Personally designed (content + graphics design), officially accredited AgilePM® (Agile Project Management) Foundation courseware.
AgilePM® is a Registered Trade Mark of Dynamic Systems Development Method Limited.
Trademarks are properties of the holders, who are not affiliated with courseware author.
2. Start and finish Course style
LunchCoffee and breaks
M00 - Course introduction 2/11 | 2/270
3. The underpinning philosophy, principles, terminology
of AgilePM
The lifecycle of an AgilePM project
The products/artefacts produced by AgilePM project
AgilePM roles and responsibilities
AgilePM recommended techniques, their benefits
and limitations
The mechanisms for control and how to test,
estimate and measure progress in an Agile project
Main goal
Attempt Foundation exam with confidence
Communicate freely within AgilePM project,
understanding its principles and philosophy
Secondary goal
Benefits and value of Agile and AgilePM
M00 - Course introduction 3/11 | 3/270
4. Please share with the class:
Your name and surname
Your organization
Your profession
Title, function, job responsibilities
Your familiarity with the
agile project management
Your familiarity with the business
analysis
Your experience with DSDM/AgilePM/
Scrum and BABOK
Your personal session expectations
M00 - Course introduction 4/11 | 4/270
5. Foundation Exam
Paper based and closed book exam
Only pencil and eraser are allowed
Simple multiple (ABCD) choice exam
Only one answer is correct
60 questions, pass mark is 30 (50%)
1 hour exam
No negative points, no “Tricky Questions”
No pre-requisite for Foundation exam
Sample, two (official) mock exams are
provided to you
Candidates completing an examination in a language that
is not their mother tongue, will receive additional time
M00 - Course introduction 5/11 | 5/270
6. Practitioner Exam
Paper based and open book exam
Reference to AgilePM Handbook ONLY
Handbook is provided for students
2 hour exam
Complex multiple choice - Objective Test
4 questions worth 15 marks each (60
marks), pass mark is 30 (50%)
Pre-requisite for AgilePM Practitioner
AgilePM Foundation or
DSDM Atern Foundation certificate or
DSDM Advanced Practitioner certificate
Candidates completing an examination in a language that
is not their mother tongue, will receive additional time
M00 - Course introduction 6/11 | 6/270
7. Handbook Page
AgilePM syllabus section code and title
LP Lifecycle and Products
PR People and Roles
TE Techniques
CO Control
Module slide number / total module slides
Slide number /
total slides
Module number
and name
AgilePM
handbook page
AgilePM syllabus
section code
AgilePM is defined in the Agile
Project Management Handbook
• v1.2, 2013
• ISBN 0-9544832-4-3
SyllabusM00 - Course introduction 7/11 | 7/270
8. See Appendix #2 for more mind maps from DSDM Consortium products
M00 - Course introduction 8/11 | 8/270
10. Freeware, scalable
AgilePM PDF
reference card
Project Phases vs Products vs
Roles vs Responsibilities in one
big reference card
Free to download, use
and share
M00 - Course introduction 10/11 | 10/270
11. twitter.com/mirodabrowski
linkedin.com/in/miroslawdabrowski
google.com/+miroslawdabrowski
miroslaw_dabrowski
www.miroslawdabrowski.com
Mirosław Dąbrowski
Agile Coach, Trainer, Consultant
(former JEE/PHP developer, UX/UI designer, BA/SA)
Creator Writer / Translator Trainer / Coach
• Creator of 50+ mind maps from PPM and related
topics (2mln views): miroslawdabrowski.com
• Lead author of more than 50+ accredited materials
from PRINCE2, PRINCE2 Agile, MSP, MoP, P3O, ITIL,
M_o_R, MoV, PMP, Scrum, AgilePM, DSDM, CISSP,
CISA, CISM, CRISC, CGEIT, TOGAF, COBIT5 etc.
• Creator of 50+ interactive mind maps from PPM
topics: mindmeister.com/users/channel/2757050
• Product Owner of biggest Polish project
management portal: 4PM: 4pm.pl (15.000+ views
each month)
• Editorial Board Member of Official PMI Poland
Chapter magazine: “Strefa PMI”: strefapmi.pl
• Official PRINCE2 Agile, AgilePM, ASL2, BiSL methods
translator for Polish language
• English speaking, international, independent
trainer and coach from multiple domains.
