The project administrator: :: perspectives to project support services /
"The application of projects in various organizational settings and for multiple purposes is accelerating at a rapid pace. Increasingly public and private sector institutions and enterprises appreciate the value of projects to render services and products on time, within budget and according to...
Gespeichert in:
| 1. Verfasser: | |
|---|---|
| Format: | Elektronisch E-Book |
| Sprache: | English |
| Veröffentlicht: |
New York :
Nova Science Publishers, Inc.,
[2019]
|
| Schriftenreihe: | Marketing and Operations Management Research Ser.
|
| Schlagworte: | |
| Online-Zugang: | Volltext |
| Zusammenfassung: | "The application of projects in various organizational settings and for multiple purposes is accelerating at a rapid pace. Increasingly public and private sector institutions and enterprises appreciate the value of projects to render services and products on time, within budget and according to quality specifications. The ultimate success of projects is, however, dependent on the professional expertise of dedicated support staff. The role and responsibilities of project administrators are therefore rapidly growing to establish administrative support structures, systems and processes, as well as adequate project controls, document management, and stakeholder communication. Project host organizations, project managers and governance bodies, such as steering committees, need to be strongly supported to ensure that the hands of key role-players are strengthened through accurate record-keeping, archival services, project management information systems, control systems, and team support. For this purpose, organizational arrangements such as project management units, project support offices, and project management offices are established to facilitate institutional memory and to embed the principles of a learning organization as far as project best practices are concerned. The body of knowledge of Project Management is also highly dynamic and is expanding to incorporate the exciting world of project support services. The purpose of this publication is to provide an overview of the nature of project support services with particular reference to the roles and responsibilities of project administrators. The publication covers the following key areas: the fundamentals of project management including concepts, principles, life cycle phases, PMBOK, and methodologies; the nature of project support services, including the typical job profile and responsibilities of project administrators; support through organizational and project governance arrangements; project planning support; project controls, reviews, and reporting support; and project team support and self-management. This publication is a must-read for project practitioners in the field of project support services and business administration, and also serves as an invaluable text book to train project support staff. Various self-assessment exercises and practical examples are included to aid this purpose"-- |
| Beschreibung: | 1 online resource. |
| Bibliographie: | Includes bibliographical references and index. |
| ISBN: | 9781536164985 1536164984 |
Internformat
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| 100 | 1 | |a Van der Waldt, Gerrit, |d 1965- |e author. |0 http://id.loc.gov/authorities/names/no96030911 | |
| 245 | 1 | 4 | |a The project administrator: : |b perspectives to project support services / |c Gerrit van der Waldt. |
| 264 | 1 | |a New York : |b Nova Science Publishers, Inc., |c [2019] | |
| 300 | |a 1 online resource. | ||
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| 490 | 1 | |a Marketing and Operations Management Research Ser. | |
| 504 | |a Includes bibliographical references and index. | ||
