Pars Pioneer Management

Pars Pioneer Management Pars Pioneer Managment is a project management services firm helping organizations apply project man

Pars Pioneer Management, provides a technical bridge between project owners and managements' needs, ensuring project management teams can be confident of obtaining the optimum solution, and delivering projects successfully on brief on time and on budget. We help people from all over the world learn planning, scheduling, cost control and everything with Primavera P6, MS Project and Primavera Risk Analysis.

01/07/2016

Project Schedule, Inputs and Tools at a glance

Can you imagine starting a long car trip to an unfamiliar destination without a map or navigation system? You're pretty sure you have to make some turns here and there, but you have no idea when or where, or how long it will take to get there. You may arrive eventually, but you run the risk of getting lost, and feeling frustrated, along the way.
Essentially, driving without any idea of how you're going to get there is the same as working on a project without a schedule. No matter the size or scope of your project, the schedule is a key part of project management. The schedule tells you when each activity should be done, what has already been completed, and the sequence in which things need to be finished.
Luckily, drivers have fairly accurate tools they can use. Scheduling, on the other hand, is not an exact process. It's part estimation, part prediction, and part 'educated guessing.'
Because of the uncertainty involved, the schedule is reviewed regularly, and it is often revised while the project is in progress. It continues to develop as the project moves forward, changes arise, risks come and go, and new risks are identified. The schedule essentially transforms the project from a vision to a time-based plan.
Schedules also help you do the following:

• They provide a basis for you to monitor and control project activities.
• They help you determine how best to allocate resources so you can achieve the project goal.
• They help you assess how time delays will impact the project.
• You can figure out where excess resources are available to allocate to other projects.
• They provide a basis to help you track project progress.
With that in mind, what's the best way of building an accurate and effective schedule for your next project?
Project managers have a variety of tools to develop a project schedule – from the relatively simple process of action planning for small projects, to use of Gantt Charts and Network Analysis for large projects. Here, we outline the key tools you will need for schedule development.

Schedule Inputs:

You need several types of inputs to create a project schedule:
• Personal and project calendars – Understanding working days, shifts, and resource availability is critical to completing a project schedule.
• Description of project scope – From this, you can determine key start and end dates, major assumptions behind the plan, and key constraints and restrictions. You can also include stakeholder expectations, which will often determine project milestones.
• Project risks – You need to understand these to make sure there's enough extra time to deal with identified risks – and with unidentified risks (risks are identified with thorough Risk Analysis).
• Lists of activities and resource requirements – Again, it's important to determine if there are other constraints to consider when developing the schedule. Understanding the resource capabilities and experience you have available – as well as company holidays and staff vacations – will affect the schedule.
A project manager should be aware of deadlines and resource availability issues that may make the schedule less flexible.

Scheduling Tools:

Here are some tools and techniques for combining these inputs to develop the schedule:
• Schedule Network Analysis – This is a graphic representation of the project's activities, the time it takes to complete them, and the sequence in which they must be done. Project management software is typically used to create these analyses – Gantt charts and PERT Charts are common formats.
• Critical Path Analysis – This is the process of looking at all of the activities that must be completed, and calculating the 'best line' – or critical path – to take so that you'll complete the project in the minimum amount of time. The method calculates the earliest and latest possible start and finish times for project activities, and it estimates the dependencies among them to create a schedule of critical activities and dates. Learn more about Critical Path Analysis .
• Schedule Compression – This tool helps shorten the total duration of a project by decreasing the time allotted for certain activities. It's done so that you can meet time constraints, and still keep the original scope of the project. You can use two methods here:
• Crashing – This is where you assign more resources to an activity, thus decreasing the time it takes to complete it. This is based on the assumption that the time you save will offset the added resource costs.
• Fast-Tracking – This involves rearranging activities to allow more parallel work. This means that things you would normally do one after another are now done at the same time. However, do bear in mind that this approach increases the risk that you'll miss things, or fail to address changes.

