Advisor：Dr. Yeong-Sung Lin
Student：Chiu-Han Hsiao
Department of Information Management
National Taiwan University
Taipei, Taiwan, R. O. C.
1
PMP國際專案管理師認證.htm
2
Project Management Body of
Knowledge (PMBOK)
 The sum of knowledge within the profession of project
management.
 The knowledge of (both published and unpublished)
widely applied, proven traditional practices and
knowledge of less frequently used innovative and
advanced practices.
3
PMBOK
 專案管理知識體系 (Project Management Body of Knowledge，
PMBOK)是美國專案管理學會(PMI)經過多年研究所彙編而成，是完整
、有系統的專案管理標準架構。內容涵蓋專案管理九大知識領域與五
大流程，為國際專案管理人士必備的寶典
 PMBOK five process group
 Initiating
 Planning
 Executing
 Controlling
 Closing
4
PMI Standards Background
 1969 – PMI founded
 1983 – PMI Special Report on Ethic, Standards, and Accreditation – the
Standards portion was The Project Management Body of Knowledge (PMBOK)
 1987 – PMBOK Standard was published
 1996 – A Guide to the Project Management Body of Knowledge (PMBOK®
Guide) [first edition] was published
 1999 – PMI accredited as a Standards Development Organization (SDO) by
ANSI
 2000 – The PMBOK® Guide - 2000 Edition
 2007 – The PMBOK® Guide – 4th Edition
 2010 – The PMBOK® Guide – 5th Edition
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Project Versus Operations
 Work Involves either operations or projects.
 A Project is a temporary (Start and Stop points) endeavor
undertaken to create a unique product or service.
 Projects are a means for organizations to respond to those
requests that cannot be addressed within the organization's
normal operational limits.
 The objective of a project is to attain the objective and close the
project.
6
Unique Product/Service/Result
 A product or service resulting from a project may be
unique even if the category to which it belongs is large.
 A projects outcome (deliverable) product or service
typically continue even though the project ends.
 The presence of repetitive elements within project
completion does not change the fundamental
uniqueness of the project work.
7
Progressive Elaboration
 Because the product of each project is unique, the
characteristics that distinguish the product or service must be
progressively elaborated.
 Progressively means "proceeding in steps; continuing steadily
by increments."
 Elaborated means "worked out with care and detail;” e.g.
developed thoroughly.
 Progressive elaboration of product characteristics must be
carefully coordinated with proper project scope definition,
particularly if the project is performed under contract.
8
Project Management
 Project management is the application of knowledge,
skills, tools, and techniques to project activities to
meet project requirements.
 Use of PM knowledge, skills, tools, and techniques to lead a
project from start to finish
 Project management is accomplished through the use
of the processes such as: initiating, planning,
executing, controlling, and closing.
 The project team manages the work of the projects.
9
Work of the Projects
 Competing demands for: scope, time, cost, risk, and
quality.
 Stakeholders with differing needs and expectations.
 Identified requirements.
10
Project Management Knowledge Areas
Project Management
Project Integration Management
Project Scope Management
Initiation
Scope Planning
Scope Definition
Scope Verification
Scope Change Control
Project Time Management
Activity Definition
Activity Sequencing
Activity Duration Estimating
Schedule Development
Schedule Control
Project Cost Management
Resource Planning
Cost Estimating
Cost Budgeting
Cost Control
Project Quality Management
Quality Planning
Quality Assurance
Quality Control
Project Human Resource Management
Organizational Planning
Staff Acquisition
Team Development
Project Communications Management
Communications Planning
Information Distribution
Performance Reporting
Administrative Closure
Project Risk Management
Risk Management Planning
Risk Identification
Qualitative Risk Analysis
Quantitative Risk Analysis
Risk Response Planning
Risk Monitoring and Control
Project Procurement Management
Procurement Planning
Solicitation Planning
Solicitation
Source Selection
Contract Administration
Contract Closeout
Project Plan Development
Project Plan Execution
Integrated Change Control
11
The Project Management Context
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Project Life Cycle
 The collection of phases that are performed in completing a project.
 Each project phase is marked by completion of one or more deliverables.
 The conclusion of a project phase is generally marked by a review of both
key deliverables and project performance to date.
 Determine if the project should continue into its next phase.
 Detect and correct errors.
 The project life cycle defines the beginning and the end of a project.
