OGEA-102 Questions and Answers

Question # 6

Please read this scenario prior to answering the question

Your role is that of a consultant to the Lead Enterprise Architect to an international supplier of

engineering services and automated manufacturing systems. It has three manufacturing plants

where it assembles both standard and customized products for industrial production

automation. Each of these plants has been operating its own planning and production

scheduling systems, as well as applications and control systems that drive the automated

production line.

The Enterprise Architecture department has been operating for several years and has mature,

well-developed architecture governance and development processes that are based on the

TOGAF Standard. The CIO sponsors the Enterprise Architecture.

During a recent management meeting, a senior Vice-President highlighted an interview where

a competitor company ' s CIO is reported as saying that their production efficiency had been

improved by replacing multiple planning and scheduling systems with a common Enterprise

Resource Planning (ERP) system located in a central data center. Some discussion followed,

with the CIO responding that the situations are not comparable, and the current architecture is

already optimized.

In response, the Architecture Board approved a Request for Architecture Work covering the

investigations to determine if such an architecture transformation would lead to improvements

in efficiency. You have been assigned to support the architecture team working on this project.

A well-known concern of the plant managers is about the security and reliability of driving their

planning and production scheduling from a remote centralized system. Any chosen system

would also need to support the current supply chain network consisting of local partners at

each of the plants.

Refer to the scenario

You have been asked to explain how you will initiate the architecture project.

Based on the TOGAF Standard, which of the following is the best answer?

You would research vendor literature and conduct a series of briefings with vendorsthat are on the current approved supplier list. Based on the findings from theresearch, you would define a preliminary Architecture Vision including summaryviews, high-level requirements, and high-level definitions of the baseline and targetenvironments from a business, information systems, and technology perspective. Youwould then use that to build consensus

You would conduct a pilot project that will enable vendors to demonstrate potentialoff-the-shelf solutions that address the concerns of the stakeholders. Running a pilotproject will save time and money later in the process. Based on the findings of thatpilot project, a complete set of requirements can then be developed that will drive theevolution of the architecture. Once the requirements are completed, a formalstakeholder review should be

You would hold a series of interviews at each of the manufacturing plants using thebusiness scenarios technique. This will allow you to understand the systems andintegrations with local partners. You would use stakeholder analysis to identify keyplayers in the engagement, and to understand their concerns. You will then identifyand document the key high-level stakeholder requirements for the architecture. Youwill then generate high level def

You would develop baseline and target Architectures for each of the manufacturingplants, ensuring that the views corresponding to selected viewpoints address keyconcerns of the stakeholders. A business case, together with performance metricsand measures should be defined to ensure the architecture meets the businessneeds. A consolidated gap analysis between the architectures will then validate theapproach and determine the capability increm

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Answer:

Explanation:

The best answer is C. You would hold a series of interviews at each of the manufacturing plants using the business scenarios technique. This will allow you to understand the systems and integrations with local partners. You would use stakeholder analysis to identify key players in the engagement, and to understand their concerns. You will then identify and document the key high-level stakeholder requirements for the architecture. You will then generate high level definitions of the baseline and target architectures.

This answer is based on the TOGAF standard, which recommends the following steps to initiate the architecture project1:

Establish the architecture project

Identify stakeholders, concerns, and business requirements

Confirm and elaborate business goals, business drivers, and constraints

Evaluate business capabilities

Assess readiness for business transformation

Define scope

Confirm and elaborate Architecture Principles, including business principles

Develop Architecture Vision

Define the Target Architecture value propositions and KPIs

Identify the business transformation risks and mitigation activities

Secure stakeholder and sponsor approval

The answer C covers most of these steps, by using the business scenarios technique to elicit and validate the business requirements, goals, drivers, and constraints, as well as the current and future states of the architecture2. The answer C also uses stakeholder analysis to identify and engage the key stakeholders, and to address their concerns and expectations3. The answer C also generates high level definitions of the baseline and target architectures, which can be used to develop the Architecture Vision and the value propositions4.

The other answers are not the best approach for architecture development, because:

Answer A focuses on researching vendor literature and conducting briefings with vendors, which is not the best way to understand the business needs and the current situation of the enterprise. Answer A also defines a preliminary Architecture Vision without involving the stakeholders or validating the requirements, which may lead to misalignment and lack of consensus.