Project Review:

Once you have outlined the basic schedule, you need to review it to make sure that the timing for each activity is aligned with the necessary resources. Here are tools commonly used to do this:
• 'What if' scenario analysis – This method compares and measures the effects of different scenarios on a project. You use simulations to determine the effects of various adverse, or harmful, assumptions – such as resources not being available on time, or delays in other areas of the project. You can then measure and plan for the risks posed in these scenarios.
• Resource leveling – Here, you rearrange the sequence of activities to address the possibility of unavailable resources, and to make sure that excessive demand is not put on resources at any point in time. If resources are available only in limited quantities, then you change the timing of activities so that the most critical activities have enough resources.
• Critical chain method – This also addresses resource availability. You plan activities using their latest possible start and finish dates. This adds extra time between activities, which you can then use to manage work disruptions.
• Risk multipliers – Risk is inevitable, so you need to prepare for its impact. Adding extra time to high-risk activities is one strategy. Another is to add a time multiplier to certain tasks or certain resources to offset overly optimistic time estimation.
After the initial schedule has been reviewed, and adjustments made, it's a good idea to have other members of the team review it as well. Include people who will be doing the work – their insights and assumptions are likely to be particularly accurate and relevant.

By The Mind Tools Editorial Team

08/07/2015

10 WAYS TO INSPIRE YOUR TEAM

1. Have a clear goal with a reasonable approach to achieve it. Shooting for stars may work for you when you're developing your personal goals, but when you're inspiring a team, people need to be able to clearly see how they are going to get from point A to point B and believe that it's possible.
2. Be enthusiastic about each person's contributions. Remember how good it felt when a teacher recognised your contribution? You glowed all day and nearly flew home. It costs nothing to tell people how they're doing. Recognising what they're doing well, and also giving ideas on how they can work even better, goes a long way.
3. Wear your blue hat and leave the black hat at home. You may have played the game where you wear different hats to assume different roles. The black hat starts with the negatives and tells you everything that's going wrong. This is the person who can kill idea generation in any meeting. When you're inspiring a team, wear the blue hat. See the possibility and opportunity in every challenge. Begin with what is working and then build on it.
4. Focus on the strengths of each person. One of the biggest myths in business is to focus on weaknesses instead of building strengths. It's a backward way to approach problem solving - like fitting the proverbial square peg into the round hole. It's faster and more effective to focus on the strengths of your team members and develop them. Not only will you see results faster, you'll also have a happier team because people are doing what they're good at and contributing at their highest level.
5. Clear hurdles like a Super Hero. How do you get your team to feel like rock stars? Think like Superman and clear any hurdles that are in their way. When you remove obstacles, you show your team that you've got their back.
6. Get the slackers off the team. Nothing brings down a team like slackers. When people aren't pulling their weight, it lowers the standards of everyone and makes it seem like quality doesn't matter. When you remove people who aren't performing, it improves morale because it shows your team that you're serious about the best results.
7. Roll up your sleeves. When you work with the team in the areas where you can contribute, you send a strong message because you are showing that you are part of the team with your actions.
8. Acknowledge people's contributions every week. Many managers make the mistake of recognising people once a year. Recognition isn't a holiday. It should be a regular part of your team dynamic. Take the time every week to tell people how they've contributed to the team.
9. Be the model of accountability you want to drive through your team. If you're telling people to be accountable while not meeting your own deadlines, it doesn't take too long for the eyes to roll. Keep your team inspired by keeping your commitments to them and meeting every milestone.
10. Show and communicate your progress. Don't make the mistake of doing project updates only at milestones. Communicate the progress of the project every week to make sure you're on track.

