4
Monitoring and Controlling Forms

4.0 MONITORING AND CONTROLLING PROCESS GROUP

The purpose of the Monitoring and Controlling Process Group is to review project work results and compare them to planned results. A significant variance indicates the need for preventive actions, corrective actions, or change requests. There are 11 processes in the Monitoring and Controlling Process Group:

  • Monitor and Control Project Work
  • Perform Integrated Change Control
  • Validate Scope
  • Control Scope
  • Control Schedule
  • Control Costs
  • Control Quality
  • Control Resources
  • Monitor Communications
  • Monitor Risks
  • Control Procurements
  • Monitor Stakeholder Engagement

The intent of the Monitoring and Controlling Process Group is to at least:

  • Review and analyze project performance
  • Recommend changes and corrective and preventive actions
  • Process change requests
  • Report project performance
  • Monitor risk activities, responses, and status
  • Manage contractors
  • Monitor the effectiveness of stakeholder engagement

Monitoring and controlling takes place throughout the project, from inception to closing. All variances are identified, and all change requests are processed here. The product deliverables are also accepted in the monitoring and controlling processes.

The forms used to document these activities include:

  • Team member status report
  • Project status report
  • Variance analysis
  • Earned value analysis
  • Risk audit
  • Contractor status report
  • Procurement audit
  • Contract closeout
  • Product acceptance

4.1 TEAM MEMBER STATUS REPORT

The team member status report is filled out by team members and submitted to the project manager on a regular basis. It tracks schedule, quality, and cost status for the current reporting period and provides planned information for the next reporting period. Status reports also identify new risks and issues that have arisen in the current reporting period. Typical information includes:

  • Activities planned for the current reporting period
  • Activities accomplished in the current reporting period
  • Activities planned but not accomplished in the current reporting period
  • Root causes of activities variances
  • Funds spent in the current reporting period
  • Funds planned to be spent for the current reporting period
  • Root causes of funds variances
  • Quality variances identified in the current reporting period
  • Planned corrective or preventive action
  • Activities planned for the next reporting period
  • Costs planned for the next reporting period
  • New risks identified
  • New issues identified
  • Comments

This information is generally compiled by the project manager into a project status report. The team member status report and the project status report are examples of work performance reports, as mentioned in 4.5 Monitor and Control Project Work in the PMBOK® Guide – Sixth Edition. This report is submitted at predefined intervals throughout the project.

Tailoring Tips

Consider the following tips to help tailor the team member status report to meet your needs:

  • You can add a field for escalations to identify those areas that need to be escalated to the sponsor, program manager, or other appropriate individual.
  • Some reports include a field to record decisions made. These would be transferred to the project decision log.
  • If your organization has a robust knowledge management process you might consider adding fields for knowledge transfer or lessons learned. These can then be transferred to the organization’s knowledge repository or lessons learned register.

Alignment

The team member status report should be aligned and consistent with the following documents:

  • Project schedule
  • Cost estimates
  • Project budget
  • Issue log
  • Risk register
  • Project status report
  • Variance analysis
  • Earned value status report

Description

You can use the element descriptions in Table 4.1 to assist you in developing the team member status report.

TABLE 4.1 Elements of a Team Member Status Report

Document Element Description
Activities planned this reporting period List all activities scheduled for this period, including work to be started, continued, or completed.
Activities accomplished this reporting period List all activities accomplished this period, including work that was started, continued, or completed.
Activities planned but not accomplished this reporting period List all activities that were scheduled for this period, but not started, continued, or completed.
Root cause of variances For any work that was not accomplished as scheduled, identify the cause of the variance.
Funds spent this reporting period Record funds spent this period.
Funds planned to be spent this reporting period Record funds that were planned to be spent this period.
Root cause of variances For any expenditures that were over or under plan, identify the cause of the variance. Include information on labor vs. material variances. Identify if the basis of estimates or the assumptions were inaccurate.
Quality variances identified this period Identify any product performance or quality variance.
Planned corrective of preventive action Identify any actions needed to recover cost, schedule, or quality variances or prevent future variances.
Activities planned for next reporting period List all activities scheduled for next period, including work to be started, continued, or completed.
Costs planned for next reporting period Identify funds planned to be expended next period.
New risks identified Identify any new risks that have arisen. New risks should be recorded in the risk register as well.
Issues Identify any new issues that have arisen. New issues should be recorded in the issue log as well.
Comments Document any comments that add relevance to this report.

