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    Outoperate Your Competition Using BPM
Date: 2004-May
Source: Howard Smith & Peter Fingar - BPTrends.com
Abstract: A discussion of Michael Hammer’s recent HBR article, where Hammer advocates “Operational Innovation,” and suggest that BPM is going to be needed if Hammer’s goals are to be realized.
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    How BPM Impacts Consulting Services
Date: 2004-April
Source: Jim Petrassi, Partner - Computer Sciences Corporation
Abstract: Within the industry I know best, the IT Services Marketplace for Global 5000 firms, BPM has the power to separate winners from losers. Just as in manufacturing where productivity was transformed through the introduction of Computer Aided Design and Computer Assisted Manufacturing (CAD/CAM) tools, BPM tools provide a direct path from IT system design to execution to operations. More significantly, BPM closes the loop between process design and process optimization, allowing the consultant to integrate continuous process improvement, with continuous change, with continuous learning. As the firm's process repository grows, they are creating, even without knowing, what I call 'actionable knowledge.' In the highly competitive consulting services marketplace, BPM provides knowledge management on steroids!
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    MyBPML.org
Date: 2004-April
Source: John Hamilton, Senior Architect, Process Infrastructure - Computer Sciences Corporation
Abstract: So, in my opinion, if and when a public domain standard becomes supported by the open source community, it will be unbeatable... Of course, you’ve guessed I’m talking about the present state and future prospects for BPML. I like it because it has a formal basis in calculus. I like it because it is complete and in the public domain. I’ll like it even more when it is adopted by the open source community...
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    Stand Out, With BPM
Date: 2004-April
Source: John Hamilton, Senior Architect, Process Infrastructure - Computer Sciences Corporation

Abstract: What enables an organization to distinguish itself from its competitors is distinct and different behavior. Different behavior requires different business processes. This is fundamentally counter to the strategy being sold to, and followed by, most of the industry. Just as you can order a car with just the features you want; just as medicine is beginning to contemplate personalized therapies; so the software business will have to return to the days of tailored solutions.
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  Business Process Fusion is Inevitable - A Response to 'Workflow is just a Pi Process' Rebuttals at BPTrends.com
Date: 2004-March
Source: Howard Smith & Peter Fingar - BPtrends.com

Abstract: Our paper explains, for the first time in article form, that there is now a new formalism for processes that can be used to create effective software products to help firms improve and manage their business processes. It goes on to explain that the formalism has been implemented and embodied in new Business Process Management Systems (BPMS), comparing the breakthrough to the significance of the first relational data management products (e.g., the Oracle RDBMS). Clearly these are controversial claims.
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  The Naming of Cats - BPM: A Convergence of Business Disciplines, BPMS: A Common Tool to Help
Date: 2004-March
Source: Howard Smith & Peter Fingar - BPTrends.com

Abstract: BPM is a convergence of business disciplines, founded on a new understanding of the first principles of process. If one can accept this as a possibility, one should also accept that common tools to support BPM also represent new possibilities.
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    Do you Grok PROCESS?
Date: 2004-March
Source: Howard Smith & Peter Fingar - BPTrends.com
Abstract: To grok the significance of a BPMS requires an ability to shift from the 'data' as the object of attention to PROCESS as the object of attention, and to forget about data altogether, for it's 'just there' as part of PROCESS. With PROCESS, data no longer has to be a distraction separately managed with great effort. Data disappears from the mind's eye for it's no longer the state of the computer, the whole PROCESS is the state; past, present, and future plan...
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    BPM: The Promise and the Challenge - It's all about closing the loop from conception to execution and back.
Date: 2004-March
Source: Laury Verner, Chief Technology Officer - ProActivity

Abstract: Is this promise being fulfilled? BPM does have the potential to deliver significant value, but there are missing elements that limit its effectiveness. Although BPM technologies are becoming more mature, many software developers and business analysts still find themselves asking the basics: What is it? And why should I care? This article provides a high-level overview of BPM and where it is today and touches on some of the core technologies and standards.
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  A BPM FAQ v1.0
Date: 2004-March
Source: Ceri Williams & Howard Smith

