{"id":14416,"date":"2026-09-17T04:53:49","date_gmt":"2026-09-17T04:53:49","guid":{"rendered":"https:\/\/www.examlabs.com\/certification\/?p=14416"},"modified":"2026-09-17T04:53:49","modified_gmt":"2026-09-17T04:53:49","slug":"comptia-project-pk0-005-practice-test-questions-and-exam-dumps-part-20-q381-400","status":"publish","type":"post","link":"https:\/\/www.examlabs.com\/certification\/comptia-project-pk0-005-practice-test-questions-and-exam-dumps-part-20-q381-400\/","title":{"rendered":"CompTIA Project+ PK0-005 Practice Test Questions and Exam Dumps Part 20 Q381-400"},"content":{"rendered":"

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View Full <\/b>CompTIA Project+ PK0-005 Exam Dumps<\/b><\/a> and Practice Test Dumps<\/b><\/p>\n

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Question 381. Which role is primarily responsible for monitoring whether project benefits are being realized after implementation?<\/b><\/h3>\n
    \n
  1. <\/b> Benefits owner<\/span><\/li>\n
  2. <\/b> Project scheduler<\/span><\/li>\n
  3. <\/b> Procurement specialist<\/span><\/li>\n
  4. <\/b> Quality inspector<\/span><\/li>\n<\/ol>\n

    Correct Answer: 1. Benefits owner<\/b><\/p>\n

    Explanation:<\/b><\/p>\n

    The benefits owner is responsible for monitoring and supporting the realization of the expected benefits associated with a project. This role may continue after the project team has completed the implementation because benefits often require operational adoption and ongoing measurement. The benefits owner compares actual results with the expected outcomes documented in the business case or benefits plan. A project scheduler focuses on timelines, while a procurement specialist manages purchasing activities and supplier relationships. A quality inspector focuses on deliverable quality and conformance. Assigning ownership of benefits helps ensure that the organization does not consider the project successful merely because the deliverables were completed.<\/span><\/p>\n

    Question 382. What is the primary purpose of a benefits realization plan?<\/b><\/h3>\n
      \n
    1. <\/b> To define how expected project benefits will be measured and achieved<\/span><\/li>\n
    2. <\/b> To document every project meeting<\/span><\/li>\n
    3. <\/b> To assign technical permissions to users<\/span><\/li>\n
    4. <\/b> To replace the project schedule<\/span><\/li>\n<\/ol>\n

      Correct Answer: 1. To define how expected project benefits will be measured and achieved<\/b><\/p>\n

      Explanation:<\/b><\/p>\n

      A benefits realization plan describes how the expected value of a project will be achieved, measured, and monitored. It can identify specific benefits, measurement methods, responsible owners, target dates, and dependencies that must be satisfied for the benefits to occur. Completing deliverables does not automatically guarantee that the intended business value will be achieved. For example, a new system may be delivered successfully, but the expected productivity improvement may depend on user adoption and process changes. The benefits realization plan provides a structured way to track those outcomes and maintain accountability after implementation.<\/span><\/p>\n

      Question 383. During project transition, what should occur before a new product or service is formally handed over to operations?<\/b><\/h3>\n
        \n
      1. <\/b> Verify acceptance and transition readiness<\/span><\/li>\n
      2. <\/b> Delete all project documentation<\/span><\/li>\n
      3. <\/b> Remove all acceptance criteria<\/span><\/li>\n
      4. <\/b> Cancel operational support<\/span><\/li>\n<\/ol>\n

        Correct Answer: 1. Verify acceptance and transition readiness<\/b><\/p>\n

        Explanation:<\/b><\/p>\n

        Before a product or service is handed over to operations, the project team should verify that the deliverable has met its acceptance criteria and that operational teams are prepared to support it. Transition readiness may include completed documentation, training, support procedures, access permissions, technical validation, and stakeholder acceptance. Simply completing development activities does not necessarily mean the organization is ready to operate the new solution. A controlled transition reduces the possibility of operational disruption. Project records should also be retained according to organizational requirements rather than deleted during handover.<\/span><\/p>\n