4.2 PROJECT STATUS REPORT

The project status report (sometimes known as a performance report or progress report) is filled out by the project manager and submitted on a regular basis to the sponsor, project portfolio management group, project management office (PMO), or other project oversight person or group. The information is compiled from the team member status reports and includes overall project performance. It contains summary-level information, such as accomplishments, rather than detailed activity-level information. The project status report tracks schedule and cost status for the current reporting period and provides planned information for the next reporting period. It indicates impacts to milestones and cost reserves as well as identifying new risks and issues that have arisen in the current reporting period. Typical information includes:

  • Accomplishments for the current reporting period
  • Accomplishments planned but not completed in the current reporting period
  • Root causes of accomplishment variances
  • Impact to upcoming milestones or project due date
  • Planned corrective or preventive action
  • Funds spent in the current reporting period
  • Root causes of budget variances
  • Impact to overall budget or contingency funds
  • Planned corrective or preventive action
  • Accomplishments planned for the next reporting period
  • Costs planned for the next reporting period
  • New risks identified
  • Issues
  • Comments

The project status report is an example of a work performance report, an output of 4.5 Monitor and Control Project Work in the PMBOK® Guide – Sixth Edition. This report is submitted at predefined intervals throughout the project.

Tailoring Tips

Consider the following tips to help tailor the project status report to meet your needs:

  • You can add a field for escalations to identify those areas that need to be escalated to the sponsor, program manager, or other appropriate individuals.
  • Some reports include a field to record decisions made. These would be transferred to the project decision log.
  • If there were any change requests that were submitted during the reporting period you may want to summarize them and refer the reader to the change log.
  • If your organization has a robust knowledge management process you might consider adding fields for knowledge transfer or lessons learned. These can then be transferred to the organization’s knowledge repository or lessons learned register.
  • In addition to tailoring the content of the project status report, you can tailor the presentation. Many PMOs have reporting software that transforms the data into dashboards, heat reports, stop light charts, or other representations.

Alignment

The project status report should be aligned and consistent with the following documents:

  • Team member status reports
  • Project schedule
  • Cost estimates
  • Project budget
  • Issue log
  • Risk register
  • Variance analysis
  • Earned value status report
  • Contractor status report

Description

You can use the element descriptions in Table 4.2 to assist you in developing the project status report.

TABLE 4.2 Elements of a Project Status Report

Document Element Description
Accomplishments for this reporting period List all work packages or other accomplishments scheduled for completion for the current reporting period.
Accomplishments planned but not completed this reporting period List all work packages or other accomplishments scheduled for the current period but not completed.
Root cause of variances Identify the cause of the variance for any work that was not accomplished as scheduled for the current period.
Impact to upcoming milestones or project due date Identify any impact to any upcoming milestones or overall project schedule for any work that was not accomplished as scheduled. Identify any work currently behind on the critical path or if the critical path has changed based on the variance.
Planned corrective or preventive action Identify any actions needed to make up schedule variances or prevent future schedule variances.
Funds spent this reporting period Record funds spent this period.
Root cause of variance Identify the cause of the variance for any expenditure over or under plan. Include information on the labor variance versus material variance and whether the variance is due to the basis of estimates or estimating assumptions.
Impact to overall budget or contingency funds Indicate the impact to the overall project budget or whether contingency funds must be expended.
Planned corrective or preventive action Identify any actions needed to recover cost variances or to prevent future schedule variances.
Accomplishments planned for next reporting period List all work packages or accomplishments scheduled for completion next period.
Costs planned for next reporting period Identify funds planned to be expended next period.
New risks identified Identify any new risks that have been identified this period. These risks should be recorded in the risk register as well.
Issues Identify any new issues that have arisen this period. These issues should be recorded in the issue log as well.
Comments Record any comments that add relevance to the report.

