management Body of Knowledge (PMBOK Guide) — Seventh Edition and The Standard for Project Management

ISBN: 978-1-62825-664-2

Published by: Project Management Institute, Inc. 14 Campus Boulevard Newtown Square, Pennsylvania 19073-3299 USA Phone: +1 610 356 4600 Email: [email protected] Internet: www.PMI.org

©2021 Project Management Institute, Inc. All rights reserved.

Our copyright content is protected by U.S. intellectual property law that is recognized by most countries. To republish or reproduce our content, you must obtain our permission. Please go to http://www.pmi.org/permissions for details.

PMI, the PMI logo, PMBOK, OPM3, PMP, CAPM, PgMP, PfMP, PMI-RMP, PMI-SP, PMI-ACP, PMI-PBA, PROJECT MANAGEMENT JOURNAL, PM NETWORK, PMI TODAY, PULSE OF THE PROFESSION and the slogan MAKING PROJECT MANAGEMENT INDISPENSABLE FOR BUSINESS RESULTS. are all marks of Project Management Institute, Inc. For a comprehensive list of PMI trademarks, contact the PMI Legal Department. All other trademarks, service marks, trade names, trade dress, product names and logos appearing herein are the property of their respective owners. Any rights not expressly granted herein are reserved.

To place an order or for pricing information, please contact Independent Publishers Group: Independent Publishers Group Order Department 814 North Franklin Street Chicago, IL 60610 USA Phone: 800 888 4741 Fax: +1 312 337 5985 Email: [email protected] (For orders only)

Printed in the United States of America. No part of this work may be reproduced or transmitted in any form or by any means, electronic, manual, photocopying, recording, or by any information storage and retrieval system, without prior written permission of the publisher.

The paper used in this book complies with the Permanent Paper Standard issued by the National Information Standards Organization (Z39.48—1984).

10 9 8 7 6 5 4 3 2 1

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v

Notice The Project Management Institute, Inc. (PMI) standards and guideline publications, of which

the document contained herein is one, are developed through a voluntary consensus standards development process. This process brings together volunteers and/or seeks out the views of persons who have an interest in the topic covered by this publication. While PMI administers the process and establishes rules to promote fairness in the development of consensus, it does not write the document and it does not independently test, evaluate, or verify the accuracy or completeness of any information or the soundness of any judgments contained in its standards and guideline publications.

PMI disclaims liability for any personal injury, property or other damages of any nature whatsoever, whether special, indirect, consequential or compensatory, directly or indirectly resulting from the publication, use of application, or reliance on this document. PMI disclaims and makes no guaranty or warranty, expressed or implied, as to the accuracy or completeness of any information published herein, and disclaims and makes no warranty that the information in this document will fulfill any of your particular purposes or needs. PMI does not undertake to guarantee the performance of any individual manufacturer or seller’s products or services by virtue of this standard or guide.

In publishing and making this document available, PMI is not undertaking to render professional or other services for or on behalf of any person or entity, nor is PMI undertaking to perform any duty owed by any person or entity to someone else. Anyone using this document should rely on his or her own independent judgment or, as appropriate, seek the advice of a competent professional in determining the exercise of reasonable care in any given circum stances. Information and other standards on the topic covered by this publication may be available from other sources, which the user may wish to consult for additional views or information not covered by this publication.

PMI has no power, nor does it undertake to police or enforce compliance with the contents of this document. PMI does not certify, test, or inspect products, designs, or installa tions for safety or health purposes. Any certification or other statement of compliance with any health or safety-related information in this document shall not be attributable to PMI and is solely the responsibility of the certifier or maker of the statement.

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Preface Each time work begins on a new edition of The Standard for Project Management and the

PMBOK® Guide, there is an opportunity to consider global perspectives on changes in project management and the approaches used for realizing benefits and value from project outputs. In the time between every edition, a world of change has occurred. Some organizations have ceased to exist, and new organizations have emerged. Older technologies have reached end of life while technologies offering completely new capabilities have evolved. People who continue in the workforce have advanced their thinking, skills, and capabilities as new entrants focus on quickly understanding their professional language, building their skills, developing their business acumen, and contributing to the objectives of their employers.

Even in the midst of such changes, though, there are fundamental concepts and constructs that remain in place. The understanding that collective thinking produces more holistic solutions than the thoughts of one individual continues. And the fact that organizations use projects as a vehicle for delivering a unique result or output endures.