~ By Michelle LaBrosse

08/07/2015

HOW TO BUILD A HIGH-PERFORMANCE PROJECT TEAM

Success is essential to the profitability of your company, so you must ensure you have a high-performing project team focussed on winning.
With this in mind, what makes a winning project team?
• Continuous wins to have a chance of being successful
• Doing things right every day (sustainable success)
• A culture where high performance is natural
• Team values such as honesty, openness and punctuality exist
How do you build a high-performing project team?
First, let's understand what makes a high-performing team and then the type of people needed:
The Team
Good Team vs. Brilliant Team
Understanding the difference between a good team and a brilliant team is crucial. Brilliant teamwork is supported by SMEs behind the scenes. People need to work together to achieve the common goal. There are no excuses, pessimism or reluctance to change.
A Common Goal
Every team needs a common goal. An athletics team's goal is to win a certain number of medals at a championship. Project teams need a goal with that same level of clarity.
Clarity of roles is crucial.
Be clear what everybody's role is - what each team member is expected to do and how they contribute to achieving the goal. If everyone sticks to his or her role, you will have a professional team and will be successful.
Embrace Diversity
Diversity has to be embraced to increase the potential of the project team. Differences must be welcomed. We need a range of skills to be effective. Why? Too much harmony can kill performance.
To be a brilliant team:
• Don't just accept OK, look to improve continuously and strive to be better
• Build a big vision for the team
• Deliver, through results, what you say you will deliver
• Aim to hit all targets and achieve all goals
The People
The Three Ds
Successful people have desire, dedication and determination.
Desire is the fuel for your success. Lacking a desire to succeed is like driving a car without petrol – you're going nowhere. Do you have the hunger to achieve your goal?
You must become dedicated to your ambition. Work towards your ambition every day. Ask yourself, "What have I done today to move me closer to my ambition?"
It's easy to have a dream, but it's also easy to give up on that dream when the going gets tough. Power through that. Exercise determination to achieve your dream. Do not trust your talent alone. A mindset of being willing to pay a price makes a difference. What will you give up to achieve your dream?
Become a Winner
What is it that winners do that make them stand out in the crowd? Why do some people always do well, while others struggle?
A useful tool is 'Be - Know - Do' - three simple steps to becoming a winner:
1. Be - the best you can be
2. Know - follow a life-long learning approach
3. Do - choose to take action
Winners play to their strengths and maximise their abilities. It's not always the most intelligent or talented people who succeed. Often, it's those people who have minimised their shortcomings and maximised their strengths.
Are you committed to becoming the best you can be, life-long learning and taking action?
To become a winner, ask yourself three questions:
1. What can I do personally in the next 24 hours?
2. What can my team and I do in the next seven days?
3. What help do I need in the next 30 days?
To build a high-performing project team:
1. Focus on winning
2. Set high expectations of each other. Give 100%. Expect 100%
3. Apply a high degree of accountability to each team member
4. No excuses – nobody is interested. Improvement does not come from making excuses
5. Be resilient. Not everything will be sunny and rosy. You will encounter obstacles
6. Adopt a can-do mentality. Believe in what you're going to do
Finally, you need an optimistic approach to be successful. Believe in your project. Go all out to achieve success.

~ By Duncan Haughey

08/02/2015

10 BEST PRACTICES FOR SUCCESSFUL PROJECT MANAGEMENT

The right mix of planning, monitoring, and controlling can make the difference in completing a project on time, on budget, and with high quality results. These guidelines will help you plan the work and work the plan.

Given the high rate of project failures, you might think that companies would be happy to just have their project finish with some degree of success. That's not the case. Despite the odds, organizations expect projects to be completed faster, cheaper, and better. The only way that these objectives can be met is through the use of effective project management processes and techniques. This list outlines the major phases of managing a project and discusses key steps for each one.
Note: This article is also available as a PDF download.

PLANNING
1: Plan the work by utilizing a project definition document

There is a tendency for IT infrastructure projects to shortchange the planning process, with an emphasis on jumping right in and beginning the work. This is a mistake. The time spent properly planning the project will result in reduced cost and duration and increased quality over the life of the project. The project definition is the primary deliverable from the planning process and describes all aspects of the project at a high level. Once approved by the customer and relevant stakeholders, it becomes the basis for the work to be performed. For example, in planning an Exchange migration, the project definition should include the following:

Project overview: Why is the Exchange migration taking place? What are the business drivers? What are the business benefits?
Objectives: What will be accomplished by the migration? What do you hope to achieve?
Scope: What features of Exchange will be implemented? Which departments will be converted? What is specifically out of scope?
Assumptions and risks: What events are you taking for granted (assumptions), and what events are you concerned about? Will the right hardware and infrastructure be in place? Do you have enough storage and network capacity?
Approach: How will the migration project unfold and proceed?
Organization: Show the significant roles on the project. Identifying the project manager is easy, but who is the sponsor? It might be the CIO for a project like this. Who is on the project team? Are any of the stakeholders represented?
Signature page: Ask the sponsor and key stakeholders to approve this document, signifying that they agree on what is planned.
Initial effort, cost, and duration estimates: These should start as best-guess estimates and then be revised, if necessary, when the workplan is completed.
PROJECT WORKPLAN
2: Create a planning horizon

After the project definition has been prepared, the workplan can be created. The workplan provides the step-by-step instructions for constructing project deliverables and managing the project. You should use a prior workplan from a similar project as a model, if one exists. If not, build one the old-fashioned way by utilizing a work-breakdown structure and network diagram.