Answer B conducts a pilot project that will enable vendors to demonstrate potential solutions, which is premature and costly at this stage of the architecture project. Answer B also does not address the stakeholder concerns or the current systems and integrations, which may result in gaps and risks. Answer B also develops the requirements after the pilot project, which may not reflect the actual business needs and goals.

Answer D develops baseline and target architectures for each of the manufacturing plants, which may not consider the enterprise-wide perspective and the potential benefits of a common ERP system. Answer D also does not involve the stakeholders or address their concerns, which may result in resistance and conflict. Answer D also does not define the business case or the performance metrics, which are essential for demonstrating the value and feasibility of the architecture.

1: The TOGAF Standard, Version 9.2 - Architecture Vision 2: The TOGAF Standard, Version 9.2 - Business Scenarios 3: [The TOGAF Standard, Version 9.2 - Stakeholder Management] 4: [The TOGAF Standard, Version 9.2 - Architecture Definition Document]

Question # 7

Please read this scenario prior to answering the question

You are the Lead Enterprise Architect at a major agribusiness company. The company ' s main

annual harvest is lentils, a highly valued food grown worldwide. The lentil parasite, broomrape,

has been an increasing concern for many years and is now becoming resistant to chemical

controls. In addition, changes in climate favor the propagation and growth of the parasite. As a

result, the parasite cannot realistically be exterminated, and it has become pandemic, with lentil

yields falling globally.

The CEO appreciates the seriousness of the situation and has set out a change in direction

that is effectively a new business for the company. There are opportunities for new products,

and new markets. The company will use the fields for another harvest and will cease to process

third-party lentils. Thus, the target market will change, and the end-products will be different

and more varied. This is a major decision and the CEO has stated a desire to repurpose rather

than replace so as to manage the risks and limit the costs.

The company has a mature Enterprise Architecture practice based in its headquarters and uses

the TOGAF standard as the method and guiding framework. The practice has an established

Architecture Capability, and uses iteration for architecture development. The CIO is the sponsor

of the activity.

The CIO has assigned the Enterprise Architecture team to this activity. At this stage there is no

shared vision, or requirements.

Refer to the scenario

You have been asked to propose the best approach for architecture development to realize the

CEO ' s change in direction for the company.

Based on the TOGAF standard which of the following is the best answer?

You propose that the team focus on architecture definition, with emphasis on definingthe change parameters to support this new business strategy that the CEO hasidentified. Once understood, the team will be in the best position to identify therequirements, drivers, issues, and constraints for the change. You would ensure that thearchitecture development addresses non-functional requirements to assure that thetarget architecture is robust an

You propose that this engagement define the baseline Technology Architecture first inorder to assess the current infrastructure capacity and capability for the company. Thenthe focus should be on transition planning and incremental architecture deployment.This will identify requirements to ensure that the projects are sequenced in an optimalfashion so as to realize the change.

You propose that the priority is to understand and bring structure to the definition of thechange. The team should focus iteration cycles on a baseline first approach toarchitecture development, and then transition planning. This will identify what needs tochange in order to transition from the baseline to the target, and can be used to work outin detail what the shared vision is for the change.

You propose that the team focus its iteration cycles on architecture development bygoing through the architecture definition phases (B-D) with a baseline first approach.This will support the change in direction as stated by the CEO. It will ensure that thechange can be defined in a structured manner and address the requirements needed torealize the change.

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Answer:

Explanation:

Based on the TOGAF standard, this answer is the best approach for architecture development to realize the CEO’s change in direction for the company. The reason is as follows:

The scenario describes a major business transformation that requires a clear understanding of the current and future states of the enterprise, as well as the gaps and opportunities for change. Therefore, the priority is to understand and bring structure to the definition of the change, rather than focusing on the implementation details or the technology aspects.

The team should use the TOGAF ADM as the method and guiding framework for architecture development, and adapt it to suit the specific needs and context of the enterprise. The team should also leverage the existing Architecture Capability and the Architecture Repository to reuse and integrate relevant architecture assets and resources.