Abstract: The list of questions that has emerged through our work includes topics that may sometimes seem simplistic, too broad, irrelevant and often...quite different to answer. But they represent real questions on the minds of real people--people who will ultimately be responsible for the adoption and exploitation of BPM systems within their respective organizations. This is the Why, What, How, When, Where, Who of BPM. Our purpose is to stimulate debate in the BPM community from which practical knowledge will emerge, accelerating assimilation of BPM methods and systems and ensuring effective exploitation.
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  BPM, Antidote to IT Jitters
Date: 2004-March
Source: Howard Smith & Peter Fingar

Abstract: The IT services market is changing. Companies are demanding further reductions in the cost, both time and resource, of IT development, operations and improvement. At the same time, they expect more than just an IT tower and basic IT services. They are asking the CIO to help them manage their business processes on an ongoing basis, from discovery to execution to optimization. How can these seemingly contradictory requirements be reconciled?
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    Why BPML?
Date: 2004-March
Source: John Hamilton, Senior Architect, Process Infrastructure - Computer Sciences Corporation
Abstract: If you want to store anything-- data, process diagrams, contacts, you’ve got to take it out and exercise it regularly-- “use it or lose it”. Anything that is not in regular use pretty soon becomes unusable. The “use it or lose it” rule applies here. Process documentation that can be ignored, will be ignored, by people wishing to get on with their work. What I wanted was some kind of process documentation that actually interacted with the real world. It appeared the other day: a formal language that was complete and sufficiently unambiguous as to be executable. This meets the “use it” criterion. If the documentation not only can be used, but has to be used, then it will become and will remain correct. A closed loop feedback mechanism applies here. If a tool or method is necessary for real work, then it will be maintained in good condition: Carpenters keep their chisels sharp. In real life, most people do not use documentation and do not care if it is wrong. They use tools and get mad as hell if they don’t work.
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  Level 2 Call Handling - Process Innovation at CSC
Date: 2004-February
Source: Howard Smith - Computer Sciences Corporation

Abstract: The Impact of BPM - This presentation, which references a specific CSC BPM case study involving a BPML diagram, helps CSC define what process is and how it relates to BPMS, WS orchestration and WS choreography.
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    Mastering Business Process Management
Date: 2004-February
Source: Howard Smith & Peter Fingar - eBizQ.net
Abstract: Although implementing Business Process Management can deliver immediate value, BPM technology alone is not enough. Implementing BPM technology will not make an enterprise “process competent” any more than the act of buying a car means a person knows how to drive. Experience with prior technology acquisitions, such as ERP, shows that businesses that adopted the same technologies—and even used the same implementation consultants—achieved very different business results as a consequence of how they actually learned to exploit the strengths, and avoid the weaknesses, of the technology. Thus, to use BPM effectively companies must develop and acquire process management competencies.
http://www.ebizq.net/topics/bpm/features/3723.html
    Workflow is just a Pi process
Date: 2004-January
Source: Howard Smith & Peter Fingar - BPTrends.com

