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Information Systems
Project Management
A Process Approach

Edition 2.0

Christoph Schneider
City University of Hong Kong

Mark A. Fuller
University of Massachusetts Amherst

Joseph S. Valacich
The University of Arizona

Joey F. George
Iowa State University
 Preface

Approach
Projects involving information systems (IS) are prevalent in virtually all organizations
and are frequently a key determinant of an organization’s competitiveness. The ability to
manage these projects is thus a critical skill that can help drive organizational success.
Projects in today’s business environment are typically addressed by teams of skilled per-
sonnel whose activities are coordinated by a project manager. Further, these projects may
involve significant global components, either in terms of the resultant system’s intended
users or in terms of the team members engaged in accomplishing the project itself.
Based on decades of combined teaching experience plus extensive experience in the
high-technology and startup sectors, we seek to provide the knowledge and skills nec-
essary to successfully manage information systems projects in the modern organization.
This book takes an active learning approach to project management, with a focus on
the process of project management rather than simply on a series of topical discussions
about the components of project management. It operates on the assumption that proj-
ect management in the modern organization is a complex, team-based process, which
relies on systems that support both project management and collaboration activities.
Further, this book assumes that, in many cases, project teams may be operating in a
virtual context, where team members are at different locations—sometimes across the
world. Our approach to project management thus tries to encompass the new working
arrangements in our technology-driven global economy. Finally, the content of this
book is firmly grounded on the Project Management Body of Knowledge (PMBOK; 6th
edition), as provided by the Project Management Institute, which provides training
and certifications to project managers worldwide. Our approach to learning project
management thus emphasizes five key focal areas: process focus, team focus, technology
focus, global focus, and PMBOK focus.

What’s New in This Edition

Since our first edition was released more than a decade ago, the nature of projects,
project management approaches, and technologies have all evolved considerably. In
this extensively revised edition, we have taken care to reflect these changes, to facilitate
teaching up-to-date project management skills and techniques. In particular, we have
updated all content to be aligned with the sixth (and most recent) edition of PMBOK.
Further, given that projects increasingly use agile approaches, we have included section
appendices discussing approaches and techniques for managing projects in agile envi-
ronments. Finally, we have updated the content to reflect the ever-evolving technolog-
ical environment and its impact on project management.

Process Focus
Unlike the more common approach to learning project management that exposes you
to a variety of project management subtopics, this book employs a learning-by-doing

ix
x • Preface

approach that actively engages you in managing a real information systems project as
part of the class. After presenting foundational material in the first four chapters, we
take you step-by-step through the stages of project management, with assignments
corresponding to deliverables that typically would be required in an organization as
employees tackle real information systems projects. While still covering the essential
information associated with project management, this book also helps you actively learn
project management by applying typical project management activities—such as the
development of project charters, work breakdown structures, and project schedules—to
an ongoing class project. This contextual treatment of information systems project man-
agement topics not only solidifies your understanding of various project management
techniques but also creates an immediate understanding of why these techniques are
essential components of effective project management.

Team Focus
Project management is largely a team sport, not an individual one. This book is unique
in its focus on team-based project management. Although an individual working alone
can gain some knowledge, the reality is that few organizational projects are done this
way; thus knowledge acquired without consideration of the team is largely incomplete.
This book covers the types of teams in organizations, the types of tasks those teams
work on, the advantages gained by working in teams, and the problems (and solutions)
that teams will encounter. Topics addressed include group processes, leadership, com-
munication, team conflict, cross-cultural issues, and more.

Technology Focus
In order to successfully manage projects in today’s complex business environments,
project teams need to employ technologies such as project management software, group
support technology, and knowledge management systems that capture project knowl-
edge. The advantages of project management software are discussed, and you will be
given hands-on experience using common project management software. You will then
use this same project management software to support your course project. Group sup-
port technologies include the various communication and planning tools that project
teams can use. In addition to discussing such tools throughout the text, we pay close
attention to this topic in Chapter 4, with a focus on managing project communica-
tions. These collaborative technologies enable teams to communicate effectively across
distance and time, reduce the losses associated with working in teams, and enhance
decision-making. Likewise, knowledge management systems help project teams cap-
ture and recall knowledge accumulated from previous project teams and integrate such
knowledge with current project experiences. Finally, few technological advances have
changed society as much as mobile technologies and big data gathered from a variety
of mobile devices, sensors, and users’ online behaviors. More and more IS projects are
now related to mobile technologies and big data, and both mobile devices and big data
can help streamline project management processes.

