lecture 7: domain modelling: mgt. & org. and rules & regs. · ⋆ strategic, tactical and...

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SOFTWARE ENGINEERING: The Essentials Nov. 2008 Lectures: TU Graz

Lecture: 7. Slide: 318 of 1334

c© Dines Bjørner, 2008Fredsvej 11DK-2840 HolteDenmark October 31, 2008, 15:20

/home/db/tseb/kap2/kap2-2-2.tex Phone: +45 4542 2141, E-mail: [email protected], URL: www.imm.dtu.dk/˜db

Lecture 7: Domain Modelling: Mgt. & Org. and Rules & Regs.

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Chap. 2, Sect. 9, Subsect. 5, Subsubsect. 1 Lecture: 7. Slide: 319 of 1334



[ Domain Modelling ]

Management and Organisation

Management

• Management is an elusive term.

• Business schools and private consultancy firms excel in offering degrees and 2–3day courses in ‘management’.

• In the mind of your author most of what is being taught — and even researched— is a lot of “hot air”.

• Well, the problem here, is, of course, that your author was educated at a science& technology university.

• In the following we shall repeat some of this ‘hot air ’.

• And after that we shall speculate on how to properly describe the outlined (“coldair”) management concepts.

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[ Domain Modelling, Management and Organisation, Management ]

Characterisation 65 (Domain Management) By domain managementwe mean people

• (i) who determine, formulate and thus set standards (cf. rules and regulations, alater lecture topic) concerning

⋆ strategic, tactical and operational decisions;

• (ii) who ensure that these decisions are passed on to (lower) levels ofmanagement, and to “floor” staff;

• (iii) who make sure that such orders, as they were, are indeed carried out;

• (iv) who handle undesirable deviations in the carrying out of these orders cumdecisions;

• and (v) who “backstop” complaints from lower management levels and from floorstaff

.

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Chap. 2, Sect. 9, Subsect. 5, Subsubsect. 1, § 1 Lecture: 7. Slide: 321 of 1334




• Management Issues •

• Management in simple terms means the act of getting people together toaccomplish desired goals.

• Management comprises

⋆ (vi) planning,

⋆ (vii) organizing,

⋆ (viii) resourcing,

⋆ (ix) leading or directing, and

⋆ (x) controlling an organization

⋆ (a group of one or more people orentities)

or effort

• for the purpose of accomplishing a goal.

• Resourcing encompasses the

⋆ (xi) deployment and manipulation ofhuman resources,

⋆ (xii) financial resources,

⋆ (xiii) technological resources, and

⋆ (xiv) natural resources

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• Basic Functions of Management •

These are normally seen as management issues:

• Planning:⋆ (xv) deciding what needs to happen in the future

⋆ (today, next week, next month, next year, over the next 5 years, etc.)

⋆ (xvi) and generating plans for action.

• Organizing:

⋆ (xvii) making optimum use of the resources

⋆ (xix) required to enable the successful carrying out of plans.

• Leading/Motivating:

⋆ (xx) exhibiting skills in these areas

⋆ (xxi) for getting others to play an effective part in achieving plans.

• Controlling:

⋆ (xxii) monitoring –

⋆ (xxiii) checking progress against plans,

⋆ (xxiv) which may need modification based on feedback.

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• Formation of Business Policy •

• (xxvi) The mission of a business seems to be its most obviouspurpose – which may be, for example, to make soap.

• (xxvii) The vision of a business is seen as reflecting its aspirationsand specifies its intended direction or future destination.

• (xxviii) The objectives of a business refers to the ends or activityat which a certain task is aimed.

• The business policy is a guide that stipulates

⋆ (xix) rules, regulations and objectives,

⋆ (xxx) and may be used in the managers’ decision-making.

⋆ (xxxi) It must be flexible and easily interpreted and understoodby all employees.

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[ Domain Modelling, Management and Organisation, Management, Formation of Business Policy ]

• The business strategy refers to

⋆ (xxxii) the coordinated plan of action that it is going to take,

⋄ (xxxiii) as well as the resources that it will use, to realize itsvision and long-term objectives.

⋄ (xxxiv) It is a guideline to managers, stipulating how theyought to allocate and utilize the factors of production to thebusiness’s advantage.

⋄ (xxxv) Initially, it could help the managers decide on whattype of business they want to form.

