http://www.project-management-study-coach.

com/

http://youtu.be/iHu0RyePLIM?list=PLhiEX99Qp66ylwadetisOpm-aY-1gGLt7

Hello and welcome to this free session from The Project Management Study Coach.
I am Cornelius Fichtner and I am your coach. Thanks for your interest in our PMP Exam Coaching
Course.
This free video will allow you to experience what your 14 coaching sessions in the course are
going to be like. It is the full-length session and contains many study tips and recommendations
that will help you on your road to becoming PMP certified.
The complete PM studycoach has 14 coaching sessions like this one
Every week for the duration of the ten week coaching, you will receive a new session
just like this one.
Thats a total of over 11 hours of coaching
As part of the course you will also receive additional assignments to study, read articles,
listen to podcasts and watch additional videos. In that way you know exactly what to do,
day after day, week after week as you are preparing for your PMP Exam
And of course you can copy your course onto your phone or table, so that you can study
anywhere you go.
You can find all the details about the course and how it will act as your GPS to the PMP Exam at pmstudycoach.com
And now... on with the show.

Welcome to PM StudyCoach Session on Scope Management. I am your coach,

Cornelius Fichtner.
I start by giving you a brief introduction on todays topic: Project Scope
Management
We then go through an overview of the Project Scope Management knowledge
area
And then discuss the six processes that fall under Project Scope Management to
make sure you have a basic understanding of what it is all about.
I also explain the Essential Essentials - basically the stuff you really, really must
master on the Project Scope Management study materials.
We review and go over some of the points we discussed and even go through a
couple of questions and answers on Project Scope Management
Before we conclude this session, I leave you with some take action items:
Including some very useful material to enhance your studies
And a self-assessment. This test will give you a chance to tackle a few
questions on your own to check your knowledge and understanding.

Let me remind you again why we advise that you study Chapters 5 to 13 first before going to
Chapter 4 about Integration.
One image that you could put into your mind here is that of an orchestra. Chapter 4 on
Integration Management is the conductor. Before we can do the work of the conductor we
have to read the musical score, we have to get to know our instruments and the musicians.
And once we have that information we can then begin conducting the orchestra to play the
music. And for the PMP exam this means we must first learn about the other nine knowledge
areas before we can move on to integration.
So without further delay, lets start to get familiar with our musical score for scope.

So here we are on session 5 of your journey to becoming a PMP. So far you have
been introduced to the PMBOK Guide and a lot of general, but very important
information about the PMP Exam.
At this point, you may be seeing the pattern
in the PM StudyCoach approach to coaching. We wont give you all the
details on Scope Management in this session, but well provide you the
roadmap for your studies.

We also want to point out that the PMBOK Guide has a consistent
outline that it follows. It introduces the knowledge area and then covers
each process in turn. For each process, it describes each of the ITTOs in
detail and explains the inter-relationships among different processes.
So for your studies, use the framework that the PM StudyCoach and the
PMBOK Guide provide to anchor your understanding. There is no need to
create a new study framework yourself.

 Establish a structure: You have started your journey to becoming a PMP. You
should have your materials and have read some PMBOK Guide chapters. You
may have set aside a time each day to devote to your studies. If not, this is a
good time to establish structure; a routine that you can stick with and works well
with other elements of your family life, work, and any other commitments or
activities that you enjoy.
What is a good study routine you might ask? This may be different for each
student. For some, first thing in the morning is a time when they are most alert
and able to absorb information. Others are night owls and prefer studying at the
end of the day.
There are some aspects that work well for all. For example, you should create an
environment or routine that is free of distractions, so you can concentrate on
the material at hand.
The important thing is that you find a study location & routine that works for
you.
Dont be discouraged if your first attempt isnt what you envisioned. It is
perfectly acceptable to adjust your routine as you go along. What is critical is that
you find the approach that works best for you.
For example, in the next slide we make some recommendations on what a routine
might look like for Scope Management

When you are mastering the topics under Project Scope Management, my
recommendation is:
You should study one process chapter every day. So today start studying the
introduction and then chapter 5.1 Plan Scope Management, tomorrow you move
on to 5.2 Collect Requirements, etc.
And yes once you are done reading a particular chapter in the PMBOK Guide
you will open up your PMP exam Prep Book and look for the corresponding
chapter in there. This will give you another angle on the same information and
oftentimes it will also help clear up any questions that you may have.
So these are the two primary activities that you will follow in your study routine. This
will be consistent through all the sessions.

