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Issue 84 | Dec ‘13 - Jan ‘14 | Pages 1– 15

Consultants’ Corner A Bi-Monthly e-Journal from

What’s Inside...

Process Documentation 5WH approach to Business Process Reengineering

Business Process Mapping Essentials of a good Business Process Document

Business Process

3 Process Documentation

An introduction to Process Documentation and types of process charts

5 5WH approach to Business Process Re-

engineering

A brief insight into the techniques of Business Process Re-engineering

7 Business Process Mapping

A bird‟s eye view on the stages of Process Mapping and the layers of process documentation

11 Essentials of a good Business Process

Document

Highlights the contents of a process document and the benefits of business process documentation

13

Quiz Corner

14 What’s up at NCRCL?

All events and birthdays at NCRCL

In this Issue

Readers’ Corner

If you have any comment/suggestion for the editors, please

write to us at cc@ncrcl.com. Your views and comments on

articles featured here are also welcome!

A key focus area that any business organisation should focus on but rarely attends to is Business Process documentation. Business operations are getting increasingly complex these days and it would only get more complicated in the days ahead. Fixing responsibility and accountability and establishing control seem to be a mirage in the organisation set up that many of the businesses have. Precisely here is where Business Process Mapping comes to the rescue. Process mapping helps organisations understand their business processes better and in turn improve their efficiency and effectiveness in delivering products/services. Process mapping presents the various activities in each department/division in a logical flow ensuring standardisation of processes and also fixes responsibility for the activities thus enabling accountability. Business Process Mapping is used by both private as well as government sector to document their processes and identify any gaps in the processes. Process mapping also provides organizations a solid base for taking up process automation thus ensuring better returns on their technology investments.

Consultants are generally called upon to help organizations in the process mapping exercise. The consultants are expected to bring about their process mapping expertise on the one hand and their knowledge of best practices on the other. Engaging a consultant also helps the organization take an unbiased look at its internal systems.

This issue of Consultants’ Corner covers this well estab-lished area of consultancy. The various components of Business Process Mapping and Documentation are dealt with in detail based on the wealth of experience and research that NCRCL has acquired in this field. In fact, NCRCL has a trademark product called ProMap which it uses for all its Process Mapping assignments.

The editorial team is proud and happy to reveal that the readership base of Consultants’ Corner has beaten the last month’s record and set a new record. Furthermore our magazine readership is slowly but surely spreading across the globe too. We thank our readers for this overwhelming support and encourage-ment.

We would like the readers to send us more views and suggestions on any aspect of Consultants’ Corner which has a direct impact on the quality of the magazine. The Editors will respond to the suggestions and views of the readers and the suggestions will be published in subsequent issues of CC.

From the Editors

Consultants’ Corner

2

A special issue of

Consultants’ Corner will be released in January 2014

showcasing the major events and happenings at NCRCL

during the year 2013.

Circles, ovals or rounded rectangles – Start/

End

Arrows – Flow of control

Rectangles- Generic processing steps

Diamond rhombus – Decision

Parallelogram – Input/output symbols

2. Opportunity Flow Charts: An opportunity

flowchart, a variation of the basic linear type,

differentiates process activities that add value

from those that add cost only.

Value-added steps (VA) are essential for

producing the required product or service. In

other words, the output cannot be produced

without them.

Cost-added only steps are not essential for

producing the required product or service.

They may be added to a process in anticipa-

tion of something that might go wrong, or

because of something that has gone wrong.

I n simple words, a process map is a pictorial

representation of a series of activities that make

up a process. A process is a series of steps

with a specific objective. For instance, release of Pur-

chase Order is a process involving series of actions

with specific responsibilities assigned to individuals.

The history of process mapping dates back to 1921

when Frank Gilbreth presented his article on -

“Process Charts: First Steps in Finding the One Best

Way.” Today, business process mapping is widely

used by businesses to understand both intra-

organization and inter-organization functions.

TYPES OF PROCESS MAPS

In the earlier times, process maps were simple

flowcharts. Over the years, the structure of process

maps has been refined to cover complex processes

as well. The three basic types of process maps are:

1. Flow Charts: A flowchart is a diagrammatic

representation of a process, with pre-defined

types of boxes, showing the steps their order by

connecting them with arrows. Flowcharts are

simple, easy to understand and are most

commonly used in computer related applications.