Create a detailed workplan, including assigning resources and estimating the work as far out as you feel comfortable. This is your planning horizon. Past the planning horizon, lay out the project at a higher level, reflecting the increased level of uncertainty. The planning horizon will move forward as the project progresses. High-level activities that were initially vague need to be defined in more detail as their timeframe gets closer.

PROJECT MANAGEMENT PROCEDURES
3: Define project management procedures up front

The project management procedures outline the resources that will be used to manage the project. This will include sections on how the team will manage issues, scope change, risk, quality, communication, and so on. It is important to be able to manage the project rigorously and proactively and to ensure that the project team and all stakeholders have a common understanding of how the project will be managed. If common procedures have already been established for your organization, utilize them on your project.

4: Manage the workplan and monitor the schedule and budget

Once the project has been planned sufficiently, ex*****on of the work can begin. In theory, since you already have agreement on your project definition and since your workplan and project management procedures are in place, the only challenge is to execute your plans and processes correctly. Of course, no project ever proceeds entirely as it was estimated and planned. The challenge is having the rigor and discipline needed to apply your project management skills correctly and proactively.

Review the workplan on a regular basis to determine how you are progressing in terms of schedule and budget. If your project is small, this may need to be weekly. For larger projects, the frequency might be every two weeks.
Identify activities that have been completed during the previous time period and update the workplan to show they are finished. Determine whether there are any other activities that should be completed but have not been. After the workplan has been updated, determine whether the project will be completed within the original effort, cost, and duration. If not, determine the critical path and look for ways to accelerate these activities to get you back on track.
Monitor the budget. Look at the amount of money your project has actually consumed and determine whether your actual spending is more than originally estimated based on the work that has been completed. If so, be proactive. Either work with the team to determine how the remaining work will be completed to hit your original budget or else raise a risk that you may exceed your allocated budget.

5: Look for warning sign

Look for signs that the project may be in trouble. These could include the following:

A small variance in schedule or budget starts to get bigger, especially early in the project. There is a tendency to think you can make it up, but this is a warning. If the tendencies are not corrected quickly, the impact will be unrecoverable.
You discover that activities you think have already been completed are still being worked on. For example, users whom you think have been migrated to a new platform are still not.
You need to rely on unscheduled overtime to hit the deadlines, especially early in the project.
Team morale starts to decline.
Deliverable quality or service quality starts to deteriorate. For instance, users start to complain that their converted e-mail folders are not working correctly.
Quality-control steps, testing activities, and project management time starts to be cut back from the original schedule. A big project, such as an Exchange migration, can affect everyone in your organization. Don't cut back on the activities that ensure the work is done correctly.
If these situations occur, raise visibility through risk management, and put together a plan to proactively ensure that the project stays on track. If you cannot successfully manage through the problems, raise an issue.

MANAGING SCOPE
6: Ensure that the sponsor approves scope-change requests

After the basics of managing the schedule, managing scope is the most important activity required to control a project. Many project failures are not caused by problems with estimating or team skill sets but by the project team working on major and minor deliverables that were not part of the original project definition or business requirements. Even if you have good scope-management procedures in place, there are still two major areas of scope-change management that must be understood to be successful: understanding who the customer is and scope creep.

In general, the project sponsor is the person funding the project. For infrastructure projects like an Exchange migration, the sponsor might be the CIO or CFO. Although there is usually just one sponsor, a big project can have many stakeholders, or people who are impacted by the project. Requests for scope changes will most often come from stakeholders — many of whom may be managers in their own right. One manager might want chat services for his or her area. Another might want an exception to the size limits you have placed on mailboxes. It doesn't matter how important a change is to a stakeholder, they can't make scope-change decisions, and they can't give your team the approval to make the change. In proper scope-change management, the sponsor (or a designate) must give the approval, since they are the only ones who can add funding to cover the changes and know if the project impact is acceptable.