4.3 VARIANCE ANALYSIS

Variance analysis reports collect and assemble information on project performance variances. Common topics are schedule, cost, and quality variances. Information on a variance analysis includes:

  • Schedule variance
    • Planned results
    • Actual results
    • Variance
    • Root cause
    • Planned response
  • Cost variance
    • Planned results
    • Actual results
    • Variance
    • Root cause
    • Planned response
  • Quality variance
    • Planned results
    • Actual results
    • Variance
    • Root cause
    • Planned response

Variance analysis is an example of a data analysis technique in the PMBOK® Guide – Sixth Edition. The information can be provided as a standalone report, as part of the project status report, or as backup to an earned value status report. It is identified as a technique in these processes:

  • 4.5 Monitor and Control Project Work
  • 4.7 Close Project or Phase
  • 5.6 Control Scope
  • 6.6 Control Schedule
  • 7.4 Control Costs

Tailoring Tips

Consider the following tips to help tailor the variance analysis to meet your needs:

  • Scope variance can be included but is generally indicated by a schedule variance, as either more or less scope will have been accomplished over time.
  • The variance analysis can be done at an activity, resource, work package, control account, or project level depending on your needs.
  • You can add a check box to indicate if the information needs to be escalated to the sponsor, program manager, or other appropriate individuals.
  • You may want to add a field that indicates the implications of continued variance. This can include a forecast based on a trend analysis or based on identified responses.
  • In addition to tailoring the content of the variance analysis, you can tailor the presentation. Many PMOs have reporting software that transforms the data into dashboards, heat reports, stop light charts, or other representations.

Alignment

The variance analysis should be aligned and consistent with the following documents:

  • Team member status reports
  • Project status report
  • Project schedule
  • Cost estimates
  • Project budget
  • Issue log
  • Earned value status report
  • Contractor status report

Description

You can use the element descriptions in Table 4.3 to assist you in developing the variance analysis.

TABLE 4.3 Elements of Variance Analysis

Document Elements Description
Schedule variance Planned result Describe the work planned to be accomplished.
Actual result Describe the work actually accomplished.
Variance Describe the variance.
Root cause Identify the root cause of the variance.
Planned response Document the planned corrective or preventive action.
Cost variance Planned result Record the planned costs for the work planned to be accomplished.
Actual result Record the actual costs expended.
Variance Calculate the variance.
Root cause Identify the root cause of the variance.
Planned response Document the planned corrective or preventive action.
Quality variance Planned result Describe the planned performance or quality measurements.
Actual result Describe the actual performance or quality measurements.
Variance Describe the variance.
Root cause Identify the root cause of the variance.
Planned response Document the planned corrective action.

4.4 EARNED VALUE ANALYSIS

Earned value analysis shows specific mathematical metrics that are designed to reflect the health of the project by integrating scope, schedule, and cost information. Information can be reported for the current reporting period and on a cumulative basis. Earned value analysis can also be used to forecast the total cost of the project at completion or the efficiency required to complete the project for the baseline budget. Information that is generally collected includes:

  • Budget at completion (BAC)
  • Planned value (PV)
  • Earned value (EV)
  • Actual cost (AC)
  • Schedule variance (SV)
  • Cost variance (CV)
  • Schedule performance index (SPI)
  • Cost performance index (CPI)
  • Percent planned
  • Percent earned
  • Percent spent
  • Estimates at completion (EAC)
  • To complete performance index (TCPI)

Earned value analysis is an example of a data analysis technique in the PMBOK® Guide – Sixth Edition. The information can be provided as a standalone report or as part of the project status report. Earned value analysis is conducted at pre-defined intervals throughout the project. It is identified as a technique in these processes:

  • 4.5 Monitor and Control Project Work
  • 6.6 Control Schedule
  • 7.4 Control Costs
  • 12.3 Control Procurements

Tailoring Tips

Consider the following tips to help tailor earned value analysis to meet your needs:

  • The earned value analysis can be done at the control account and/or project level depending on your needs.
  • You may want to add a field that indicates the implications of continued variance. This can include a forecast based on a trend analysis or based on identified responses.
  • Several different equations can be used to calculate the EAC depending on whether the remaining work will be completed at the budgeted rate or at the current rate. Two options are presented on this form.
  • There are options to calculate a TCPI. Use the information from your project to determine the best approach for reporting.
  • You may want to add information that indicates the implications of continued schedule variance. This can include a schedule forecast using SPI as the basis for a trend analysis or based on analyzing the critical path.
  • Some organizations are starting to embrace earned schedule metrics. You can update this form to include various earned schedule calculations in addition to a critical path analysis.
  • In addition to tailoring the content of the earned value analysis, you can tailor the presentation. Many PMOs have reporting software that transforms the data into dashboards, control charts, S-curves, or other representations.

