A two page overview of the IIBA BABOKv3 showing Knowledge Areas + Tasks + Elements + Input/Output Create/Read/Update/Delete activities + Techniques + Underlying Competencies.
Helpful for general overview and assistance preparing for CBAP + CCBA exams.
The Business Analysis Planning and Monitoring knowledge area describes the process of how a business analyst determines which activities will be needed to complete the business analysis effort.
A two page overview of the IIBA BABOKv3 showing Knowledge Areas + Tasks + Elements + Input/Output Create/Read/Update/Delete activities + Techniques + Underlying Competencies.
Helpful for general overview and assistance preparing for CBAP + CCBA exams.
The Business Analysis Planning and Monitoring knowledge area describes the process of how a business analyst determines which activities will be needed to complete the business analysis effort.
A summary of the IIBA BABOKv3 information to help prepare for the CBAP exam and as a general reference.
Details include:
1. Groups all of the Knowledge Area details together like Tasks/Elements + Additional info + Stakeholders + Inputs/Outputs CRUD + Techniques.
2. A 'Requirements and Design Lifecycle' diagram has been added to show the apparent flow of requirement versions through the various BABOK KA Tasks.
3. There is 'Additional Information' details to provide as much extra information as would fit within a two page layout.
Note: See latest version on: https://www.slideshare.net/AlanMaxwell3/babokv3-a-summary-v100
Developing an Acquisition Centre of Excellence for Effective Sourcing and Sup...Alan McSweeney
Acquisition skills are necessary to support move from in-sourcing to outsourcing of projects, solutions and services. Effective and appropriate sourcing allows organisations react quickly while reducing costs, ensuring repeatability and improving returns on sourcing activities. Acquisition includes sourcing of suppliers, defining services, awarding contracts to supplier agreements, managing the delivery of contracted services, Getting good at acquisition is a very worthwhile investment for any organisation. Acquisitions skills are essential for implementing sourcing strategy effectively. It ensures consistent and cost-effective outcomes from sourcing activities. Use CMMI for Acquisition maturity model structure to develop an acquisition capability programme. This provides a structured approach with a set of activities and tasks.
In this advanced business analysis training session, you will learn Use Cases and Its use in Agile World. Topics covered in this session are:
• Requirements Principles
• Identify the principles that lead to effective Agile requirements
• Setting the Stage for Requirements
• Establish the vision as the foundation of Agile requirements
• Levels of Agile Requirements
• Identify the different level of Agile requirements for effective requirements
For more information, click here: https://www.mindsmapped.com/courses/business-analysis/advanced-business-analyst-training/
Underlying Competencies is 9th chapter of Business Analysis Body of Knowledge Version 3, This presentation doesn't have any explanation other than graphical representation. For more details please refer BABOK V3
In this advanced business analysis training session, you will learn Requirement Planning and Monitoring. Topics covered in this session are:
• Understand requirements risk approach
• Understand the team roles for the project
• Be able to determine requirements activities & planning steps
• Be able to estimate activities & manage the scope
• Be able to manage change to requirements
For more information, click here: https://www.mindsmapped.com/courses/business-analysis/advanced-business-analyst-training/
Tthe 8-step business analysis process that you can apply whether you are in an agile environment or a traditional one, whether you are purchasing off-the-shelf software or building custom code, whether you are responsible for a multi-million dollar project or a one-week project.
Depending on the size and complexity of your project, you can go through these steps quickly or slowly, but to get to a successful outcome you must go through them
In this presentation, we will discuss in details about enterprise analysis, its process and related activities. We will also talk about strategic planning in details, role of business analyst and knowledge required to develop business architecture.
To know more about Welingkar School’s Distance Learning Program and courses offered, visit:
http://www.welingkaronline.org/distance-learning/online-mba.html
A summary of the IIBA BABOKv3 information to help prepare for the CBAP exam and as a general reference.
Details include:
1. Groups all of the Knowledge Area details together like Tasks/Elements + Additional info + Stakeholders + Inputs/Outputs CRUD + Techniques.
2. A 'Requirements and Design Lifecycle' diagram has been added to show the apparent flow of requirement versions through the various BABOK KA Tasks.