• Master Lead Trainer
• 11+ years in training and coaching / 15.000+ hours
• 100+ certifications
• 5000+ people trained and coached
• 25+ trainers trained and coached
linkedin.com/in/miroslawdabrowski
Agile Coach / Scrum Master PM / IT architect Notable clients
• 8+ years of experience with Agile projects as a
Scrum Master, Product Owner and Agile Coach
• Coached 25+ teams from Agile and Scrum
• Agile Coach coaching C-level executives
• Scrum Master facilitating multiple teams
experienced with UX/UI + Dev teams
• Experience multiple Agile methods
• Author of AgilePM/DSDM Project Health Check
Questionnaire (PHCQ) audit tool
• Dozens of mobile and ecommerce projects
• IT architect experienced in IT projects with budget
above 10mln PLN and timeline of 3+ years
• Experienced with (“traditional”) projects under high
security, audit and compliance requirements based
on ISO/EIC 27001
• 25+ web portal design and development and
mobile application projects with iterative,
incremental and adaptive approach
ABB, AGH, Aiton Caldwell, Asseco, Capgemini, Deutsche Bank,
Descom, Ericsson, Ericpol, Euler Hermes, General Electric,
Glencore, HP Global Business Center, Ideo, Infovide-Matrix,
Interia, Kemira, Lufthansa Systems, Media-Satrun Group,
Ministry of Defense (Poland), Ministry of Justice (Poland),
Nokia Siemens Networks, Oracle, Orange, Polish Air Force,
Proama, Roche, Sabre Holdings, Samsung Electronics, Sescom,
Scania, Sopra Steria, Sun Microsystems, Tauron Polish Energy,
Tieto, University of Wroclaw, UBS Service Centre, Volvo IT…
miroslawdabrowski.com/about-me/clients-and-references/
M00 - Course introduction 11/11 | 11/270
Accreditations/certifications (selected): CISA, CISM, CRISC, CASP, Security+, Project+, Network+, Server+, Approved Trainer:
(MoP, MSP, PRINCE2, PRINCE2 Agile, M_o_R, MoV, P3O, ITIL Expert, RESILIA), ASL2, BiSL, Change Management,
Facilitation, Managing Benefits, COBIT5, TOGAF 8/9L2, OBASHI, CAPM, PSM I, SDC, SMC, ESMC, SPOC, AEC, DSDM Atern,
DSDM Agile Professional, DSDM Agile Trainer-Coach, AgilePM, OCUP Advanced, SCWCD, SCBCD, SCDJWS, SCMAD, ZCE 5.0,
ZCE 5.3, MCT, MCP, MCITP, MCSE-S, MCSA-S, MCS, MCSA, ISTQB, IQBBA, REQB, CIW Web Design / Web Development /
Web Security Professional, Playing Lean Facilitator, DISC D3 Consultant, SDI Facilitator, Certified Trainer Apollo 13 ITSM
Simulation …
13. 1. Defining agile and AgilePM
2. AgilePM philosophy and principles
3. AgilePM roles and responsibilities
4. Preparing for AgilePM project
5. AgilePM project lifecycle, phases and products
6. Communication
7. Delivering on time - prioritization and timeboxing
8. Requirements, estimating and measurement
9. Project planning
10. Never compromising quality
11. Project control and risk management
M01 - Defining agile and AgilePM 2/27 | 13/270
14. A philosophy and a mindset
Flexibility, agility, adaptability, incremental delivery,
iterative cycle, fast and constant feedback, engagement
Working closely and constantly with customer throughout
Ensuring final solution actually meets business needs
Focusing on business value/outcome NOT strictly project plan/output
Focusing on value delivery NOT on fixed product definition
Deferring decisions about details as late as possible
No “big design up front” (BDUF), rather Enough Design Up Front (EDUF)
“If a process is too unpredictable or too complicated for the planned, (predictive)
approach, then the empirical approach (measure and adapt) is the method of choice“
Ken Schwaber
14M01 - Defining agile and AgilePM 3/27 | 14/270
21. “We are uncovering better ways of developing software by
doing it and helping others do it”
Through this work we have come to value
Traditional Agile
Processes and Tools over People and Interactions
Comprehensive Documentation over Working Software
Contract Negotiation over Customer Collaboration
Following a Plan over Responding to Change
While there is value in the items on the right; we value the items on the left more.