The team should focus iteration cycles on a baseline first approach to architecture development, which means starting with the definition of the Baseline Architecture in each domain (Business, Data, Application, and Technology), and then defining the Target Architecture in each domain. This will help to identify the current and desired states of the enterprise, and to perform a gap analysis to determine what needs to change in order to achieve the business goals and objectives.

The team should then focus on transition planning, which involves identifying and prioritizing the work packages, projects, and activities that will deliver the change. The team should also create an Architecture Roadmap and an Implementation and Migration Plan that will guide the execution and governance of the change.

The team should use the Architecture Vision phase and the Requirements Management phase to work out in detail what the shared vision is for the change, and to capture and validate the stakeholder requirements and expectations. The team should also use the Architecture Governance framework to ensure the quality, consistency, and compliance of the architecture work.

The TOGAF Standard, Version 9.2 - Architecture Development Method : The TOGAF Standard, Version 9.2 - Architecture Vision : The TOGAF Standard, Version 9.2 - Requirements Management : [The TOGAF Standard, Version 9.2 - Architecture Governance]

Question # 8

Scenario:

You are working as an Enterprise Architect at a large company. The company runs a chain of home improvement stores, as well as a website for selling products. The website lets many brands work with the company.

The stores open seven days a week and use a standard method to track sales and inventory. This involves sending accurate and timely sales data to a central inventory management system that can predict demand, adjust stock levels, and automate reordering. The website is supported by regional fulfillment centers and also uses the central inventory management system. The central inventory management system is housed at the company’s central data center.

The company has agreed to merge with a major competitor. The leadership teams of both organizations have said they are committed to a smooth transition for customers. All stores will keep their own brand names. They will combine the systems of the organizations, which includes merging retail operations and systems. Duplicated systems will be replaced with one standard retail management system. Additionally, they will reduce the number of applications being used. The CIO expects that these changes will lead to substantial cost savings for the newly merged company.

An enterprise plan for both organizations has been created. The aim is to set priorities for the transition, especially in terms of information management and application development. It is crucial to make decisions that will create long-term value.

The company has a mature Enterprise Architecture (EA) practice and uses the TOGAF standard for its architecture development method. The EA program is sponsored by the Chief Information Officer (CIO).

The Request for Architecture Work to oversee the transition has been approved. The project has been scoped, and you have been assigned to work on it.

You have been asked to confirm the most relevant architecture principles for the transition.

Based on the TOGAF Standard, which of the following is the best answer?

Control Technical Diversity, Interoperability, Data is an Asset, Data is Shared, Business Continuity

Service Orientation, Compliance with the Law, Requirements Based Change, Responsive Change Management, Data Security

Common Use Applications, Data is an Asset, Common Vocabulary and Data Definitions, Maximize Benefit to the Enterprise, Business Continuity

Ease of Use, Common Use Applications, Data is an Asset, Technology Independence, Business Continuity

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Answer:

Explanation:

The correct answer is C, as it aligns with the key TOGAF principles necessary for guiding enterprise architecture in a merger scenario where retail operations and systems are being consolidated.

Analysis of the Principles in Option C:

Common Use Applications

Since the two companies are merging, it is essential to standardize applications across the enterprise.

Using common applications ensures consistency, reduces costs, and improves efficiency.

TOGAF emphasizes this principle to prevent duplicate or redundant systems, which aligns with the CIO’s goal of reducing the number of applications used.

Data is an Asset

In the scenario, a central inventory management system is a core business function.

Treating data as an asset ensures it is managed properly, shared efficiently, and used strategically across the merged organization.

This principle supports the company’s ability to predict demand, adjust stock levels, and automate reordering.

Common Vocabulary and Data Definitions

The merger requires integrating different systems and data structures.

Having a common vocabulary ensures that all stakeholders (stores, fulfillment centers, and digital platforms) use consistent terminology and data definitions.

This minimizes confusion and ensures interoperability across business functions.

Maximize Benefit to the Enterprise

Every architectural decision should focus on the overall benefit to the business.

By consolidating IT systems and reducing redundancies, the company achieves cost savings, which directly supports this principle.

Business Continuity

The stores operate seven days a week, so system changes must ensure uninterrupted service.

Business continuity ensures that customers are not affected during the transition and that critical retail operations (sales, inventory tracking, and fulfillment) remain functional.