3. There is 'Additional Information' details to provide as much extra information as would fit within a two page layout.
Note: See latest version on: https://www.slideshare.net/AlanMaxwell3/babokv3-a-summary-v100
Developing an Acquisition Centre of Excellence for Effective Sourcing and Sup...Alan McSweeney
Acquisition skills are necessary to support move from in-sourcing to outsourcing of projects, solutions and services. Effective and appropriate sourcing allows organisations react quickly while reducing costs, ensuring repeatability and improving returns on sourcing activities. Acquisition includes sourcing of suppliers, defining services, awarding contracts to supplier agreements, managing the delivery of contracted services, Getting good at acquisition is a very worthwhile investment for any organisation. Acquisitions skills are essential for implementing sourcing strategy effectively. It ensures consistent and cost-effective outcomes from sourcing activities. Use CMMI for Acquisition maturity model structure to develop an acquisition capability programme. This provides a structured approach with a set of activities and tasks.
In this advanced business analysis training session, you will learn Use Cases and Its use in Agile World. Topics covered in this session are:
• Requirements Principles
• Identify the principles that lead to effective Agile requirements
• Setting the Stage for Requirements
• Establish the vision as the foundation of Agile requirements
• Levels of Agile Requirements
• Identify the different level of Agile requirements for effective requirements
For more information, click here: https://www.mindsmapped.com/courses/business-analysis/advanced-business-analyst-training/
Underlying Competencies is 9th chapter of Business Analysis Body of Knowledge Version 3, This presentation doesn't have any explanation other than graphical representation. For more details please refer BABOK V3
In this advanced business analysis training session, you will learn Requirement Planning and Monitoring. Topics covered in this session are:
• Understand requirements risk approach
• Understand the team roles for the project
• Be able to determine requirements activities & planning steps
• Be able to estimate activities & manage the scope
• Be able to manage change to requirements
For more information, click here: https://www.mindsmapped.com/courses/business-analysis/advanced-business-analyst-training/
Tthe 8-step business analysis process that you can apply whether you are in an agile environment or a traditional one, whether you are purchasing off-the-shelf software or building custom code, whether you are responsible for a multi-million dollar project or a one-week project.
Depending on the size and complexity of your project, you can go through these steps quickly or slowly, but to get to a successful outcome you must go through them
In this presentation, we will discuss in details about enterprise analysis, its process and related activities. We will also talk about strategic planning in details, role of business analyst and knowledge required to develop business architecture.
To know more about Welingkar School’s Distance Learning Program and courses offered, visit:
http://www.welingkaronline.org/distance-learning/online-mba.html
Presentation slides from my BABOK Study Group that I led.
Those materials will help you pass BABOK certification exams. Study Group was aimed at individuals self preparing to CCBA or CBAP exams.
Please visit my blog: http://zubkiewicz.com/
It is focusing on behalf of Digtialleverage Consulting Services providing Business Development Services by using Technologies in an appropriate manner at a right time in right place.This can offer as on-Site or offshore model.
What ISO Management Systems can learn from Balanced Scorecard?PECB
Balanced Scorecard is a Strategy Management System developed by Professors Kaplan and Norton. It is probably the most comprehensive system/tool in the modern world. It allows an organization balance its Strategy across 4 perspectives (Financial, Customer, Internal Process and Learning and Growth Perspectives). It further lets an organization break down each of these 4 perspectives based on 4 criteria which are Objectives, Measures, Target and Initiatives. There is a lot that ISO Implementers and Auditors need to learn from a Balanced Scorecard that will help in better delivering ISO engagements. This webinar will take a critical look at what is Balanced Scorecard and what ISO Consultants need to know to about it.
Main points covered:
• What is a Balance Scorecard?
• How Balance Scorecard allows organization to balance its Strategy across 4 perspectives (Financial, Customer, Internal Process and Learning and Growth Perspectives)
• How an organization breaks down each 4 perspective based on 4 criteria (Objectives, Measures, Target and Initiatives)
Presenter:
This webinar was presented by Orlando Olumide Odejide, who is the Chief Trainer for Training Heights Limited. Orlando is an experienced Enterprise Architect and Programme Director working on various technology solutions including SharePoint, SQL Server, Oracle, SAP, Odoo and Qlikview Technologies for clients in the Financial Services, Government and Manufacturing Sectors.