 Project life cycles generally define:
 What technical work should be done in each phase.
 Who should be involved in each phase.
13
Typical Project Life Cycle
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Project Phase Deliverables
 A deliverable is a tangible, verifiable work product such
as a feasibility study, a detail design, or a working
prototype.
 Deliverables from the preceding phase are usually
approved before work starts on the next phase.
15
Project Stakeholders
 Project stakeholders are individuals and organizations that are actively involved
in the project, or whose interests may be positively or negatively affected as a
result of project execution or project completion; they may also exert influence
over the project and its results.
 Key Stakeholders
 Project manager—the individual responsible for managing the project.
 Customer—the individual or organization that will use the project's product or
service.
 Performing organization—the enterprise whose employees are most directly
involved in doing the work of the project.
 Project team members—the group that is performing the work of the project.
 Sponsor—the individual or group within or external to the performing organization
that provides the financial resources, in cash or in kind, for the project.
 Stakeholder expectations must be carefully managed since stakeholders often
have very different and conflicting objectives for the project.
16
Organizational Influences to Projects
 Organizational Systems.
 Organizational Cultures and Styles.
 Organizational Structure.
 Project Office.
17
Project-based Organizations
 Project-based organizations are organizations whose
operations consist primarily of projects.
 Organizations that derive their revenue primarily from
performing projects for others.
 Organizations that have adopted management by projects.
 Nonproject-based organizations often lack management
systems designed to support project needs efficiently and
effectively.
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Organizational Cultures/Styles
 Organizational culture is reflected in their shared values,
norms, beliefs, and expectations; in their policies and
procedures; in their view of authority relationships; etc.
[TB07] Tiwana, A. and Bush, A. A., “A Comparison of Transaction Cost, Agency,
and Knowledge-Based Predictors of IT Outsourcing Decisions: A U.S.-Japan,
Cross-Cultural Field Study,” Journal of Management Information Systems, Vol. 24,
19
No. 1, Summer 2007, pp.259-300.
Organizational Structure
 Functional Structure
 Matrix Structure
 Projectized Structure
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Matrix Organizational Structure
 Matrix organizations are a blend of functional and projectized
characteristics.
 Weak matrices maintain many of the characteristics of a
functional organization, and the project manager role is more of
a coordinator or expediter than a manager.
 Strong matrices have many of the characteristics of the
projectized organization—full-time project managers with
considerable authority and full-time project administrative staff.
[HBK07] He, J., Butler, B. S., and King, W., R., “Team Cognition: Development and
Evolution in Software Project Teams,” Journal of Management Information Systems,
21
Vol. 24. No.2, Fall 2007, pp.261-292.
Organizational Structure Influences on Projects
22
Key General Management Skills
 Finance and accounting, sales and marketing, research and
development, and manufacturing and distribution.
 Strategic planning, tactical planning, and operational planning.
 Organizational structures, organizational behavior, personnel
administration, compensation, benefits, and career paths.
 Managing work relationships through motivation, delegation,
supervision, team building, conflict management, and other
techniques.
 Managing oneself through personal time management, stress
management, and other techniques.
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Leading
 Establishing direction—developing both a vision
of the future and strategies for producing the
changes needed to achieve that vision.
 Aligning people—communicating the vision by
words and deeds to all those whose cooperation
may be needed to achieve the vision.
 Motivating and inspiring—helping people
energize themselves to overcome political,
bureaucratic, and resource barriers to change.
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Communicating
 Communicating involves the exchange of
information.
 Communicating Dimension Examples
 Written and oral, listening and speaking.
 Internal (within the project) and external (to the
customer, the media, the public, etc.).
 Formal (reports, briefings, etc.) and informal (memos,
ad hoc conversations, etc.).
 Vertical (up and down the organization) and horizontal
(with peers and partner organization).
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Negotiating
 Negotiating involves conferring with others to
come to terms with them or reach an agreement.
 Negotiation Item Examples
 Scope, cost, and schedule objectives.
 Changes to scope, cost, or schedule.
 Contract terms and conditions.
 Assignments.
 Resources.
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Problem Solving
 Problem solving involves a combination of problem
definition and decision-making.
 Problem definition requires distinguishing between causes
and symptoms to determine the essential reasons for a
problem.
 Decision-making includes analyzing the problem to
identify viable solutions, and then making a choice from
among them.
