Activity 4 - Identify a Project Plan Activity 4: Identify a Project Plan Now that you have completed Activity 3 and revised it based on the feedback you have received from your instructor and peers, it is time to move on to the fourth activity of the course. Remember that your revised paper will be part of the final project submitted at the end of the course. Develop a high-level Project Plan (for all five phases of building, transitioning, operating, adapting and retiring) which will take into consideration the Risks, Assumptions and Resources that you have identified during the previous activity. The project plan should be emphasizing an approach that minimizes risks and verifies assumptions, i.e., it should include a proof of concept for example. Keep the size of each phase small so we can manage any potential associated risks. Develop a document that explains your rationalization for the Project Plan (how does it address Risks and Assumptions). Also, include any additional mitigation strategies for the risks identified. Activity 5 - Identify the Financial and Non-Financial Benefits Instructions Now that you have completed Activity 4 and revised it based on the feedback you have received from your instructor and peers, it is time to move on to the fifth activity of the course. Remember that your revised paper will be part of the final project submitted at the end of the course. It is not enough to generate value. We must be able to capture it also. At each phase of the previously submitted project plan identify what are the expected Financial and Non-Financial benefits for IT, operations and Business. How are you going to remediate the risk of not receiving the anticipated benefits – in other words, how are you planning to address the risk of someone else appropriating the value you have created (think of Porter’s five competitive forces as they apply to IT). Val IT & Business Case Val IT Val IT intendeds to address the need for organizations to unambiguously measure, monitor and optimize the realization of value from IT investments. Significant business investments in sustaining, growing or transforming the business have a critical IT component, where IT is a means to an end—the end being to contribute to the process of value creation in the enterprise. The end and the means are represented by the ‘Four Ares’2. The Four Ares The strategic question. Is the investment: • In line with our vision • Consistent with our business principles (either/or) • Contributing to our strategic objectives • Providing optimal value, at affordable cost, at an acceptable level of risk The architecture question. Is the investment: • In line with our architecture • Consistent with our architectural principles • Contributing to the population of our architecture • In line with other initiatives (synergies) Specifically, Val IT focuses on the investment decision (are we doing the right things?) and the realisation of benefits (are we getting the benefits?). The value question. Do we have: • A clear and shared understanding of the expected benefits • Clear accountability for realizing the benefits • Relevant metrics • An effective benefits realization process The delivery question. Do we have: • Effective and disciplined management, delivery and change management processes • Competent and available technical and business resources to deliver: – The required capabilities – The organizational changes required to leverage the capabilities • Manage Risk Value and Val IT Principles • Value is not a simple concept. Value is complex, context specific and dynamic. Value is indeed ‘in the eye of the beholder’. The nature of value differs for different types of organizations. • The Val IT principles are: • IT-enabled investments will be managed as a portfolio of investments. • IT-enabled investments will include the full scope of activities that are required to achieve business value. • IT-enabled investments will be managed through their full economic life cycle. • Value delivery practices will recognize that there are different categories of investments that will be evaluated and managed differently. • Value delivery practices will define and monitor key metrics and will respond quickly to any changes or deviations. • Value delivery practices will engage all stakeholders and assign appropriate accountability for the delivery of capabilities and the realization of business benefits. • Value delivery practices will be continually monitored, evaluated and improved. A new perspective • IT investment is no longer about implementing IT solutions. It is about implementing IT-enabled change. Business value is generated by what organizations do with IT rather than by the technology itself. This implies greater complexity and greater risk than traditionally has been the case. • It involves selecting investments wisely and managing them as an asset or service throughout their life cycle. The full Economic Lifecycle Val IT Processes To obtain return on investment, the Val IT principles should be applied by the stakeholders of the IT-enabled investments in the following processes: • Value governance (optimize the value of an organization's IT-enabled investments) • Portfolio management (ensure that an organization's overall portfolio of IT-enabled investments is aligned with and contributing optimal value to the organization's strategic objectives) • Investment management (ensure that an organization's individual IT-enabled investment programmes deliver optimal value at an affordable cost with a known and acceptable level of risk) Value—The end business