Link of the recorded session published on YouTube: https://youtu.be/XPPj9XhXl0s
Final Class Presentation on Project Audit and Closure.pptGeorgeKabongah2
To understand the process of project audit
To recognize the value of an audit to project management
To determine when to terminate a project
To identify various reasons why a project is terminated
To identify checklist
Investment in UCD Pays off
Bringing the users into every stage of the design process is an investment of effort and other resources of the design team, which makes understanding the benefits of a user-centered design approach relevant (IDF - www.interaction-design.org)
One of the first things to consider when starting a new project are the benefits of the proposed business change and communicating same to the business process owner.
If you don’t know them, there is definitely no hope for approval.
Securing your Kubernetes cluster_ a step-by-step guide to success !KatiaHIMEUR1
Today, after several years of existence, an extremely active community and an ultra-dynamic ecosystem, Kubernetes has established itself as the de facto standard in container orchestration. Thanks to a wide range of managed services, it has never been so easy to set up a ready-to-use Kubernetes cluster.
However, this ease of use means that the subject of security in Kubernetes is often left for later, or even neglected. This exposes companies to significant risks.
In this talk, I'll show you step-by-step how to secure your Kubernetes cluster for greater peace of mind and reliability.
Kubernetes & AI - Beauty and the Beast !?! @KCD Istanbul 2024Tobias Schneck
As AI technology is pushing into IT I was wondering myself, as an “infrastructure container kubernetes guy”, how get this fancy AI technology get managed from an infrastructure operational view? Is it possible to apply our lovely cloud native principals as well? What benefit’s both technologies could bring to each other?
Let me take this questions and provide you a short journey through existing deployment models and use cases for AI software. On practical examples, we discuss what cloud/on-premise strategy we may need for applying it to our own infrastructure to get it to work from an enterprise perspective. I want to give an overview about infrastructure requirements and technologies, what could be beneficial or limiting your AI use cases in an enterprise environment. An interactive Demo will give you some insides, what approaches I got already working for real.
JMeter webinar - integration with InfluxDB and GrafanaRTTS
Watch this recorded webinar about real-time monitoring of application performance. See how to integrate Apache JMeter, the open-source leader in performance testing, with InfluxDB, the open-source time-series database, and Grafana, the open-source analytics and visualization application.
In this webinar, we will review the benefits of leveraging InfluxDB and Grafana when executing load tests and demonstrate how these tools are used to visualize performance metrics.
Length: 30 minutes
Session Overview
-------------------------------------------
During this webinar, we will cover the following topics while demonstrating the integrations of JMeter, InfluxDB and Grafana:
- What out-of-the-box solutions are available for real-time monitoring JMeter tests?
- What are the benefits of integrating InfluxDB and Grafana into the load testing stack?
- Which features are provided by Grafana?
- Demonstration of InfluxDB and Grafana using a practice web application
To view the webinar recording, go to:
https://www.rttsweb.com/jmeter-integration-webinar
Accelerate your Kubernetes clusters with Varnish CachingThijs Feryn
A presentation about the usage and availability of Varnish on Kubernetes. This talk explores the capabilities of Varnish caching and shows how to use the Varnish Helm chart to deploy it to Kubernetes.
This presentation was delivered at K8SUG Singapore. See https://feryn.eu/presentations/accelerate-your-kubernetes-clusters-with-varnish-caching-k8sug-singapore-28-2024 for more details.
LF Energy Webinar: Electrical Grid Modelling and Simulation Through PowSyBl -...DanBrown980551
Do you want to learn how to model and simulate an electrical network from scratch in under an hour?
Then welcome to this PowSyBl workshop, hosted by Rte, the French Transmission System Operator (TSO)!
During the webinar, you will discover the PowSyBl ecosystem as well as handle and study an electrical network through an interactive Python notebook.
PowSyBl is an open source project hosted by LF Energy, which offers a comprehensive set of features for electrical grid modelling and simulation. Among other advanced features, PowSyBl provides:
- A fully editable and extendable library for grid component modelling;
- Visualization tools to display your network;
- Grid simulation tools, such as power flows, security analyses (with or without remedial actions) and sensitivity analyses;
The framework is mostly written in Java, with a Python binding so that Python developers can access PowSyBl functionalities as well.
What you will learn during the webinar:
- For beginners: discover PowSyBl's functionalities through a quick general presentation and the notebook, without needing any expert coding skills;
- For advanced developers: master the skills to efficiently apply PowSyBl functionalities to your real-world scenarios.