C U S T O M E R – A N D E N D – U S E R – C E N T E R E D D E S I G N While the Sixth Edition of the PMBOK® Guide was under development and throughout development

of this Seventh Edition, PMI has actively engaged with a broad range of global stakeholders on their experiences with using The Standard for Project Management and the PMBOK® Guide. These engagements have included:

▶ Online surveys to representative samples of PMI stakeholders;

▶ Focus groups with PMO leaders, project managers, agile practitioners, project team members, and educators and trainers; and

▶ Interactive workshops with practitioners at various PMI events around the globe.

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The feedback and inputs collectively emphasized four key points:

▶ Maintain and enhance the credibility and relevance of the PMBOK® Guide.

▶ Improve the readability and usefulness of the PMBOK® Guide while avoiding overstuffing it with new content.

▶ Sense stakeholder information and content needs and provide vetted supplemental content supporting practical application.

▶ Recognize that there is continued value for some stakeholders in the structure and content of previous editions so that any shifts enhance without negating that value.

S U S TA I N I N G T H E R E L E VA N C E O F T H E P M B O K ® G U I D E Since its inception as the Project Management Body of Knowledge (PMBOK) in 1987, A Guide to the

Project Management Body of Knowledge (PMBOK® Guide) has evolved while recognizing that fundamental elements of project management endure. Its evolution has not just involved an increase in the page count, it has also involved significant and substantive changes in the nature of the content. A sampling of some of those key changes is reflected in the following table:

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Evolution of Key Changes in the PMBOK® Guide

PMBOK® Guide Edition

Key Evolutionary Changes

• Distinguished as “a guide to the body of knowledge,” rather than the body of knowledge for project management.

• Reflected the subset of the project management body of knowledge that is “generally accepted,” meaning applicable to most projects most of the time with widespread consensus that practices have value and usefulness.

• Defined project management as “the application of knowledge, skills, tools, and techniques to project activities in order to meet or exceed stakeholder needs and expectations [emphasis added] from a project.”

• Specific decision to shift to a process-based standard driven by a desire to show interactions among Knowledge Areas; create a robust and flexible structure; and recognize that ISO and other standards organizations were establishing process-based standards.

• First edition to incorporate the “ANSI Standard” logo on the cover.

• First edition to formally designate The Standard for Project Management of a Project separate and distinct from the Project Management Framework and Body of Knowledge.

• Included material “generally recognized as good practice on most projects most of the time.”

• Defined project management as “the application of knowledge, skills, tools, and techniques to project activities to meet the project requirements.”

• First edition to make a distinct separation between the ANSI standard and the guide.

• First time “agile” content is incorporated into the text, not just referenced in examples.

• Expansion of Knowledge Area front material, including key concepts, trends and emerging practices, tailoring considerations, and considerations for agile/adaptive environments.

1996

Third (2004)

Sixth (2017)

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Like previous editions of The Standard for Project Management and the PMBOK® Guide, this edition recognizes that the project management landscape continues to evolve and adapt. Over the past 10 years alone, the advancement of software into all types of products, services, and solutions has grown exponentially. What software can enable continues to change as artificial intelligence, cloud-based capabilities, and new business models drive innovation and new ways of working. Transformed organizational models have yielded new project work and team structures, the need for a broad range of approaches to project and product delivery, and a stronger focus on outcomes rather than deliverables. Individual contributors can join project teams from anywhere in the world, serve in a broader array of roles, and enable new ways of thinking and working collaboratively. These changes and more have created this opportunity to reconsider perspectives to support the continued evolution of The Standard for Project Management and the PMBOK® Guide.

S U M M A RY O F C H A N G E S Since 1987, The Standard for Project Management has represented a process-based standard.

The Standard for Project Management included in the PMBOK® Guide aligned the project management discipline and function around a collection of business processes. Those business processes enabled consistent and predictable practices:

▶ That could be documented;

▶ Through which performance against the processes could be assessed; and

▶ Through which improvements to the process could be made to maximize efficiency and minimize threats.

While effective in supporting good practice, process-based standards are prescriptive by their very nature. With project management evolving more rapidly than ever before, the process-based orientation of past editions cannot be maintained in a manner conducive to reflecting the full value delivery landscape. Therefore, this edition shifts to a principles-based standard to support effective project management and to focus more on intended outcomes rather than deliverables.

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A global community of practitioners from different industries and organizations, in different roles, and working on different types of projects have developed and/or provided feedback on drafts of the standard as it has evolved for this edition. In addition, the PMBOK® Guide – Seventh Edition coleaders and staff reviewed other bodies of knowledge and works focused on project management to identify principle concepts embedded in those texts. These combined efforts showed strong alignment and supported the validation that the guiding principles in this edition of the standard apply across the spectrum of project management.