outcome(s) expected from an IT-enabled business investment where such outcomes may be financial, non-financial or a combination of the two Portfolio—A grouping of programmes, projects, services or assets selected, managed and monitored to optimise business return (Note that the initial focus of Val IT is primarily interested in a portfolio of programmes. COBIT is interested in portfolios of projects, services or assets.) Programme—A structured group of interdependent projects that are both necessary and sufficient to achieve the business outcome and deliver value. These projects could include, but are not limited to, changes to the nature of the business, business processes, the work performed by people, as well as the competencies required to carry out the work, enabling technology and organisational structure. The investment programme is the primary unit of investment within Val IT. Project—A structured set of activities concerned with delivering to the enterprise a defined capability (that is necessary but NOT sufficient to achieve a required business outcome) based on an agreed schedule and budget Business Case • Val IT provides guidance to maximize the quality of business cases, with particular emphasis on the definition of key indicators, both financial (net present value, internal rate of return and payback period) and non-financial, and the comprehensive assessment and appraisal of the downside risk. • The business case is not a one-time, static document. It is an operational tool that must be continually updated to reflect the current reality and to support the portfolio management process. • Business cases must include answers to the ‘Four Ares’ The content of a Business Case The process of developing the business case should be owned by the business sponsor and involve all key stakeholders in developing and documenting a complete and shared understanding of: • the expected business outcomes (both intermediate, or ‘lead’, and end, or ‘lag’, outcomes) • how the business outcomes will be measured • the full scope of initiatives required to achieve the expected outcomes. • Changes (impact) to the nature of the enterprise’s business, business processes, people skills and competencies, enabling technology, and organizational structure caused by these initiatives • The nature of each initiative’s contribution, how that contribution will be measured and all key assumptions • record metrics or similar indicators to monitor the validity of these assumptions. • Key risks, to both the successful completion of individual initiatives and the achievement of the desired outcomes, also need to be identified and documented, together with mitigation actions. Business Case Structure – Main Principle • The business case for an IT-enabled investment considers the following causal relationships: • Resources are needed to develop: • A technology/IT service that will support: • An operational capability that will enable: • A business capability that will create: • Stakeholder value, which may be represented by a risk-adjusted financial return or total shareholders’ return • These relationships imply that there are three interrelated streams of activities : technical, operational and business capability • These three dynamic streams can be distinguished throughout the complete life cycle of a process or system: build, implement (adapt or transition), operate and retire. Steps in Building the Business Case 1. Alignment Analysis We need to address the first R (Are we doing the right things). To do this we need to demonstrate the cascading effect in the expected Outcomes. To demonstrate how: If IT achieves these outcomes it will enable the Operations to achieve the Operational Outcomes which will enable the Business to achieve the Business Outcomes. We also need to address the second R (Are we doing things the right way). Will IT be aligned with the existing Enterprise Architecture? Will the operational goal be aligned with the existing processes, skill set, culture, etc. ? Will the business outcomes be aligned with the Vision (what we do now) or Strategy (what we want to do in the future – will include higher investment in Org and Techn)? Steps in Building the Business Case – 2. Risk Analysis • The management of risks deals with uncertainties. This requires a structured approach that should be documented in a risk management plan, which should be integrated in the business case. • Risk assessment is the process of analyzing and evaluating identified risks to the programme’s processes and objectives. A qualitative analysis should be made, followed by a quantitative analysis whenever possible. Levels of risk acceptable for the programme, and the means to determine when agreed-to levels of risk are exceeded, should be identified. • Solutions to eliminate, mitigate, transfer, share or accept risks, and plans to take advantage of opportunities, preferably should be based on known technologies or data from past experience. Consciously accepted risks should be identified and the reasons for accepting them recorded. • There are two aspects to risks: • 1. Delivery risk—The risk of not delivering the required BPPTO capabilities • 2. Benefits risk—The risk of the expected benefits not being obtained • Delivery risk concerns two of the ‘Four Ares’ discussed previously: • Are we doing things the right way? • Are we getting them done well? • Benefits risk concerns the other two ‘ares’: • Are we doing the right things? • Are we getting the benefits? • An important risk driver is the level of ability or willingness to make reliable (and/or