Global Focus
This book illustrates the changing nature of projects in the modern world, particularly as
it relates to global project management. Many of the chapters in this book—for exam-
ple, those on teams, project communication, and outsourcing—focus on the changing
face of project teams. Organizations involved in IS projects may span global bound-
aries either in the focus of the project itself or in the composition of its teams. Virtual
 Preface • xi

teamwork, as an example, is commonplace as organizations put together resources to

deliver IS projects. Outsourcing beyond one’s home country is also commonplace. This
book attempts to address these issues throughout its various chapters.
In addition to the inherent difficulties of working in teams, workers in today’s
organizations may no longer work in the same office, building, or even country as other
project team members. The global virtual project team is a common organizational
entity, and managing teams in this type of environment is even more complex. We
address the unique advantages of virtual teams, the difficulties they encounter, and
solutions to those difficulties. Project management is global in another sense as well:
we live in a global economy, and outputs created by project teams may be intended for
a global audience. As a result, project teams need to be sensitive to cultural differences
when developing information systems applications.

Project Management Body of Knowledge Focus

One critical purpose of this textbook is to provide you with a high level of competency
in all key areas of project management. As noted previously, the Project Management
Institute (PMI)—a professional organization focused on meeting the needs of project
managers—has encapsulated the key knowledge areas of project management into its
Project Management Body of Knowledge (PMBOK). This text prepares you to master these
knowledge areas and provides information consistent with PMI’s professional project
management certification exam. To further facilitate your use of this book as a study
guide, the end of each chapter provides a table identifying the elements of PMBOK that
each chapter has covered. By the conclusion of the textbook, you will have been exposed
in detail to all the knowledge areas identified by PMBOK (6th edition). In addition to
our alignment with PMBOK, we also provide other practical guidance gleaned from
practicing project managers. Included in this book you’ll find elements such as “Tips
from the Pros,” “Ethical Dilemmas,” “Common Problems,” and “Global Implications.”
These elements contain useful information that can be applied to future projects.

Audience
While project management is a general term and can be applied in many fields, this
text is written specifically to focus on information systems projects. This textbook is
targeted primarily at upper-division undergraduate students pursuing a management
information systems or related degree. The treatment of project management material
is also detailed enough for this book to be useful for graduate courses as well. Finally,
this text, because of its close ties to PMBOK, can also serve as a useful study guide in
preparation for PMI certification.

Common Chapter Elements

Each chapter has learning objectives and an opening case. Following this, an intro-
duction provides an overview of what the current chapter covers. The main chapter
contents are then presented, followed by an illustration of which PMBOK topics were
covered, a running case illustrating the conversations and activities a typical project
team might have during the relevant project management phase, a chapter summary,
key terms, review questions, chapter exercises, an ongoing real business case (focused on
the Sedona Management Group and the Seattle Seahawks) appropriate to the relevant
chapter, and an ongoing information systems project that allows student teams to rein-
force newly acquired project management techniques. This latter project is intended to
give you hands-on experience managing all phases of the project life cycle.
xii • Preface

Key Features
In addition to the standard elements, each chapter includes several pedagogical ele-
ments. The composition of each element reflects the current chapter content and helps
you prepare for the intricacies of managing information systems projects.

Tips from the Pros

“Tips from the Pros” contain tips or information used by real project managers that
describe what they do to make their projects successful and the pitfalls that experience
has taught them to avoid.

Ethical Dilemmas
“Ethical Dilemmas” discuss some of the ethical questions faced by project managers or
members of project teams as they try to achieve their goals.

Common Problems
“Common Problems” discuss barriers that project team members will frequently face
and how to overcome them.

Global Implications
“Global Implications” address how project characteristics and management techniques
vary as project teams cope with global outsourcing, offshoring, and international project
teams.