Alignment

Earned value analysis should be aligned and consistent with the following documents:

  • Project status report
  • Project schedule
  • Project budget
  • Variance analysis
  • Contractor status report

Description

You can use the element descriptions in Table 4.4 to assist you in developing an earned value analysis.

TABLE 4.4 Elements of Earned Value Analysis

Document Element Description
Planned value Enter the value of the work planned to be accomplished.
Earned value Enter the value of the work actually accomplished.
Actual cost Enter the cost for the work accomplished.
Schedule variance Calculate the schedule variance by subtracting the planned value from the earned value. SV = EV – PV
Cost variance Calculate the cost variance by subtracting the actual cost from the earned value. CV = EV – AC
Schedule performance index Calculate the schedule performance index by dividing earned value by the planned value. SPI = EV/PV
Cost performance index Calculate the cost performance index by dividing the earned value by the actual cost. CPI = EV/AC
Root cause of schedule variance Identify the root cause of the schedule variance.
Schedule impact Describe the impact on deliverables, milestones, or critical path.
Root cause of cost variance Identify the root cause of the cost variance.
Budget impact Describe the impact on the project budget, contingency funds and reserves, and any intended actions to address the variance.
Percent planned Indicate the cumulative percent of the work planned to be accomplished. PV/BAC
Percent earned Indicate the cumulative percent of work that has been accomplished. EV/BAC
Percent spent Indicate the total costs spent to accomplish the work. AC/BAC
Estimates at completion Determine an appropriate method to forecast the total expenditures at the project completion. Calculate the forecast and justify the reason for selecting the particular estimate at completion. For example:
If the CPI is expected to remain the same for the remainder of the project: EAC = BAC/CPI
If both the CPI and SPI will influence the remaining work: EAC = AC + [(BAC – EV)/(CPI × SPI)]
To complete performance index Calculate the work remaining divided by the funds remaining.
TCPI = (BAC – EV)/(BAC – AC) to complete on plan, or
TCPI = (BAC – EV)/(EAC – AC) to complete the current EAC.

4.5 RISK AUDIT

Risk audits are used to evaluate the effectiveness of the risk identification, risk responses, and risk management process as a whole. Information reviewed in a risk audit can include:

  • Risk event audits
    • Risk events
    • Causes
    • Responses
  • Risk response audits
    • Risk event
    • Responses
    • Success
    • Actions for improvement
  • Risk management processes
    • Process
    • Compliance
    • Tools and techniques used
  • Good practices
  • Areas for improvement

The risk audit is a tool used in process 11.7 Control Risks in the PMBOK® Guide – Sixth Edition. It is conducted periodically as needed.

Tailoring Tips

Consider the following tips to help tailor the risk audit to meet your needs:

  • To make the audit more robust you can include an assessment of the effectiveness of the risk management approach.
  • Large organizations often have policies and procedures associated with project risk management. If this is the case in your organization, include an assessment of compliance with the policies and procedures.
  • Many organizations don’t track opportunity management. You can expand the scope of the audit to include opportunity management if appropriate.
  • For larger projects you may want to include information on overall risk in addition to risk events.

Alignment

The risk audit should be aligned and consistent with the following documents:

  • Risk management plan
  • Risk register
  • Risk report

Description

You can use the element descriptions in Table 4.5 to assist you in developing the risk audit.

TABLE 4.5 Elements of Risk Audit

Document Element Description
Risk event audit Event List the event from the risk register.
Cause Identify the root cause of the event from the risk register.
Response Describe the response implemented.
Comment Discuss if there was any way to have foreseen the event and respond to it more effectively.
Risk response audit Event List the event from the risk register.
Response List the risk response from the risk register.
Successful Indicate if the response was successful.
Actions to improve Identify any opportunities for improvement in risk response.
Risk management process audit Plan risk management Followed: Indicate if the various processes were followed as indicated in the risk management plan.
Identify risks Tools and techniques used: Identify tools and techniques used in the various risk management processes and whether they were successful.
Perform qualitative risk analysis
Perform quantitative risk analysis
Plan risk responses
Control risks
Description of good practices to share Describe any practices that should be shared for use on other projects. Include any recommendations to update and improve risk forms, templates, policies, procedures, or processes to ensure these practices are repeatable.
Description of areas for improvement Describe any practices that need improvement, the improvement plan, and any follow-up dates or information for corrective action.