To date, the global project management community has embraced the shift of this standard toward a set of principle statements. The principle statements capture and summarize generally accepted objectives for the practice of project management and its core functions. The principle statements provide broad parameters within which project teams can operate and offer many ways to remain aligned with the intent of the principles.

Using these principle statements, PMI can reflect effective management of projects across the full value delivery landscape: predictive to adaptive and everything in between. This principles-based approach is also consistent with the evolution of The Standard for Program Management (Third and Fourth Editions) and The Standard for Portfolio Management – Fourth Edition. The Standard for Risk Management in Portfolios, Programs, and Projects and Benefits Realization Management: A Practice Guide represent new standard products intentionally developed with a principles-based focus by global teams of subject matter experts.

Nothing in this edition of The Standard for Project Management or A Guide to the Project Management Body of Knowledge negates alignment with the process-based approach of past editions. Many organizations and practitioners continue to find that approach useful for guiding their project management capabilities, aligning their methodologies, and evaluating their project management capabilities. That approach remains relevant in the context of this new edition.

Another significant change with this edition of the PMBOK® Guide is a systems view of project management. This shift begins with a systems view of value delivery as part of The Standard for Project Management and continues with the presentation of the PMBOK® Guide content. A systems focus for value delivery changes the perspective from one of governing portfolios, programs, and projects to focusing on the value chain that links those and other business capabilities to advancing organizational strategy, value, and business objectives. In the context of project management, The Standard for Project Management and the PMBOK® Guide emphasize that projects do not simply produce outputs, but more importantly, enable those outputs to drive outcomes that ultimately deliver value to the organization and its stakeholders.

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This systems view reflects a shift from the Knowledge Areas in past editions of the PMBOK® Guide to eight project performance domains. A performance domain is a group of related activities that are critical for the effective delivery of project outcomes. Collectively, the performance domains represent a project management system of interactive, interrelated, and interdependent management capabilities that work in unison to achieve desired project outcomes. As the performance domains interact and react to each other, change occurs. Project teams continuously review, discuss, adapt, and respond to such changes with the whole system in mind—not just the specific performance domain in which the change occurred. Aligned with the concept of a system for value delivery in The Standard for Project Management, teams evaluate effective performance in each performance domain through outcomes-focused measures, rather than through adherence to processes or the production of artifacts, plans, etc.

Previous editions of the PMBOK® Guide emphasized the importance of tailoring the project management approach to the unique characteristics of each project and its context. The Sixth Edition specifically incorporated considerations to help project teams think about how to tailor their approach to project management. That content was included in the front matter of each of the Knowledge Areas and provided considerations for all types of project environments. This edition further expands upon that work with a dedicated section on Tailoring in the PMBOK® Guide.

A new section on Models, Methods, and Artifacts provides a high-level grouping of models, methods, and artifacts that support project management. This section maintains linkages to tools, techniques, and outputs from previous editions that support project management without prescribing when, how, or which tools teams should use.

The final change reflects the most significant advancement in the PMBOK® Guide’s history— the creation of PMIstandards+™, an interactive digital platform that incorporates current, emerging, and future practices, methods, artifacts, and other useful information. The digital content better reflects the dynamic nature of a body of knowledge. PMIstandards+ provides project practitioners and other stakeholders with access to a richer and broader range of information and resources that can more quickly accommodate advances and changes in project management. The content explains how specific practices, methods, or artifacts apply to projects based on industry segments, project types, or other characteristics. Starting with the inputs, tools and techniques, and outputs from the PMBOK® Guide – Sixth Edition, PMIstandards+ will continue to incorporate new resources that support continued evolution in project management. Going forward, users of The Standard for Project Management and the PMBOK® Guide can find information in PMIstandards+ that will supplement the information included in the printed publication.

The following figure illustrates the revision to The Standard for Project Management and migration from the Sixth to the Seventh Edition of the PMBOK® Guide, along with the connection to the PMIstandards+ digital platform.

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• The platform links to the PMBOK® Guide via the Models, Methods, and Artifacts section while further expanding on that content. • Platform incorporates content from all PMI standards as well as content developed specifically for the platform. • Content reflects “how to…” in actual practice, including emerging practices.