Supplements
The following support materials are available at the Instructor Resources page at http://
www.prospectpressvt.com/titles/fuller-project-management/instructor-resources:

• Instructor’s Manual. The Instructor’s Manual features not only answers to review,
discussion, and case study questions, but also lecture outlines, teaching objectives,
key terms, and teaching suggestions.
• Test Item File. The Test Item File is a collection of true-false, multiple-choice, and
short essay questions.
• PowerPoint Slides. These slides build on key concepts in the text.

Organization
This book is divided into three major sections. Part I, “Project Management Founda-
tions,” includes chapters introducing the discipline of project management, the project
life cycle, the management of project teams, and, finally, how to manage project commu-
nications with all project stakeholders. Part II, “Starting, Organizing, and Preparing the
Project,” includes chapters on managing various critical project activities, such as proj-
ect scope, activity scheduling, resource assignment and project duration implications,
project costs, project quality, project risk, and project procurement. Part III, “Executing,
Controlling, and Ending the Project,” includes chapters on managing project execution,
as well as on managing project control and closure processes.
 Preface • xiii

Part I: Project Management Foundations

The purpose of Part I is to help you understand the foundations of information systems
project management.
In Chapter 1, “Introduction to Project Management,” we discuss the defining char-
acteristics of projects. Next, we explain what differentiates IS projects from non-IS
projects and describe the history of modern project management, the rise of agile meth-
odologies, as well as some of the key terminology, techniques, and tools used in project
management today. We then discuss the significance and meaning of project failure, and
we detail what helps make projects a success. Finally, we discuss how this book applies a
multifaceted approach to the topic of information systems project management through
its consideration of process, team, technology, global, and PMBOK perspectives to man-
aging such projects.
In Chapter 2, “The Project Life Cycle,” we define the project life cycle and compare
it with the IS development life cycle. We also explore the business context in which
project management occurs. We then introduce Gantt charts and project network dia-
grams and discuss the various types of project management software that can benefit
project managers. Finally, we discuss project management processes and describe the
various activities that occur in each.
In Chapter 3, “Managing Project Teams,” we discuss the distinctive nature of team-
based project management. Topics such as motivation, leadership, power, and conflict
management in project teams are all explored. Finally, we discuss the concept of global
project teams, the unique characteristics of such teams, and how to manage them.
Chapter 4, “Managing Project Stakeholders and Communication,” discusses the
role of project stakeholders in a project and describes the various types of project com-
munications. In addition, we discuss various methods for enhancing team communica-
tion and explain how to run effective meetings, deliver effective presentations, become
a better listener, utilize communication templates, and make walk-through presenta-
tions. We then describe the various collaboration technologies that can enhance team
communications. Finally, we discuss how to effectively engage not only project team
members but also a project’s stakeholders. The four chapters in Part I explain the key
foundational knowledge areas necessary to better manage information systems projects
in team environments. All subsequent chapters in this book rely heavily on this material.

Part II: Starting, Organizing, and Preparing the Project

The purpose of Part II is to help you understand how project managers initiate projects,
schedule projects, and manage project resources while paying attention to risk and
quality issues.
In Chapter 5, “Managing Project Scope,” we discuss organizational processes for
identifying and selecting new projects. The process of project selection does not focus
on one specific project but, rather, on choosing from a variety of project opportunities
available to the organization. We discuss how to identify, rank, and select information
systems projects. We then discuss the project initiation process and introduce the con-
cept of the project charter and the role that the project charter serves in an organization.
Next, we explain project scope planning, which includes information on how to develop
the project management plan, the project management information system, and the
project scope statement. We end with a discussion of scope definition and verification
and introduce the concept of change control.
In Chapter 6, “Managing Project Scheduling,” we discuss the project management
processes related to scheduling project activities. Project scheduling is one of the project
xiv • Preface