4.6 CONTRACTOR STATUS REPORT

The contractor status report is filled out by the contractor and submitted on a regular basis to the project manager. It tracks status for the current reporting period and provides forecasts for future reporting periods. The report also gathers information on new risks, disputes, and issues. Information can include:

  • Scope performance
  • Quality performance
  • Schedule performance
  • Cost performance
  • Forecasted performance
  • Claims or disputes
  • Risks
  • Preventive or corrective action
  • Issues

This information is generally included in the project status report compiled by the project manager. The contractor status report is an example of work performance information identified in 12.3 Control Procurements in the PMBOK® Guide – Sixth Edition. This report is submitted at pre-defined intervals throughout the project.

Tailoring Tips

Consider the following tips to help tailor the contractor status report to meet your needs:

  • You can add a field for escalations to identify those areas that need to be escalated to the sponsor, program manager, contracting officer, or other appropriate individuals.
  • If there were any contract change requests that were submitted during the reporting period, summary information should be described in the contractor status report.
  • In addition to tailoring the content of the contractor status report, you can tailor the presentation. Many PMOs have reporting software that transforms the data into dashboards, heat reports, stop light charts, or other representations.

Alignment

The contractor status report should be aligned and consistent with the following documents:

  • Procurement management plan
  • Project schedule
  • Cost estimates
  • Project budget
  • Variance analysis
  • Earned value status report
  • Project status report

Description

You can use the element descriptions in Table 4.6 to assist you in developing the contractor status report.

TABLE 4.6 Elements of a Contractor Status Report

Document Element Description
Scope performance this reporting period Describe progress on scope made during this reporting period.
Quality performance this reporting period Identify any quality or performance variances.
Schedule performance this reporting period Describe whether the contract is on schedule. If ahead or behind, identify the cause of the variance.
Cost performance this reporting period Describe whether the contract is on budget. If over or under budget, identify the cause of the variance.
Forecast performance for future reporting periods Discuss the estimated delivery date and final cost of the contract. If the contract is a fixed price, do not enter cost forecasts.
Claims or disputes Identify any new or resolved disputes or claims that have occurred during the current reporting period.
Risks List any risks. Risks should also be in the risk register.
Planned corrective or preventive action Identify planned corrective or preventive actions necessary to recover schedule, cost, scope, or quality variances.
Issues Identify any new issues that have arisen. These should also be entered in the issue log.
Comments Add any comments that will add relevance to the report.

4.7 PROCUREMENT AUDIT

The procurement audit is the review of contracts and contracting processes for completeness, accuracy, and effectiveness. Information in the audit can be used to improve the process and results on the current procurement or on other contracts. Information recorded in the audit includes:

  • Vendor performance audit
    • Scope
    • Quality
    • Schedule
    • Cost
    • Other information
  • Procurement management process audit
    • Process
    • Tools and techniques used
  • Description of good practices
  • Description of areas for improvement

The procurement audit is a technique from process 12.3 Control Procurements in the PMBOK® Guide – Sixth Edition. It is conducted periodically throughout the project, or as needed.

Tailoring Tips

Consider the following tips to help tailor the procurement audit to meet your needs:

  • Add qualitative information, such as how easy the vendor was to work with, timeliness of returning calls, and collaborative attitude. This can provide useful information for future procurement opportunities.

Alignment

The procurement audit should be aligned and consistent with the following documents:

  • Procurement management plan
  • Contractor status report
  • Contract closeout report

Description

You can use the element descriptions in Table 4.7 to assist you in developing the procurement audit.