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Influencing the Organization
 Influencing the organization involves the ability to
"get things done."
 Influencing the organization also requires an
understanding of the mechanics of power and
politics.
 Power is the potential ability to influence behavior, to
change the course of events, to overcome resistance, and to
get people to do things that they would not otherwise do.
 Politics is about getting collective action from a group of
people who may have quite different interests.
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Standard
 A standard is a "document approved by a recognized
body, that provides, for common and repeated use,
rules, guidelines, or characteristics for products,
processes or services with which compliance is not
mandatory."
29
Regulation
 A regulation is a "document, which lays down product,
process or service characteristics, including the
applicable administrative provisions, with which
compliance is mandatory."
30
Culture
 Culture is the "totality of socially transmitted behavior
patterns, arts, beliefs, institutions, and all other
products of human work and thought.
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Project Management Processes
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Project Processes
 A process is "a series of actions bringing about a result.“
 Project processes typically consist of project management
processes and product-oriented processes.
 Project management processes describe, organize, and complete the
work of the project.
 Product-oriented processes specify and create the project's product.
 Project management processes and product-oriented
processes overlap and interact throughout the project.
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Project Management Processes
 Initiating processes—authorizing the project or phase.
 Planning processes—defining and refining objectives and selecting the
best of the alternative courses of action to attain the objectives that the
project was undertaken to address.
 Executing processes—coordinating people and other resources to carry
out the plan.
 Controlling processes—ensuring that project objectives are met by
monitoring and measuring progress regularly to identify variances
from plan so that corrective action can be taken when necessary.
 Closing processes—formalizing acceptance of the project or phase and
bringing it to an orderly end.
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Process Group Linkages
 The process groups are linked by the results they produce—the result
or outcome of one often becomes an input to another.
 Among the central process groups, the links are iterated—planning
provides executing with a documented project plan early on, and then
provides documented updates to the plan as the project progresses.
 Project management process groups are not discrete, one-time events;
they are overlapping activities that occur at varying levels of intensity
throughout each phase of the project.
 Process group interactions also cross phases such that closing one
phase provides an input to initiating the next.
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Process Group Links within a Project Phase
Initiating
Processes
Planning
Processes
Controlling
Processes
Arrows Depict Information Flows
Executing
Processes
Closing
Processes
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Overlap of Process Groups within a Project Phase
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Process Group Interaction between Project Phases
Design Phase
Initiating
Processes
Previous
Phases
Planning
Processes
Implementation Phase
Initiating
Processes
Planning
Processes
…
Controlling
Processes
Closing
Processes
Executing
Processes
Controlling
Processes
Executing
Processes
…
Subsequent
Phases
Closing
Processes
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Process Elements
 Inputs—documents or documentable items that will
be acted upon.
 Tools and techniques—mechanisms applied to the
inputs to create the outputs.
 Outputs—documents or documentable items that are
a result of the process.
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Initiating Processes
 Authorizing the project or phase (part of project scope
management).
 Project or phase initiation is the process wherein a
suggestion or idea is transformed into an actual
project.
40
Planning Processes
 Planning processes include core processes and
facilitating processes.
 Planning is an ongoing effort throughout the life of the
project.
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Core Planning Processes
 Scope Planning—developing a written scope statement as the basis for
future project decisions.
 Scope Definition—subdividing the major project deliverables into
smaller, more manageable components.
 Activity Definition—identifying the specific activities that must be
performed to produce the various project deliverables.
 Activity Sequencing—identifying and documenting interactivity
dependencies.
 Activity Duration Estimating—estimating the number of work periods
that will be needed to complete individual activities.
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Core Planning Processes
 Schedule Development—analyzing activity sequences, activity durations, and
resource requirements to create the project schedule.
 Risk Management Planning—deciding how to approach and plan for risk
management in a project.
 Resource Planning—determining what resources (people, equipment,
materials, etc.) and what quantities of each should be used to perform project
activities.
 Cost Estimating—developing an approximation (estimate) of the costs of the
resources required to complete project activities.
 Cost Budgeting—allocating the overall cost estimate to individual work
packages.
 Project Plan Development—taking the results of other planning processes and
putting them into a consistent, coherent document.
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Planning Facilitating Processes
 Quality Planning—identifying which quality standards are relevant to
the project and determining how to satisfy them.