PMBOK® Guide – Sixth Edition

A Guide to the Project Management Body of Knowledge: • Introduction, Project Environment, and Role of the

Project Manager • Knowledge Areas

• Integration • Scope • Schedule • Cost • Quality • Resources • Communications • Risk • Procurement • Stakeholders

The Standard for Project Management: • Initiating • Planning • Executing • Monitoring and Controlling • Closing

Appendixes, Glossary, and Index

PMBOK® Guide – Seventh Edition

The Standard for Project Management: • Introduction • System for Value Delivery • Project Management Principles

• Stewardship • Tailoring • Team • Quality • Stakeholders • Complexity • Value • Risk • Systems Thinking • Adaptability and Resiliency • Leadership • Change

A Guide to the Project Management Body of Knowledge: • Project Performance Domains:

• Tailoring • Models, Methods, and Artifacts

Appendixes, Glossary, and Index

• Stakeholders • Team • Development

Approach and Life Cycle

• Planning • Project Work • Delivery • Measurement • Uncertainty

PMIstandards+TM Digital Content Platform

Revision to The Standard for Project Management and Migration from the Sixth Edition to the Seventh Edition of the PMBOK® Guide and the PMIstandards+TM Digital Content Platform

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C O N C L U S I O N The Standard for Project Management and the PMBOK® Guide – Seventh Edition respond to all four

elements that stakeholders have emphasized in their feedback. The revision maintains and enhances the credibility and relevance of the PMBOK® Guide. It improves the readability and usefulness of the PMBOK® Guide. It recognizes that there is continued value for some stakeholders in the structure and content of previous editions and enhances the content in this edition without negating that value. Most importantly, it links with the PMIstandards+ digital content platform to respond to stakeholders’ needs with vetted supplemental content that supports practical application.

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Table of Contents THE STANDARD FOR PROJECT MANAGEMENT

1 INTRODUCTION ……………………………………………………………………….3 1.1 Purpose of The Standard for Project Management …………………3 1.2 Key Terms and Concepts ……………………………………………………4 1.3 Audience for this Standard …………………………………………………5

2 A SYSTEM FOR VALUE DELIVERY ……………………………………………….7 2.1 Creating Value ………………………………………………………………….7

2.1.1 Value Delivery Components ……………………………………….8 2.1.2 Information Flow ……………………………………………………11

2.2 Organizational Governance Systems ………………………………….12 2.3 Functions Associated with Projects ……………………………………12

2.3.1 Provide Oversight and Coordination ………………………….13 2.3.2 Present Objectives and Feedback ……………………………..13 2.3.3 Facilitate and Support …………………………………………….14 2.3.4 Perform Work and Contribute Insights ………………………14 2.3.5 Apply Expertise ……………………………………………………..15 2.3.6 Provide Business Direction and Insight ………………………15 2.3.7 Provide Resources and Direction ………………………………15 2.3.8 Maintain Governance ………………………………………………16

2.4 The Project Environment ………………………………………………….16 2.4.1 Internal Environment ………………………………………………16 2.4.2 External Environment ……………………………………………..18

2.5 Product Management Considerations …………………………………18

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3 PROJECT MANAGEMENT PRINCIPLES ……………………………………….21 3.1 Be a Diligent, Respectful, and Caring Steward ……………………24 3.2 Create a Collaborative Project Team Environment ………………28 3.3 Effectively Engage with Stakeholders ………………………………31 3.4 Focus on Value………………………………………………………………34 3.5 Recognize, Evaluate, and Respond to System Interactions …..37 3.6 Demonstrate Leadership Behaviors ………………………………….40 3.7 Tailor Based on Context ………………………………………………….44 3.8 Build Quality into Processes and Deliverables ……………………47 3.9 Navigate Complexity ……………………………………………………..50 3.10 Optimize Risk Responses ………………………………………………..53 3.11 Embrace Adaptability and Resiliency ………………………………..55 3.12 Enable Change to Achieve the Envisioned Future State ………58 References …………………………………………………………………………..60

INDEX ………………………………………………………………………………………61

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A GUIDE TO THE PROJECT MANAGEMENT BODY OF KNOWLEDGE (PMBOK® GUIDE)

1. INTRODUCTION ………………………………………………………………………3 1.1 Structure of the PMBOK® Guide ………………………………………..3 1.2 Relationship of the PMBOK® Guide and The Standard for Project Management ………………………….4 1.3 Changes to the PMBOK® Guide …………………………………………6 1.4 Relationship to PMIstandards+ ………………………………………….6

2. PROJECT PERFORMANCE DOMAINS ………………………………………….7 2.1 Stakeholder Performance Domain ……………………………………..8

2.1.1 Stakeholder Engagement ……………………………………….10 2.1.2 Interactions with Other Performance Domains …………..14 2.1.3 Checking Results …………………………………………………..15

2.2 Team Performance Domain ……………………………………………….16 2.2.1 Project Team Management and Leadership ……………….17 2.2.2 Project Team Culture ……………………………………………..20 2.2.3 High-Performing Project Teams ……………………………….22 2.2.4 Leadership Skills …………………………………………………..23 2.2.5 Tailoring Leadership Styles ………

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