Why Other Options Are Incorrect?

Option A: Control Technical Diversity, Interoperability, Data is an Asset, Data is Shared, Business Continuity

Control Technical Diversity is not the primary concern here. The focus is on system consolidation, not necessarily on limiting technology diversity.

Interoperability is important but not as critical as defining a common system and data structure.

Option B: Service Orientation, Compliance with the Law, Requirements-Based Change, Responsive Change Management, Data Security

While service orientation and compliance are valuable, they are not the most relevant to this specific business transition.

Change management and data security are important but do not address the primary enterprise-wide architectural concerns of system consolidation.

Option D: Ease of Use, Common Use Applications, Data is an Asset, Technology Independence, Business Continuity

Ease of Use is beneficial but is not a core architecture principle in this case.

Technology Independence is useful but does not align directly with the scenario’s priority, which is consolidating applications and data structures.

[References:, TOGAF Standard, ADM Techniques, Architecture Principles (Section 2.6), TOGAF Standard, Part III: ADM Guidelines and Techniques, TOGAF Enterprise Architecture Principles – The Open Group, , , , , , , ]

Question # 9

Scenario

Your role is that of an Enterprise Architect, reporting to the Chief Enterprise Architect, at a technology company.

The company uses the TOGAF standard as the method and guiding framework for its Enterprise Architecture (EA) practice. The Chief Technology Officer (CTO) is the sponsor of the activity. The EA practice uses an iterative approach for its architecture development. This has enabled the decision-makers to gain valuable insights into the different aspects of the business.

The nature of the business is such that the data and the information stored on the company systems is the company’s major asset and is highly confidential. The company employees travel a lot for work and need to communicate over public infrastructure. They use message encryption, secure internet connections using Virtual Private Networks (VPNs), and other standard security measures. The company has provided computer security awareness training for all its staff. However, despite good education and system security, there is still a need to rely on third-party suppliers for infrastructure and software.

The Chief Security Officer (CSO) has noted an increase in ransomware (malicious software used in ransom demands) attacks on companies with a similar profile. The CSO recognizes that no matter how much is spent on education and support, the company could be a victim of a significant attack that could completely lock them out of their important data.

A risk assessment has been completed, and the company has looked for cyber insurance that covers ransomware. The price for this insurance is very high. The CTO recently saw a survey that said 1 out of 4 businesses that paid ransoms could not get their data back, and almost thesame number were able to recover the data without paying. The CTO has decided not to get cyber insurance to cover ransom payment.

You have been asked to describe the steps you would take to strengthen the current architecture to improve data protection.

Based on the TOGAF standard, which of the following is the best answer?

You would ensure that the company has in place up-to-date processes for managing change to the current Enterprise Architecture. Based on the scope of the concerns raised, you recommend that this be managed at the infrastructure level. Changes should be made to the baseline description of the Technology Architecture. The changes should be approved by the Architecture Board and implemented by change management techniques.

You would request an Architecture Compliance Review with the scope to examine the company’s ability to respond to ransomware attacks. You would identify the departments involved and have them nominate representatives. You would then tailor checklists to address the requirement for increased resilience. You would circulate to the nominated representatives for them to complete. You would then review the completed checklists, identifying and r

You would monitor for technology updates from your existing suppliers that could enhance the company’s capabilities to detect, react, and recover from an IT security incident. You would prepare and run a disaster recovery planning exercise for a ransomware attack and analyze the performance of the current Enterprise Architecture. Using the findings, you would prepare a gap analysis of the current Enterprise Architecture. You would prepare c

You would assess business continuity requirements and analyze the current Enterprise Architecture for gaps. You would recommend changes to address the situation and create a change request. You would engage the Architecture Board to assess and approve the change request. Once approved, you would create a new Request for Architecture Work to begin an ADM cycle to implement the changes.

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Answer:

Explanation:

Comprehensive and Detailed Step-by-Step Explanation

Context of the Scenario

The scenario highlights significant risks due to ransomware attacks and the need to strengthen the company’s Enterprise Architecture to improve data protection and resilience. TOGAF emphasizes the Architecture Compliance Review as a mechanism for ensuring the architecturemeets its objectives and addresses specific concerns such as security, resilience, and compliance with organizational goals.