Abstract: A provocative work-in-process draft of this article was first published and distributed to various mailing lists, including OASIS BPEL TC, W3C WS-CHOR, BPMI-INFO, and the joint BPMI-WfMC forum. The aim was to entice input from several professional groups. The draft and its catchy title generated controversy among workflow experts in emails and various response documents [Ref. 1]. This version reflects feedback from those who responded with valuable criticism and insight.
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    BPM is Not About People, Culture and Change - It's About Technology
Date: 2004-January
Source: Howard Smith & Peter Fingar
Abstract: Following a presentation presentation about Business Process Management Systems (BPMS), a member of the audience asked for a follow up meeting and suggested we agreed immediately. The following is a description of the discovery process we encountered in our discussion with a 'process improvement manager' from the banking division of a financial services firm.
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    BPM 2004
Date: 2004-January
Source: Howard Smith & Peter Fingar - BPTrends.com
Abstract: Despite several books, numerous articles and coverage in the media, is anyone clearer about what BPM is at the beginning of 2004 than they were at the beginning of 2003? The power and promise of BPM is there, but it is a major undertaking at enterprise scale. So let's get right down to basics and clarify the first principles of BPM.
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    Love Affair With Web Services Waning?
Date: 2004-January
Source: Howard Smith & Peter Fingar
Abstract: The Answer - Hardly. But eBizQ.net columnists and BPM experts Howard Smith and Peter Fingar suggest here that all the hub-bub surrounding Web services is doing BPM a disservice. A huge disservice. And one stemming in large part from... semantics!
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    Digital Six Sigma
Date: 2003-December
Source: Howard Smith & Peter Fingar
Abstract: Integrating continuous improvement with continuous change and continuous learning.
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    BPM At The Crossroads
Date: 2003-November
Source: Howard Smith & Peter Fingar
Abstract: What exactly is BPM? Two topics at the heart of the confusion were discussed at DCI's November 2003 BPM Conference. The first stems from the workflow community's perception of BPM as nothing new and something they have been doing for years. The second is the business 'reengineering' community's belief that more technology is not the answer. With a lack in understanding the new-fangled BPM technology, they don't fully understand the significance of a 'third wave' of BPM, contending that the real issues are people, culture, and change. So what's really going on?
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    Workflow is just a Pi process
Date: 2003-November
Source: Howard Smith & Peter Fingar
Abstract: There is much talk today about a business process management (BPM) rEvolution. The revolutionary part is about a new category of software known as the business process management system (BPMS). The evolutionary part is about using the BPMS to exploit existing business and technology assets in a way that creates new value. Along with any revolution comes confusion. What exactly is BPM? Isn’t it just workflow technology, which has been in use for twenty years, plus Web services? Why don’t we describe what is going on today as the “new workflow rEvolution,” a subtle extension of workflow systems? To answer these questions, we explore the foundations of the workflow paradigm, and describe the paradigm shift in technology that is needed to overcome limitations of workflow systems to build and deploy robust business process management systems—the kind of information systems that businesses now demand as new sources of competitive advantage in an ever more uncertain and complex global economy.
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    BPMN and Business Process Management - Introduction to the New Business Process Modeling Standard
Date: 2003-September
Source: Jog Roj & Martin Owen - Popkin Software
Abstract: BPMN represents a new standard for modeling business processes and web services acting as a core enabler of Business Process Management (BPM) - a new initiative in Enterprise Architecture concerned with managing change in improving business processes. This paper provides an in-depth introduction to the new BPMN standard including detail on how it fits within BPM methodology relative to business process execution languages (e.g., BPEL and BPML), business process management systems (BPMS), and modeling languages such as UML.
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    BPM and MDA: Competitors, Alternatives or Complementary
Date: 2003-July
Source: Howard Smith, CTO EMEA - Computer Sciences Corporation (BPTrends.com)
Abstract: Are BPM and MDA competitors, alternatives or do they offer complementary capabilities? I use this opportunity to explain BPM by contrasting it with traditional sofware systems.
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    Record of BPMI.org Member Meeting #10
Date: 2003-July
Source: Howard Smith, Co-chairman - BPMI.org Board of Directors
Abstract: Summary of issues discussed during the June 2003 member meeting in Bonn, Germany hosted by IDS Scheer during ProcessWorld Europe 2003. The report touches on future work to be conducted within the Initiative, and possible liaison work with other standards organizations.
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    Business Process Management 101
Date: 2003-July
Source: Howard Smith, BPMI.org co-chairman
Abstract: BPMI.org defines BPM as a new technology addressing age-old business problems.
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    21st Century Business Architecture
Date: 2003-May
Source: Howard Smith & Peter Fingar
Abstract: While the vision of process management is not new, existing theories and systems have not been able to cope with the reality of business processes - until now. By placing business processes on center stage, as first class citizens in computing, corporations can gain the capabilities they need to innovate, reenergize performance and deliver the value today's markets demand. Business process management (BPM) systems discover what you do, and then manage the lifecycle of improvement and optimization, in a way that translates directly to operation. They see the world in terms of processes using notations and representations business people intuitively understand and which reflect the nature of the way business has to be - connected, collaborative, asynchronous, coordinated, conversational and constantly changing.
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    THE THIRD WAVE - Business Processes: From Reengineering to Management
Date: 2003-March
Source: H. Smith, P. Fingar - Darwin Magazine
Abstract: A brief history lesson on why 'reengineering' was such a hit a decade ago— and why it's so last-millenium thinking now.
http://www.darwinmag.com/read/030103/wavehistory.html
    Don't Bridge the Business-IT Divide: Obliterate It!
Date: 2003-March
Source: H. Smith, P. Fingar - eAI Journal
Abstract: When complexity mounts and eventually becomes unmanageable, it's time for action.
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  The Third Wave: Business Process Management
Date: 2003-March
Source: Yankee Group - Integration Technologies Forum
Abstract: Keynote presentation by Howard Smith on Business Process Management: Managing Integration Technologies to Deliver Business Value
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    Incremental Process Deployment
Date: 2003-January
Source: Martyn A. Ould - Process Modelling Workshop, UWE
Abstract: Our experience in consultancy work has been that people need reliable ways of getting to grips with concurrency - with the parallelism in their organisational activity - with the fact that there are a zillion related things going on at one moment. They need to understand concurrency, in order to reduce cycle times. They neet to understand what concurrency there is, and they need to exploit the possibilities of increasing concurrency, in order to reduce cycle times. So-called process models that I see are too often serial affairs, which represent something that simply doesn't exist. We also need full mastery of concurrency in all its forms if we are to build real processes - big, ugly, complex, real processes - in an engine.
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    A New Path To Business Process Management
Date: 2002-October
Source: H. Smith & P. Fingar - Optimize, Issue 12
Abstract: The third wave of business-process management promises to make companies more adept at cutting costs, managing change and seizing opportunities.
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    Business Process Management: The Third Wave
Date: 2002-September
Source: H. Smith & P. Fingar - Meghan-Kifer Press
Abstract: A two page overview on a new book by Howard Smith, Peter Fingar, and Ismael Ghalimi scheduled for release in September.
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    Business Process Management: The Third Wave - Business Process Management Systems (Appendix B)
Date: 2002-August
Source: H. Smith & P. Fingar - Meghan-Kiffer Press
Abstract: The Business Process Management System (BPMS) enables companies to model, deploy and manage mission-critical business processes, that span multiple enterprise applications, corporate departments, and business partners - behind the firewall and over the Internet. The BPMS is a new category of software and opens a new era of IT infrastructure.
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    Business Process Management: The Third Wave - Technical Excerpt BPML (Appendix A)
Date: 2002-August
Source: H. Smith & P. Fingar - Meghan-Kiffer Press
Abstract: ...Now consider business processes as a field of human activity. Processes, process data, activities, messages, rules, computation, process branching, compensating activities, exceptions, sequences, joins, splits, operations, assignments, transformations, schedules, rules and time constraints: These likewise form part of a vocabulary describing the operations that can be performed in the field. The tools for realizing these operations are process modeling languages. These languages provide semantics for business processes and unify the different vocabularies of process development, system integration, workflow, human interaction and transaction management, much as blueprints help the architect and the carpenter find a common language that enables them to work together.
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    Process Pioneers: Business Process Management
Date: 2002-August
Source: Jessica Twentyman - Infocomomy's Agile Business Issue
Abstract: By managing IT infrastructures along so-called 'top down' lines, organizations can streamline their business processes, eliminate redundant tasks and increase automation.
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    BPML 1.0: A Step Toward Process Interoperability
Date: 2002-July
Source: Forrester Research (subscription required)
Astract: 'Almost two years after inception, BPMI.org - now backed by more than 130 members - has released the first public draft of its Business Process Modeling Language. Our take? Firms should bet on BPML for describing end-to-end business processes.'
http://www.forrester.com/ER/Research/Brief/Excerpt/0,1317,15404,FF.html
    Value Chain Integration: The Next Frontier
Date: 2002-July
Source: J. Baker, H. Smith, P. Fingar - Internet World