The PMBOK Guide defines Project Scope Management as follows: "Project Scope
Management includes the processes required to ensure that the project includes all the work
required, and only the work required, to complete the project successfully. "
And to translate this means that project scope management is concerned with defining
and controlling exactly what service, product or result the project will and what it wont
deliver.
And that begins with planning as you will see in the first section 5.1 Plan Scope
Management.
"Stick to the plan!" is always good advice and it's especially important for a Project Manager.
If you have a well thought out plan and use it to guide you through the project, you'll get the
results you want and end up with a very satisfied customer.

Project Scope Management ensures that you have no wasted time or effort on your project.
When you lay out the scope of the project you ensure that everything the project requires is
accomplished and not one thing more. Your team will know exactly what needs to be done.
When you study the chapters, you will learn that the PMBOK Guide distinguishes between

product scope and project scope. You should understand the differences between
these two concepts.

There are six processes in Scope Management. Not surprisingly, the first four processes
are all about planning.
Plan Scope Management - The process of creating a scope management plan that
documents how the project scope will be defined, validated, and controlled.
This is where we plan and document how we ensure delivery of a product, service or
result, that meets the expectations of the customer. The two key documents we
create are the scope management plan and the requirements management plan.
Collect Requirements - The process of determining, documenting, and managing
stakeholder needs and requirements to meet project objectives.
Customers often believe that they know exactly what they want until you ask them to
define it. And one of the biggest issues with scope is that your stakeholders will
always have some assumptions that seem perfectly logical and obvious to them. They
expect you to be a mind reader and just somehow know these implicit assumptions &
requirements. But here is the good news. For the PMP exam, as long as your
project delivers exactly what was originally specified and documented then the project
is considered successful.

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 Define Scope - The process of developing a detailed description of the project and product.
Define Scope aims to provide a detailed description of the project and product. Think of it
as your microscope, showing you all the details of the finished project and final product.
You'll be making use of a number of tools and techniques here, consulting professionals in
their fields (including the stakeholders), industry groups, technical associations and subject
matter experts. You'll end up with a Project Scope Statement that shows explicit exclusions
that have been agreed upon by the stakeholders. This manages expectations by limiting
scope to the possible and ensures stakeholder satisfaction.
Create WBS - The process of subdividing project deliverables and project work into smaller,
more manageable components.
By applying decomposition to your scope, you will break up the work into manageable
pieces and then document the result in the Work Breakdown Structure (WBS). Any project,
even a kindergarten finger painting activity, must be broken down into manageable
sequences in order to prevent it from descending into chaos. We call these manageable
sequences work packages. You'll refer to the Project Scope Statement to optimize your
WBS process. By attacking the project through work packages, everyone stays organized
and the workload is manageable.

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 Oh and while we are talking about project deliverables here let me throw in
the following project management proverb for you: Correct deliverables on wrong
projects are just as wrong as wrong deliverables on right projects. I think that if you
can avoid this on any of your projects, then your career as a PM will be a success

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These last two processes are all about monitoring and controlling.
Validate Scope - The process of formalizing acceptance of the completed project
deliverables.
You review the deliverables with the client to be sure that they are satisfied and will
formally accept the deliverables. You will inspect the deliverables before presenting
them by measuring, examining, and validating that it meets all requirements. This
inspection is also referred to as review, product review, audits, or walkthroughs. Once
the client formally signs off, you forward the documents to the Close Project or Phase
process. If there are issues of non-acceptance you will be dealing with change
requests for defect repair or alterations.
Control Scope - The process of monitoring the status of the project and product scope
and managing changes to the scope baseline.
This last process of project scope management monitors project status and changes
to the scope baseline. It also manages changes when they occur. You may have
heard the term "scope creep"? Scope creep happens when you have uncontrolled
changes that can wreak havoc on an otherwise well-planned project. Your scope
baseline provides a tool to compare the actual results of your work and determine if
some preventative or corrective action is needed. Control scope includes analyzing
scope performance, reviewing change requests according to the Perform Integrated
Change Control process, and updating the project management plan and other
project documents. In other words, control scope helps you manage the processes

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you're utilizing in such a way as to keep the project running smoothly.

