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Tag: Communication

PMTimes_Sep04_2024

The Role of Emotional Intelligence in Agile Leadership and Program Management

Written by KC Lakshminarasimham on . Posted in Articles.

The success of agile projects increasingly relies on the emotional intelligence (EI) of leaders. Agile methodologies focus on teamwork, flexibility, and ongoing improvement—all of which are significantly influenced by a leader’s emotional awareness and ability to manage interpersonal relationships. This article explores how emotional intelligence is integral to agile leadership and program management, showing how it can be a driving force for project success and the development of a motivated, resilient team.

 

Understanding Emotional Intelligence

Emotional intelligence, a concept brought to prominence by psychologist Daniel Goleman in the early 1990s, refers to the ability to recognize and manage one’s own emotions while also understanding and responding to the emotions of others. The five key components of emotional intelligence include:

  • Self-Awareness: Recognizing emotions as they occur and understanding their impact on behavior and thoughts.
  • Self-Regulation: Effectively managing emotions, controlling impulses, and adapting to change.
  • Motivation: Maintaining a strong drive to achieve goals, often setting high personal standards.
  • Empathy: Understanding and sharing the feelings of others, which is vital for building trust and strong relationships.
  • Social Skills: Successfully managing relationships, influencing others, and fostering effective teamwork.

For agile leaders, these elements are essential in navigating complex team dynamics, creating a positive work environment, aligning with company strategy and maintaining high performance in demanding situations.

 

The Intersection of EI and Agile Leadership

Agile leadership goes beyond simply guiding teams through sprints and meeting deadlines. It involves a deep understanding of team dynamics, individual motivations, and how change affects both morale and productivity. Leaders with strong emotional intelligence can apply their skills in several key areas:

Building Trust and Encouraging Collaboration

Trust is foundational for any agile team. Leaders who demonstrate empathy and strong social skills can create an environment where team members feel valued and confident in sharing their ideas. This trust fosters open communication, allowing for more effective collaboration and innovation without fear of failure. By addressing the emotional needs of the team, emotionally intelligent leaders can remove barriers to teamwork and ensure the group operates cohesively.

Improving Communication

Clear communication is critical in agile methodologies, whether during daily stand-ups, retrospectives, or sprint reviews. Leaders with high emotional intelligence excel at interpreting nonverbal cues and understanding the emotional dynamics within the team. They can adjust their communication style to fit the situation, ensuring that their messages are well-received and constructive. In parts, they have the ability to contextualize to the larger, strategic goal.  This nuanced approach to communication helps prevent misunderstandings and keeps everyone aligned on project objectives.

Handling Conflict Proactively

Conflict is inevitable in any team, especially in high-pressure agile environments. Leaders with strong emotional intelligence can identify early signs of conflict and address them before they escalate. By approaching disagreements with empathy and a focus on resolution, these leaders can transform potential disruptions into opportunities for growth. Empathy develops over experience and leaders bring in more empathy with their experience. They encourage open dialogue and help team members resolve issues in a way that strengthens relationships rather than damaging them.

Motivating and Engaging the Team

Understanding what motivates different team members is key to driving performance. Leaders with high emotional intelligence recognize that individuals are motivated by various factors—whether it’s the challenge of the work, the desire for recognition, or the opportunity for personal growth. By aligning tasks with team members’ strengths and interests, emotionally intelligent leaders can boost engagement and productivity. They are well aware of balancing motivations and handling conflicts that may arise. Additionally, they maintain a positive team atmosphere by acknowledging efforts and celebrating achievements, keeping morale high even during challenging times.

 

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Program Management and Emotional Intelligence

In the broader realm of program management, where leaders oversee multiple agile projects and teams, the role of emotional intelligence gains significance. Program managers must not only guide their teams but also ensure alignment across different projects, stakeholders, and organizational goals. Here’s how emotional intelligence is crucial in program management:

Managing Stakeholder Relationships

Navigating the interests of diverse stakeholders is one of the most challenging aspects of program management. A high level of empathy and social awareness is needed to understand and address their concerns while keeping the program on track. Emotionally intelligent program managers handle these relationships with care, ensuring that stakeholder expectations are managed effectively and that their support is maintained throughout the program’s lifecycle. This skill is particularly vital in agile environments, where requirements and stakeholder needs can change rapidly.