 Organizational Planning—identifying, documenting, and assigning
project roles, responsibilities, and reporting relationships.
 Staff Acquisition—getting the human resources needed assigned to
and working on the project.
 Communications Planning—determining the information and
communications needs of the stakeholders: who needs what
information, when will they need it, and how will it be given to them.
 Risk Identification—determining which risks are likely to affect the
project and documenting the characteristics of each.
45
Planning Facilitating Processes
 Qualitative Risk Analysis—performing a qualitative analysis of risks
and conditions to prioritize their effects on project objectives.
 Quantitative Risk Analysis—measuring the probability and impact of
risks and estimating their implications for project objectives.
 Risk Response Planning—developing procedures and techniques to
enhance opportunities and to reduce threats to the project's objectives
from risk.
 Procurement Planning—determining what to procure, how much to
procure, and when.
 Solicitation Planning—documenting product requirements and
identifying potential sources.
46
Executing Processes
Executing processes include core processes and facilitating processes.
 Project Plan Execution—carrying out the project plan by performing the activities
included therein.
 Quality Assurance—evaluating overall project performance on a regular basis to
provide confidence that the project will satisfy the relevant quality standards.
 Team Development—developing individual and group skills/competencies to
enhance project performance.
 Information Distribution—making needed information available to project
stakeholders in a timely manner.
 Solicitation—obtaining quotations, bids, offers, or proposals as appropriate.
 Source Selection—choosing from among potential sellers.
 Contract Administration—managing the relationship with the seller.
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48
Controlling Processes
Controlling processes include core processes and facilitating processes.
 Integrated Change Control—coordinating changes across the entire project.
 Scope Verification—formalizing acceptance of the project scope.
 Scope Change Control—controlling changes to project scope.
 Schedule Control—controlling changes to the project schedule.
 Cost Control—controlling changes to the project budget.
 Quality Control—monitoring specific project results to determine if they comply with relevant
quality standards and identifying ways to eliminate causes of unsatisfactory performance.
 Performance Reporting—collecting and disseminating performance information. This includes
status reporting, progress measurement, and forecasting.
 Risk Monitoring and Control—keeping track of identified risks, monitoring residual risks and
identifying new risks, ensuring the execution of risk plans, and evaluating their effectiveness in
reducing risk.
49
50
Closing Processes
 Contract Closeout—completion and settlement of the
contract, including resolution of any open items.
 Administrative Closure—generating, gathering, and
disseminating information to formalize phase or project
completion, including evaluating the project and
compiling lessons learned for use in planning future
projects or phases.
51
Mapping Of Project Management Processes and PMBOK Knowledge Areas
52
The PMBOK
 “Project Management Body of Knowledge”
 sum of knowledge within the profession of project
management
 used to document and standardize generally accepted
project management information and practices
 produced by the Project Management Institute
 revised and reprinted every 4 years – fourth edition is
expected to be released shortly
53
The 9 Things
 an area of project management defined by its knowledge
requirements and described in terms of its associated
process, practices, inputs, outputs, tools and techniques
 identified knowledge areas (the ‘things’)
1.
2.
3.
4.
5.
6.
7.
8.
9.
Project Integration Management
Project Scope Management
Project Time Management
Project Cost Management
Project Quality Management
Project Human Resource Management
Project Communications Management
Project Risk Management
Project Procurement Management
54
1. Project Integration Management
 effective integration of the processes required to
accomplish project objectives
 processes include
1.
2.
3.
4.
5.
project charter development
preliminary project scope statement development
project management plan development
project execution
monitoring and control of project work
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2.
Project Scope Management
 defines and controls what is and is not included in the
project
 processes include
1.
2.
3.
4.
5.
scope planning
scope definition
creation of a Work Breakdown Schedule
scope verification
scope control
56
57
3. Project Time Management
 includes processes required for the timely completion
of a project
 processes include
1.
2.
3.
4.
5.
6.
defining activities
sequencing activities
estimating resource activities
estimating duration of activities
developing the project schedule
controlling the project schedule
58
4. Project Cost Management
 planning, estimating, budgeting and controlling costs to
ensure the project can be completed within the
approved budget
 processes include
1.
2.
3.
cost estimating
cost budgeting
cost control
59
Schedule Development
60
5. Project Quality Management
 all activities that determine quality policies, objectives
and responsibilities for the project to satisfy the needs
for which it was undertaken
 processes include
1.