TABLE 4.7 Elements of a Procurement Audit

Document Element Description
What worked well Scope Describe aspects of contract scope that were handled well.
Quality Describe aspects of product quality that were handled well.
Schedule Describe aspects of the contract schedule that were handled well.
Cost Describe aspects of the contract budget that were handled well.
Other Describe any other aspects of the contract or procurement that were handled well.
What can be improved Scope Describe aspects of contract scope that could be improved.
Quality Describe aspects of product quality that could be improved.
Schedule Describe aspects of the contract schedule that could be improved.
Cost Describe aspects of the contract budget that could be improved.
Other Describe any other aspects of the contract or procurement that could be improved.
Procurement management process audit Plan procurements Indicate if each procurement was followed or not. Describe any tools or techniques that were effective for each procurement.
Conduct procurements
Control procurements
Good practices to share Describe any good practices that can be shared with other projects or that should be incorporated into organization policies, procedures, or processes. Include information on lessons learned.
Areas for improvement Describe any areas that should be improved with the procurement process. Include information that should be incorporated into policies, procedures, or processes. Include information on lessons learned.

4.8 CONTRACT CLOSEOUT REPORT

Contract closeout involves documenting the vendor performance so that the information can be used to evaluate the vendor for future work. Contract closure supports the project closure process and helps ensure contractual agreements are completed or terminated. Before a contract can be fully closed or terminated, all disputes must be resolved, the product or result must be accepted, and the final payments must be made. Information recorded as part of closing out a contract includes:

  • Vendor performance analysis
    • Scope
    • Quality
    • Schedule
    • Cost
    • Other information, such as how easy the vendor was to work with
  • Record of contract changes
    • Change ID
    • Description of change
    • Date approved
  • Record of contract disputes
    • Description of dispute
    • Resolution
    • Date resolved

The date of contract completion, who signed off on it, and the date of the final payment are other elements that should be recorded.

Tailoring Tips

Consider the following tips to help tailor the contract closeout report to meet your needs:

  • For a small contract you can combine all the information in a vendor performance analysis into a summary paragraph.
  • For small contracts you may not need information on contract changes or contract disputes.
  • If the project was based around one large contract, you can combine the information in the project closeout report with this form.

Alignment

The contract closeout report should be aligned and consistent with the following documents:

  • Procurement management plan
  • Procurement audit
  • Change log
  • Project closeout

Description

You can use the element descriptions in Table 4.8 to assist you in developing the contract closeout report.

TABLE 4.8 Elements of a Contract Closeout

Document Element Description
What worked well Scope Describe aspects of contract scope that were handled well.
Quality Describe aspects of product quality that were handled well.
Schedule Describe aspects of the contract schedule that were handled well.
Cost Describe aspects of the contract budget that were handled well.
Other Describe any other aspects of the contract or procurement that were handled well.
What can be improved Scope Describe aspects of contract scope that could be improved.
Quality Describe aspects of product quality that could be improved.
Schedule Describe aspects of the contract schedule that could be improved.
Cost Describe aspects of the contract budget that could be improved.
Other Describe any other aspects of the contract or procurement that could be improved.
Record of contract changes Change ID Enter the change identifier from the change log.
Change description Enter the description from the change log.
Date approved Enter the date approved from the change log.
Record of contract disputes Description Describe the dispute or claim.
Resolution Describe the resolution.
Date resolved Enter the date the dispute or claim was resolved.

4.9 PRODUCT ACCEPTANCE FORM

Product acceptance should be done periodically throughout the project as each deliverable or component is validated and accepted.

The product acceptance form can include this information:

  • Identifier
  • Requirement
  • Acceptance criteria
  • Method of validation
  • Status
  • Sign-off

Product acceptance is part of process 5.5 Validate Scope in the PMBOK® Guide – Sixth Edition. Product acceptance should be done periodically throughout the project life cycle.

Tailoring Tips

Consider the following tips to help tailor the product acceptance form to meet your needs:

  • For a small project with only a few deliverables you may not need this form.
  • You can add a column to indicate the verification method used to prove that the deliverables meet the requirements. In this instance it becomes a product verification, validation, and acceptance form.

Alignment

The product acceptance form should be aligned and consistent with the following documents:

  • Scope management plan
  • Requirements documentation
  • Requirements traceability matrix
  • Quality management plan

Description

You can use the element descriptions in Table 4.9 to assist you in developing the product acceptance form.

TABLE 4.9 Elements of Product Acceptance

Document Element Description
ID Enter a unique requirement identifier from the requirements documentation.
Requirement Enter the requirement description from the requirements documentation.
Acceptance criteria Enter the criteria for acceptance.
Validation method Describe the method of validating the requirement meets the stakeholder’s needs.
Status Document whether the requirement or deliverable was accepted or not.
Sign-off Obtain the signature of the party accepting the product.

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