        Question 384. Which document is most useful for helping an operations team support a newly implemented system?<\/b><\/h3>\n
          \n
        1. <\/b> Operational support documentation<\/span><\/li>\n
        2. <\/b> Project charter only<\/span><\/li>\n
        3. <\/b> Initial business case only<\/span><\/li>\n
        4. <\/b> Stakeholder power-interest grid<\/span><\/li>\n<\/ol>\n

          Correct Answer: 1. Operational support documentation<\/b><\/p>\n

          Explanation:<\/b><\/p>\n

          Operational support documentation provides information needed by the team responsible for maintaining and supporting the implemented product or service. Depending on the project, this documentation can include operating procedures, troubleshooting instructions, escalation paths, maintenance requirements, contact information, recovery procedures, and support responsibilities. The project charter establishes authorization and high-level objectives, while the business case explains expected value and justification. A stakeholder power-interest grid helps determine engagement strategies but does not provide operational instructions. Proper support documentation is especially important during transition because operational staff may need to assume responsibility immediately after project completion.<\/span><\/p>\n

          Question 385. What is the main purpose of a service handover during project closure?<\/b><\/h3>\n
            \n
          1. <\/b> Transfer responsibility for the delivered service to the appropriate operational team<\/span><\/li>\n
          2. <\/b> Increase the project budget<\/span><\/li>\n
          3. <\/b> Create the initial project charter<\/span><\/li>\n
          4. <\/b> Remove all project risks from organizational records<\/span><\/li>\n<\/ol>\n

            Correct Answer: 1. Transfer responsibility for the delivered service to the appropriate operational team<\/b><\/p>\n

            Explanation:<\/b><\/p>\n

            A service handover formally transfers responsibility for an implemented service from the project team to the operational or support organization. The handover should establish that the receiving team understands the service, has the necessary documentation and training, and can provide ongoing support. It may also include confirmation of service levels, support procedures, known issues, monitoring requirements, and escalation contacts. Without an effective handover, operational teams may receive responsibility without sufficient knowledge or resources. The handover therefore forms an important part of transition and helps ensure continuity once the project team begins to disband.<\/span><\/p>\n

            Question 386. Which item should be included in a project closure checklist?<\/b><\/h3>\n
              \n
            1. <\/b> Confirmation that deliverables have been accepted<\/span><\/li>\n
            2. <\/b> Creation of an unapproved scope change<\/span><\/li>\n
            3. <\/b> Removal of all organizational records<\/span><\/li>\n
            4. <\/b> Cancellation of required compliance documentation<\/span><\/li>\n<\/ol>\n

              Correct Answer: 1. Confirmation that deliverables have been accepted<\/b><\/p>\n

              Explanation:<\/b><\/p>\n

              A project closure checklist should confirm that all required closure activities have been completed. One important activity is verifying formal acceptance of the project’s deliverables by the appropriate customer or stakeholder. Other closure tasks may include completing outstanding administrative activities, closing contracts, releasing resources, archiving records, documenting lessons learned, and confirming transition to operations. Creating an unapproved scope change would not be an appropriate closure activity. Similarly, organizational records should be retained according to applicable policies and requirements. A structured checklist helps the project manager avoid prematurely declaring the project complete.<\/span><\/p>\n

              Question 387. What is the primary purpose of a final project report?<\/b><\/h3>\n
                \n
              1. <\/b> Summarize project performance, outcomes, and closure information<\/span><\/li>\n
              2. <\/b> Replace the project charter<\/span><\/li>\n
              3. <\/b> Authorize future project funding automatically<\/span><\/li>\n
              4. <\/b> Eliminate the need for lessons learned<\/span><\/li>\n<\/ol>\n

                Correct Answer: 1. Summarize project performance, outcomes, and closure information<\/b><\/p>\n

                Explanation:<\/b><\/p>\n

                The final project report provides a consolidated summary of the project’s performance and results. It can include information about scope, schedule, cost, quality, risks, issues, deliverables, stakeholder acceptance, objectives, and lessons learned. The report gives stakeholders and organizational leadership a documented record of what occurred during the project and whether the expected outcomes were achieved. It does not replace the project charter because the charter serves a different purpose during initiation. It also does not automatically authorize future funding or eliminate the need to capture lessons learned separately when organizational processes require them.<\/span><\/p>\n