Some widely used symbols in flow-charting are as

follows:

Process Documentation

Consultants’ Corner

3

Contd on next page

“You don’t learn to Process Map, you process map to learn” – Dr. Myron Tribus (Ex-Director of

Center for Advanced Engineering Study, MIT)

PROCESS MAPPING-A MANDATORY DOCUMENT

IN INDIAN SCENARIO-POINTS TO PONDER

At present, process maps are prepared for ISO certifi-

cations and for process re-engineering assignments

only. Hence the concept of process mapping is still in

a nascent stage in India. However, with the initiative

of the Government, process documentation could be

made as a mandatory document to be maintained by

large organizations. For this purpose, limits based on

turnover/ listed companies could be laid down for or-

ganizations for which process documentation is com-

pulsory.

SCOPE FOR MANAGEMENT CONSULTANTS

Management consultants, with their analytical, pres-

entation and technical skills have a great scope in

helping organizations in the preparation of process

maps and process re-engineering assignments. Con-

sultants have specialized skills that would enable an

organization to identify what it requires, why it re-

quires, where to correct and how to correct. For this

purpose, process documentation is increasingly used

as a tool by Management Consultants.

We, as Management Consultants, can sensitize our

clients the need and importance of process mapping.

We can introduce best practices in this regard so as

to minimize the cost of operations of the client and

maximizing his value of business, for increased effi-

ciency and profitability.

3. Swim-lane Mapping:

In a swim-lane map,

the activities of a proc-

ess are grouped either

horizontally or verti-

cally in lanes. A swim-

lane map shows the

responsibi l i t ies of

e v e r y p e r s o n /

department involved in

the process. Swim-

lanes are commonly

used as c r oss -

functional flowcharts to

depict the activities

performed by different

functional units of a business.

BENEFITS OF PROCESS MAPPING

Process maps are pictorial, thereby enabling

easy understanding of existing processes of an

organization. The persons handling the proc-

ess get better clarity on the process and also

get to understand the processes of other de-

partments

Process maps help in process re-engineering

by helping to identify the gaps and loopholes in

the AS IS Process.

With the help of AS IS process maps, process

audit could be carried to find the extent of com-

pliance with the AS IS process.

Training to new employees on the activities of

organization can be better explained through

process maps.

Process maps provide a basis for Six Sigma

and Benchmark analysis

CHALLENGES IN PROCESS MAPPING

Process maps are effective tools of organizational

improvement. Nevertheless, the preparation of proc-

ess maps has its own challenges. To list a few,

Thorough understanding the processes in a

short span of time and preparation of exhaus-

tive process documentation

Knowledge and usage of modern IT tools in

preparation of process maps

Availability of experts to prepare process docu-

mentation

Management‟s confidence on the need and

usage of process documentation. Ms. Bhavana R

can be reached at bhavana@ncrcl.com

Consultants’ Corner

4

Our greatest glory is not in never falling, but

in rising every time we fall.

- Confucius

Consultants’ Corner

5

B usiness Process Reengineering involves

changes in structures and processes within

the business environment.BPR involves

identifying the processes, analysing the existing

processes, designing the To Be process and its

implementation. Understanding and mapping the

existing process of the business is an important step

before designing the To Be process. Improvisation of

a process cannot happen without an in depth

understanding of the existing process.

Generally, the business process is explained by the

client to a consultant. During such discussion a bird‟s

eye view is provided to the consultant. Then the

consultant needs to dig deep to understand the

intricacies involved in performing each activity and its

contribution to the business process. This is where

the 5WH approach can be used as a tool.

What is the 5WH approach?

It is basically a simple set of 6 questions that is

queried to understand an activity. The 5WH approach

is designed in a way to cover all the functions within

an activity.

5WH approach stands for the following:

1W – „What is the activity?‟

2W – „Who is performing the activity?‟

3W – „Where is the activity performed?‟

4W – „When is the activity performed?‟

5W – „Why is the activity performed?‟

H – „How is the activity performed?‟

Why use 5WH approach?

The 5WH approach helps us to understand the vital

elements of an activity. The information so collected

can then be applied in various areas. The table below

shows the information obtained and where such

information can be put to use while preparing a

business process document.

-contd on next page

5WH approach to

Business Process Re-engineering

Each difficult moment has the potential to

open my eyes and open my heart.