 

Facilitating Change

Agile projects often involve significant changes, whether in processes, team structures, or project goals. Such changes can be met with resistance, especially if they disrupt established routines. Program managers with strong emotional intelligence can anticipate these reactions and manage them effectively. By clearly communicating the benefits of change and supporting their teams through transitions, they can reduce resistance and help their teams adapt more quickly, ensuring continued productivity.

 

Making Informed Decisions

In program management, decisions can have wide-ranging impacts across multiple teams and projects. Emotionally intelligent program managers consider not only the technical aspects of their decisions but also the emotional and relational consequences. They understand that the way a decision is communicated can be just as important as the decision itself. By involving the right people, considering emotional impacts, and communicating transparently, these leaders ensure that their decisions are well-received and supported by those affected.

 

Building Resilient Teams

The ability to build resilient teams is another area where emotional intelligence is invaluable. Agile projects, by their nature, involve iteration, and setbacks are inevitable. Program managers with high EI can help their teams recover from these setbacks by fostering a culture of learning and continuous improvement. They encourage reflection on failures, facilitate discussions on how to improve, and provide the emotional support necessary to keep the team focused and motivated for the next challenge.

 

Conclusion

Emotional intelligence is not just an optional trait for agile leaders and program managers—it is essential for their success. By developing their EI skills, leaders can improve team collaboration, resolve conflicts more effectively, and drive motivation and engagement. These abilities are crucial for the success of agile projects. As organizations continue to adopt agile methodologies, the demand for emotionally intelligent leaders will grow. Developing and leveraging these skills will be key to thriving in the complex, dynamic world of modern project management.

 

References

Goleman, D. (2005). Emotional Intelligence: Why It Can Matter More Than IQ. Bantam Books.

Druskat, V. U., & Wolff, S. B. (2001). Building the Emotional Intelligence of Groups. Harvard Business Review.

Bradberry, T., & Greaves, J. (2009). Emotional Intelligence 2.0. TalentSmart.

Mayer, J. D., Salovey, P., & Caruso, D. R. (2009). Emotional Intelligence: Theory, Findings, and Implications. Psychological Inquiry.

Dulewicz, V., & Higgs, M. (2005). Assessing Leadership Styles and Organizational Context. Journal of Managerial Psychology.

Boyatzis, R. E., & Sala, F. (2004). The Emotional Competence Inventory. Hay Group.

PMTimes_July31_2024

The Art of Delegation

Written by Patrick Mwangi on . Posted in Articles.

Delegation in the construction industry is the practice of authorizing a team player to carry out a particular task. This is a very important component of project management since it ensures smooth coordination.

Unfortunately for our underregulated sector, it is taken for granted. Some professionals are in the game of assorting tasks for themselves, usually because of the gravity of the reward. This results in a conflict of interest as they are actually trespassing into each other’s line of service.

Traditionally, this was the duty of the architect, but in the recent trend, it has been taken over by the project manager. The project manager should come up with the ‘responsibility matrix’,  which serves as a guide to what is expected of every consultant, including himself and the client. This document confers authority on the appointed member on whether to approve only, manage only, bear responsibility, or both.

For example, in tender evaluation,

  • Client – Approves
  • Project Manager – Facilitate/Manage
  • Contractor – Responsible

Such criteria create a burden of responsibility since everybody knows what is expected of him or her, and in case of a fault, a specific individual(s) can be called out and account for the mess. If the architect, for instance, does a random site visit and orders for a column to be shifted through a written instruction without liaising with the engineer, then such should be termed a serious offense.

 

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Such kinds of conflicts may result in the project stalling and compromising the quality of work. Consequently, there will be additional cost to be borne by the client just by mere recklessness.

Back to our polluted sector, there are different acts governing the different professions. An example is Cap 525 of the Architect`s and Quantity Surveyor`s Act and Cap 530 of the Engineer`s Act. They offer specifics on the qualification criteria and also the scale of fees. Yet again, you will find an architect preparing a bill of quantities or an engineer drafting an architectural drawing. The quantity surveyor, together with the engineer, also choose to declare themselves as project managers.