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• Implementation of Policies and Strategies •

• (xxxvi) All policies and strategies are normally discussed withmanagerial personnel and staff.

• (xxxvii) Managers usually understand where and how they canimplement their policies and strategies.

• (xxxviii) A plan of action is normally devised for the entirecompany as well as for each department.

• (xxxix) Policies and strategies are normally reviewed regularly.

• (xxxvii) Contingency plans are normally devised in case theenvironment changes.

• (xl) Assessments of progress are normally and regularly carried outby top-level managers.

• (xli) A good environment is seen as required within the business.

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• Development of Policies and Strategies •

• (xlii) The missions, objectives, strengths and weaknesses of eachdepartment or normally analysed to determine their roles inachieving the business mission.

• (xliii) Forecasting develops a picture of the business’s futureenvironment.

• (xliv) Planning unit are often created to ensure that all plans areconsistent and that policies and strategies are aimed at achievingthe same mission and objectives.

• (xlv) Contingency plans are developed — just in case !

• (xlvi) Policies are normally discussed with all managerial personneland staff that is required in the execution of any departmentalpolicy.

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• Management Levels •

• A careful analysis has to be made by the domain engineer of how management isstructured in the domain being described.

• One view, but not necessarily the most adequate view for a given domain is thatmanagement can be seen as composed from

⋆ the board of directors (representing owners, private or public, or both),

⋆ the senior level or strategic (or top, upper or executive) management,

⋆ the mid level or tactical management,

⋆ the low level or operational management, and

⋆ supervisors and team leaders.

• Other views, other “management theories” may apply.

• We shall briefly pursue the above view.

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• Resources •

• Management is about resources.

• A resource is any physical or virtual entity of limited availabilitysuch as, for example,

⋆ time and (office, factory, etc.) space,

⋆ people (staff, consultants, etc.),

⋆ equipment (tools, machines, computers, etc.),

⋆ capital (cash, goodwill, stocks, etc.), etcetera.

• Resources have to be managed

⋆ allocated (to [factory, sales, etc.] processes, projects, etc.), and

⋆ scheduled (to time slots).

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• Resource Conversion •

• Resources can be traded for other resources:

⋆ capital funds can be spent on acquiring space, staff andequipment,

⋆ services and products can be traded for other such or for monies,

⋆ etc.

• The decisions as to who schedules, allocates and converts resources

• are made by strategic and tactical management.

• Operational management transforms abstract, general schedulesand allocations into concrete, specific such.

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• Strategic Management •

• A strategy is a long term plan of action designed to achieve a particular goal.

• Strategy is differentiated from

⋆ tactics or

⋆ immediate actions with resources

at hand

• by its nature of being

⋆ extensively premeditated,

⋆ and often practically rehearsed.

• Strategies are used to make business problems easier to understand and solve.

• Strategic management deals

⋆ with conversion of long term resources involving financial issues

⋆ and with long term scheduling issues.

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[ Domain Modelling, Management and Organisation, Management, Strategic Management ]

• Among examples of strategic management issues (in supply chain management)we find:

⋆ (xlvii) strategic network optimization, including the number, location, and sizeof warehouses, distribution centers and facilities;

⋆ (xlviii) strategic partnership with suppliers, distributors, and customers,creating communication channels for critical information and operationalimprovements such as cross docking, direct shipping, and third-party logistics;

⋆ (xlix) product design coordination, so that new and existing products can beoptimally integrated into the supply chain, load management;

⋆ (l) information technology infrastructure, to support supply chain operations;

⋆ (li) where-to-make and what-to-make-or-buy decisions; and

⋆ (lii) aligning overall organizational strategy with supply strategy.

• The problem, in domain modelling, is to find suitable abstractions of thesemundane activities.

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[ Domain Modelling, Management and Organisation, Management, Strategic Management ]

• Strategic management

⋆ requires knowledge of management roles and skills;

⋆ have to be aware of external factors such as markets;

⋆ decisions are generally of a long-term nature;

⋆ decision are made using analytic, directive, conceptual and/orbehavioral/participative processes;

⋆ are responsible for strategic decisions;

⋆ have to chalk out the plan and see that plan may be effective inthe future; and

⋆ is executive in nature.

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• Tactical Management •

• Tactical management deals with

⋆ shorter term issues than strategic management, but

⋆ longer term issues than operational management.