| 520 | |a "The application of projects in various organizational settings and for multiple purposes is accelerating at a rapid pace. Increasingly public and private sector institutions and enterprises appreciate the value of projects to render services and products on time, within budget and according to quality specifications. The ultimate success of projects is, however, dependent on the professional expertise of dedicated support staff. The role and responsibilities of project administrators are therefore rapidly growing to establish administrative support structures, systems and processes, as well as adequate project controls, document management, and stakeholder communication. Project host organizations, project managers and governance bodies, such as steering committees, need to be strongly supported to ensure that the hands of key role-players are strengthened through accurate record-keeping, archival services, project management information systems, control systems, and team support. For this purpose, organizational arrangements such as project management units, project support offices, and project management offices are established to facilitate institutional memory and to embed the principles of a learning organization as far as project best practices are concerned. The body of knowledge of Project Management is also highly dynamic and is expanding to incorporate the exciting world of project support services. The purpose of this publication is to provide an overview of the nature of project support services with particular reference to the roles and responsibilities of project administrators. The publication covers the following key areas: the fundamentals of project management including concepts, principles, life cycle phases, PMBOK, and methodologies; the nature of project support services, including the typical job profile and responsibilities of project administrators; support through organizational and project governance arrangements; project planning support; project controls, reviews, and reporting support; and project team support and self-management. This publication is a must-read for project practitioners in the field of project support services and business administration, and also serves as an invaluable text book to train project support staff. Various self-assessment exercises and practical examples are included to aid this purpose"-- |c Provided by publisher. | ||
| 588 | |a Description based on online resource; title from digital title page (viewed on March 04, 2020). | ||
| 505 | 0 | |a Intro -- The Project Administrator -- Perspectives to Project Support Services -- The Project Administrator -- Perspectives to Project Support Services -- Contents -- Preface -- Purpose Statement -- Chapter 1 -- Project Management Essentials -- 1.1. Introduction -- 1.2. The Nature, Scope, and Context of Projects -- 1.2.1. Components of Projects -- 1.2.2. The Project Context -- 1.3. Key Stakeholders in Projects -- 1.4. Project Life Cycle -- 1.4.1. Phase 1: Conceptualization and Initiation -- 1.4.2. Phase 2: Project Planning -- 1.4.3. Phase 3: Project Execution | |
| 505 | 8 | |a 1.4.4. Phase 4: Monitoring and Controlling -- 1.4.5. Phase 5: Project Termination or Closure -- 1.5. Project Knowledge Areas -- 1.6. Project Management Methodologies -- 1.6.1. Conventional Approach -- 1.6.2. Contemporary Approaches -- 1.7. Project Management Standards -- Conclusion -- Quick Review Questions -- References -- Additional Reading -- Chapter 2 -- Project Support Services and the Role of the Project Administrator -- 2.1. Introduction -- 2.2. Project Support Services: An Overview -- 2.3. Support Services during the Project Life Cycle -- 2.3.1. Conceptualization or Initiation | |
| 505 | 8 | |a 2.3.2. Planning -- 2.3.3. Execution -- 2.3.4. Monitoring and Control -- 2.3.5. Termination or Closure -- 2.4. Support Services Per Project Knowledge Area -- 2.5. The Role and Responsibilities of a Project Administrator -- 2.5.1. The Project Assistant -- 2.5.2. The Project Coordinator -- 2.5.3. The Project Manager -- 2.5.4. The Project Director -- 2.5.5. The Project Administrator -- 2.5.5.1. Qualifications -- 2.5.5.2. Responsibilities -- Conclusion -- Quick Review Questions -- Additional Reading -- Chapter 3 -- Support through Organizational and Project Governance Arrangements | |
| 505 | 8 | |a 3.1. Introduction -- 3.2. Fundamental Organizational Perspectives -- 3.3. Typical Organizational Structures -- 3.3.1. Functional or Hierarchical Structures -- 3.3.2. Matrix Structures -- 3.3.2.1. Pure Project-Based Structures -- 3.4. Project Governance Bodies and Support Arrangements -- 3.4.1. Project Steering Committees -- 3.4.2. Project Sponsors -- 3.4.3. Program Managers -- 3.5. Project Support Structures -- 3.5.1. Project Offices (PO) and Project Management Units (PMUs) -- 3.5.2. Project Support Offices (PSO) -- 3.5.3. Project Management Offices (PMO) | |