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Remember that the PM Study Coach is your GPS, your guide to the PMP exam. Our
main focus is to teach you the how and give you direction. The content we will see will
be at the high level. If you want more detail, refer to your PMBOK Guide, your PMP
Exam Prep book and other exam preparatory resources that you have at your disposal.
For todays essential essentials, we go through the following:
Key Concepts, including the most important ones you should know for the PMP
Exam, namely, WBS, Decomposition and understanding Constraints

You should also know about different scope management related documents
As well as tools & techniques used in the different project scope management
processes as inputs

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Before we start to discuss some of the key concepts, let me go through a few more points on
scope.
Project Scope Management lays the planning foundation through its 4 planning processes. This
is where we define how the project scope will be defined, validated and controlled.
We produce:
the scope statement that often contains scope description, acceptance criteria, deliverables,
constraints and assumptions. We also create the WBS and the WBS Dictionary.
Together with the WBS and the WBS dictionary, the scope statement forms our scope
baseline.
One important fact to remember in scope management is that (according to PMI) you only need
to deliver the scope that was agreed upon. So if what you deliver matches the documented
requirements, then you have successfully completed your project. So the project scope is really
the primary focus of your project. Scope is the basis for describing the necessary work to
complete, and your scope management plan defines how the project scope will be defined,
developed, and verified, as well as how the work breakdown structure will be created and
defined. It also provides guidance on how the project scope will be managed and controlled by
the project management team. The plan helps the project team consider everything that may
affect the project scope.

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 To properly and completely define your project scope, the project manager and the project
team must have a clear understanding of the work and scope. They must have a clear vision
of the project. They must understand the business need or have appropriate subject matter
experts available who do. They must discover and document all stakeholder expectations in
regards to scope.
Documentation is key. The deliverables, requirements, and acceptance criteria should be
clearly and precisely documented to avoid any future misunderstandings.
Acceptance of these documents is usually done through sign-offs.
And once the scope has been described and defined, documented and approved by the project
stakeholders, then all desired changes must be documented and must follow the change
control procedures that are also defined in the scope management plan.

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A very important PM tool that you will come across in the coming days is the WBS The work breakdown structure. Simply put, the WBS is a list of all the work to be
executed by the project team to accomplish the project objectives and create the
required deliverables. It is so important in fact, that it has its own process. This is
because everything and I mean absolutely every last piece of work on your project
must be defined in the WBS. This is what is known as the 100% rule. If it isnt in the
WBS then you dont have to deliver it. But if it is in the WBS then you better deliver
it.
If you have never created a WBS yourself, then I strongly recommend that you
create one for your current project. So once you have read this chapter, take a look
at a few examples and then create one for your own project. You will be amazed
how much clearer things will be once you have the WBS in front of you.
I also like to use the WBS for communications with my stakeholders. If you show
this to them in a graphical overview they can suddenly see the project as a whole.
Its both a great management tool and great communications tool.

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At this point I also have the following question that a student asked me about the
WBS: He asked what the difference was between Decomposition and the WBS.
The answer is in fact very simple:
The WBS
is a RESULT, an OUTPUT of the Create WBS process where you apply
decomposition as the tool.
Decomposition and WBS go hand in hand because you

need to perform decomposition in order to create a WBS.

On the other hand, Decomposition
is a TOOL & TECHNIQUE.
We use it to break down the work that we have into smaller, more manageable
components.

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So as to key concepts, we already told you a little bit about the

WBS and
Decomposition.
You also need to know about the
WBS Dictionary, which houses the details associated with the work packages
and control accounts. The level of detail needed will be defined by the project
team.
100% Rule: The WBS represents all product and project work, including the
project management work. The total of the work at the lowest levels must roll up
to the higher levels so that nothing is left out and no extra work is completed.
Other BS or breakdown structures such as:
Organizational Breakdown Structure
Risk Breakdown Structure
Resource Breakdown structure
Bill of Materials
We also have the Work Package, which is the lowest level of a WBS; cost
estimates are made at this level.

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Many concepts are related and may have similarities, but you need to be able to differentiate
the process or the concept. Lets take this a bit further to illustrate how deep your
understanding needs to be of these concepts. Again, we are not going to go through all the
concepts in this fashion. We do that in the PM Prepcast.
For example:
Collect Requirements vs. Define Scope - Here its important to understand the difference
between requirement and scope.