• Tactical management deals with

⋆ allocation and

⋆ short term scheduling.

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[ Domain Modelling, Management and Organisation, Management, Tactical Management ]

• Among examples of tactical management issues (in supply chain management)we find:

⋆ (lx) sourcing contracts and other purchasing decisions;

⋆ (lxi) production decisions, including contracting, locations, scheduling, andplanning process definition;

⋆ (lxii) inventory decisions, including quantity, location, and quality ofinventory;

⋆ (lxiii) transportation strategy, including frequency, routes, and contracting;

⋆ (lxiv) benchmarking of all operations against competitors and implementationof best practices throughout the enterprise;

⋆ (lxv) milestone payments; and

⋆ (lxvi) focus on customer demand.


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• Operational Management •

• Operational management

⋆ deals with day-to-day and week-to-week issues

⋆ where tactical management deals with month-to-month andquarter-to-quarter issues and

⋆ strategic management deals with year-to-year and longer termissues.

• (Operational management is

⋆ not to be confused with the concept of operational research

⋆ and operational analysis

⋆ which deals with optimising resource usage

⋆ (allocation and scheduling).

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[ Domain Modelling, Management and Organisation, Management, Operational Management ]

• Among examples of operational management issues (in supply chainmanagement) we find:

⋆ (lxviii) daily production and distribution planning, including all nodes in thesupply chain;

⋆ (lxix) production scheduling for each manufacturing facility in the supplychain (minute by minute);

⋆ (lxx) demand planning and forecasting, coordinating the demand forecast ofall customers and sharing the forecast with all suppliers;

⋆ (lxxi) sourcing planning, including current inventory and forecast demand, incollaboration with all suppliers;

⋆ (lxxii) inbound operations, including transportation from suppliers andreceiving inventory;

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[ Domain Modelling, Management and Organisation, Management, Operational Management ]

⋆ (lxxiii) production operations, including the consumption ofmaterials and flow of finished goods;

⋆ (lxxiv) outbound operations, including all fulfillment activitiesand transportation to customers;

⋆ (lxxv) order promising, accounting for all constraints in thesupply chain, including all suppliers, manufacturing facilities,distribution centers, and other customers.


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• Supervisors and Team Leaders •

• We make here a distinction

⋆ between managers, “on one side”, and

⋆ supervisors and team leaders, “on the other side”.

• The distinction is based on

⋆ managers being able to make own decisions without necessarily having toconfer or discuss these beforehand or to report these afterwards, while

⋆ supervisors and team leaders normally are not expected to make owndecisions:

⋄ if they have to make decisions then such are considered to be of “urgency”,

⋄ must normally be approved of beforehand, or,

⋄ at the very least, reported on afterwards.

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[ Domain Modelling, Management and Organisation, Management, Supervisors and Team Leaders ]

• Supervisors basically

⋆ monitor that work processes are carried out as planned

⋆ and report other than minor discrepancies.

• Team leaders

⋆ coordinate work in a group (“the team”)

⋆ while participating in that work themselves;

⋆ additionally they are also supervisors.

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• Description of ‘Management’ •

• On the last several slides (320–339) we have outlined conventionalissues of management.

• The problems confronting us now are:

⋆ Which aspects of domain management are we to describe ?

⋆ How are we describe, especially formally, the chosen issues ?

• The reason why these two “leading questions” questions are posedis that the management issues mentioned on slides 320–339

⋆ are generally “too lofty”, “too woolly”,

⋆ that is, are more about “feelings”

⋆ than about “hard, observable facts”.

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[ Domain Modelling, Management and Organisation, Management, Description of ‘Management’ ]

• We, for example, consider the following issues for “too lofty”, “too woolly”:

⋆ Item (xix) Slide 322;

⋆ Item (xx) Slide 322;

⋆ Item (xxi) Slide 322;

⋆ Item (xxvii) Slide 323;

⋆ Item (xxviii) Slide 323;

⋆ Item (xxxi) Slide 323;

⋆ Item (xxxiii) Slide 324;

⋆ Item (xxxiv) Slide 324;

⋆ Item (xxxv) Slide 324;

⋆ Item (xxxvi) Slide 325;

⋆ Item (xxxvii) Slide 325;

⋆ Item (xxxix) Slide 325;

⋆ Item (xli) Slide 325;

⋆ Item (xlii) Slide 326;

⋆ Item (xliii) Slide 326;

⋆ etcetera.