| 505 | 8 | |a 3.6. Administrative Support in Organizational Structures and Governance Bodies -- 3.6.1. Organizational Project Capacity Support -- 3.6.2. Office Administration -- 3.6.3. Project Data Capturing -- 3.6.3.1. Manual Data Capture -- 3.6.3.2. Automated Data Capture -- 3.6.4. Contract Administration -- 3.6.5. Conducting Administrative Audits -- 3.6.6. Establishing Project Resource Centers -- Conclusion -- Quick Review Questions -- References -- Additional Reading -- Chapter 4 -- Support Services for Project Planning -- 4.1. Introduction -- 4.2. Project Planning Essentials | |
| 650 | 0 | |a Project management. |0 http://id.loc.gov/authorities/subjects/sh85065919 | |
| 650 | 0 | |a Strategic planning. |0 http://id.loc.gov/authorities/subjects/sh85128511 | |
| 650 | 0 | |a Self-directed work teams. |0 http://id.loc.gov/authorities/subjects/sh93003672 | |
| 650 | 6 | |a Gestion de projet. | |
| 650 | 6 | |a Planification stratégique. | |
| 650 | 6 | |a Équipes autonomes (Sociologie du travail) | |
| 650 | 7 | |a Project management |2 fast | |
| 650 | 7 | |a Self-directed work teams |2 fast | |
| 650 | 7 | |a Strategic planning |2 fast | |
| 758 | |i has work: |a The project administrator (Text) |1 https://id.oclc.org/worldcat/entity/E39PCFPgQbWmWpx9TJ6GypGyMK |4 https://id.oclc.org/worldcat/ontology/hasWork | ||
| 776 | 0 | 8 | |i Print version: |a Van der Waldt, Gerrit, 1965- |t The project administrator: |d Hauppauge : Nova Science Publishers, 2020. |z 9781536164978 |w (DLC) 2019044451 |
| 830 | 0 | |a Marketing and Operations Management Research Ser. | |
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| _version_ | 1816882502350929920 |
| adam_text | |
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| author | Van der Waldt, Gerrit, 1965- |
| author_GND | http://id.loc.gov/authorities/names/no96030911 |
| author_facet | Van der Waldt, Gerrit, 1965- |
| author_role | aut |
| author_sort | Van der Waldt, Gerrit, 1965- |
| author_variant | d w g v dwg dwgv |
| building | Verbundindex |
| bvnumber | localFWS |
| callnumber-first | H - Social Science |
| callnumber-label | HD69 |
| callnumber-raw | HD69.P75 V36 2019 |
| callnumber-search | HD69.P75 V36 2019 |
| callnumber-sort | HD 269 P75 V36 42019 |
| callnumber-subject | HD - Industries, Land Use, Labor |
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| contents | Intro -- The Project Administrator -- Perspectives to Project Support Services -- The Project Administrator -- Perspectives to Project Support Services -- Contents -- Preface -- Purpose Statement -- Chapter 1 -- Project Management Essentials -- 1.1. Introduction -- 1.2. The Nature, Scope, and Context of Projects -- 1.2.1. Components of Projects -- 1.2.2. The Project Context -- 1.3. Key Stakeholders in Projects -- 1.4. Project Life Cycle -- 1.4.1. Phase 1: Conceptualization and Initiation -- 1.4.2. Phase 2: Project Planning -- 1.4.3. Phase 3: Project Execution 1.4.4. Phase 4: Monitoring and Controlling -- 1.4.5. Phase 5: Project Termination or Closure -- 1.5. Project Knowledge Areas -- 1.6. Project Management Methodologies -- 1.6.1. Conventional Approach -- 1.6.2. Contemporary Approaches -- 1.7. Project Management Standards -- Conclusion -- Quick Review Questions -- References -- Additional Reading -- Chapter 2 -- Project Support Services and the Role of the Project Administrator -- 2.1. Introduction -- 2.2. Project Support Services: An Overview -- 2.3. Support Services during the Project Life Cycle -- 2.3.1. Conceptualization or Initiation 2.3.2. Planning -- 2.3.3. Execution -- 2.3.4. Monitoring and Control -- 2.3.5. Termination or Closure -- 2.4. Support Services Per Project Knowledge Area -- 2.5. The Role and Responsibilities of a Project Administrator -- 2.5.1. The Project Assistant -- 2.5.2. The Project Coordinator -- 2.5.3. The Project Manager -- 2.5.4. The Project Director -- 2.5.5. The Project Administrator -- 2.5.5.1. Qualifications -- 2.5.5.2. Responsibilities -- Conclusion -- Quick Review Questions -- Additional Reading -- Chapter 3 -- Support through Organizational and Project Governance Arrangements 3.1. Introduction -- 3.2. Fundamental Organizational Perspectives -- 3.3. Typical Organizational Structures -- 3.3.1. Functional or Hierarchical Structures -- 3.3.2. Matrix Structures -- 3.3.2.1. Pure Project-Based Structures -- 3.4. Project Governance Bodies and Support Arrangements -- 3.4.1. Project Steering Committees -- 3.4.2. Project Sponsors -- 3.4.3. Program Managers -- 3.5. Project Support Structures -- 3.5.1. Project Offices (PO) and Project Management Units (PMUs) -- 3.5.2. Project Support Offices (PSO) -- 3.5.3. Project Management Offices (PMO) 3.6. Administrative Support in Organizational Structures and Governance Bodies -- 3.6.1. Organizational Project Capacity Support -- 3.6.2. Office Administration -- 3.6.3. Project Data Capturing -- 3.6.3.1. Manual Data Capture -- 3.6.3.2. Automated Data Capture -- 3.6.4. Contract Administration -- 3.6.5. Conducting Administrative Audits -- 3.6.6. Establishing Project Resource Centers -- Conclusion -- Quick Review Questions -- References -- Additional Reading -- Chapter 4 -- Support Services for Project Planning -- 4.1. Introduction -- 4.2. Project Planning Essentials |