When such happens, the scope of each profession becomes diluted and quality becomes substandard.

That bill of quantities done by the architect will not come out as perfectly if it were done by the quantity surveyor or the architectural design drafted by the engineer if it were done by the architect.

All these professions provide specific values in the specific line of work. The architect takes care of space and function; the engineer takes care of safety and durability; the quantity surveyor takes care of costing and control; and the project manager manages risk, time, and quality.

We should embrace sticking to our lanes as per the job descriptions. Do what is required of you without necessarily assuming all work to yourself. Once you get a client as a responsible professional, delegate!

There is a reason as to why the amount of work always exceeds the workers.

PMTimes_July24_2024

Six Essential Abilities for PM Excellence

Written by George Pitagorsky on . Posted in Articles.

Six essential abilities enable effective performance in any role, whether as a manager, leader, partner, or team member, at work or at home. These are in addition to traditional project management skills such as planning, scheduling, and managing risk.

The foundation for these abilities is:

  • Mindset – the way you perceive the world through your mental models, attitudes, and beliefs
  • Emotional intelligence – your capacity to manage your emotions and be aware of your impact on others, and
  • Mindfulness – your capacity to be objectively aware of what is happening internally and around you.

 

Six Essentials

The six essential abilities for effective performance are particularly important when working with others in complex, uncertain, changing circumstances to accomplish objectives. They are:

  • Adaptability – the ability to change as circumstances change
  • Communication – the ability to exchange ideas and understandings.
  • Conflict-management/Problem-solving/ Decision-making – the ability to confront uncertainty and problems to resolve them by making effective decisions
  • Time management – the ability to organize and balance your effort, and the way you use your time.
  • Relationship management – sustaining healthy connections with others
  • Resilience – the ability to bounce back when faced with difficult challenges and obstacles.

 

Combining the Essentials

While we can cultivate each ability independently of the others it is the combination of them that makes the difference:

  • Communication, adaptability, relationship management, and resilience support problem-solving and decision-making.
  • Communication, effective problem-solving, time management, and adaptability enable healthy relationships.
  • Healthy relationships are essential for conflict management and problem-solving.

 

Cultivating The Abilities – Integrated Learning

These abilities can be the subject of courses, coaching, and experiential learning opportunities, and embedded in traditional PM skill training, for example, highlighting adaptability as a factor in risk management and communication and decision-making in planning courses. Regular reminders in team meetings and work sessions help to integrate the essentials into daily life and sustain and improve performance.

In this article, we will point out the basics for each ability and identify the roles of the foundations of mindset, emotional intelligence, and mindfulness.

 

Adaptability

Adaptability is the ability to change as circumstances change. And circumstances change all the time. For example, adaptability is being able to shift roles, responsibilities, and schedules when a team member leaves, or when any change occurs that disrupts plans.

To adapt requires emotional intelligence with the ability to remain calm, accept the uncertainty of the situation, and confront any resistance to making sensible changes, including the disappointment about slipping the schedule if that is likely to happen.

A growth, as opposed to a fixed mindset, opens you to alternatives and learning. A positive mindset recognizes that each obstacle is an opportunity to move in a new direction rather than a dead-end. When you apply a positive growth mindset you accept uncertainty and an absence of complete control, it opens the door to adaptability.

 

Communication

Communication is the ability to exchange ideas and understandings. It transcends speech and writing to include listening, body language, and the intuitive sense of the feeling tones that communicate mood.

Whether adapting to change, convincing executives to authorize a project, getting a client to sign off, inform, or motivate the team, the ability to clearly say what is on your mind in a way that enables others to understand it is critical to success.

Mindfulness and emotional intelligence support communication by making you sensitive to your feelings and habits, and to the responses of others to what you are saying or not saying to them.

 

Conflict Management/Problem-solving/ Decision-making

Conflict management involves adaptability, communication, problem-solving, and decision-making. Conflict arises when there is uncertainty regarding a path forward, or there are alternatives that seem to be or are opposed to one another. A decision must be made to resolve the conflict.

An open-minded mindset founded on systems and process thinking enables strategic and critical thinking. These lead to more effective decisions.

Emotional intelligence and mindfulness help to avoid unnecessary competitiveness and promote collaboration, so conflicts are relationship builders rather than relationship busters.