The organization has already conducted a risk assessment but requires actionable steps to:

Address ransomware attack risks.

Increase the resilience of the Technology Architecture.

Ensure proper alignment with governance and compliance frameworks.

Option Analysis

Option A:

Strengths:

Highlights the need for up-to-date processes for managing changes in the Enterprise Architecture.

Recognizes the importance of governance through the Architecture Board and change management techniques.

Weaknesses:

The approach focuses solely on the Technology Architecture baseline but does not address the need for specific steps such as compliance review, gap analysis, or tailored resilience measures for ransomware risks.

It provides a broad and generic approach rather than a targeted plan for ransomware and data protection issues.

Conclusion: Incorrect. While it adheres to governance processes, it lacks specific actions to improve resilience and address the immediate security concerns.

Option B:

Strengths:

Proposes an Architecture Compliance Review, which is a core TOGAF process used to evaluate architecture implementation against defined objectives, ensuring it is fit for purpose.

Involves identifying stakeholders (departments) and tailoring checklists specific to ransomware resilience.

Emphasizes issue identification and resolution through structured review processes.

Weaknesses:

Does not explicitly address longer-term updates to the Enterprise Architecture, but this can be inferred as a next step following compliance recommendations.

Conclusion: Correct. This is the most suitable approach based on TOGAF principles, as it uses an established process to evaluate and improve the architecture ' s resilience.

Option C:

Strengths:

Includes monitoring for updates from suppliers to enhance detection and recovery capabilities, which is relevant to addressing ransomware risks.

Proposes a gap analysis to identify shortcomings in the current Enterprise Architecture and recommends addressing gaps through change requests.

Incorporates disaster recovery planning exercises, which are useful for testing resilience.

Weaknesses:

While thorough, the approach lacks the Architecture Compliance Review process, which is a more structured way to ensure the architecture meets resilience requirements.

Monitoring suppliers and running disaster recovery exercises are operational steps rather than strategic architectural improvements.

Conclusion: Incorrect. While it includes valid activities, it does not adhere to TOGAF’s structured approach for architecture assessment and compliance.

Option D:

Strengths:

Proposes analyzing business continuity requirements and assessing the architecture for gaps, which is relevant to the scenario.

Suggests initiating an ADM cycle to address gaps, which aligns with TOGAF principles.

Weaknesses:

Focusing on initiating a new ADM cycle may be premature, as the immediate priority is to evaluate the existing architecture and address specific resilience concerns.

Does not mention compliance review or tailored resilience measures for ransomware attacks, which are central to the scenario.

Conclusion: Incorrect. It proposes a broader approach that may not adequately address the immediate concerns highlighted by the CSO.

TOGAF References

Architecture Compliance Review: A structured process used to evaluate whether an architecture meets the stated goals, objectives, and requirements (TOGAF 9.2, Chapter 19). It is particularly useful for identifying and addressing resilience requirements in scenarios involving security risks.

Stakeholder Engagement: Identifying and involving stakeholders (e.g., departments) is a critical part of architecture governance and compliance review (TOGAF 9.2, Section 24.2).

Change Management: The Architecture Compliance Review supports identifying necessary changes, which are then managed through governance and change management processes (TOGAF 9.2, Section 21.6).

By choosing Option B, you align with TOGAF’s structured approach to compliance, resilience, and addressing security concerns.

Question # 10

Please read this scenario prior to answering the question

You are employed as an Enterprise Architect working at a vehicle manufacturing

company. The company specializes in buses and coaches. You are part of an

Enterprise Architecture (EA) team that has responsibilities across multiple divisions of

the company. EA provides the company with a comprehensive framework to develop

and manage their manufacturing infrastructure, processes for component production,

and design and testing systems.

The company has a corporate strategy that focuses on switching to electric power for

its vehicles. It has invested heavily in a new standardized design, production efforts,

and major components to use across all its product range. The company has multiple

manufacturing plants in North America, Europe, and in Asia.

Customer demand has caused a backlog of orders because many customers want to

have more environmentally friendly public transportation. There are not enough

electronic components available, which is making it hard to produce products and

meet customer demand. To address this issue, the company has started making the

battery packs themselves and has hired new suppliers.