                Question 388. What should the project manager verify before closing a procurement agreement?<\/b><\/h3>\n
                  \n
                1. <\/b> Contractual deliverables and obligations have been completed<\/span><\/li>\n
                2. <\/b> All project risks have been deleted<\/span><\/li>\n
                3. <\/b> The original project charter has been rewritten<\/span><\/li>\n
                4. <\/b> The project scope has been expanded<\/span><\/li>\n<\/ol>\n

                  Correct Answer: 1. Contractual deliverables and obligations have been completed<\/b><\/p>\n

                  Explanation:<\/b><\/p>\n

                  Procurement closeout requires verification that the supplier and organization have fulfilled the applicable contractual obligations. The project manager may confirm that required goods or services were delivered, acceptance criteria were satisfied, invoices and payments were addressed, documentation was received, and outstanding claims or disputes were resolved according to the contract. Closing procurement prematurely can create financial, legal, or operational problems. Project risks should not simply be deleted because closure requires proper documentation and disposition. The project charter also does not need to be rewritten for procurement closeout. Contract completion should be supported by appropriate records.<\/span><\/p>\n

                  Question 389. When should a project manager formally close a contract?<\/b><\/h3>\n
                    \n
                  1. <\/b> After contractual obligations and required acceptance activities are completed<\/span><\/li>\n
                  2. <\/b> Immediately after the purchase order is created<\/span><\/li>\n
                  3. <\/b> Before the supplier begins work<\/span><\/li>\n
                  4. <\/b> Whenever the project schedule changes<\/span><\/li>\n<\/ol>\n

                    Correct Answer: 1. After contractual obligations and required acceptance activities are completed<\/b><\/p>\n

                    Explanation:<\/b><\/p>\n

                    A contract should normally be formally closed after the contractual obligations have been fulfilled and the required acceptance and administrative activities have been completed. The project manager or procurement representative should verify that the supplier delivered the agreed products or services, applicable acceptance conditions were satisfied, payments and invoices were addressed, and any claims or disputes were resolved. Closing a contract too early can leave unresolved obligations or create difficulty enforcing contractual rights. Schedule changes alone do not determine whether a contract is ready for closure. Formal closeout provides evidence that the procurement relationship has been properly concluded.<\/span><\/p>\n

                    Question 390. A supplier and customer disagree about whether a deliverable met the contract requirements. What should the project manager do first?<\/b><\/h3>\n
                      \n
                    1. <\/b> Review the contract, acceptance criteria, and supporting documentation<\/span><\/li>\n
                    2. <\/b> Immediately terminate the supplier<\/span><\/li>\n
                    3. <\/b> Ignore the dispute until project closure<\/span><\/li>\n
                    4. <\/b> Change the acceptance criteria without approval<\/span><\/li>\n<\/ol>\n

                      Correct Answer: 1. Review the contract, acceptance criteria, and supporting documentation<\/b><\/p>\n

                      Explanation:<\/b><\/p>\n

                      When a supplier dispute concerns whether a deliverable meets contractual requirements, the project manager should first review the applicable contract terms, statement of work, acceptance criteria, and supporting evidence. This establishes an objective basis for determining whether the deliverable conforms to the agreed requirements. Immediately terminating the supplier may be inappropriate and could create additional contractual complications. Ignoring the dispute allows the issue to remain unresolved and may delay project activities. Acceptance criteria should not be changed informally simply to resolve disagreement. A documented review provides the foundation for negotiation, corrective action, escalation, or formal dispute resolution if necessary.<\/span><\/p>\n

                      Question 391. What should happen to project team resources when their assigned work is completed?<\/b><\/h3>\n
                        \n
                      1. <\/b> Release or reassign resources according to the project and organizational plans<\/span><\/li>\n
                      2. <\/b> Keep every resource assigned indefinitely<\/span><\/li>\n
                      3. <\/b> Delete resource records<\/span><\/li>\n
                      4. <\/b> Automatically increase the project budget<\/span><\/li>\n<\/ol>\n

                        Correct Answer: 1. Release or reassign resources according to the project and organizational plans<\/b><\/p>\n