GDG Cloud Southlake #33: Boule & Rebala: Effective AppSec in SDLC using Deplo...James Anderson
Effective Application Security in Software Delivery lifecycle using Deployment Firewall and DBOM
The modern software delivery process (or the CI/CD process) includes many tools, distributed teams, open-source code, and cloud platforms. Constant focus on speed to release software to market, along with the traditional slow and manual security checks has caused gaps in continuous security as an important piece in the software supply chain. Today organizations feel more susceptible to external and internal cyber threats due to the vast attack surface in their applications supply chain and the lack of end-to-end governance and risk management.
The software team must secure its software delivery process to avoid vulnerability and security breaches. This needs to be achieved with existing tool chains and without extensive rework of the delivery processes. This talk will present strategies and techniques for providing visibility into the true risk of the existing vulnerabilities, preventing the introduction of security issues in the software, resolving vulnerabilities in production environments quickly, and capturing the deployment bill of materials (DBOM).
Speakers:
Bob Boule
Robert Boule is a technology enthusiast with PASSION for technology and making things work along with a knack for helping others understand how things work. He comes with around 20 years of solution engineering experience in application security, software continuous delivery, and SaaS platforms. He is known for his dynamic presentations in CI/CD and application security integrated in software delivery lifecycle.
Gopinath Rebala
Gopinath Rebala is the CTO of OpsMx, where he has overall responsibility for the machine learning and data processing architectures for Secure Software Delivery. Gopi also has a strong connection with our customers, leading design and architecture for strategic implementations. Gopi is a frequent speaker and well-known leader in continuous delivery and integrating security into software delivery.
FIDO Alliance Osaka Seminar: The WebAuthn API and Discoverable Credentials.pdf
Requirement Engineering
1. Requirement Engineering
by
Ayo Apampa MSc Engr. And Economics
Business Analysis Professional Diploma | Member IIBA
Certified Scrum Master | Certified Scrum Product Owner
GDPR Certified | Member International Association of Privacy Policy
Microsoft Technical Associate | Certified in Server 2012, Network Fundamentals and Office 365
Affiliate International Compliance Association
3. Elicitation and Collaboration
Elicitation is the gathering / receiving of information from stakeholders or other
sources. It is the main path to discovering requirements and design
information, and might involve talking with stakeholders directly, researching
topics, experimenting, or simply being handed information.
Collaboration is the act of two or more people working together towards a
common goal.
4. Elicitation and collaboration can be planned,
unplanned, or both.
Planned activities such as one-on-one workshops, experiments,
and/or surveys can be structured and organised in advance.
Unplanned activities happen in the moment without notice, such as
last-minute or 'just in time' collaboration or conversations.
5. The Elicitation and Collaboration consists of the
following tasks
• Prepare for Elicitation
• Conduct Elicitation
• Confirm/Validate Elicitation Results
• Communicate Business Analysis Information
• Manage Stakeholder Collaboration
6. This is ensuring that the stakeholders have adequate information they
need to provide and that they understand the nature of the activities
they are going to perform. It also sets a shared set of expectations
regarding the outcomes of the activity.
Preparation may also involve identifying research sources or preparing
to conduct an experiment to see if a process change actually results in
an improvement.
Prepare for Elicitation
7. This is the work performed to understand stakeholder needs and identify
potential solutions that may meet those needs.
This may involve direct interaction with stakeholders, doing research, or
running experiments.
Conduct Elicitation
8. This involves ensuring that stakeholders have a shared understanding
of the outcomes of elicitation, that elicited information is recorded
appropriately, and that the business analyst has the information sought
from an elicitation activity.
This task also involves comparing the information received with other
information to look for inconsistencies or gaps.
Confirm Elicitation Results or Validation
9. This is when a business analyst provides stakeholders with the
information they need, at the time they need it. The information is
presented in a useful form, using the right terminology and concepts.
Communicate Business Analysis Information
10. This describes the working with stakeholders to engage them in the
overall business analysis process and to ensure that the business
analyst can deliver the outcomes needed.
Manage Stakeholder Collaboration
11. Why Elicitation and Collaboration
• Change: the act of transformation in response to a need.
• Need: a problem or opportunity to be addressed.
• Solution: a specific way of satisfying one or more needs in a context.