2.
3.
quality planning
performing quality assurance
performing quality control
61
6. Project Human Resource Management
 processes that organize and manage the project team
 processes include:
1.
2.
3.
4.
human resource planning
acquiring the project team
developing the project team
managing the project team
62
7. Project Communications Management
 activities to ensure project information is timely and
appropriately generated, collected, distributed, stored,
retrieved and disposed of
 processes include
1.
2.
3.
4.
communications planning
information distribution
performance reporting
managing stakeholders
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8. Project Risk Management
 processes to increase the probability and impact of
positive events and decrease the probability and
impact of negative events
 updated throughout the project
 processes include
1.
2.
3.
4.
5.
6.
risk management planning
risk identification
qualitative risk analysis
quantitative risk analysis
risk response planning
risk monitoring and control
元智資管所
劉俞志 副教授
An proactive approach
to prevent risk factors
in IS projects
[SLK01] Schmidt, R., Lyytinen, K., Keil, M., and Cule, P., “Identifying Software Project Risks: An International
Delphi Study,” Journal of Management Information Systems, Vol. 17, No. 4, Spring 2001, pp.5-36.
64
9. Project Procurement Management
 processes to purchase/acquire the products, services
or results needed to perform the project work
 includes contract management and change control
processes to administer contracts or purchase orders
 processes include:
1.
2.
3.
4.
5.
6.
planning purchases and acquisitions
contract planning
requesting seller responses
selecting sellers
contract administration
contract closure
Rai, A., Maruping, L., M., and Venkatesh, V., “Offshore Information Systems Project
Success: The Role of Social Embeddedness and Cultural Characteristics,” MIS Quarterly,
Vol. 33, No. 3, September 2009, pp.617-A7.
65
PM Knowledge Areas & Process Groups
PM Process
Groups /
Knowledge Area
Processes
Initiating Process
Group
Planning Process Group
Executing Process
Group
Monitoring & Controlling
Process Group
Closing
Process
Group
Project
Management
Integration
Develop Project Charter
Develop Prelim Project
Scope Statement
Develop Project Management
Plan
Direct and Manage Project
Execution
Monitor and Control Project Work
Integrated Change Control
Close Project
Project Scope
Management
Scope Planning
Scope Definition
Create WBS
Scope Verification
Scope Control
Project Time
Management
Activity Definition & Sequencing
Resource Estimating
Duration Estimating
Schedule Development
Schedule Control
Project Cost
Management
Cost Estimating
Cost Budgeting
Cost Control
Project Quality
Management
Quality Planning
Perform Quality Assurance
Perform Quality Control
Project HR
Management
Human Resources Planning
Acquire Project Team
Develop Project Team
Manage Project Team
Project
Communications
Management
Communications Planning
Information Distribution
Performance Reporting
Manage Stakeholders
Project Risk
Management
Risk Management Planning
Risk Identification
Qualitative / Quantitative Risk
Analysis
Risk Response Planning
Project
Procurement
Management
Plan Purchases and Acquisitions
Plan Contracting
Risk Monitoring and Control
Request Seller Responses
Select Sellers
Contract Administration
Contract
Closure
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67
Vision of 4G
68
What is 4G? Technical Evolution
2001-2005
WiMAX Evolution
R1.0/Wave 2 Certification
IEEE802.16d
20Mbps
IEEE802.16m
DL:100Mbps
UL: 50Mbps
IEEE802.16e
70Mbps
3GPP Evolution
WCDMA
R99/R4
384kbps
HSDPA Phase II
7.2/14.4Mbps
HSUPA
2M/5.76Mbps
HSDPA Phase I
1.8M/3.6Mbps
R2 Certification
R 1.5 Certification
HSPA+
DL >40Mbps
UL >10Mbps
LTE (FDD)
In 20MHz (Rel. 8)
DL PDR: 326Mps
UL PDR: 86kps
LTE-Advanced
LTE-Advanced
(Rel. 9)
DL:1Gbps
UL:150 Mbps
(Rel. 10)
3GPP2 Evolution
CDMA 1X
153kbps
DO Rev. B
1xEV-DO Rev.