                        Explanation:<\/b><\/p>\n

                        When project team members complete their assigned work, resources should be released or reassigned according to the resource management approach and organizational procedures. Releasing resources allows personnel, equipment, facilities, and other assets to be used effectively on other initiatives or operational activities. The timing of resource release should be coordinated carefully because some individuals may still be needed for final acceptance, documentation, transition, support, or closure activities. Keeping every resource assigned indefinitely is inefficient and may increase costs. Resource records should remain available when required for project history, reporting, or organizational documentation.<\/span><\/p>\n

                        Question 392. What is the purpose of conducting a project team performance review near project completion?<\/b><\/h3>\n
                          \n
                        1. <\/b> Evaluate team performance and identify development or improvement opportunities<\/span><\/li>\n
                        2. <\/b> Change the approved project scope<\/span><\/li>\n
                        3. <\/b> Replace the project charter<\/span><\/li>\n
                        4. <\/b> Remove all project documentation<\/span><\/li>\n<\/ol>\n

                          Correct Answer: 1. Evaluate team performance and identify development or improvement opportunities<\/b><\/p>\n

                          Explanation:<\/b><\/p>\n

                          A project team performance review provides an opportunity to evaluate how effectively the team worked together and identify areas for improvement. The review can consider collaboration, communication, achievement of responsibilities, problem-solving, adherence to processes, and lessons that may benefit future projects. It should be conducted professionally and based on relevant evidence rather than personal assumptions. A performance review does not replace project governance documents or authorize scope changes. The results can contribute to organizational learning, professional development, recognition, and future resource planning. Properly conducted reviews also help organizations strengthen project management practices over time.<\/span><\/p>\n

                          Question 393. What are organizational process assets in the context of project management?<\/b><\/h3>\n
                            \n
                          1. <\/b> Existing organizational policies, procedures, templates, and historical information<\/span><\/li>\n
                          2. <\/b> Only the project’s physical equipment<\/span><\/li>\n
                          3. <\/b> Only external supplier contracts<\/span><\/li>\n
                          4. <\/b> Temporary project risks<\/span><\/li>\n<\/ol>\n

                            Correct Answer: 1. Existing organizational policies, procedures, templates, and historical information<\/b><\/p>\n

                            Explanation:<\/b><\/p>\n

                            Organizational process assets include established organizational knowledge and resources that can influence how projects are planned and managed. Examples include policies, procedures, templates, standard forms, lessons learned repositories, historical project information, guidelines, and organizational databases. These assets can help project teams work consistently and avoid repeating known mistakes. They are broader than physical project equipment and are not limited to supplier contracts. Project risks are temporary uncertainties associated with the project rather than organizational process assets. Maintaining useful process assets allows organizations to improve project performance by applying knowledge gained from previous initiatives.<\/span><\/p>\n

                            Question 394. Where should lessons learned be stored so they can benefit future projects?<\/b><\/h3>\n
                              \n
                            1. <\/b> An organizational lessons learned repository<\/span><\/li>\n
                            2. <\/b> Only the project manager’s personal notes<\/span><\/li>\n
                            3. <\/b> An unapproved supplier invoice<\/span><\/li>\n
                            4. <\/b> A temporary meeting invitation<\/span><\/li>\n<\/ol>\n

                              Correct Answer: 1. An organizational lessons learned repository<\/b><\/p>\n

                              Explanation:<\/b><\/p>\n

                              Lessons learned should be documented and stored in an organizational repository that future project teams can access. A centralized repository makes useful knowledge available beyond the original project team and supports continuous improvement. Lessons may address successful practices, challenges, risks, stakeholder engagement, communication methods, quality problems, estimating techniques, and corrective actions. Keeping lessons only in a project manager’s personal notes limits their organizational value and makes them difficult to retrieve after the project ends. The repository should follow organizational procedures for classification, access, retention, and maintenance so that useful knowledge remains available for future initiatives.<\/span><\/p>\n