Myla Kabat-Zinn

The above queries of 5WH approach are illustrative to

an organization involved in business process

outsourcing. The queries that can be raised are

flexible, that is, the questions can be altered in such a

manner to suit different industries.

Each question addresses a certain function of the

activity. The benefits of the approach lies in the way

the information collected from the questions can be

used as illustrated in table. The questions relating

„Why‟ and „How‟ is crucial in providing a better

understanding on the importance of the activity and

helps in providing data to identify a better method of

performing this activity. The questions on „What‟,

„Who‟,‟ where‟ and „when‟ provide information on the

way the activity is currently performed.

While the first four questions help us to comprehend

the existing process, the last two questions aim to

answer the question on whether this activity can be

tweaked leading to the design of the To Be process.

These queries also help in preparing a process

documentation containing all the vital information.

The 5WH approach is an extremely useful tool to

understand the existing process since it encompasses

all the functions of an activity. If these queries are

raised for each activity within a process, a wholesome

understanding of the process can be achieved. This

will lead to a better judgement in the design and

viability of the To Be process.

Consultants’ Corner

6 5WH Description Information obtained Use of information obtained

1W What is the activity? A general description of the

activity can be understood by this query

Generally, the answer to this question is the activity description in the process map

2W Who is performing the activity?

The person responsible for per-forming the function

Accountability is provided for each activity and can be used in reporting Layer

3W Where is the activity performed?

Activity can happen at different locations in the enterprise

Location in which the activity is performed is used in the process description

4W

When is the activity performed?

Timing of the activity whether performed on an hourly, weekly or monthly basis

In case the activity is to prepare a report, its periodicity is recorded in the reporting layer. Additionally, timing of the activity can be included in its description

5W

Why is the activity performed?

Reason behind performing this function

An understanding of the reason why the activity is performed is obtained providing an insight of its prominence in the larger picture. It is useful for decision making while re-engineering the process as to whether the activity is crucial to the process

H

How is the activity performed?

Method(s) used to perform the activity

The same activity can be performed using different methods. During re-engineering, the method of performing the activity can be modified to produce better results

Mr. Vinod Murali

can be reached at vinod.m@ncrcl.com

If you want others to be happy, practice com-

passion. If you want to be happy, practice

compassion.

- Dalai Lama

The picture above shows the various stages and

activities involved in the Business Process Mapping

stages.

The stages are:

1. Process Study

2. Documentation

3. Validation

4. AS IS Documentation

5. Issues Identification

6. TO BE Documentation

Stage 1: Process Study

In this stage the Complete Study of the organization

takes place. The processes are either studied by

keeping the business process in view or the depart-

mental functions. During the study, many an

Interactive Discussions takes place between the

experts and personnel of the organization.

B usiness Process Mapping (BPM) is one of

the core competencies of NCRCL. BPM is

the presentation of activities by linking one to

one to make a logical flow, show the reader can

understand the various functions of the business

entity. The objective of the BPM is to help the

organisation by presenting the process logically,

highlighting process gaps, proving solutions and

reengineer wherever required. The BPM in any

organisation passes through a series of stages to

achieve the ultimate objective. NCRCL has developed

a methodology after a decades of research and

experiments with different industries and different

sectors.

Business Process Mapping

Consultants’ Corner

7

Wisdom tells me I am nothing. Love tells me I

am everything. And between the two my

life flows.

- Nisargadatta Maharaj Contd on next page

and weaknesses which have been addressed in the

designing of „TO BE‟ processes. Wherever NCRCL

felt the need for re-aligning and reengineering the

processes is felt, the same shall be have been fine

tuned or revised. Also the department wise

sub-processes shall be have been identified by alpha

numeric codes, in order to make easy sub-process

identification and action for reengineering.

Every process layer begins with a process profile.

This profile summarizes the process owner, list of

documents, registers & and reports involved, and the

start activity and & the end activity. This gives the big

picture overview of the complete process and

sub-processes.

There are various methods of presentations of the

process charts, some of them are:

Simple vertical flow chart

Swimlane flow chart (Horizontal or Vertical)

NCRCL® has been practicing Swimlane flow chart for

the presentations of process maps. In the Swimlane

method of presentation of flow charts, the pool and

lanes are used to distinguish the departmental or

authority functions. If in any department, both the

department and authorities are shown, the

department is represented by the pool and all

authorities are represented by lanes.