0
DL: 2.4Mbps
UL:153.6kbps
1xEV-D0 Rev. A
DL: 3.1Mbps
UL: 1.8Mbps
IMT
Advanced
Technology
（ MC DO）
DL：
46.5Mbps
UL: 27Mbps
TD-SCDMA Evolution
LTE
TDD
2006
2007
2008
2009
2010
2011
69
Driving Force of 4G
 Total daily traffic in 2012 will be double up to 250 TB, and will be
5750 TB in 2020 (i.e. Total traffic/subscriber/day of 495 Mbytes) in
Western Europe
Source: MAGIC MOBILE FUTURE 2010-2020, UMTS Forum, 2005
70
Migration Paths Toward 4G

Global Evolution Trends
Path 1
–
– Path 2
–
Path 3
–
– Path 4
Mobility
3G Evolution
802.11n, Gigabit
WLAN
Broadband wireless Access
4G standard body
1995
2000
New Life Style
4
4G
Standard
2010
2005
1
High
(250 Km/h~)
Multimedia
3G Ev.
OFDMA/LTE
3G
2G
Medium
(Vehicular)
CDMA
GSM
1G
Wireless Transmission
100 Mbps (high mobility)
1Gbps(Fixed, Nomadic)
High Spectrum efficiency
( 5~10 bps/Hz ~)
Ubiquitous communication
Heterogeneous IW
Cost-effective
High capacity
Larger coverage
802.16m
3G++
W-CDMA/HSDPA 802.16e
CDMA2000/Ev-DV/DO
IMTAdvanced ITU WP5D
4G
3
WiBro
AMPS
Low
(Nomadic)
Voice
2
WLAN
802.11n
802.16 a/d
WLAN
802.11a/b
14.4 Kbps
144 Kbps
384 Kbps
~ 50 Mbps
Source: “Korea 4G R&D and Standardization”, LGE, 2006
~100 Mbps ~
Data Rate
71
Expected 4G Features
 In addition to the development of a total new
system, 4G network should integrate the existing
system
 From users’ viewpoint
 High usability
 Anytime, anywhere with any technologies
 Support multimedia services at low cost
 In addition to telecomm and datacomm
 Personalization
 Users in different location, occupation, and economic classes
 Integrated services
 Multiple services from multiple providers
72
4G Market Trend
Strong Market Forces….
Video, video and more video
The proliferation of mobile broadband
Capacity, capacity, capacity
Enterprise IT shift to the cloud
73
5%
50,000
4%
40,000
PB/Month
Traffic growth
is accelerating
while
revenue growth
is slowing…
60,000
3%
30,000
20,000
10,000
0
2%
Y/Y % Growth
…Resulting in serious challenges for service providers
Internet Traffic
SP Rev Growth %
1%
0%
74
The facts
 Telcos Facts
 Business transformation from Network
providers to Service Providers
 Introduce new competitive Value Added
Services in a timely manner
 Reduce their costs (OPEX/CAPEX) and provide
the best Quality of Service
Volume of data
€ per bit
 Consequences
 Performance data diversity and volume will




Time
keep increasing
Customer SLA is a must
All types of Automation are welcome
Increasing operational efficiency is welcome
Femtocell applied for traffic load sharing
75
Femtocell Network Architecture
Source: Femto Forum
76
Femtocell Service
Source: Femto Forum
77
Radio Resource Management
78
An Adaptive Resource Allocation
Algorithm in OFDMA Networks
Sub-carrier
User
1
2
3
4
Resource
Allocation
Algorithm
1
2
2
4
3
2
1
1
2
2
4
4
1
1
2
3
2
4
1
4
3
3
3
2
2
OFDM time slot
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4G-Research IPECC
 Radio Resource Management(Femtocell SON)
 Fix-Mobile Convergence- Home Application(Femtocell+
G.hn)
 Heterogeneous Radio Access Technology
Management(WiFi, LTE, WiMAX)(WiFi, LTE-A,
WiMAX2)
 Operation Management(Business model development)
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Source:
http://singleontheearth.wordpress.com/2008/06/27/gap/
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Thank You
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Reference
 Project Management Body of Knowledge
(PMBOK)
 V.Liberzon /Spider Management Technologies/ Email: spider@mail.cnt.ru
 IT Project Office
 Project Management Institute, Newtown Square,
Pennsylvania USA
 cyt@pmlab.iecs.fcu.edu.tw
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