Requirement - A condition or capability that must be met or possessed by a system,

product, service, result, or component to satisfy a contract, standard, specification, or other
formally imposed document. Requirements include the quantified and documented needs,
wants, and expectations of the sponsor, customer, and other stakeholders. Example: I want
to travel from New York to Los Angeles in 2 hours. (I dont care how you do it, just get me
there in 2 hours)
Scope - The sum of the products, services, and results to be provided as a project.
Project Scope - The work that must be performed to deliver a product, service, or result
with the specified features and functions.
Example: Lets build a fast airplane - or Lets build a rocket to fly from NY to LA in
2 hours.

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Accepted Deliverable vs. Verified deliverable

Accepted Deliverables - Those deliverables that have been accepted through the
Validate Scope process
Verified Deliverables - Validated deliverables have been completed and checked
for correctness by the Control Quality process

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Validate Scope vs. Control Quality

Control Quality belongs to the Project Quality Management knowledge area,
Validate Scope is under Project Scope Management.
whereas Control Quality is focused on correctness of the deliverables whereas
Validate Scope is focused on acceptance of deliverables.
Control Quality is usually performed by the Quality Control department, whereas
Validate Scope is performed by the customer or the sponsor. In the Validate
Scope process, the project manager holds several meetings with the customer or
sponsor to review the deliverables, to ensure that the deliverables are completed
satisfactorily.
In summary, Control Quality is about ensuring that the deliverables meet the quality
requirements defined in the Quality Management plan. Validate Scope is about
formalizing the acceptance of deliverables.

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 Control Quality is usually done before Validate Scope, but these processes can
be performed in parallel.
Validated deliverables, which are an output of Control Quality, are an input to
Validate Scope.
Note that the outputs of Validate Scope are Accepted Deliverables.
Both Control Quality and Validate Scope are performed as part of the Monitoring
and Controlling process group, but Validate Scope can also be performed at the
end of each project phase to validate the deliverables of each phase.
Both the Control Quality and Validate Scope processes can result in change
requests.

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Lets talk about Constraints for a moment. To do that we also have to understand
the concept of assumptions. Both assumptions and constraints are usually
documented in your Project Management plan because they have such a great
impact on the project. Constraints are different from assumptions.
Assumptions are the factors in the planning process that are considered to be
true, real or certain, without proof or demonstration.
A constraint on the other hand is a limiting factor that affects the execution of a
project, program, portfolio or process.

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 And when we talk about constraints we also have to mention the three constraints
contained in the Triple Constraint. We have to mention them, because you have to
forget the Triple Constraint concept immediately because this is an outdated model. The
"traditional" triple constraint concept is a metaphor that allows you to explain to someone
who is new to project manager that each constraint affects another. If you make a
change to one of the three constraints, then one, the other or both will also be affected.
However, nobody ever agreed upon what these "traditional" constraints really were.
Some people even had a list of 4 constraints. That is why the understanding grew that
the "traditional" triple constraint concept really no longer represented real life project
environments. Everybody KNEW that we had a multitude of constraints that affected
each other in untold ways, but the image of these "triple" constraints was so ingrained in
our teaching and thinking that we kept using it.
We have a multitude of constraints on a project, but in the end the concept is a simple
one: If you make a change to one area of your project you will affect one or more
of the others.
So forget the triple constraint concept and understand what is meant by the term
competing project constraints because they represent what's really happening on
all our projects.

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So lets take an example of these competing project constraints in an example.

The skill level of our resources affects quality
Increasing quality requirements affects cost
A cut in our budget means we cannot hire skilled resources
Unskilled resources will affect our project schedule
Cutting our schedule back by two weeks will lower our budget but affect our costs
and resources

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You also need to understand the purpose and content of the different scope related
documents. For example, you have to know what the Project Scope Statement is
all about. You may already be familiar with project charters by having used them on
your projects. The project charter is an output created within Integration
Management. When you are reading the Scope Management chapters and later
when you study the Integration Management chapter, refer to Table 5-1 in PMBOK
Guide 5th Edition on page 124. This will help you understand the commonalities and
differences between these two documents.
You also need to understand other scope related documents, such as
[READ LIST].