Stage 2: Documentation

During this stage the Workflow Mapping of the various

functions takes place. During the workflow mapping,

the Integration of the processes is done by linking the

inter-departmental and intra-departmental activities.

Stage 3: Validation

The most important aspect in the study is to justify the

expert‟s understanding of the organization functions

and activities. These are done with the help of

Meetings and Discussions with the personnel.

Stage 4: AS IS Documentation

After the clear understanding of the business

processes of the organizations, the AS IS

documentations is are done. The output shows the

exact picture how the organization is functioning. The

AS IS documentation is finalized and handed over to

the organizations.

Stage 5: Issues Identification

This is most crucial and intelligent stage where a

paradigm shift happens for the organization. The Gap

Analysis is done by identifying the process gaps by

the experts. The Consultants‟ BPR Experience helps

to plug the gaps and reengineer the processes

wherever required. In this stage lots and lots of

Brainstorming takes place between various experts to

give the right solution to the organization.

Stage 6: TO BE Documentation

After brainstorming with various experts and

understanding the gaps in the existing processes the

time comes for the presentation of the TO BE Process

documentation is prepared. The TO BE process

documentation shows the appropriate processes flow

by plugging the gaps, adopting new activities as

required, discarding unnecessary activities etc. This

documents is presented in four layers viz.,.

The four layers are

i. Process layer

ii. Document Layer

iii. Authority layer and

iv. Reporting layer

Process Layer: This involves a complete mapping of

the intra-departmental and inter-departmental

processes in the organization. This gives clarity of the

processes existing in the organization and also throws

light on the various process gaps

Contd on next page

Often, when we feel empty it is because we

don't give enough. Not because we don't

have enough.

- Daily Good Editors

Consultants’ Corner

8

This presentation of four

layers in process

documentation is designed

by NCRCL and is part of

“ProMap”

The following icons are used in the Process Layer:

Consultants’ Corner

9

Contd on next page

Symbol Meaning and How to Read

Process Flow

This symbol indicates the flow from one process/sub-process/activity to another. This is helpful in gaining an easy understanding of the process flow, i.e. the logical sequence in which things happen in a department. An arrow coming from one symbol and ending at another symbol represents that control passes to the symbol the arrow points to.

Process/Activity

This symbol depicts an activity in the process flow. Each of the activities has been coded with an Alpha-Numeric Code with the following Convention AA-00-0. The coding methodology of the processes are as under:

Dept Name Process Code Activity Code

AA 00 00

Process/Sub-Process

A Process/Sub-Process is depicted with this symbol. This means that this process/sub-process has been covered separately and has a unique process diagram explaining the same. This process/ sub-processes have the same alphanumeric code format as explained.

Branching

When a process leads to one or more processes/activities, the branching symbol has been used.

Decision Box

Decisions are represented by a diamond and typically contain a Yes/No question or Ok/Not ok test. This symbol is unique in that it has two arrows coming out of it, one corresponding to Yes or Ok, and one corresponding to No or Not Ok.

Connector

Connectors are used either on page or off page, if the process map is too big to fit in one page or difficulties in establishing the process flow.

Automated

In the reengineering environment, some of the activities are automated which are highlighted with the help of this icon.

Authorization

Authorization is for the documents and reports. In the process flow, where the documents are authorized by a any authority is indicated by this icon.

Document

Wherever any of the activities in the process flow accompany any document, it is indicated with this icon.

Register

Wherever any of the activities in the process flow accompany any register, it is indicated with this icon.

Risk

This icon shows the inherent risks in the activities. This helps the user to take extra caution while performing the activities.

Leading To

These are usually at the end of a process/sub-process indicating the logical next step or connection to the next process/sub process in the process flow.

Start/End

These usually contain the word "Start" or "End", or another phrase signalling the start or end of a process.

Leading to

A Process Layer is given below as example

The other layers of documentation have been discussed in

the article “Business Process Document” Mr. U S Mohanty

can be reached at mohanty@ncrcl.com

Opinion Poll Result

Best article in the Oct-Nov 2013 issue of Consultants’ Corner

The Editorial Team thanks its readers for taking part in this poll. We

request our readers to actively participate in this Opinion Poll since

the annual best article for CC would be selected based on your votes.