                              Question 395. Why should project records be retained after project closure?<\/b><\/h3>\n
                                \n
                              1. <\/b> To support organizational knowledge, audits, compliance, and future reference<\/span><\/li>\n
                              2. <\/b> To keep every project permanently active<\/span><\/li>\n
                              3. <\/b> To prevent future projects from using lessons learned<\/span><\/li>\n
                              4. <\/b> To eliminate organizational policies<\/span><\/li>\n<\/ol>\n

                                Correct Answer: 1. To support organizational knowledge, audits, compliance, and future reference<\/b><\/p>\n

                                Explanation:<\/b><\/p>\n

                                Project records may need to be retained after closure for several reasons, including organizational knowledge, regulatory requirements, contractual obligations, audits, financial verification, and future reference. Records can provide evidence of decisions, approvals, requirements, acceptance, changes, procurement activities, and project performance. Retention does not mean that the project remains active; it means important information is preserved according to organizational policy and applicable requirements. Different records may have different retention periods and access restrictions. Proper record management protects valuable historical information while helping the organization demonstrate compliance and improve future project planning.<\/span><\/p>\n

                                Question 396. What is a primary purpose of a compliance audit performed during or after a project?<\/b><\/h3>\n
                                  \n
                                1. <\/b> Determine whether required policies, regulations, and controls were followed<\/span><\/li>\n
                                2. <\/b> Create a new project charter<\/span><\/li>\n
                                3. <\/b> Increase the project scope without approval<\/span><\/li>\n
                                4. <\/b> Replace all project stakeholders<\/span><\/li>\n<\/ol>\n

                                  Correct Answer: 1. Determine whether required policies, regulations, and controls were followed<\/b><\/p>\n

                                  Explanation:<\/b><\/p>\n

                                  A compliance audit evaluates whether project activities and deliverables conform to applicable policies, procedures, regulations, contractual requirements, and organizational controls. Depending on the project, the audit may examine documentation, approvals, security practices, financial controls, procurement activities, or regulatory obligations. The objective is to identify evidence of compliance and potential gaps that require corrective action. An audit is not intended to create a project charter or independently expand scope. It also does not replace stakeholders. Compliance reviews are particularly important for projects operating in regulated environments because noncompliance can create financial, legal, operational, or reputational consequences.<\/span><\/p>\n

                                  Question 397. Before closing a project involving sensitive information, what should the project team verify?<\/b><\/h3>\n
                                    \n
                                  1. <\/b> Security and privacy requirements have been satisfied<\/span><\/li>\n
                                  2. <\/b> All access controls have been permanently removed without review<\/span><\/li>\n
                                  3. <\/b> Sensitive records have been shared publicly<\/span><\/li>\n
                                  4. <\/b> Security documentation has been deleted<\/span><\/li>\n<\/ol>\n

                                    Correct Answer: 1. Security and privacy requirements have been satisfied<\/b><\/p>\n

                                    Explanation:<\/b><\/p>\n

                                    Projects involving sensitive information should verify that applicable security and privacy requirements have been satisfied before closure. This may include confirming appropriate access controls, data handling procedures, retention requirements, secure transfer or disposal processes, and required security documentation. Access should not be removed or retained arbitrarily; it should be managed according to organizational policies and operational needs. Sensitive records should never be publicly shared simply because a project is ending. Security and privacy verification helps ensure that project closure does not create new risks. Any remaining security findings should be documented and handled through the appropriate process.<\/span><\/p>\n

                                    Question 398. What is the primary purpose of a key performance indicator (KPI) in project management?<\/b><\/h3>\n
                                      \n
                                    1. <\/b> Measure progress or performance against defined objectives<\/span><\/li>\n
                                    2. <\/b> Replace the project charter<\/span><\/li>\n
                                    3. <\/b> Automatically approve changes<\/span><\/li>\n
                                    4. <\/b> Eliminate all project risks<\/span><\/li>\n<\/ol>\n

                                      Correct Answer: 1. Measure progress or performance against defined objectives<\/b><\/p>\n

                                      Explanation:<\/b><\/p>\n

                                      A key performance indicator is a measurable value used to monitor progress or performance against defined objectives or targets. Project KPIs can relate to areas such as schedule performance, cost performance, quality, customer satisfaction, defect rates, productivity, or benefits realization. A useful KPI should have a clear purpose and measurement method so that stakeholders can interpret the information consistently. KPIs do not automatically approve changes or eliminate risks. Instead, they provide information that can help the project team identify trends, investigate deviations, and make informed management decisions when performance moves outside established expectations.<\/span><\/p>\n