manager’s most important activities. The project schedule enables project managers to
determine how long each task will take, the critical path for the project, and conse-
quently, how much time the entire project will require. In this chapter, we discuss the
fundamentals, characteristics, and challenges related to project scheduling. We also
identify the various phases of project schedule development, as well as the various
techniques and tools used to develop project schedules.
In Chapter 7, “Managing Project Resources,” we discuss the various techniques
that project managers use to assign and manage resources, and the implications of
such resource assignments on project schedules and overall project duration. We define
the concept of project resources, discuss the various major types of project resources,
and give examples of resources used during actual projects. In addition, we discuss
why project resource management is critical for establishing project duration. Finally,
we discuss the various techniques and tools that project managers can use to manage
project resources.
In Chapter 8, “Managing Project Costs and Quality,” we discuss the tools and tech-
niques that project teams use to manage project costs as well as project quality across
the entire project management life cycle. We define project quality, explain why it is
important, and recount its history. We also discuss various quality management certi-
fications and standards, and the implications of poor quality management. Finally, we
discuss the tools and techniques that allow project managers to manage project quality.
In Chapter 9, “Managing Project Risk,” we discuss how project managers deal with
the issue of project risk, something organizations deal with every day. Choices about
which products to develop, which investments to make, which employees to hire, and
which projects to undertake are all examples of organizational activities that involve
risk. We discuss what risk is, how it can affect projects, and the techniques and tools
project managers can use to address it.
In Chapter 10, “Managing Project Procurement,” we discuss many choices currently
available for systems development, including the use of information technology services
firms, packaged software providers, vendors of enterprise-wide solution software, Soft-
ware-as-a-Service providers, and open source software. We then detail the procurement
process itself and the various steps it comprises.
The six chapters in Part II explain the key techniques that project managers need
to know to choose projects, plan projects, and manage project issues such as sched-
uling, resources, costs, quality, risk, and procurement. These six chapters are the heart
of the book.

Part III: Executing, Controlling, and Ending the Project

The purpose of Part III is to help you understand how project managers execute, control,
and close projects after the extensive planning that was covered in Part II.
In Chapter 11, “Managing Project Execution,” we discuss the processes that orga-
nizations follow for executing projects after their extensive planning. We present the
different project management processes that make up project execution in PMBOK.
The inputs, tools and techniques, and outputs of project execution are all discussed,
including a discussion on managing project knowledge. We then cover the project
manager’s key duties during execution—namely, monitoring progress and managing
change (covered more thoroughly in Chapter 12). We discuss tools such as the kickoff
meeting, as well as problems that are common to the execution of IS projects. We also
cover two areas central to successful project execution: managing communication and
documentation.
 Preface • xv

In Chapter 12, “Managing Project Control and Closure,” we discuss possibly the
most important issue for ensuring project management success: project control. How
successful can your project be if after the planning is finished, you simply sit back and
wait for the tasks to get completed? What happens if a critical task takes two weeks
longer to complete than planned? How do you know if costs are running unexpectedly
high? Could issues arise that affect the quality of your product or the project’s risks?
Are you even aware of these potential problems? Project control allows managers to
identify and deal with inevitable problems and promotes flexibility within the plan to
allow for them. We discuss tools for controlling projects across the major project man-
agement core areas already covered in Part II. We end this chapter by discussing another
important, but often overlooked, aspect of project management: project closure. We
cover the appropriate techniques for handing off projects, as well as the critical process
for documenting project outcomes so that future project teams will have a better idea
of what to expect. The two chapters in Part III explain the key knowledge necessary
to help project managers control projects for successful outcomes and then close out
those projects in a way that benefits the clients and the project team. These final two
chapters are where it all comes together. The techniques they cover are extremely useful
in managing projects.

Part Appendices: Agile Project Management

Each major part of the book is concluded with an appendix that discusses the implica-
tions of agile methodologies on project management. Part I of this book is concluded
with an appendix discussing foundational concepts of agile project management, includ-
ing the agile project life cycle, managing agile project teams, and special considerations
for managing communication in agile projects. Part II is concluded with an appendix
discussing planning considerations in agile projects, with special consideration of the
iterative nature of agile project life cycles. Finally, Part III of the book is concluded with
execution and control issues in agile projects.

Online Appendix: Microsoft Project Professional Tutorial

You may download the tutorial at the Student Resources website: http://www
.prospectpressvt.com/titles/fuller-project-management/student-resources-2e/.

Summary
Our approach is to teach project management by having you work on a project, cre-
ating not only the project itself but also the various project management deliverables
associated with the typical stages of a project. We have stressed a team-based approach,
paying attention to today’s global project environment and the current body of knowl-
edge associated with modern project management. We hope you find this book both
interesting and useful.