sufficiently accurate) forecasts regarding cost, outcomes and benefits. This concerns delivery risk as well as benefits risk. • Make sure you number your assumptions and risks Steps in Building the Business Case – 3. Risk and Assumptions Drive Project Planning Are we doing things the right way? • We need to plan taking into consideration Risks and Assumptions. Hence, we may need to plan in phases in order to do a proof of concept (to address assumptions) or to minimize risks (due to size, complexity, etc.) • Make sure that we cover all Risks and Assumptions (this is why we numbered them in the previous section) • Here is where industry standards come into play (ITIL, PMI, etc.) – we minimize risk by utilizing best practices. What Best Practices are out there? • This is also the place where we assess organizational culture, maturity (Capability Maturity Model Integration(CMMI) – do we apply best practices well) • Identify phases to address Risks and Assumptions. By minimizing the number of phases, we increase the risk. Here is where the Risk Function of the company comes into play. • Think Benefit/Cost Analysis of the main activities (IT, Ops, Business) as well as all the phases: build, transition (change management), operation, and retirement. Steps in Building the Business Case – 4. Financial Analysis • What to expect at the end of each project phase. • Manage expectations – define success up front. • The ultimate objective is to find projects that are worth more to the business sponsor than they cost—projects that have a positive net present value (NPV): • Estimate the expected future cash flows from the project • Assess the risk and determine required rate of return for discounting the expected future cash flows • Compute the present value of the expected future cash flows • Determine the cost of the projects and compare it to what the project is worth Steps in Building the Business Case – 5. Non-Financial Benefits • Organizations today are increasingly creating value from non-financial benefits, such as brand recognition, knowledge, and relationships with customers and suppliers. Such non-financial benefits often provide the competitive advantage that differentiates the bestin-class from the average or below-average performers. • When there is no clear contribution to financial results, decision making may be based on the degree of strategic alignment and the weighting given to that criterion. A guide to start your project General Specification Technology Capability Operational Capability Business Capability A technology/IT service 1) 2) …. … that will support: an operational capability 1) 2) … … that will enable a business capability 1) 2) …. Appraisal of alignment with technological standards and policies Appraisal of alignment with operational goals, standards and policies Appraisal of alignment with strategic business objectives Description of infrastructure cost reductions achieved or capacity increase by replacement of current IT or deployment of new IT Description of operational cost reductions achieved or capacity increase by replacement of current IT or deployment of new IT Description of increase of revenues, volumes and margins, cost reductions, or risk mitigation resulting in lower failure cost Non-financial benefits Assets representing changes at the functional, operational and business levels of which the value cannot be expressed in accurate financial terms with a reasonable likelihood. Examples are brand, knowledge, relationships with customers and suppliers, and improved governance processes. Description of the functionality of the new/enhanced IT system(s). Since this capability does not result in a direct financial return at the purely operational level, the value is categorized as nonfinancial. Description of the operational capability of the new/enhanced processes. Since this capability does not result in a direct financial return at the purely operational level, the value is categorised as non-financial. Description of the business capability and the associated non-financial benefits including, but not limited to, product quality, client satisfaction and brand recognition Resources and expenditures (1) Listing of resources and associated expenditures Resources and expenditures required to build, implement and maintain the new/enhanced IT system(s) Resources and expenditures required to build, implement and maintain the new/enhanced processes Resources and expenditures required to develop and market the new/enhanced products and services The results of the deployment of resources in each of the layers. The outcomes may be Outcomes (intermediate and end) intermediate at the functional and operational layers, as they are input for the consecutive layer. The degree to which a programme aligns with regulatory Alignment requirements, operational standards and policies as well as business strategy Financial benefits (1) General Specification Technology Capability Operational Capability Business Capability Risk (drivers) (2) A specification of the risk factors that may make the worst-case outcomes happen, as well as the success factors pushing the outcomes toward the best case. An analysis is required to show the impact of the identified risk drivers on events and probability, in the form of a breakdown of the best-/worstcase outcomes, per information element. See general specification. See general specification. See general specification. Assumptions and constraints Clarification of how the deployment of the listed resources, with cost as specified, will contribute to deliver the described (intermediate) outcomes, benefits and alignment. Specific riskdetermining assumptions are dealt with under the item ‘risk’. See general specification. See general specification. See general specification. Fact Sheet Item Technical capability • Outcomes (intermediate and end) • Alignment • Financial benefits • Non-financial benefits • • Resources • Expenditure • • Risk drivers • Assumptions and constraints Operational capability • Outcomes (intermediate and end) • Alignment • Financial benefits • Non-financial benefits • • Resources • Expenditure • • Risk drivers • Assumptions and constraints Business capability • Outcomes (intermediate and end) • Alignment • Financial benefits • Non-financial benefits • • Resources • Expenditure • • Risk drivers • Assumptions and constraints Figure 7—Business Case Fact Sheet Format Building Implementation Best Worst Best Worst Case Case Case Case Operation Best Worst Case Case Retirement Best Worst Case Case 1. Cover sheet Sample outline • Programme name • Business sponsor • Programme manager • Revision notes • Validation signatures • Approval signature 2. Executive summary (are we doing the right things) • Programme context – Name – Business sponsor – Track record of management team – Category of investment – Programme description/profile • Synopsis of business case assessment – Programme contribution (value) – Programme timing (schedule) – Risk, financial return and alignment scores – Dependencies – Key risks • Comparative value summary 3. Are we getting the benefits? (Why?) • Financial benefits (full economic life cycle, best case, worst case, most likely case) – Description and quantification, including cash flow (cash in and cash out) – Measurement – Assumptions and sensitivity – Accountability • Financial costs (full economic life cycle, full IT and business costs, best case, worst case, most likely case) – Total commitment and funding request for this stage-gate – Assumptions – Accountability • Non-financial benefits (alignment) – Description and quantification – Measurement – Assumptions and sensitivity – Accountability • Non-financial (alignment, efficiency) costs – Description – Impact and mitigation strategy • Risk analysis (key risks and mitigation strategies) • Organisational change impact – Affected stakeholders – Change management approach – Change management costs • Impact of not doing the programme – Opportunity cost 4. Are we doing things the right way? (What and How?) • Alternative approaches • Selected approach • High-level analytic mode • Programme milestones • Critical success factors • Programme dependencies • Enterprise architecture compliance • Security policy compliance • Key risks 5. Are we doing things well? (How?) • Programme execution plan – Description/definition of projects – Planning assumptions – Technology impact – Staffing and organisation (resource profile over time) – Schedule and costs • High-level benefits realisation plan • Risk management • Change management – Objectives – Framework – Communication approach • Governance structure (controls) • Key risks Rubric • • • • • • • • • • Document structured professionally Document complete Risks were identified Risks were addressed/optimized Student demonstrates understanding of the methodology Clear understanding of the Cause and effect relationship between Business, Ops, and Technology Clear understanding of all the Streams of the Fact Sheet (Outcomes, Alignment, Financial, Non-Financial, Resources, Risks, Assumptions) Project Plan Financial – all eggs in one basket 0-No understanding, 1-min understanding, 2-avg, 3- good 4 - excellent Running Head: INTERNATIONAL ADMISSIONS International Admissions Information Systems Fundamentals June_2019 1 INTERNATIONAL ADMISSIONS 2 International Admissions Executive Summary The Elite University education quality has captured the attention of the world. Despite the good performance the university has been struggling to reach many students as possible. The university has a simple website that advertises it but the site doesn’t have features for admitting students online. The administration needs to admit international students through an online platform due to its increased international demand. Due to this reason the university is coming up with a project for international admissions. Currently, the university has over 20,000 employees and over 500,000 students most of them local. The university has a lot of utilities which are underutilized since it has not met its threshold population. The university management has been discussing how to increase the university population by reaching more students. Project definition The international admissions project will create an online platform in the existing university website so that the university can be able to reach and admit international students. This will enable the university to enroll more international students to its programs easily (Burbules, 2018). In turn out the university will get more revenue which will be utilized by the university. Benefits of the project This project will increase business capabilities and operational capabilities for the university. INTERNATIONAL ADMISSIONS 3 1 - Identify Outcomes: Business Capabilities A. Online portal for international student application Operational Capabilities IT Capabilities 1. Ability to Process ISA • Provide increased Access based on federal rules and control to comply with regulations US federal policies like 2. Ability to update SEVIS update pwd regulations... records. 3. Capability to complete (1) • evaluation of foreign transcripts, degrees and SEVIS (2) • other relevant documents. 