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• As we see from the above “quick” analysis

⋆ the problems hinge on our [in]ability to

⋄ formally,

⋄ let alone informally

describe many management issues.

⋆ In a sense that is acceptable

⋄ in as much as ‘management’ is clearly accepted as anon-mechanisable process,

⋄ one that requires subjective evaluations: “feelings”, “hunches”,

⋄ and one that requires informal contacts with other managerialpersonnel and staff.

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• But still we are left with the problems:

⋆ Which aspects of domain management are we to describe ?

⋆ How are we describe, especially formally, the chosen issues ?

• Our simplifying and hence simple answer is:

⋆ the domain engineer shall describe

⋄ what is objectively observable

⋄ or concepts that are precisely defined

◦ in terms of objectively observable phenomena

◦ and concepts defined from these and such defined concepts.

• This makes the domain description task a reasonable one,

⋆ one that can be objectively validated

⋆ and one where domain description evaluators can objectively judge

⋄ whether (projected) requirements involving these descriptions

⋄ may be feasible and satisfactory.

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• Review of Support Examples •

• There are three examples

⋆ (i) a grossly simplifying abstraction:

⋄ the enterprise function,

⋄ which focuses on the abstract

⋄ interplay between management groups, workers, etc.; and

the formal model is expressed in a recursive function style;

⋆ (ii) a grossly simplifying abstraction

⋄ the enterprise processes,

⋄ which focuses on the sequential, non-deterministic

⋄ processes with input/output messages that

⋄ communicate between management groups, workers, etc.;

the formal model is expressed in the CSP style.

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[ Domain Modelling, Management and Organisation, Management, Review of Support Examples ]

⋆ The Enterprise Function ⋆

• The enterprise function is

⋆ narrated on Slides 882–885,

⋆ and formalised on Slide 886;

⋆ the formalisation is explained and commented upon onSlides 887–895.

• Here we shall just briefly discuss meta-issues of domain

⋆ description,

⋆ modelling and

⋆ abstraction.

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[ Domain Modelling, Management and Organisation, Management, Review of Support Examples, The Enterprise Function ]

• The description is grossly ‘abstracted’:

⋆ it leaves out any modelling of what distinguishes

⋄ strategic management,

⋄ tactic management,

⋄ operations management,

⋄ supervisors,

⋄ team leaders and

⋄ workers.

⋆ Emphasis has been put solely on

⋄ abstractions of their intercommunication

⋄ in order to achieve a “next step” state.

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• The formalisation of enterprise is, formally speaking, doubtful.

⋆ The semantics of the formal specification language, RSL, does notallow such recursions,

⋆ or rather, put far too severe restrictions on the state space Σ,

⋆ for the definition to be of even pragmatic interest.

⋆ Thus the definition is really a fake: at most it hints at what goeson, such as outlined on Slides 887–895.

• Why is the definition a fake?

⋆ Or rather: Why do we show this “definition”?

⋆ The next slide will discuss this.

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• In order for a recursive function definition, enterprise, (as here overstates Σ) to make sense

⋆ the type Σ must satisfy some ordering properties

⋆ and so must the component types whose values are involved inany of the auxiliary functions invoked by enterprise.

⋆ Since we have not specified any of these types

⋆ we take the position that function definition, enterprise, is just apseudo function.

• It is indicative of “what is going on”, and that is why we bring it!

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[ Domain Modelling, Management and Organisation, Management, Review of Support Examples ]

⋆ The Enterprise Processes ⋆

• The enterprise processes are

⋆ narrated and formalised, alternatively, on Slides 896–928,

• Here we shall just briefly discuss meta-issues of domain

⋆ description,

⋆ modelling and

⋆ abstraction.

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[ Domain Modelling, Management and Organisation, Management, Review of Support Examples, The Enterprise Processes ]

•

• to be written

•

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Domain Modelling, Management and Organisation

Organisation

Characterisation 66 (Domain Organisation) By domainorganisation we mean

• the structuring of management and non-management staff levels;

• the allocation of

⋆ strategic, tactical and operational concerns

⋆ to within management and non-management staff levels;

• and hence the “lines of command”:

⋆ who does what and

⋆ who reports to whom —

⋄ administratively and

⋄ functionally

.