 

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Time Management

Managing your time puts you in charge of optimizing your effectiveness. Cultivate a mindset that respects your time and work style and recognizes the needs of others for uninterrupted work periods and rest.

  • Prioritize and schedule tasks based on criticality, your preferences, the need for collaboration, task duration, and wait times.
  • Focus on one thing at a time to avoid multitasking. But be open to multitasking when it makes sense. In other words, adapt.
  • Avoid interruptions and distractions by blocking work sessions as if they were meetings or other busy periods.
  • Apply mindfulness to avoid being drawn down rabbit holes and away from your task focus.
  • Take rest and recovery periods, mindful of the onset of mental or physical fatigue.

 

Relationship Management

A systems and process mindset acknowledges that relationships are the single most important aspect of project management if not all of life. A project team is a system of people performing processes. If relationships are unhealthy, full of tension, inappropriately competitive, and lacking in mutual respect, performance is likely to be subpar.

Communication, conflict management, and adaptability when founded on emotional intelligence and mindfulness of your emotions and the emotions of others will generate healthy relationships. Healthy relationships will enable effective communication, and conflict management, as well as help the entire team be adaptable.

 

Resilience

Resilience is the ability to recover and be ready to respond when faced with difficult challenges and obstacles. It differentiates highly effective project managers from those who either burn out or perform marginally well under pressure.

You know you or those around you are not resilient when depression and defeatism follow a setback. Resilience is built by

  • Cultivating a growth mindset so you can treat obstacles and failures as learning opportunities,
  • Applying mindfulness to be self-aware of tendencies to over-dramatize crisis, and
  • Enhancing emotional intelligence to avoid reactivity.

Resilience requires being realistic and optimistic. It is enabled when you accept whatever has happened and let go of remorse and blame to recover and move on with renewed enthusiasm.

 

Call to Action

In summary, project management and performance excellence require a positive growth mindset with a base in systems and process thinking, your capacity to manage your emotions and behavior, and mindful awareness of your thoughts, feelings, and physical sensations.

Together these are a foundation for the essential behavioral abilities that enable the optimal application of project management technical skills.

Achieve sustainable optimal performance:

  1. Continuously assess individual and team behavioral capabilities
  2. Assess the degree to which they are valued in your environment
  3. Develop or refine your learning plans
  4. Cultivate the foundations and essential abilities in conjunction with technical project management skills
  5. Assess the difference in performance
  6. Adjust.
PMTimes_July10_2024

Critical Thinking is a Critical Success Factor

Written by George Pitagorsky on . Posted in Articles.

Critical thinking is a process for making judgments and decisions. It applies analysis and evaluation to decide if information makes sense.

 

Scenario

Imagine a scenario in which a convincing speaker argues for prioritizing projects in a certain way. She is in a position to make a unilateral decision or to influence enough people to agree with her opinion. She cuts off anyone who brings up facts or alternative opinions to question her statements and decisions. Her priorities become the basis for capital planning for the next several years.

Were those priorities best for the organization? Without critical thinking, we’d never know.

How often are design, strategy, or other decisions made based on biases, beliefs, and unsupported opinions?

 

Controversy

Critical thinking is a foundation for sound decisions, whether in the realms of project management, organizational dynamics, or politics. Without critical thinking, there is the danger of allowing despots and self-proclaimed experts to drive poor decisions.

Strangely, critical thinking is controversial. There are people, some of whom are in powerful positions to influence decisions, who oppose applying analysis to evaluate opinions, biases, and beliefs.

Is the opposition because critical thinking takes time and effort, or is it that ego gets in the way? People want what they want and do not want logic and facts to get in their way. Objectivity and fact-based reality are annoying to those who want their way, even if their way is of questionable value.

 

Requirements

Critical thinking requires:

  • Active listening
  • Open-mindedness
  • Growth mindset
  • Self-discipline, and
  • Self-awareness.

 

Active Listening

Active listening means listening to understand, by paying attention, allowing others to have their say without interruptions, questioning, staying focused, considering non-verbal clues like the tone of voice and body language, turning off thoughts like “I know what he’s going to say”, and withholding judgment.