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As for tools & techniques, there are plenty. Some of which may be familiar to you.
We give a list here. Know that this is not an exhaustive or complete list. These are
just what we consider to be most important.
[READ THE LIST]
You know that you are required to study all the tools & techniques related to Scope.
However, we suggest that you focus on this list as well as any other T&Ts that you
may have never come across before.
So for example, most students have probably asked a customer had to fill out a
questionnaire or survey. If you know this then do not spend too much time on it,
instead focus on another topic.
As part of your weekly workbook, we have included a description of the tools &
techniques for Collect Requirements for you to review.

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 I want to take this opportunity to encourage you to watch the scope lessons on
the PM Prepcast. We really just covered the tip of the iceberg in the PM
StudyCoach. But if you want to watch and listen to in-depth explanation ones:
Scope processes
Inputs & Outputs including important ones such as the scope management
plan
Tools & techniques List on the previous slide is not complete. The Prepcast
describes all the T&Ts.
At this point, you have gone through at least chapters 1,2, & 3 in the PMBOK
Guide. If you havent purchased the PM PrepCast yet, but are on the fence about it,
I urge you to make a decision about it as soon as possible. If you buy it today, you
can start getting value and benefit from it now, early in your studies. Dont wait!!!

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Now, lets review some of the ideas we presented in this session.

First, you should understand by now the importance of scope, how it is important to know and
document what you are agreeing to do as part of your project.
You will also learn about the scope management plan. This plan documents the process to
manage project scope and changes to the scope, because once the scope is signed off you
need to follow a plan to change your scope. Otherwise youll have scope creep. This is of course
what we know as change management. You should have a change management process on
your project as soon as it is practical. It best be implemented when the scope baseline is
approved. From that point on all changes to the project scope should be authorized and tracked.
The work breakdown structure (WBS) is one of the most important documents on your project.
This is a deliverables-oriented, hierarchically organized list of your project deliverables. It
contains things, items, deliverables, results or products. So it talks about WHAT we deliver, not
HOW we deliver it. Also the WBS contains 100% of the projects scope.

Items at the lowest level of the WBS are called work packages. We will encounter these work
packages again in project time management. That is where we will figure out HOW we will
produce them. But here in the WBS, we still just talk about the WHAT.
The WBS is also the basis for making a bottom-up estimate. Later on in Time & Cost chapters,
you will learn how the WBS is used to estimate how long each work package will take to
complete and how much it will cost.

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And now. Its once again time to take action. Here are the things that I want you to do:
Of course, the primary action that I want you to take is to read the assigned chapters on
scope from the PMBOK Guide and from your PMP prep book
The other reading assignment is an article about the Work Breakdown Structure or
WBS. You will come across this tool in chapter 5.4 Create WBS. So you may want to
study the article once you have gone through the chapter. The article is titled Student
Tips for Building a WBS that will both help your project and earn a good grade on a WBS
assignment and was written by Kay Wais from successfulprojects.com - Its less than 2
pages long and contains many good tips on how to create a good WBS.
And then of course take the self-assessment exam and answer sample exam questions
in the Weekly Workbook.

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Podcast
Episode 55 of The PMO Podcast, which is Recommendations for Informal Projects Part I The Simple WBS, presented by Mark Perry, host of The PMO Podcast, who is also the
senior VP operations of BOT International. In this podcast Mark promotes the idea that there
are a lot of informal projects in every company. For informal projects, often times the
requirements, scope, and schedule of the project exists in the form of a task list resulting in
untold kinds of potential problems and issues. I strongly recommend that you listen to this to
learn more about the WBS and how it can be used. He starts talking about the WBS about
4:15 mins into the program so you may want to fast forward to that point.
Also listen to Episode 09 of The Controlling Chaos Podcast "Work Breakdown
Structures with Dina Henry Scott and Lee Scott, and learn more about the importance of the
WBS in project scope.
Episode 169 of The PM Podcast with Cornelius Fichtner & Jeff Furman In this episode,
we listen to Jeff Furman on ethics in general, move on to ethics & legal aspects, and then
carefully tread our way though a number of interesting ethical situations.

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 L00.32 Finding the Best Answer to Sample Questions

This video from The PM PrepCast is about finding the best answer to sample questions for the PMP exam.
In it, we look at a number of techniques that you can apply to narrow down your choices. Usually you
should be able to take the 4 answers that you have and almost immediately eliminate 2 of the available
options. So take a look at this video to learn more about such techniques.
Tools & Techniques of Collect Requirements
You should also take a look at the weekly workbook, where we describe the different tools & techniques
that you can use to collect requirements. No, you dont have to use them all for your project, but you have
all these at your disposal and you can select the ones that are most appropriate for your project.