4. Ability to provide Teaching Assistant / Access to software like Documents manages system (2 &3) • Perform Audit ( 1,2 &3) • Access to apps that Tutoring / Orientation / evaluate international Cultural seminars / transcripts (3) Financial Aid for • Event scheduler (4) International students • Video conferencing 5. Support for Housing / everyday needs ( health, food ,transport ) 6. OPT/ CPT/ Internship support for students. tools(4 ,5) • Readjust support and maintenance scheduling(7) INTERNATIONAL ADMISSIONS 4 7. Increase staff hours by 16 hours/day support international timings. 2. Identify the Alignment requirements Business Capabilities Alignment Business Capabilities A. Online portal for international student application Alignment Aligned: International admission portal for the Elite university is aliened to its current business. Online portal for international admissions is the plan and techniques executed to achieve the vision of the university increase the university population by reaching more students. Operational Capabilities Alignment Operational Capabilities 1. Ability to Process ISA based on federal rules and Alignment Aligned: The Elite University already have ability to process international admissions. The new online portal can be developed based on federal rules and regulations. regulations 2. Ability to update SEVIS records. 3. Capability to complete evaluation of foreign Partially Aligned: The University has processes in place to handle SEVIS records for International Students. This capability needs to be improved to handle to support the more population of international students. Partially Aligned: The University has evaluation process for foreign transcripts, degrees and other documents to evaluate. This capability needs to be improved to handle to support the more population of international students. INTERNATIONAL ADMISSIONS 5 transcripts, degrees and other relevant documents. 4. Ability to provide Teaching Assistant / Tutoring / Orientation / Aligned: The University have support staff to provide tutoring, conducting cultural seminars and financial aid for students. This staff number will be increased to handle more customer requests. Cultural seminars / Financial Aid for International students 5. Support for Housing / everyday needs ( health, Aligned: Currently, the university have operational capability to support housing and everyday needs for students. The more population of international students will help to fully utilize its resources. food ,transport ) 6. OPT/ CPT/ Internship support for students. Aligned: The university currently have process in place to support Internship / OPT / CPT needs for students. IT Capabilities Alignment • IT Capabilities Provide increased Access Alignment Not Aligned: The new admission portal must be developed with secured access controls to comply with US federal policies. For control to comply with US that Elite University has to adjust its access controls. federal policies like update pwd regulations... • Documents manages system Aligned: Elite university have already have Documents manage system. The same technology can be used for International admissions as well INTERNATIONAL ADMISSIONS • Access to apps that 6 Partially Aligned: The university has a technical capability to evaluate the international transcripts. evaluate international transcripts Event scheduler Aligned: Elite university have already have Event scheduler capabilities for scheduling events. The same technology can be used for International admissions as well. • Video conferencing tools Aligned: Currently, the university have Technical capability to support Video conferencing. The same technology can be used for International admissions as well. • Readjust support and • maintenance scheduling Not Aligned: The university now needs to operate 16 hours per day to support international admissions. So that it’s has to adjust back up and maintenance schedules accordingly. 3 - Identify the Risks, Assumptions, and Resources Business Risks: Capability B. Online portal for Misalignment Risks Different marketing and Incorrect international marketing may strategy and implementation impact on Elite University reputation. international plans are required for the Improper international admissions student international student handling might lead to Accreditation application admissions which are cancelation. different from local admissions. INTERNATIONAL ADMISSIONS 7 Operational Risks: Capability 1. Ability to Process Misalignment Risk If people not having enough The reputation of the university will ISA based on skill to keep up with this be damaged in case ISA and other federal rules and process. regulations are not followed to the regulations / later. Ability to update SEVIS records. 2. Capability to Lack of proper There is a risk of fake documents complete technological tools and being accepted in the university due evaluation of resources to verify to lack of proper verification. foreign documents. For example, transcripts, the database used to verify degrees and other documents may not have relevant information from all documents. universities and colleges around the world. 