| ctrlnum | (OCoLC)1122686301 |
| dewey-full | 658.4/04 |
| dewey-hundreds | 600 - Technology (Applied sciences) |
| dewey-ones | 658 - General management |
| dewey-raw | 658.4/04 |
| dewey-search | 658.4/04 |
| dewey-sort | 3658.4 14 |
| dewey-tens | 650 - Management and auxiliary services |
| discipline | Wirtschaftswissenschaften |
| format | Electronic eBook |
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| id | ZDB-4-EBA-on1122686301 |
| illustrated | Not Illustrated |
| indexdate | 2024-11-27T13:29:38Z |
| institution | BVB |
| isbn | 9781536164985 1536164984 |
| language | English |
| lccn | 2019044452 |
| oclc_num | 1122686301 |
| open_access_boolean | |
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| owner_facet | MAIN DE-863 DE-BY-FWS |
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| publishDate | 2019 |
| publishDateSearch | 2019 |
| publishDateSort | 2019 |
| publisher | Nova Science Publishers, Inc., |
| record_format | marc |
| series | Marketing and Operations Management Research Ser. |
| series2 | Marketing and Operations Management Research Ser. |
| spelling | Van der Waldt, Gerrit, 1965- author. http://id.loc.gov/authorities/names/no96030911 The project administrator: : perspectives to project support services / Gerrit van der Waldt. New York : Nova Science Publishers, Inc., [2019] 1 online resource. text txt rdacontent computer c rdamedia online resource cr rdacarrier Marketing and Operations Management Research Ser. Includes bibliographical references and index. "The application of projects in various organizational settings and for multiple purposes is accelerating at a rapid pace. Increasingly public and private sector institutions and enterprises appreciate the value of projects to render services and products on time, within budget and according to quality specifications. The ultimate success of projects is, however, dependent on the professional expertise of dedicated support staff. The role and responsibilities of project administrators are therefore rapidly growing to establish administrative support structures, systems and processes, as well as adequate project controls, document management, and stakeholder communication. Project host organizations, project managers and governance bodies, such as steering committees, need to be strongly supported to ensure that the hands of key role-players are strengthened through accurate record-keeping, archival services, project management information systems, control systems, and team support. For this purpose, organizational arrangements such as project management units, project support offices, and project management offices are established to facilitate institutional memory and to embed the principles of a learning organization as far as project best practices are concerned. The body of knowledge of Project Management is also highly dynamic and is expanding to incorporate the exciting world of project support services. The purpose of this publication is to provide an overview of the nature of project support services with particular reference to the roles and responsibilities of project administrators. The publication covers the following key areas: the fundamentals of project management including concepts, principles, life cycle phases, PMBOK, and methodologies; the nature of project support services, including the typical job profile and responsibilities of project administrators; support through organizational and project governance arrangements; project planning support; project controls, reviews, and reporting support; and project team support and self-management. This publication is a must-read for project practitioners in the field of project support services and business administration, and also serves as an invaluable text book to train project support staff. Various self-assessment exercises and practical examples are included to aid this purpose"-- Provided