 

Open-mindedness

Open-mindedness includes curiosity, the ability to accept multiple perspectives, and the possibility that you may be wrong. It is a quality that enables active listening.

Being open-minded is having a growth mindset rather than a fixed mindset. It implies being curious and courageous enough to surrender to vulnerability and uncertainty.

Brene Brown in her book Dare to Lead writes that over time “we turn to self-protecting – choosing certainty over curiosity, armor over vulnerability, and knowing over learning.”

When we avoid the uncertainty of not being perfect, in control, and believing that our way is the right and only way, we face the reality of unnecessary emotional conflict leading to bad decisions and unhealthy relationships.

Open-minded curiosity enables root-cause analysis. It avoids jumping to conclusions based on a need to eliminate a problem’s symptoms or to find someone or something to blame.

 

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Growth vs. Fixed Mindset

Your mindset is the sum of your attitudes, moods, perceptions, beliefs, and mental models. It determines your behavior and emotional responses.

A Growth Mindset thinks that failures and challenges are growth opportunities. Feedback is taken as constructive even when it is negative. A Growth Mindset is open to learning.

People with a Fixed Mindset do not like to be challenged. They define themselves in terms of success or failure and will often either give up or fight when faced with challenges. They tend to think that ignorance is a permanent quality rather than something that can be corrected by learning. They tend to be closed-minded.

A Growth Mindset is a foundation for critical thinking.

 

Self-Discipline

There is often a desire to “get to the point” as quickly as possible. We want to make the decision and get on with the action. We want to be right.

Critical thinking means not jumping to conclusions.

It takes time and effort to listen, analyze, and reflect on the short- and long-term implications of decisions. It takes self-discipline to slow down and avoid impulsively plunging ahead to make snap decisions without considering facts and alternative opinions.

We must take the time to use classical project management skills – estimating, risk management, communication, control techniques, procurement management, quality management, and working with people – to acquire the information needed to make informed decisions based on facts while considering emotions.

And when facts are not available, we must make sure that we are deciding with that in mind – understanding the risks involved. We must be clear and make it clear to others that estimates are estimates and not definitive predictions. Expectations are not always fulfilled.

Assess risks. Assumptions are fine if they are correctly identified as assumptions and there are alternative assumptions with an understanding of the probability of their being correct. We also need alternate pathways in case we run into problems.

 

Self-awareness

“Self-awareness is knowing who or what we are, our goals and intentions, strengths, and weaknesses, and the way the mind works, our inner workings. It is realizing that the blend of these affects our behavior. Self-awareness is the foundation for emotional and social intelligence. It enables self-management, the ability to choose how to respond rather than to react.”[1]

Self-awareness tells us that we are jumping to conclusions. It enables self-discipline and the management of our emotions and habits. With self-awareness, we can tell when we are being humble enough to accept the need to validate our certainty about being right. We can sense when we are arrogantly insisting that we are right simply because we believe it.

Self-aware we can be ready for anything because we have confidence in our resilience and adaptability.

It means questioning mindsets and motivations.

When you are self-aware you can sense when you are succumbing to the fear of stepping out of your comfort zone to confront uncertainty and the possibility of being wrong. And you perceive your effect on others.

 

Critical Thinking – A Critical Success Factor

Critical Thinking is using analysis and evaluation to make effective decisions. It overcomes bias and belief to make highly effective decisions and helps to minimize unnecessary conflict.

To be a critical thinker and to have an organization that values critical thinking, it is necessary to overcome resistance to investing the required time and effort and to cultivate

  • Active listening
  • Open-mindedness
  • Growth mindset
  • Self-discipline, and
  • Self-awareness.

Decisions and the actions they drive will be more likely to be the “right” ones the more people apply objectivity and rational thinking, whether in business, at home, or in governance.

 

[1] Pitagorsky, George, The Peaceful Warrior’s Path, Self-aware Living, 2023, p. 224.

PMTimes_July09_2024

Navigating Project Control: Mapping Dependencies and Avoiding Bottlenecks

Written by Vartika Kashyap on . Posted in Articles.

Project dependencies come into existence when one task in a project is dependent on the other, a project shares the same resources for a task, and some constraints can impact the task progress in a project.