7: Guard against scope creep

Most project managers know to invoke scope-change management procedures if they are asked to add a major new function or a major new deliverable to their project. However, sometimes the project manager doesn't recognize the small scope changes that get added over time. Scope creep is a term used to define a series of small scope changes that are made to the project without scope-change management procedures being used. With scope creep, a series of small changes — none of which appear to affect the project individually — can accumulate and have a significant overall impact on the project. Many projects fail because of scope creep, and the project manager needs to be diligent in guarding against it.

MANAGING RISK
8: Identify risks up front

When the planning work is occurring, the project team should identify all known risks. For each risk, they should also determine the probability that the risk event will occur and the potential impact on the project. Those events identified as high-risk should have specific plans put into place to mitigate them so they do not, in fact, occur. Medium risks should be evaluated to see whether they need to be proactively managed. (Low-level risks may be identified as assumptions. That is, there is potential risk involved, but you are "assuming" that the positive outcome is much more probable.) Some risks are inherent in a complex project that affects every person in the company. Other risks may include not having the right level of expertise, unfamiliarity with the technology, and problems integrating smoothly with existing products or equipment.

9: Continue to assess potential risks throughout the project

Once the project begins, periodically perform an updated risk assessment to determine whether other risks have surfaced that need to be managed.

10: Resolve issues as quickly as possible

Issues are big problems. For instance, in an Exchange migration, the Exchange servers you ordered aren't ready and configured on time. Or perhaps the Windows forest isn't set up correctly and needs to be redesigned. The project manager should manage open issues diligently to ensure that they are being resolved. If there is no urgency to resolve the issue or if the issue has been active for some time, it may not really be an issue. It may be a potential problem (risk), or it may be an action item that needs to be resolved at some later point. Real issues, by their nature, must be resolved with a sense of urgency.

By Tom Mochal

07/24/2015

EVERYTHING ABOUT WORK BREAKDOWN STRUCTURE AND WBS DICTIONARY

A Work Breakdown Structure (WBS) is a decomposition of all the work necessary to complete a project. A WBS is arranged in a hierarchy and constructed to allow for clear and logical groupings, either by activities or deliverables. The WBS should represent the work identified in the approved Project Scope Statement and serves as an early foundation for effective schedule development and cost estimating. Project managers typically will develop a WBS as a precursor to a detailed project schedule. The WBS should be accompanied by a WBS Dictionary, which lists and defines WBS elements.

The goals of developing a WBS and WBS Dictionary are 1) for the project team to proactively and logically plan out the project to completion, 2) to collect the information about work that needs to be done for a project, and 3) to organize activities into manageable components that will achieve project objectives. The WBS and WBS Dictionary are not the schedule, but rather the building blocks to it. The progression of WBS and WBS Dictionary development is as follows:

The WBS and WBS Dictionary should not be static documents. WBS construction is subject to project management progressive elaboration, and as new information becomes known, the WBS should be revised to reflect that information. A Project Team that has substantial changes to its WBS should reference the project’s Change Management Plan for guidance on management of changes to project scope.

WBS NUMBERING
In a WBS, every level item has a unique assigned number so that work can be identified and tracked over time. A WBS may have varying numbers of decomposition levels, but there is a general scheme for how to number each level so that tasks are uniquely numbered and correctly summarized. Below is the general convention for how tasks are decomposed:
• Level 1 – Designated by 1.0. This level is the top level of the WBS and is usually the project name. All other levels are subordinate to this level.
• Level 2 – Designated by 1.X (e.g., 1.1, 1.2). This level is the summary level.
• Level 3 – Designated by 1.X.X (e.g., 1.1.1, 1.1.2). This third level comprises the subcomponents to each level 2 summary element. This effort continues down until progressively subordinate levels are assigned for all work required for the entire project.

If tasks are properly subordinated, most project scheduling tools will automatically number tasks using the above convention.