Total no. of votes

polled: 11

- Albert Einstein

There are two ways to live: you can live as if nothing is a miracle, or you can live as if everything is a

miracle.

Consultants’ Corner

10

7. Description of Process maps

8. Document and Authority profile

9. Report Profile

10. Policy and Guidelines

11. Document & Report Formats

Purpose: The purpose of business process document

must be clear and mentioned in the document. The

reason for development of process document must be

clear. There are few purposes that the document is

developed viz., to give the reader an overview of the

business processes in the organization and the

inter-departmental information flows; to identify

activities and processes for reengineering and/or

process automation; or to provide a very good base

for monitoring process efficiency and establishing a

strong internal control system.

Organization Structure:

A structure of the organization should be a part of

business process document. The Organizational

structure determines how the roles, power and

responsibilities are assigned and coordinated

between different departments or divisions. It also

explains how the information flows between the

different levels of authorities.

Process Chart: A map or diagram of the process

should be developed to show the whole process in a

single place. Dividing a process into sub-processes

and creating a map for each sub-processes is often

useful to the stakeholders.

A Business Process Document is a well struc-

tured document for all the business proc-

esses within an organization. A business

process document defines the role and responsibility

of all the stakeholders in the organisation and acts as

a guide to them. The processes referred in the docu-

ment are standardized and all the stakeholders of that

process understand and agree on how a process is

supposed to run. It also serves as the baseline for

training documents to prepare new employees/

stakeholders for that process.

Most organizations have come to realize that if they

want to expand their business/to realise their

potential, they must operate in a systematic way or in

other words, they must have a set of standard

business processes.

Any organization generally is built on four pillars viz.,

Policy, People, Process and Technology i.e., 3PT.

Policy provides all the stakeholders with clear roles

and responsibilities, having the right People,

motivated and performing is naturally a key

requirement to performance and Process defines the

work flow among people in the organisation.

Technology provides people with the right tools to do

their jobs well are also vitally important to ensure

success. The Business Process document is one

which holds it all together. It acts as glue between the

3PT constituents.

Contents of a Business Process document

1. Purpose

2. Organization structure

3. Process chart

4. Interfaces with Other Processes

5. Ownership of activities

6. Specify supporting Technology/Business

automation tool for activities

Consultants’ Corner

11

Contd on next page

The idea that some lives matter less is the root

of all that's wrong with the world.

- Paul Farmer

Essentials of a good Business Process Document

Reports Profile: Under each department, the key

Management Information System reports are to be

given in the reports profile. The reports are based on

the key decision making needs of the department

head. For each report, a report code is to be

assigned. The report name, brief description,

preparer, primary user and the periodicity for each

report are indicated in the reports profile.

Policy and Guidelines: A well-structured

documentation system should be derived from

corresponding business policy. Subordinate to the

business process document are documents

that address procedures used to realize and

implement the process, as well as possible work in-

structions to provide additional required detail.

The policy, guideline, process documentation and

work instructions should be organized together.

The process code,

description, Process

Owner, person who

validated the process,

Version number, date

of last updation and

the legend should be

presented on top of

the process chart.

Each process and

activities within the

process contain a

code for easy

identification.

Process Description:

Write a description of

the process that

references the process

map and provides

information that

applies to the process as a whole. The activity-wise

description is to be tabulated under each Process

Chart. This is to be cross referenced to the Chart with

the activity code.

Document and Authority Profile: The key

documents that are associated with the process

should also be explained. The document profile

contains details of all documents that are generated/

used in that department. These documents could be

electronic or manual. A document code is to be given

for each document. Details like who prepares the

document, who approves, to whom it is sent, the

format of the document (email/physical etc.) are

mentioned against each document in the document

profile.

Contd on next page

Activity Code Activity Descriptions

Docu-

ment

Code

Document

Name

Prepared/

Generated

By

Ap-

proved

By

Type Sent

To

Copies

<<email/

physi-

cal>>

Re-

port

Code

Report

Name

Description Pre-

pared

By

Primary

User

Perio-

dicity

<<we

ekly/

month

ly>>

Our own life is the instrument with which we

experiment with the truth.