                                      Question 399. What is the purpose of a variance threshold in project monitoring?<\/b><\/h3>\n
                                        \n
                                      1. <\/b> Define when a deviation requires additional analysis or escalation<\/span><\/li>\n
                                      2. <\/b> Prevent all project changes<\/span><\/li>\n
                                      3. <\/b> Guarantee that the project finishes early<\/span><\/li>\n
                                      4. <\/b> Replace the risk register<\/span><\/li>\n<\/ol>\n

                                        Correct Answer: 1. Define when a deviation requires additional analysis or escalation<\/b><\/p>\n

                                        Explanation:<\/b><\/p>\n

                                        A variance threshold establishes a predefined level of deviation from an approved plan or target that requires attention. For example, an organization may define a cost or schedule variance threshold beyond which the project manager must investigate the cause, notify stakeholders, or escalate the situation. Thresholds help teams distinguish normal fluctuations from deviations that require management action. They do not prevent changes from occurring or guarantee early completion. They also do not replace the risk register because risks represent uncertainties, whereas variance thresholds are used to monitor actual performance against approved expectations and trigger appropriate responses.<\/span><\/p>\n

                                        Question 400. What is the primary purpose of a post-project review?<\/b><\/h3>\n
                                          \n
                                        1. <\/b> Evaluate project results and identify lessons for future projects<\/span><\/li>\n
                                        2. <\/b> Restart the completed project<\/span><\/li>\n
                                        3. <\/b> Automatically increase the project budget<\/span><\/li>\n
                                        4. <\/b> Remove all project records<\/span><\/li>\n<\/ol>\n

                                          Correct Answer: 1. Evaluate project results and identify lessons for future projects<\/b><\/p>\n

                                          Explanation:<\/b><\/p>\n

                                          A post-project review evaluates the completed project and identifies knowledge that can improve future initiatives. The review may examine whether objectives were achieved, how effectively scope, schedule, cost, quality, risks, communication, procurement, and stakeholder relationships were managed, and what practices should be repeated or changed. It provides an opportunity to compare expected outcomes with actual results and capture meaningful lessons while project information is still available. The review does not restart a completed project or automatically change its budget. Findings should be documented and incorporated into organizational knowledge repositories so future project teams can benefit from them.<\/span><\/p>\n

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                                          View Full CompTIA Project+ PK0-005 Exam Dumps and Practice Test Dumps   Question 381. Which role is primarily responsible for monitoring whether project benefits are being realized after implementation? Benefits owner Project scheduler Procurement specialist Quality inspector Correct Answer: 1. Benefits owner Explanation: The benefits owner is responsible for monitoring and supporting the realization of […]<\/p>\n","protected":false},"author":1,"featured_media":0,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":[],"categories":[1648,1647],"tags":[],"_links":{"self":[{"href":"https:\/\/www.examlabs.com\/certification\/wp-json\/wp\/v2\/posts\/14416"}],"collection":[{"href":"https:\/\/www.examlabs.com\/certification\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/www.examlabs.com\/certification\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/www.examlabs.com\/certification\/wp-json\/wp\/v2\/users\/1"}],"replies":[{"embeddable":true,"href":"https:\/\/www.examlabs.com\/certification\/wp-json\/wp\/v2\/comments?post=14416"}],"version-history":[{"count":1,"href":"https:\/\/www.examlabs.com\/certification\/wp-json\/wp\/v2\/posts\/14416\/revisions"}],"predecessor-version":[{"id":14417,"href":"https:\/\/www.examlabs.com\/certification\/wp-json\/wp\/v2\/posts\/14416\/revisions\/14417"}],"wp:attachment":[{"href":"https:\/\/www.examlabs.com\/certification\/wp-json\/wp\/v2\/media?parent=14416"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/www.examlabs.com\/certification\/wp-json\/wp\/v2\/categories?post=14416"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/www.examlabs.com\/certification\/wp-json\/wp\/v2\/tags?post=14416"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}