Abstract: In April and May, we introduced Business Process Management (BPM) and the Business Process Management System (BPMS). This month we join forces with colleague Jeanne Baker to tie it all together and put teeth into the vision by first describing the Business Process Modeling Language (BPML) and then showing how it is being adopted in a real company for real competitive advantage.
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    Making Business Processes Manageable
Date: 2002-June
Source: H. Smith - Web Services Journal: Focus on BPM

Abstract: What has surprised everyone in the last few years is how challenging it has been to actually do e-business. One of the reasons why this is so is that companies have found it difficult to manage their business processes, especially when they stretch across multiple systems, software applications, companies, and countries. That's about to change.
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    A System Integrator's Perspective on Business Process Management, Workflow, and EAI
Date: 2002-June
Source: Howard Smith, CTO EMEA - Computer Sciences Corporation

Abstract: A white paper first distributed at Infoconomy's 'The Agile Business' conference in London.
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    Business Process Management Systems: Environmental Policy
Date: 2002-May
Source: H. Smith & P. Fingar - Internet World

Abstract: Business process innovation and improvement are now recognized as the paths to huge gains in productivity - something companies are desperately seeking in the current down-turned economy.
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    Designing a Re-engineering-proof Process Architecture
Date: 2002-March
Source: Martyn A. Ould - Venice Consulting, Ltd.