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[ Domain Modelling, Management and Organisation, Organisation ]

•

• to be written

•

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[ Domain Modelling, Management and Organisation, Organisation ]

.

Director

Board

Staff bStaff a Manager

Staff 1 Staff 2 Staff 3

Unit

A Matrix OrganisationA Hierarchical Organisation

Board

Director

Unit

Unit Unit

UnitUnit

Unit

Unit

Manager Manager Manager

Functional

Functional

Functional

Admin. Admin. Admin.

Manager

Manager

Manager

.....

.....

.......... .....

Figure 2.2: Two organisational structures

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Chap. 2, Sect. 9, Subsect. 6 Lecture: 7. Slide: 355 of 1334



[ Domain Modelling ]

Rules and Regulations

• Human stakeholders act in the domain, whether

⋆ clients,

⋆ workers,

⋆ managers,

⋆ suppliers,

⋆ regulatory authorities,

⋆ or other.

• Their actions are guided and constrained by rules and regulations.

• These are sometimes implicit, that is, not “written down”.

• But we can talk about rules and regulations as if they wereexplicitly formulated.

For examples of narratives of domain rules and regulations we refer toappendix Examples 1–2 (Slides 957–958).

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Chap. 2, Sect. 9, Subsect. 6 Lecture: 7. Slide: 356 of 1334



[ Domain Modelling, Rules and Regulations ]

• The main difference between rules and regulations is that

⋆ rules express properties that must hold and

⋆ regulations express state changes that must be effected if rules are observedbroken.

• Rules and regulations are directed

⋆ not only at human behaviour

⋆ but also at expected behaviours of support technologies.

• Rules and regulations are formulated

⋆ by enterprise staff, management or workers,

⋆ and/or by business and industry associations,

⋄ for example in the form of binding or guiding

⋄ national, regional or international standards,

⋆ and/or by public regulatory agencies.

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Domain Modelling, Rules and Regulations

Domain Rules

For examples of narratives of domain rules we refer to appendixExamples 1–2 (Slides 957–958).

Characterisation 67 (Domain Rule) By a domain rule wemean

• some text

• which prescribes how people or equipment

• are expected to behave when dispatching their duty,

• respectively when performing their functions

.

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[ Domain Modelling, Rules and Regulations, Domain Rules ]

• Usually the rule text, when written down, appears in some, notnecessarily public documents.

⋆ It is not our intention to formalise these rule texts,

⋆ but to formally define the crucial predicates

⋆ and, if not already formalised, then also the domain entities overwhich the predicate ranges.

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Domain Modelling, Rules and Regulations

Domain Regulations

For examples of narratives of domain regulations we refer to appendixExamples 1–2 (Slides 957–958).

Characterisation 68 (Domain Regulation) By a domainregulation we mean

• some text

• which prescribes what remedial actions are to be taken

• when it is decided that a rule has not been followed according to itsintention

.

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[ Domain Modelling, Rules and Regulations, Domain Regulations ]

• Usually the regulation text, when written down, appears in some,not necessarily public documents.

⋆ It is not our intention to formalise these rule texts,

⋆ but to formally define the crucial functions

⋆ and, if not already formalised, then also the domain entities overwhich these functions range.

Formalisation of the Rules and Regulations Concepts

• Rules, as already mentioned, express predicates, and regulationsexpress state changes.

• In the following we shall review a semantics of rules and regulations.

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[ Domain Modelling, Rules and Regulations, Formalisation of the Rules and Regulations Concepts ]

• There are, abstractly speaking, usually three kinds of languagesinvolved wrt. (i.e., when expressing) rules and regulations(respectively when invoking actions that are subject to rules andregulations).

⋆ Two languages, Rules and Reg, exist for describing rules,respectively regulations; and

⋆ one, Stimulus, exists for describing the form of the [alwayscurrent] domain action stimuli.

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[ Domain Modelling, Rules and Regulations, Formalisation of the Rule and Regulation Concepts ]

• A syntactic stimulus, sy sti, denotes a function, se sti:STI: Θ → Θ,from any configuration to a next configuration

• A syntactic rule, sy rul:Rule, has as its semantics, its meaning,rul:RUL,

⋆ a predicate over current and next configurations, (Θ × Θ) →Bool,

⋆ where these next configurations have been caused, by thestimuli. These stimuli express:

⋆ If the predicate holds then the stimulus will result in a valid nextconfiguration.