by publisher. Description based on online resource; title from digital title page (viewed on March 04, 2020). Intro -- The Project Administrator -- Perspectives to Project Support Services -- The Project Administrator -- Perspectives to Project Support Services -- Contents -- Preface -- Purpose Statement -- Chapter 1 -- Project Management Essentials -- 1.1. Introduction -- 1.2. The Nature, Scope, and Context of Projects -- 1.2.1. Components of Projects -- 1.2.2. The Project Context -- 1.3. Key Stakeholders in Projects -- 1.4. Project Life Cycle -- 1.4.1. Phase 1: Conceptualization and Initiation -- 1.4.2. Phase 2: Project Planning -- 1.4.3. Phase 3: Project Execution 1.4.4. Phase 4: Monitoring and Controlling -- 1.4.5. Phase 5: Project Termination or Closure -- 1.5. Project Knowledge Areas -- 1.6. Project Management Methodologies -- 1.6.1. Conventional Approach -- 1.6.2. Contemporary Approaches -- 1.7. Project Management Standards -- Conclusion -- Quick Review Questions -- References -- Additional Reading -- Chapter 2 -- Project Support Services and the Role of the Project Administrator -- 2.1. Introduction -- 2.2. Project Support Services: An Overview -- 2.3. Support Services during the Project Life Cycle -- 2.3.1. Conceptualization or Initiation 2.3.2. Planning -- 2.3.3. Execution -- 2.3.4. Monitoring and Control -- 2.3.5. Termination or Closure -- 2.4. Support Services Per Project Knowledge Area -- 2.5. The Role and Responsibilities of a Project Administrator -- 2.5.1. The Project Assistant -- 2.5.2. The Project Coordinator -- 2.5.3. The Project Manager -- 2.5.4. The Project Director -- 2.5.5. The Project Administrator -- 2.5.5.1. Qualifications -- 2.5.5.2. Responsibilities -- Conclusion -- Quick Review Questions -- Additional Reading -- Chapter 3 -- Support through Organizational and Project Governance Arrangements 3.1. Introduction -- 3.2. Fundamental Organizational Perspectives -- 3.3. Typical Organizational Structures -- 3.3.1. Functional or Hierarchical Structures -- 3.3.2. Matrix Structures -- 3.3.2.1. Pure Project-Based Structures -- 3.4. Project Governance Bodies and Support Arrangements -- 3.4.1. Project Steering Committees -- 3.4.2. Project Sponsors -- 3.4.3. Program Managers -- 3.5. Project Support Structures -- 3.5.1. Project Offices (PO) and Project Management Units (PMUs) -- 3.5.2. Project Support Offices (PSO) -- 3.5.3. Project Management Offices (PMO) 3.6. Administrative Support in Organizational Structures and Governance Bodies -- 3.6.1. Organizational Project Capacity Support -- 3.6.2. Office Administration -- 3.6.3. Project Data Capturing -- 3.6.3.1. Manual Data Capture -- 3.6.3.2. Automated Data Capture -- 3.6.4. Contract Administration -- 3.6.5. Conducting Administrative Audits -- 3.6.6. Establishing Project Resource Centers -- Conclusion -- Quick Review Questions -- References -- Additional Reading -- Chapter 4 -- Support Services for Project Planning -- 4.1. Introduction -- 4.2. Project Planning Essentials Project management. http://id.loc.gov/authorities/subjects/sh85065919 Strategic planning. http://id.loc.gov/authorities/subjects/sh85128511 Self-directed work teams. http://id.loc.gov/authorities/subjects/sh93003672 Gestion de projet. Planification stratégique. Équipes autonomes (Sociologie du travail) Project management fast Self-directed work teams fast Strategic planning fast has work: The project administrator (Text) https://id.oclc.org/worldcat/entity/E39PCFPgQbWmWpx9TJ6GypGyMK https://id.oclc.org/worldcat/ontology/hasWork Print version: Van der Waldt, Gerrit, 1965- The project administrator: Hauppauge : Nova Science Publishers, 2020. 9781536164978 (DLC) 2019044451 FWS01 ZDB-4-EBA FWS_PDA_EBA https://search.ebscohost.com/login.aspx?direct=true&scope=site&db=nlebk&AN=2226273 Volltext |
| spellingShingle | Van der Waldt, Gerrit, 1965- The project administrator: : perspectives to project support services / Marketing and Operations Management Research Ser. Intro -- The Project Administrator -- Perspectives to Project Support Services -- The Project Administrator -- Perspectives to Project Support Services -- Contents -- Preface -- Purpose Statement -- Chapter 1 -- Project Management Essentials -- 1.1. Introduction -- 1.2. The Nature, Scope, and Context of Projects -- 1.2.1. Components of Projects -- 1.2.2. The Project Context -- 1.3. Key Stakeholders in Projects -- 1.4. Project Life Cycle -- 1.4.1. Phase 1: Conceptualization and Initiation -- 1.4.2. Phase 2: Project