- Thich Nhat Hanh

Consultants’ Corner

12

Reduction in Turnaround time and money:

An organization with defined processes can find

opportunities to improve efficiency without sacrificing

quality and consistency. They can identify duplication

of effort and spot areas that are being overlooked, in

other words they can identify gaps in the processes,

and fix them in lesser time.

Internal Control:

An organization with defined process can ensure

effective internal control over its activities. At the time

of audit, the auditor can refer the Business Process

document to understand the defined processes and

identify the gaps between the actual and defined

process.

Use as a guide for new employees:

Processes provide a blueprint for new employees,

and enable cross-training to minimize business

interruption in case of illness/employee turnover. It

also enables to understand what roles to hire for and

identify those skill gaps if any.

Document and Report Formats: The documents

and reports that are listed in Document and Authority

profile and Report profile must have standard formats.

Developers of documents should be aware of the

needs of the stakeholders while designing the formats

Benefits of a Business Process Document

For Better understanding:

A common need among organizations is the ability to

describe their processes in a way that their

stakeholders will quickly and easily understand. The

document that accurately explains how a process

works is a critical need for all organizations.

To standardize business activities:

It is observed in most of cases that all the

stakeholders do not work in a structure way. To

ensure efficiency and effectiveness in the business

activities standardisation is crucial. A well designed

business process document ensures this.

Help in SWOT Analysis:

Organizations with defined processes are better able

to evaluate their strengths and weaknesses and

identify opportunities for improvement. They can

improve their processes which help them to increase

stakeholder‟s satisfaction and loyalty. They are better

able to cope with the unknown and react swiftly to

changes in the competitive landscape. In short, the

business process document help them to identify

when they are doing things right, and can more

quickly course correct when they are not.

Consultants’ Corner

13

Mr. Gopal Agarwal

can be reached at gopal@ncrcl.com

1. Agastya is one of the projects that has won the Google impact challenge award of US $ 500,000. What is it

about?

2. Which Indian brand is the world‟s fastest growing whisky (scotch) brand?

3. RBI has recently said that it is possible for foreign banks to be treated nearly at par with national banks, if they

become what?

4. How is Tirumala Tirupati Devsthanams promoting walking among the devotees visiting the Balaji temple?

5. After the Du Plessis ball tampering controversy what essential

requirement in trousers has been asked to be removed from

cricketer‟s trousers by ICC by 2015?

Send in your answers to the editor at cc@ncrcl.com

Participants with the correct entry will be awarded with a Recognition

Certificate by NCRCL.

Last issue answers. 1. Prem Watsa; 2. Rajini (Rajinikant); 3. One; 4. Anil Ambani;

5. Voluntary Compliance Encouragement Scheme

Right answers for the previous

issue quiz was given by

Bhavana R & Madangi A

!!! Congratulations !!!

What’s up at NCRCL?

Birthday wishes

Dr. RS Murali, Ashok Rao, Kishore interact with the SERP officials during their visit

to Hyderabad & Bibinagar on 22nd October 2013 as part of their Project with SERP

Ashok Rao - 11th Jan Deepak S - 30th Dec

Madangi Anand - 7th Dec Suresh C S - 19th Dec

NCRCL Bangalore staff enjoying their one day trip to Talakadu & Somanathapura,

on 2nd Oct 2013

Ayudha Pooja being celebrated on

11th October at NCRCL Bangalore and

12th October at NCRCL Chennai

Consultants’ Corner

14

Study Circle Presentation at NCRCL

1. Dr. R.S. Murali conducted a session on “Consulting Process - Part I” on 05th Oct 2013.

2. Dr. R.S. Murali conducted a session on “Consulting Process - Part II” on 11th Oct 2013.

3. Dr. R.S. Murali conducted a session on “Preparing ourselves for Consultancy’” on 25th Oct 2013.

Happy Married Life!!!

Babu Rajendra Prasad from NCRCL,

Chennai exchanged marital vows with

Mahalakshmi R on 15th Nov 2013

Team NCRCL wishes the couple a

blissful married life forever.

Neeta Raval joined NCRCL® Chennai as

Admin Officer in October 2013.

We extend a very warm welcome to

YOU!!

Editorial Board

Mr. C S Suresh, Executive Director

Mr. Ashok Rao, Executive Director

Editors

Ms. Sandya M, Consultant

Mr. Karthik M V, Consultant

Published by

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Email to cc@ncrcl.com

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of clients, through values and social commitment.

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