Service Management as a Practice

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Time
3 hours 16 minutes
Difficulty
Beginner
CEU/CPE
3
Video Transcription
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>> Module 2, my learners,
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service management and strategy.
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Learning objectives, we will cover
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service management fundamentals and key concepts.
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We will cover who are
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the stakeholders within service management,
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as well as the important stages
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of the service life cycle.
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Lesson 2.1, service management as a practice.
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Services and service management fundamentals.
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As a service basically is delivering a value to
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customers by facilitating outcomes
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that customers want to achieve,
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and service management is more of
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a specialized organization capabilities
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for providing that value to
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that customer in the form of the service.
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When we go into the IT service management,
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which is the ITSM,
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is implementation and management of
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that quality IT services to meet those business needs.
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Service providers, so ITIL
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defines three types of service providers that
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can be used to give context to
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service management principles and capabilities.
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Although most organizations have
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some combination of these types,
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Type I is more of a internal service providers.
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It's typically business functions as embedded
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within the business units as they serve.
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You have a human resource person
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or finance administration,
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or you have customer service and IT.
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Basically, you're the internal service provider
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for that particular organization.
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Then we go into the Type II,
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which is more of a buy-in share because it's cheaper
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and the organization still works as a whole.
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What is this? It's shared service unit.
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Internal service provider that provides
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shared services throughout the whole organization.
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Then we go into the Type III,
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which is more of the outside sources.
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It's like vendors, they
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spread the cost because it's cheaper,
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so work within the organization as a whole.
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Say, for instance, a company,
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they do not have a payroll,
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so they outsource that payroll.
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That is more of an external service provider
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in their service provider that provides
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IT services within the external customers.
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Then we go into the stakeholders.
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The stakeholders in service management.
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All customers should be provided a great level of
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service with the same levels of customer service,
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regardless, whether customer that's
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internal or is it customers that's external.
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For special considerations,
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we'll need to be made related to
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external customers however because
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you'd have to ensure that clear roles and
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responsibilities are established for who
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owns that customer relationship one and
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how the customer service
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will be provided to interact with them.
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In addition to any service
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that providers thus differentiate between
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a customer-facing services based
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on whether the customer is
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external or internal customers.
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Internal customers is the definition
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most apical for the Type I and Type II service providers
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that we mentioned previously and
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external customers is the definition
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most apical to
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the Type III external
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service providers that we mentioned.
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Then you go into the users where they
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are more distinct from customers
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because some customers do not
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use the IT services directly.
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Users are consumers of
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the service provider's service offerings.
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They are typically concerned with
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the functionality and performance
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provided by the service.
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They're not generally concerned with
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the financial implications of using that service,
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and our suppliers is where we get our equipment from,
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like the routers or switches,
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and they are third-party organizations that
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in support of that service provider's services.
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How are services delivered?
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Organizations use assets to create
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value in the form of goods and services.
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These are the two types of assets.
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It's resources, is things that you can
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buy and then those capabilities like things,
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how can you use these,
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take those and use them?
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Resources, in a sense,
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are easier to acquire than capabilities.
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Resources are generic terms that includes IT,
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infrastructure, people or money,
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or things of that nature,
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and then capabilities is the ability of organization,
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the person, the processes
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actually to carry out an activity.
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When you go into the process,
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this process is specific
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of inputs to achieve desired outcomes.
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They are more structure set activities designed
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to accomplish some specific type of objective,
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and when you go into the function,
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the function is more of the team of people or
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the resources used to carry out that particular process.
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Everything goes hand in hand.
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Then you have the role which is a set of
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assigned responsibilities for that defined function,
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that they have been
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awarded to sit there and take care of.
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When we go into the characteristics of
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the process is so measurable.
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Able to measure the process in a relevant manner.
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It's more of a performance-driven.
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Managers want to measure the cost, the quality,
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and the other variables where practitioners are
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more concerned with the duration and the productivity.
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Deliver specific results.
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The reason that process exists is to
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deliver a specific result.
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This result must be
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individually identifiable and countable.
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Value to a customer and stakeholders.
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Every process delivers is
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primary results to a customer or a stakeholder.
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Customers may be internal or
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external to the organization,
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but the process must meet their expectations,
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and a response and this to specific triggers,
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so while a process may be ongoing,
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it has to be traceable to a specific trigger.
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The process takes on
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one or more inputs and it
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turns them into a defined outputs.
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It may include any of the roles that we mentioned before,
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responsibilities, tools,
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or management controls required to deliver that output.
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A process can be defined as policies or
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standards or guidelines that's
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needed within that organization.
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When we take a look
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into the five steps of the service lifecycle,
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ITIL framework is structured
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around the service lifecycle.
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This life cycle view is supported by
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the five ITIL core publications.
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Each pub provides best-practice specific
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to each stage in the service's lifecycle.
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The service lifecycle stages are part of
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the integrated whole with
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each stage influencing the others,
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depending on them and for the inputs and
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the feedback that's provided within each stage.
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When you look into the service lifecycle breakout,
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so the service strategy decides
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what deliver what thoughts on paper,
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concrete references,
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processes in place to deliver that vision.
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Then the service design is more of a staged
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as strategize and decisions
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made within that service strategy stage and
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translate them into a blueprint for
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delivering those services and capabilities.
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Then you have this service transition.
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Have a plan now, take ownership of
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the service decision package.
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Make sure resources are needed.
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Then there's service operation where actually deliver
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service to the user or the customer
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[inaudible] if adding value to that customer.
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Then within the continual service improvement
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is more concerns,
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both incremental and large-scale improvements
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across the life cycle.
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The scope of this CSI includes
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ongoing alignment of
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the service portfolio and organizational needs.
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In summary, Lesson 2.1,
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we discussed services and
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service management fundamentals,
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discussed stakeholders and service management,
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discussed service provider types.
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We discussed the assets,
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processes, functions,
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and roles, as well as
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discussed characteristics of our processes.
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I will look forward to seeing you
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in the next lesson. Have a good day.
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