Acknowledgments
We would like to thank all of those who made this book possible. First and foremost, we
would like to thank Beth and Andy Golub from Prospect Press for their help in making
this edition possible. We would also like to thank Tom Anderson-Monterosso for his
editorial support, and Rachel Paul for her work on the design and layout of this book.
In addition, we would like to thank Christopher Scott, Veena Parboteeah, and other
former PhD students at Washington State University for their contributions to earlier
xvi • Preface

versions of this book. We would also like to thank the following colleagues for providing
valuable feedback on drafts of this edition:

• Danny J. Albert, Tulane University

• Alfred (Nigel) Basta, California Intercontinental University
• Carol Clark, Middle Tennessee State University
• Barbara Cullis, University of Delaware
• Karen Druffel, Framingham State University
• Mary M. Dunaway, University of Virginia
• Mingfeng Lin, University of Arizona
• Nancy Lea Martin, Southern Illinois University, Carbondale
• Kenneth Nidiffer, George Mason University
• Vince Painter, Bellevue University
• Veena Parboteeah, Eastern New Mexico University
• Jennifer Pitts, Columbus State University
• Michael Raisinghani, Texas Women’s University
• Carl M. Rebman Jr., University of San Diego
• Toru Sakaguchi, Northern Kentucky University
• Xiaojun (Gene) Shan, University of Houston Clear Lake
• Diane Sykes, Allied American University
• Jason Xiong, Appalachian State University

Finally, we would like to thank our families for their support. We could not have
completed this book without you.
 P A R T I

Project Management Foundations

Information Systems Project Management,

Edition 2.0
 C H A P T E R 1

Introduction to Project
Management

Figure 1.1 Chapter 1 learning objectives

Opening Case: Business Requirements Driving Big Data Projects at Citibank

Big data—characterized by high volume, variety, organizations fail to consider business needs when
and velocity (see Figure 1.2)—can offer tremendous launching big data projects, and stories of big data
insights and can enable companies to achieve projects that do not contribute to the companies’
a competitive advantage by better identifying bottom line abound. At the global financial services
customers’ needs, optimizing business processes, provider Citigroup, any use cases for big data projects
or reacting to changing customer tastes or are carefully assessed regarding their business
business conditions. Driven by media hype or outside value. As a result, Citibank has implemented many
consultants, small and large organizations are trying very successful projects related to big data, ranging
to jump on the big data bandwagon. However, many from systems that utilize big data to better target

Information Systems Project Management,

Edition 2.0
 Introduction • 3

Figure 1.2 Good project management, careful planning, and an early focus on business outcomes help
Citibank increase its chances of success in big data projects.

promotional spending or analyze transactional use case and find other ways of solving the business
records for anomalies, to systems that use big data problem. Clearly, good project management, careful
to predict errors or fraudulent behaviors. planning, and an early focus on business outcomes
At the same time, Citibank’s organizational unit help Citibank increase its chances of success in its
responsible for big data projects has realized that big data projects.
big data may not be the silver bullet for a particular
Based on: Marr (2016).

Introduction
Every day, you encounter countless examples of projects organizations undertake, rang-
ing from Amazon upgrading its data center infrastructure to Citibank implementing
big data projects to companies revising their privacy policies to comply with new regu-
lations, such as the EU’s General Data Protection Regulation. All these projects require
a decision regarding their priority versus other potential projects; they all require a plan,
the execution of that plan, and on completion, an assessment of how well the team or
person doing the project followed the plan—and they all eventually come to an end.
Projects can be simple endeavors requiring the attention of only one individual, or
they can be extensive undertakings combining the resources of thousands of people.
They can last anywhere from several days to many years. Most of us do not follow a
specific methodology to do all the things that might be classified as projects in our
everyday lives; yet as projects grow in importance, complexity, and length, it becomes
increasingly important for organizations to have systematic processes for managing them

Information Systems Project Management,

Edition 2.0
 4 • Chapter 1 / Introduction to Project Management

Figure 1.3 As projects grow in importance, complexity, and length, systematic project management processes
become increasingly important.

(see Figure 1.3). This book is about how organizations and the people within them can
effectively manage information systems (IS) projects.
In this chapter, you will learn what projects are and, conversely, what they are not.
You will also learn about the specific nature of information systems projects, how all
types of projects share many common elements but also how they all present unique
challenges. We will then describe project management and its history, and introduce
agile methodologies. You will also learn how technology can be used to help manage
projects and how technology can be classified. You will then learn why the study of proj-
ect management is important by examining some statistics regarding project failures,
some specific examples of project failures, and finally, some possible causes of project
failures. You will also gain a basic understanding of what can be done to help ensure
project success.