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typeStimulus, Rule, ΘSTI = Θ → ΘRUL = (Θ × Θ) → Bool

valuemeaning: Stimulus → STImeaning: Rule → RUL

valid: Stimulus × Rule → Θ → Boolvalid(sy sti,sy rul)(θ) ≡ meaning(sy rul)(θ,(meaning(sy sti))(θ))

valid: Stimulus × RUL → Θ → Boolvalid(sy sti,se rul)(θ) ≡ se rul(θ,(meaning(sy sti))(θ))

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• A syntactic regulation, sy reg:Reg (related to a specific rule), standsfor, i.e., has as its semantics, its meaning,

⋆ a semantic regulation, se reg:REG,

⋆ which is a pair.

⋆ This pair consists of

⋄ a predicate, pre reg:Pre REG, where Pre REG = (Θ × Θ) →Bool,

⋄ and a domain configuration-changing function,act reg:Act REG, where Act REG = Θ → Θ,

⋄ that is, both involving current and next domain configurations.

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⋆ The two kinds of functions express:

⋄ If the predicate holds,

⋄ then the action can be applied.

• The predicate is almost the inverse of the rules functions.

• The action function serves to undo the stimulus function.

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typeRegRul and Reg = Rule × RegREG = Pre REG × Act REGPre REG = Θ × Θ → BoolAct REG = Θ → Θ

valueinterpret: Reg → REG

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• The idea is now the following:

⋆ Any action of the system, i.e., the application of any stimulus,

⋄ may be an action in accordance with the rules,

⋄ or it may not.

⋆ Rules therefore express whether stimuli are valid or not in thecurrent configuration.

⋆ And regulations therefore express whether they should beapplied, and, if so, with what effort.

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• More specifically,

⋆ there is usually, in any current system configuration, given a set of pairs ofrules and regulations.

⋆ Let (sy rul,sy reg) be any such pair.

⋆ Let sy sti be any possible stimulus.

⋆ And let θ be the current configuration.

⋆ Let the stimulus, sy sti, applied in that configuration result in a nextconfiguration, θ

′, where θ′ = (meaning(sy sti))(θ).

⋆ Let θ′ violate the rule, ∼valid(sy sti,sy rul)(θ),

⋆ then if predicate part, pre reg, of the meaning of the regulation, sy reg, holdsin that violating next configuration, pre reg(θ,(meaning(sy sti))(θ)),

⋆ then the action part, act reg, of the meaning of the regulation, sy reg, must beapplied, act reg(θ), to remedy the situation.

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axiom∀ (sy rul,sy reg):Rul and Regs •

let se rul = meaning(sy rul),(pre reg,act reg) = meaning(sy reg) in

∀ sy sti:Stimulus, θ:Θ •

∼valid(sy sti,se rul)(θ)⇒ pre reg(θ,(meaning(sy sti))(θ))⇒ ∃ nθ:Θ • act reg(θ)=nθ ∧ se rul(θ,nθ)

end

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• It may be that the regulation predicate fails to detect applicabilityof regulations actions.

• That is, the interpretation of a rule differs, in that respect, from theinterpretation of a regulation.

• Such is life in the domain, i.e., in actual reality

On Modelling Rules and Regulations

• Usually rules (as well as regulations) are expressed in terms ofdomain

⋆ entities, including those grouped into “the state”,

⋆ functions,

⋆ events, and

⋆ behaviours.

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[ Domain Modelling, Rules and Regulations, On Modelling Rules and Regulations ]

• Thus the full spectrum of modelling techniques and notations may be needed.

• Since rules usually express properties one often uses some combination of

⋆ axioms and

⋆ well-formedness predicates.

• Properties sometimes include temporality and hence

⋆ temporal notations (like Duration Calculus or Temporal Logic of Actions )

are used.

• And since regulations usually express state (restoration) changes one often uses

⋆ state changing notations (such as found in B, RSL, VDM-SL, and Z).

• In some cases it may be relevant to model using some constraint satisfactionnotation or some Fuzzy Logic notations.

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Phone: +45 4542 2141, E-mail: [email protected], URL: www.imm.dtu.dk/˜db

End of Lecture 7

lecture 7: domain modelling: mgt. & org. and rules & regs. · ⋆ strategic, tactical and...

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