Abstract: Suppose we have come to an organisation and have the job (for whatever reason) of designing or modelling some or all of its processes. It can be very hard to know how to cut the mass of organisational activity up into component processes and to see how they are related, in other words to determine the process architecture of the organisation. We want a partitioning into processes that is, as far as we can make it, completely aligned to the business the organisation is in and as independent as possible of how it chooses to organise itself. This paper describes the approach to solving this problem offered by the Riva business process management method.
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  BPML 101: Implementing the BPML Specification
Date: 2002-March
Source: BPMI.org Board Members Ismael Ghalimi & Jeanne Baker

Abstract: Power Point presentation on the fundamental capabilities of the Business Process Management Language.
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  BPM 2002: Market Milestone Report
Date: 2002-February
Source: Delphi Group

Abstract: Delphi's report combines research conducted with both technology vendors and end-users. The resulting report is a comprehensive view of technology sectors, including spending habits, growth areas, customer needs, and vendor solutions.
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    The Emergence of Business Process Management
Date: 2002-January
Source: H. Smith, D. Neal, L. Ferrara, F. Hayden - Computer Science Corporation's Research Services

Abstract: The research in this report is based in part upon information collected at the Business Process Management Summit held on September 27, 2001 in London by NetMarkets Europe and CSC's Research Services, and supported by BPMI.org
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  In Process: The Changing Role of Business Process Management in Today's Economy
Date: 2001-October
Source: Delphi Group

Abstract: This paper establishes the context and the imperative for the evolution of Business Process Management. Covers concepts such as process-based organizations, Business Operating Systems, Web Services, etc.
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    Applying Digital Business Models: Embracing Architectural Change
Date: 2001-September
Source: H. Smith, D. Neal, L. Ferrara - Computer Sciences Corporation
Abstract: Reengineering Redux - Get ready for a next round of reengineering.
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  Moving to Componentised Architectures
Date: 2001-July
Source: H. Smith, D. Neal, N. Green - Computer Sciences Corporation
Abstract: Business Process Management - Closing the gap between business intent and execution. To understand what Business Process Management Systems and a Business Process Modelling Language could achieve, we reproduce here a future magazine article. It takes the form of an interview with the CEO and CIO of a logistics company ACME Express. From very different perspectives they explain how Business Process Management Systems (BPMS) have enabled them to move beyond the tyranny of legacy systems and regain control of their future business direction.
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  The Evolution of Business Processes: From Description to Data to Smart Executable Code -- Is this the future of systems integration and collaborative commerce?
Date: 2001-March
Source: H. Smith, D. Neal, D. Butler - Computer Sciences Corporation
Abstract: Business processes are back in vogue. Enterprise Application Integration (EAI), workflow and B2B integration (B2Bi) vendors are rushing to re-cast their systems integration tools as Business Process Management Systems. Application vendors are examining strategies to build next-generation solutions in a manner that exploits Process Management so as to provide increased agility and flexibility. At the heart of this trend is an innovation called the Business Process Modeling Language (BPML). In this article we examine how this development promises companies with, quite literally, a 'make it so' button.
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    The XML eBusiness Contract
Date: 2000-September
Source: Forrester Research (subscription required)
Abstract: 'XML alone is not sufficient for Internet transactions. Executives must prepare for eBusiness contracts, which define the forms, terms, and processes for automating business over the Internet.'
http://www.forrester.com/ER/Research/Report/0,1338,10588,FF.html

 
    Integrating Business Processes
Date: 1999-March
Source: Forrester Research (subscription required)
Abstract: 'Firms are integrating apps to meet new business demands. This will force a shift to process integration as the 'app between the apps' - and will prompt the emergence of process integration servers.'
http://www.forrester.com/ER/Research/Report/0,1338,5679,FF.html

 
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