 

To be honest, almost every project has the above three factors present. There is a flow of tasks that needs to be followed, one resource is working on two or more tasks, and there are external and internal project factors that you need to manage to keep the project on track.

Thus, you have to forcefully think and plan the tasks, allocate resources, and manage schedules to deal with all of these project dependencies.

Navigating the project control is all about understanding these dependencies. It is done by mapping on a chart. This helps you visualize them clearly to avoid potential bottlenecks.

In this post, we will learn how to map dependencies and look for strategies to avoid bottlenecks.

 

The Significance of Dependencies in Project Management

Dependencies in project management talk about how one entity impacts the other. That entity can be a task, resource, or project constraint. Dependencies in project management help you identify how these factors can impact the progress of the project.

For example, a project has five tasks: A, B, C, D, and E. The beginning of task B is dependent on the completion of task A. This is task dependency. However, task C can be started before the completion of task A.

In this case, suppose the resource allocated to task A is the only one that can perform task C. Thus, despite task C not being dependent on task B and task A, it cannot be started till the completion of task A because of resource dependency.

Similarly, you can understand the project constraint dependency by assuming that the equipment required to complete the task is available only for a limited time. This is a project constraint. Thus, you need to start and complete task C in the timeframe for which equipment is available.

Knowing these dependencies helps you plan your project better according to the constraints to complete it within time and budget.

 

How to map dependencies and avoid bottlenecks?

There are a few simple steps that you need to follow to map the dependencies in a project. Have a look at them:

 

Identifying Project Dependencies

The first step is to identify the project dependencies. The best way to do this is to break a project into tasks, add the start date and end date of each task, and assign an owner to each task.

The process is done systematically using the work breakdown structure (WBS). It involves breaking a project into phases and then further breaking down a phase into tasks where each task is further broken down into activities.

This will give you a clear idea of what you need to do and how much time it will take to do each activity. This will help you identify the key dependencies.

 

Documenting Dependencies

To document dependencies, you need to visualize them on dependency mapping tools. There are various dependency mapping tools that you can use to create project dependencies maps such as network diagrams, Gantt charts, and dependency diagrams.

Irrespective of the tool you use, key elements of the dependency map will remain the same. However, each tool offers additional elements to make it distinctive from others.

Key elements of a dependency map include:

  • Nodes: Nodes represent the tasks in a project.
  • Arrows: Arrows represent the dependencies. The direction of the arrow indicates the direction of the dependency.
  • Timeline: A timeline depicts the information of the sequence of the tasks.
  • Label: Labels include the information related to the tasks such as task owner, dependency information, or any relevant information.

This will help you visualize and document dependencies for your project.

Project management tools like ProofHub can be a great asset to manage them effectively.

The tool offers Gantt charts, which are a popular dependency mapping tool. You can easily create tasks, set dependencies between them, and visualize the overall project flow.

 

Monitoring Dependencies

Monitoring dependencies is all about making sure that project dependencies are followed as per the plan and that there are no discrepancies. It includes comparing the actual progress of the tasks to the planned progress.

If there are any discrepancies between the two, you need to evaluate how it impacts the project schedule and measures to take to get the project back on track.

Depending on the criticality of the dependency, failure of one project dependency can lead to overstretching the project budget and deadline and sometimes project failure.

 

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Strategies to Avoid Bottlenecks: Proactive Project Management

Dependency mapping provides you with the knowledge of how each dependency will affect the overall project. But bottlenecks can still occur and you have to avoid them.

Here are strategies in project management that can help you avoid bottlenecks:

 

1. Risk Planning and Management   

Document each dependency, create a risk register, categorize risks, and design a mitigation plan for each risk using document management software. This will help you better prepare to deal with project risks by having all risk information centralized and easily accessible in the software.

 

2. Actively Track the Baseline

The baseline is the snapshot of the original project plan on a dependency map. Track the actual project progress to find out the deviation from the planned progress. Take swift measures to get the project on track.

 

3. Create Milestones

Set milestones for a project and allocate the budget and time for the project according to the milestones. This will help you ensure that you are not spending too much time and money on one particular phase of the project.

 

I hope by following these steps, you can effectively map dependencies and avoid bottlenecks in your project, ensuring a smoother and more efficient execution of the project plan.