The EA team is working on a project to improve the process and systems to design,

produce, and test the battery pack. As part of putting the new battery pack into

production, changes to the assembly processes need to be made. A trial has been

completed at a single location. The Chief Engineer, sponsor of the project, and the

Architecture Board have approved the plan to roll out these changes to all plants.

Preliminary Architecture Contracts are being developed to detail the work needed to

put in place the new processes for each location. The EA team leader has called a

meeting to discuss the contracts. It is emphasized that the Architecture Contract will

serve as the key connection between architecture and implementation organizations.

The company mixes internal teams with a few third-party contractors at the locations.

The Chief Engineer is worried that the implementation and deployment will not be

consistent and of satisfactory quality.

The company has an established EA practice. It uses the TOGAF standard as the

foundation for its work including the internal EA framework. Additionally, the company

uses various management frameworks such as business planning, project

management, and operations management.

Refer to the scenario

The EA team leader asks you how you would address the Chief Engineer ' s concern.

Based on the TOGAF standard, which of the following is the best answer?

The contracts must be checked to ensure they have flexibility. For changesundertaken by internal teams, a memorandum of understanding between theArchitecture Board and the implementation organization is needed. If acontract is issued to a contractor, it must be a fully enforceable legal contract. Ifa deviation from the Architecture Contract is found, the Architecture Boardmust grant a dispensation to allow the implementation organization t

The contracts must be checked to ensure they can be used to direct andcontrol the implementation teams. For contracts issued to third-partycontractors, they must be enforceable legal contracts. For internaldevelopment teams, a memorandum of understanding with the ArchitectureBoard is needed. The Architecture Board must review all deviations from theArchitecture Contract and decide whether to grant a dispensation to allow theimplementation o

The contracts must specify goals, measures, acceptance terms, and risks.Third-party contracts must be legally enforceable. It is advisable to establish aschedule of compliance reviews at key points in the implementation process.The Architecture Board must review all deviations from the ArchitectureContract and consider whether to grant a dispensation to allow the process tobe customized for local needs. Ensure that all dispensations are tim

The contracts must be used to manage the architecture governance processesacross the locations. Monitoring tools must be put in place to assess theperformance of each completed battery pack at each location. If a deviationfrom the contract is needed, the Architecture Board should allow theArchitecture Contract to be modified for the location. In such cases they shouldissue a new Request for Architecture Work to implement a modification to t

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Answer:

Explanation:

The Chief Engineer is concerned that implementation across multiple plants and mixed teams (internal + contractors) may be inconsistent and of poor quality.

The question asks: How should Architecture Contracts be used to address this concern according to the TOGAF standard?

TOGAF states that an Architecture Contract must:

Define obligations of both architecture and implementation organizations

Specify metrics, measures, acceptance criteria, and success factors

Identify risks and mitigation

Support Architecture Governance through compliance reviews

Apply to BOTH internal teams and external suppliers (external contracts must be legally enforceable)

Option C is the only one that correctly reflects these TOGAF requirements.

✔ Why Option C is correct

1. Architecture Contracts must specify goals, measures, acceptance terms, and risks

TOGAF explicitly states that Architecture Contracts should include:

Statement of Architecture Work

Performance metrics and measures

Acceptance criteria

Risks and issues

Compliance and conformance requirements

Option C includes all of these.

2. Third-party contracts must be legally enforceable

True — TOGAF states that when external suppliers are involved, Architecture Contracts often take the form of legally binding contracts.

Option C:

“Third-party contracts must be legally enforceable.”

Correct.

3. Compliance reviews must be scheduled

TOGAF’s Architecture Governance Framework prescribes scheduled Architecture Compliance Reviews to ensure that implementation conforms to the Architecture Contract.

Option C:

“establish a schedule of compliance reviews at key points”

Correct — this directly addresses the Chief Engineer’s concern about consistency and quality.

4. Deviations must be reviewed by the Architecture Board and any dispensations should be time-bound

TOGAF allows dispensations but requires:

Formal review

Approval by the Architecture Board

Time-bound accommodations rather than permanent exceptions

Option C includes exactly this guidance.

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OGEA-102 Questions and Answers

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