Planning -- 1.4.3. Phase 3: Project Execution 1.4.4. Phase 4: Monitoring and Controlling -- 1.4.5. Phase 5: Project Termination or Closure -- 1.5. Project Knowledge Areas -- 1.6. Project Management Methodologies -- 1.6.1. Conventional Approach -- 1.6.2. Contemporary Approaches -- 1.7. Project Management Standards -- Conclusion -- Quick Review Questions -- References -- Additional Reading -- Chapter 2 -- Project Support Services and the Role of the Project Administrator -- 2.1. Introduction -- 2.2. Project Support Services: An Overview -- 2.3. Support Services during the Project Life Cycle -- 2.3.1. Conceptualization or Initiation 2.3.2. Planning -- 2.3.3. Execution -- 2.3.4. Monitoring and Control -- 2.3.5. Termination or Closure -- 2.4. Support Services Per Project Knowledge Area -- 2.5. The Role and Responsibilities of a Project Administrator -- 2.5.1. The Project Assistant -- 2.5.2. The Project Coordinator -- 2.5.3. The Project Manager -- 2.5.4. The Project Director -- 2.5.5. The Project Administrator -- 2.5.5.1. Qualifications -- 2.5.5.2. Responsibilities -- Conclusion -- Quick Review Questions -- Additional Reading -- Chapter 3 -- Support through Organizational and Project Governance Arrangements 3.1. Introduction -- 3.2. Fundamental Organizational Perspectives -- 3.3. Typical Organizational Structures -- 3.3.1. Functional or Hierarchical Structures -- 3.3.2. Matrix Structures -- 3.3.2.1. Pure Project-Based Structures -- 3.4. Project Governance Bodies and Support Arrangements -- 3.4.1. Project Steering Committees -- 3.4.2. Project Sponsors -- 3.4.3. Program Managers -- 3.5. Project Support Structures -- 3.5.1. Project Offices (PO) and Project Management Units (PMUs) -- 3.5.2. Project Support Offices (PSO) -- 3.5.3. Project Management Offices (PMO) 3.6. Administrative Support in Organizational Structures and Governance Bodies -- 3.6.1. Organizational Project Capacity Support -- 3.6.2. Office Administration -- 3.6.3. Project Data Capturing -- 3.6.3.1. Manual Data Capture -- 3.6.3.2. Automated Data Capture -- 3.6.4. Contract Administration -- 3.6.5. Conducting Administrative Audits -- 3.6.6. Establishing Project Resource Centers -- Conclusion -- Quick Review Questions -- References -- Additional Reading -- Chapter 4 -- Support Services for Project Planning -- 4.1. Introduction -- 4.2. Project Planning Essentials Project management. http://id.loc.gov/authorities/subjects/sh85065919 Strategic planning. http://id.loc.gov/authorities/subjects/sh85128511 Self-directed work teams. http://id.loc.gov/authorities/subjects/sh93003672 Gestion de projet. Planification stratégique. Équipes autonomes (Sociologie du travail) Project management fast Self-directed work teams fast Strategic planning fast |
| subject_GND | http://id.loc.gov/authorities/subjects/sh85065919 http://id.loc.gov/authorities/subjects/sh85128511 http://id.loc.gov/authorities/subjects/sh93003672 |
| title | The project administrator: : perspectives to project support services / |
| title_auth | The project administrator: : perspectives to project support services / |
| title_exact_search | The project administrator: : perspectives to project support services / |
| title_full | The project administrator: : perspectives to project support services / Gerrit van der Waldt. |
| title_fullStr | The project administrator: : perspectives to project support services / Gerrit van der Waldt. |
| title_full_unstemmed | The project administrator: : perspectives to project support services / Gerrit van der Waldt. |
| title_short | The project administrator: : |
| title_sort | project administrator perspectives to project support services |
| title_sub | perspectives to project support services / |
| topic | Project management. http://id.loc.gov/authorities/subjects/sh85065919 Strategic planning. http://id.loc.gov/authorities/subjects/sh85128511 Self-directed work teams. http://id.loc.gov/authorities/subjects/sh93003672 Gestion de projet. Planification stratégique. Équipes autonomes (Sociologie du travail) Project management fast Self-directed work teams fast Strategic planning fast |
| topic_facet | Project management. Strategic planning. Self-directed work teams. Gestion de projet. Planification stratégique. Équipes autonomes (Sociologie du travail) Project management Self-directed work teams Strategic planning |
| url | https://search.ebscohost.com/login.aspx?direct=true&scope=site&db=nlebk&AN=2226273 |
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