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But I also want you to take note of the rather extensive Study Boost section on the worksheet,
where I suggest a number of great ways you can boost your studies:
First of all, I have created a series of just over 100 free sample questions that you should
sign up for.
Then there are two PDF documents (PMP & CAPM Sample Questions) that come from
PMI and contain sample questions. Only very, very few though. But stillthese are the only
official sample questions that the PMI has published.

I also recommend that you join your local PMI chapter to meet others who are studying
for the PMP exam.
Find a study buddy: If you meet other PMP students I want you to form a study group with
them. You can meet weekly and study together. That way its not just you and me here.
Instead you have someone with exactly the same goal working with you.

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 I also want you to take a look at a slideshare presentation that contains 15

sample questions. It contains answers and explanations along with each
question. You will find the link to this slideshare presentation on the Take Action
Worksheet. That is a simple way in which you can apply what you have learned in
the video to a bunch of questions.
I also want you to be prepared for the fact that on your actual PMP exam that you
will come across some questions that will be virtually impossible to answer
correctly. Its just not possible for any one person to know it all. I would say
count on at least 5 questions of which (after the exam) you will say: I really have
absolutely no idea if I answered them correctly. The PMI will of course never
publish these questions and their answers.
But what I expect from you during the exam is that you are not shocked when
you come across them. Realize that this is probably one of those wild
questions that Cornelius mentioned.
And then I want you to give this question your full attention. Give it the best you
have. Attack it with logic and answer it using what you know and from the PMI
and PMBOK Guide point of view. With that you can select the best answer
amongst the 4 alternatives.

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My reminder for you today is a simple one:

I really want you to take a day off every week from your studies.
You need this time to get your mind off the exam and recharge your batteries.
After all this is not the 110 meter hurdle race. This is a 47 kilometer marathon.
And we are just about beginning to warm up.
Have you decided yet which day its going to be? Maybe you have a family and
so it would be a good idea if you take Saturdays off to spend time with them. Or
maybe you dont want to tie yourself down to a specific day and you decide adhoc which day off any week you will take off.
But no matter which format you follow, I want you to take a step back from your
studies for one day every week and relax.

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Everyone has a different ways of taking an exam, but the following are proven methods
everyone should be follow:
RTFQ (Read the Full Question) This is especially important when dealing with lengthy
questions on the exam, which test your ability to concentrate and get to the important details
of scenario-based questions, in order to arrive at the correct answer. Often the gist of the
question is contained in the last sentence. If you are able to correctly read the question, you
are halfway there to answering it right. For instance, are they looking for the correct answer?
Or maybe the best answer? Or do they want you to identify the incorrect alternative? If you
have a question with a double negative, rephrase it to see if it makes more sense.
RTFA (Read the Full Answer) A lot of questions have two answers that you can
immediately eliminate. Then it is up to you to determine which of the remaining answer
choices is the best answer. Even if the question is an easy one, make sure that you read all
four answer alternatives carefully, so that you can pick the right one.
Mark for Review difficult questions on your first pass and review them later. This allows you:
(1) to minimize frustration & take the question off your mind temporarily, (2) to immediately
answer the questions that you know the answers to, which may then give you confidence to
answer the more difficult questions, (3) to answer other questions that may help you with the
more difficult questions.
Constantly refer to your Brain Dump. Quite a few questions on the PMP Exam relate to
names of specific Knowledge Areas, Process Groups & Processes. Many times just by
looking at your Brain Dump, youll be able to determine which of the answer choices either

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do or do not fit into these categories.

Your First Choice is Normally Correct It is generally counter-productive to go
back and change a lot of answer choices that you have made initially. 9 times out
of 10 your first intuition on an answer choice is the best. Only change answers if
you are 100% that your original answer was incorrect, and only based on additional
information you have gained when taking the exam.

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And finally, I have this for you, as first said by Winston Churchill:
Its not enough that we do our best; sometimes we have to do whats required.
Well then Until next time.

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http://youtu.be/iHu0RyePLIM?list=PLhiEX99Qp66ylwadetisOpm-aY-1gGLt7

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