3. Ability to provide Mismanagement of human Risk of having unqualified teaching Teaching resources and misuse of personnel and lack of finances to aid Assistant / finances. needy students. This lowers quality of Tutoring / Orientation / education acquired by the students. INTERNATIONAL ADMISSIONS 8 Cultural seminars / Financial Aid for International students 4. OPT/ CPT/ Unqualified staff members Internship support who are not paying for students 5. Support for opportunity of working outside the attention to students’ university environment to gain affairs. experience and exposure. Lack of proper planning for Shortage of Housing/everyday needs Housing/everyday students housing and needs ( health, Risk of students lacking the ( health, food, transport ) welfare. food, transport ) Technical Risks Capability • Misalignment Risk Provide ICT department failing to Cyber threats risks increases. This may increased enforce password policies lead to data breach of the university’s Access control and observing necessary system. to comply with standards. US federal policies like update INTERNATIONAL ADMISSIONS 9 password regulations. • Event ICT staff lacking the skills to Wrong scheduling may lead to delays Scheduler perform proper scheduling. and high priority work been delivered very late. In other words, jobs cannot be guaranteed to be completed on time. • Documents Improper configuration of Risk of electronic documents been manager the documents management inaccessible or insecure. Insecurity may system system. lead to inaccessibility of the documents, violation of privacy and unauthorized change of the documents. • Perform Audit ICT department failing to Risk of system vulnerability going perform a regular audit. unnoticed until they are exploited by a hacker. The risk of not adhering to ISO 19011:2011 standards for audits increases (Lenning & Gremyr, 2017). • Access to apps Employees are undergoing Due to lack of experience employees that evaluate training for how to use may evaluate transcripts wrongly international applications provided to leading to acceptance of fake document transcripts evaluate international and rejection of valid ones. transcripts. INTERNATIONAL ADMISSIONS • 10 Video Video conferencing tools are Risk of cyber-attacks such as sniffing conferencing using an unsecured network of video conferencing sessions. tools which is also attached to the public Wi-Fi in the university for operation. • Readjust Since some of the system Risk of system been out of date and support and units are new, employees vulnerable. Systems which are not maintenance may lack proper skills to properly maintained become outdated scheduling provide support and which reduces the performance of the maintain them. In addition, system as a whole and vulnerable to the lack of maintenance plan latest cyber-attacks. impacts a lot the maintenance of a system. The system can go for months without being maintained which will be a violation of ISO 13374 standards (Campos et al., 2016). INTERNATIONAL ADMISSIONS 11 Assumptions Assumption • Economy of scale Misalignment It is assumed that the more the students the university will have the more profit. This is due to the proper utilization of resources and facilities. • Budget It is assumed the amount of money provided by the university will be enough to implement the program and run it as expected. • International Students It is assumed that all the international students are of good character and they cannot jeopardize other students’ security. The reason being that the government will have to clear them at the entry of the United States like any other people entering the country. Resources People The university will have a lot of employees working as a team in various departments: The following teams will be required for the successful implementation of the program: ➢ Board of management ➢ Help Desk team ➢ Students’ affairs and welfare team ➢ Teaching team INTERNATIONAL ADMISSIONS 12 ➢ Housing team ➢ ICT team ➢ Healthcare team Infrastructure The university will need to implement the following infrastructure: ➢ Building necessary buildings such as dedicated offices for serving international students and addressing their affairs. ➢ Increasing housing facilities and building a network with third parties so that it can be easy for students to rent housing off the campus. ➢ Have dedicated servers for managing documents and processing evaluating international transcripts and other documents. The server should also have the capability for supporting university website and providing other resources such as applications used in the university. INTERNATIONAL ADMISSIONS 13 References Al-Weshah, G. A., Al-Manasrah, E., & Al-Qatawneh, M. (2018). Customer relationship management systems and organizational performance: Quantitative evidence from the Jordanian telecommunication industry. Journal of Marketing Communications, 1-21. Burbules, N. (2018). Watch IT: The risks and promises of information technologies for education. Routledge. Taylor, Z. W. (2018). Intelligibility is equity: Can international students read undergraduate admissions materials?. Higher Education Quarterly, 72(2), 160-169. Ul-Ain, N., Vaia, G., & DeLone, W. (2019, January). Business intelligence system adoption, utilization, and success-A systematic literature review. In Proceedings of the 52nd Hawaii International Conference on System Sciences. Campos, J., Sharma, P., Jantunen, E., Baglee, D., & Fumagalli, L. (2016). The challenges of cybersecurity frameworks to protect data required for the development of advanced maintenance. Procedia CIRP, 47, 222-227. Lenning, J., & Gremyr, I. (2017). Making internal audits business-relevant. Total Quality Management & Business Excellence, 28(9-10), 1106-1121. Williams, B. L. (2016). Information Security Policy Development for Compliance: ISO/IEC 27001, NIST SP 800-53, HIPAA Standard, PCI DSS V2. 0, and AUP V5. 0. Auerbach Publications.
Purchase answer to see full attachment