What Is a Project?
Depending upon the source, the definition of the term project may vary. As an example,
Project Management
Institute the New Oxford American Dictionary defines a project as “an individual or collabo-
An association rative enterprise that is carefully planned and designed to achieve a particular aim.”
designed to bring
together project Each project has a goal or specific purpose, a duration, and resource requirements such
management profes- as money, people, infrastructure, and technology. The Project Management Institute
sionals to enhance
organizational success (PMI), an association designed to bring together project management professionals
by maturing the to enhance organizational success by maturing the project management profession,
project management
profession. describes projects as temporary endeavors designed to achieve a unique result, product,
Project
or service. For the purpose of this book, we have chosen a definition that incorporates
A planned undertaking dimensions of all of these descriptions, defining a project as “a planned undertaking of
of related activities
to achieve a unique
related activities to achieve a unique outcome that has a specified duration.” In organi-
outcome that has a zations, individual projects are grouped as programs, which help harness synergies. For
specified duration.
example, a company might develop a mobile app for its salespeople as part of a mobile
Program enterprise program. A portfolio may include a variety of projects or programs—which
Related projects
coordinated to harness may or may not be directly related (e.g., in the case of setting up a new business unit or
synergies. launching new product lines)—to reach strategic objectives (see Figure 1.4).

Information Systems Project Management,

Edition 2.0
 What Is a Project? • 5

Figure 1.4 Projects, programs, and portfolios

Portfolio Projects, programs, and portfolios are executed to meet a specific need for a stake-
A group of projects or holder or group of stakeholders. Stakeholders are those entities that are actively
programs (which may
not be directly related) involved in the project, who have a vested interest in its success, or who have a positive
pursued to reach or negative influence over the project and its results.
strategic objectives.
Projects are also temporary in that they begin and end on specific predetermined
Stakeholder dates. Project teams are often formed at the beginning of a project and then disbanded
An individual, group,
or organization that is at its completion, with team members being reassigned to new projects. As a result,
actively involved in the project team dynamics are often different from the dynamics of other, more permanent
project or has a vested
interest in its success teams such as those used in a production environment. Finally, projects need support
and/or has a positive from senior-level executives. A project sponsor is a member of the organization who
or negative influence
over the project and its
is responsible for the high-level support of the project. The project sponsor has the
results responsibility of making sure the project is given the resources necessary for its suc-
Project sponsor
cessful completion. Resources can include personnel and facilities, as well as any other
A member of the needs the project personnel may have.
organization who is Business projects frequently have an assigned project manager. In information sys-
responsible for the
high-level support of tems projects, the project manager needs a diverse set of skills—general management,
the project. leadership, technical, conflict management, and customer relationship management.
Project manager The project manager is responsible for managing a project as it goes through its indi-
A person with a diverse vidual phases from concept to completion; given that project management is largely
set of skills—general
management, leader- a team sport, a project manager’s role often focuses more on facilitating, rather than
ship, technical, conflict on monitoring and controlling. A project manager’s environment is one of continual
management, and
customer relationship change and problem solving. Typically, the project manager is a very experienced sys-
management—who is tems analyst; in other organizations, junior and senior analysts work together to manage
responsible for manag-
ing a project as it goes
parts of a project, with the more junior member supporting and learning from a more
through its individual senior colleague. Understanding the project management process is a critical skill for
phases from concept your future success. A project manager is often referred to as a juggler keeping many
to completion.
balls in the air that reflect the various aspects of a project’s development. Balancing
Project success the three key aspects time, costs, and scope, the project manager is instrumental to the
The degree to which
project objectives have successful completion of any project (see Figure 1.5). In fact, project success is often
been achieved on time, defined as the degree to which project objectives have been achieved on time, within
within budget, and
with the agreed upon budget, and with the agreed upon quality and scope.
quality and scope. Information systems projects are undertaken for two primary reasons: to take
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through the creation of a new system. For example, a sports apparel brand may want
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which products suit their individual needs and fitness levels.

Information Systems Project Management,

Edition 2.0
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