• Stakeholder: a group or individual with a relationship to the change, the need,
or the solution.
• Value: the worth, importance, or usefulness of something to a stakeholder
within a context.
• Context: the circumstances that influence, are influenced by, and provide
understanding of the change.
12. Change: is the act of transformation in
response to a need.
The BA uses a different types of
requirement gathering techniques to
identify all the stakeholders needs
about the change. The situation
surrounding the change will
determine the type of elicitation and
collaboration technique to adopt.
Need: is a problem or opportunity to be
addressed.
The BA will gather requirements, validate
requirements with stakeholders and
communicate needs and supporting
business analysis information. As
requirements gathering is iterative and
incremental, the understanding of needs
will continue to evolve over time.
13. Solution: a specific way of satisfying one or
more needs in a context.
The BA gathers requirements,
validate, and communicate
the proposed solutions.
Stakeholder: Individual or group of people
that have interest in the change, the need, or
the solution.
The BA will analyse and manage
the collaboration with the
stakeholders who participate in
delivering the change. All
stakeholders may participate in
different roles and at different
times during a change process.
14. Value: The value/change to be delivered to
a stakeholder in response to the need within
context
The BA must collaborate with
stakeholders to assess the relative
value of information provided
through requirement gathering,
and apply a variety of
techniques to confirm and
communicate that value.
Context: the circumstances that influence, are
influenced by, and provide understanding of the
change.
The BA can apply a variety of
requirement gathering techniques to
identify all the requirements gathered
about the context that may affect the
change.
16. Definition
The Requirements Life Cycle Management describes the tasks that the
business analysts performs in order to manage and maintain requirements
and design information from inception to retirement.
These tasks involves establishing meaningful relationships between
related requirements and designs, assessing changes to requirements and
designs when changes are proposed, and analysing and validating all
changes.
17. Purpose
The purpose of requirements life cycle management is to ensure that
business, stakeholder, and solution requirements and designs are aligned to
one another and that the solution implements them. It involves a level of
control over requirements and over how requirements will be implemented
in the actual solution to be developed and delivered. It also helps to ensure
that requirements are available for future use.
18. Requirements life cycle phases
Refers to the existence of various phases or stages that requirements pass through
as part of the change. Requirements may be in multiple stages at any one time.
• begins with the representation of a business need as a requirement
• continues through the development of a solution
• ends when a solution and the requirements that represent it are retired.
The management of requirements does not end once a solution is implemented.
Throughout the life of a solution, requirements continue to provide value when they
are managed appropriately.
20. • Assess Requirements Changes: The BA evaluates new and changing
stakeholder requirements to determine if they need to be acted on within
the scope of a change.
• Validate Requirements: The BA works with stakeholders involved in the
governance process to reach approval and agreement on requirements
and designs.
22. Trace Requirements: The BA analyses and maintain the relationships
between requirements, designs, solution components, and other work
products for impact analysis, coverage, and allocation.
Maintain Requirements: The BA ensures that requirements and
designs are accurate and current throughout the life cycle and
facilitates reuse where appropriate.
23. Prioritise Requirements: The BA assesses the value,
urgency, and risks associated with particular requirements
and designs to ensure that analysis and/or delivery work is
done on the most important ones at any given time.
Prioritisation is continuous throughout the life cycle.
26. • Change – The BA manages how proposed changes to requirements
and designs are evaluated in a project .
• Need – The BA traces, prioritise and maintain requirements to ensure
that the need is met.
• Solution – The BA trace requirements and designs to solution
components to ensure that the solution meets the stakeholder’s need.
27. • Stakeholder – The BA works closely with key stakeholders to maintain
understanding, agreement, and validation of requirements and designs.
• Value – The BA maintains requirements for reuse to extend value
beyond the current project.
• Context – The BA analyse the context to support tracing and
prioritisation activities.
28. Requirement Analysis and Design
Describes the tasks that is performed by the business analysts
to structure and organise requirements that were gathered
during requirements gathering activities, specify and model
requirements and designs, validate and verify requirements,
identify solution options that adds value to business needs, and
estimate the potential value that could be realised for each
solution option.