WBS CONSTRUCTION METHODS
Although there are different methods of decomposing project work and creating a WBS, the most straightforward and effective way is to use some form of visual display of the deliverables, phases, or activities. Ideally, all Project Team members will convene and brainstorm all work required to complete project deliverables successfully. Involvement of all team members in this process increases the likelihood that the resulting WBS will be comprehensive. Typically, team members start by identifying all project deliverables or milestones and then decompose them one at a time into a detailed and sequential list of the detailed activities required to complete the deliverable or milestone. One way of visually conducting this process is by using post-it notes to represent each deliverable and sub-activity.
WBS TYPES
• Deliverable-oriented WBS
• Process-centered WBS

DELIVERABLE-ORIENTED WBS
A deliverable-oriented WBS is built around the project’s desired outcomes or deliverables. This type of WBS would likely include the following characteristics:
• Level 2 items are the names of all vendor project deliverables that are expected to be required as part of a contract. Level 2 should also include any agency deliverables tasks.
• Level 3 items are key activities required to produce the Level 2 deliverables.
• Additional levels are used depending upon the magnitude of the deliverables and the level of detail required to reliably estimate cost and schedule.
• In the deliverable-oriented WBS, all deliverables are identified, and all work is included.

Statewide projects procured as Firm-Fixed-Price contracts are well suited to the deliverable-oriented approach. Organized this way, project managers and agency management can review interim progress against deliverables and easily determine the percentage of the work that is complete. Sometimes, a deliverable-oriented WBS and its associated schedule can be confusing to read because their items are not organized sequentially at the highest level. They are, however, very useful in demonstrating progress against contracted deliverables.

PROCESS-CENTERED WBS
A process-centered WBS is similar to a deliverable-oriented WBS except that it is organized, at the highest level, by phases or steps in a process rather than by deliverables. The benefit of using a process-centered WBS is that it encourages the inclusion of process-required deliverables, such as System Development Life Cycle (SDLC) deliverables. Regardless of the type of WBS employed, project teams should ensure that all contractual and SDLC deliverables are accounted for in the WBS. A process-centered WBS typically includes the following:
• Level 2 activities are phases or schedule checkpoints/milestones. These activities could be SDLC phases such as Initiation, Planning, etc.
• Level 3 activities are those activities required to complete Level 2 phases or milestones. Multiple tasks are included for any work that needs to be done in multiple phases.
• Additional levels are used depending on the duration of the phase or schedule and the level of detail required to reliably estimate cost and schedule.
• In the process-centered WBS, all deliverables are identified, and all work is included. This comprehensiveness will reduce the risk of “off balance sheet” work tasks, which might have unexpected impacts on the project schedule.

HOW MANY LEVELS?
Two industry-standard methods exist for determining how many levels a WBS should have:
• Traditionally, the Project Management Body of Knowledge advocates a predetermined seven-level model, which has the advantage of clear labels and definitions of each level (e.g., program, project, task, subtask, work product, and level of effort); the disadvantage to this model is that it requires a level of detail that may be unnecessary. Models/methods with predetermined levels and level definitions make clear what information needs to be included and where, but they lack flexibility.
• The more contemporary approach is to let the project characteristics dictate the number of levels used in the judgment of the Project Manager. It is a good practice to identify the number of levels to be used so that a project maintains consistency when building the WBS. The number of levels must be sufficient to allow the Project Manager to reliably estimate schedule and cost and effectively monitor and control work packages.

HOW MUCH DETAIL?
The WBS should be sufficiently detailed to allow the Project Manager to reliably estimate schedule and cost. One point of view is that the lowest level of project detail should be no more than 40 total hours of work and should be assignable to only one person. This level of detail allows the Project Manager to easily assess what project work is complete, who is responsible for executing what work, and what tasks are at variance with the baseline plan. Another good measure is the “8 – 80” rule, which recommends that the lowest level of work should be no less than 8 hours and no more than 80 hours. Level of detail for work packets should be documented in the WBS Dictionary or the Project Management Plan.

SAMPLE WBS DICTIONARY
As the Project Manager and Team discuss and define the WBS and address how many levels and how much detail should go into the WBS, the Project Team should create a WBS Dictionary to capture task characteristic information, including task names, work products, level of effort, resources, dependencies, and others. The WBS Dictionary should be consistent with the WBS. The information captured in the WBS Dictionary will help the Project Manager to later develop the detailed baseline schedule.

SUCCESS CRITERIA
The key to a good WBS and WBS Dictionary is the engagement of project team members to comprehensively identify and discuss activities for the project. A Project Manager must ensure that all the work that needs to be accomplished for the project is contained within the WBS Dictionary and is understood by team members. All work should have clearly defined duration, resources, dependencies, and level of effort. A Project Manager should elicit feedback from all team members to ensure that the WBS and WBS Dictionary are valid and comprehensive prior to developing the detailed schedule.

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