29. Analyse Requirements
• What Must change to meet the business need
• What Should change to meet the business need
• What Could change
• What Won’t change
MoSCoW Matrix
30. Analysis Techniques
• Functional decomposition
• Non-functional decomposition
• Data flow diagrams
• Data modelling
• Process modelling
• Root Cause Analysis
• Interface analysis
• User stories
31. Requirement Relationship
Requirements may be related to each other in several ways when
defining the requirements architecture. Business analysts
examine and analyse the requirements to define the relationships
between them. The representation of these relationships is
provided by tracing requirements
32. Business analysts must examine each relationship to ensure that the
relationships satisfy the following quality criteria:
• Defined / Specific: there is a relationship and the type of the relationship is described.
• Necessary / Measurable: the relationship is necessary for understanding the requirements
holistically.
• Correct / Actionable / Acceptable: the elements do have the relationship described.
• Unambiguous / Relevant: there are no relationships that link elements in two different and
conflicting ways.
• Consistent / Time-bound : relationships are described in the same way, using the same set
of standard descriptions as defined in the viewpoints.
Requirement must be SMART
34. Requirement Analysis
This is the task for a business analyst to ensure that the solution
conforms to client needs and understands the users’ expectations
from the solution, categorising those expectations into different
type of requirement categories, analysing the requirements
elicited to understand what system functionalities are required to
meet users’ expectations.
35. Requirement Documentation
This is the task involved in documenting the verified and validated
requirements into functional and non-functional requirements, different
organisations have their own forms of documenting requirements using
various tools such as Jira, Trello, Spreadsheet etc.
37. Gap Analysis
Requirement gap analysis is a process of analysing the current state of
the process, users’ expectations of the future state and finding the
missing elements to fulfill that gap. A thorough understanding of the
current and future state of the system is very important because if we do
not know where we are currently, we can not figure out how to reach the
destination and what it will take to reach there.
38. To Be As Is Gaps/Action
Provide estimate of wait time to caller once
they have been on hold for 15 seconds
Callers have no idea how long they will be
waiting.
Software that will provide estimate of wait time to
callers, research vendors and pricing, get approval
Respond to simple, common email questions
within 2 business days.
Emails are answered in the order they are
received irrespective of volume of contents.
1. Develop a FAQ page on the website to reduce
email volume
2. Filter out common questions to be answered first
Respond to inquiries that arrive by mail and
give an estimate of response time within 15
business days
We do not track response time 1. Work with Executive Secretariat
2. Consider purchasing tracking software
Reduce wait time at walk in centers to 15
minutes or less
Many customers wait more than 15 minutes. 1. Increase staff
2. Make more transactions accessible online,
so customer does not have to appear in
person
Example of GAP Analysis for a Call Centre
40. What is a User Story?
These are short and simple descriptions of a feature of the solution told
from the perspective of the user or customer of the system.
How to write a User Story
As a < type of user >, I want < some goal > so that < some reason >.
41. In Agile project management a story-writing workshop is usually held close to
the start of the project. Every member of the team participates in creating the
product backlog that fully describes the functionality to be added over the
course of the project or in a 2 to 4 iteration (sprint) period.
Some of these user stories may be epics, which will later be decomposed into
smaller stories that fits more readily into a single iteration. Also, new stories can
be written and added to the product backlog at any time and by anyone as the
project progress.
When are user stories written?
42. INVEST is a checklist to assess the quality of a User Story. If the story does
not meet one of these criteria, the team will physically tear the old story card
to write a new one.
A good user story should be:
Independent (of all others)
Negotiable (not a specific contract for features)
Valuable (should add value to business objective)
Estimable (to a good approximation)
Small (so as to fit within an iteration)
Testable (in principle, even if there isn't a test for it yet)
44. Typical Example of a User Story
As an authorised user, I want to access my profile so that I can select courses to
read.
As a registered student, I want my profile page to include additional details about
my registration so that my friends can know when I’m logged in.
As a site visitor, I want to read FAQs, so that I can get quick help.
45. Test Criteria
Writing a Test criteria using GHERKIN syntax:
Feature: Logout from application
Scenario:
Given I am logged in
When I click “log out” button
Then I am informed about successful logout
And I am redirected to login page
46. Guidance for User Story Documentation
Each user story must be adequately documented containing the following:
• User Story ID
• User Story Name
• User Story History Created By
• Date Created
• Last Updated By
• Date Last Updated
• Priority (MoSCoW)
• Business Rules
• Notes and Issues