(but Agile is not just about delivering software, it applies to all types of project)
www.agilemanifesto.org
M01 - Defining agile and AgilePM 10/27 | 21/270
22. Approaches typically call for a significant
amount of formality and detail
Big Design Up Front (BDUF)
Requirements are captured in a formal set
of documents which follow standardized
templates
This may be preceded by a number of
detailed requirements related documents,
built with increasing levels of detail,
including a high level vision and low level
functional requirements documents
Relevant stakeholders must generally
formally approve each of these documents
before work begins
Sequential /
cascade / waterfall
M01 - Defining agile and AgilePM 11/27 | 22/270
23. Different style of management (compared
to traditional (a.k.a. waterfall))
Enabling constant change during elaboration of
the detail
Continuously correcting course
Maintaining aim on target -> value (delivering a
usable solution on a fixed date)
Monitoring progress in a different way
Measured by delivery of products (not by activity)
Sustaining the high rate of progress throughout
Targeting and motivating empowered
teams (Not directing them)
Servant Leadership
Collaboration requires a no-blame culture
Building culture of team success/failure
Incremental, iterative
and adaptive
M01 - Defining agile and AgilePM 12/27 | 23/270
24. Plan Design Code Test Release Review
Decision Demo
Value to business after
big bang deployment
Working solution
M01 - Defining agile and AgilePM 13/27 | 24/270
25. Ability to Change
Business Value Risk
(of delivering wrong solution)
Waterfall
time
time time
time
?
Business Engagement
(visibility)
M01 - Defining agile and AgilePM 14/27 | 25/270
26. Project adaptation for
changed/new business
requirements
Project adaptation for
changed/new business
requirements
Project adaptation for
changed/new business
requirements
Plan Design Code Test Release Review
Working solutionAgilePM is not just smaller waterfall!
Value to business after
big bang deployment
Plan
Review
Plan
Review
Plan
Review
Plan
Review
Test
Analyse
Test
Analyse
Test
Analyse
Test
Analyse
Value to business after
deployment #1
Value to business after
deployment #2
Value to business after
deployment #3
Value to business after
final deployment #4
Decision Demo Decision Demo Decision Demo Decision Demo
M01 - Defining agile and AgilePM 15/27 | 26/270
27. Waterfall Agile
Business Value
time
time time
time
Ability to Change
Risk
(of delivering wrong solution)
Business Engagement
(visibility)
M01 - Defining agile and AgilePM 16/27 | 27/270
28. Simple (straightforward)
Everything is known
Complicated
More is known than unknown
Complex
More is unknown than known
Chaotic (unpredictable)
Very little is known
TECHNOLOGY
REQUIREMENTS
Far from
Agreement
Close to
Agreement
Close to
Certainty
Far from
Certainty
Source: Strategic Management and Organizational Dynamics by Ralph
Stacey in Agile Software Development with Scrum by Ken Schwaber and
Mike Beedle.
Agile thrives
here
M01 - Defining agile and AgilePM 17/27 | 28/270
29. Agile Project Management is based on
another method called DSDM Atern
DSDM - The oldest established Agile
approach
Originally launched in 1994
DSDM is owned by The DSDM
Consortium
A not-for-profit collegiate organization
www.dsdm.org
Certification of individuals from
AgilePM is maintained globally by
APMG International
9M01 - Defining agile and AgilePM 18/27 | 29/270
30. Agile project delivery framework that
delivers the right solution at the right time
Project team and significant stakeholders being
focused on the business outcome
Delivery is on time ensuring an early ROI
All people involved work collaboratively to
deliver the optimum solution
Work is prioritised according to business need
and the ability of users to accommodate
changed in the agreed timescale
Atern does not compromise on quality i.e. the
solution is not over or under engineered
Atern Agility
Atern Flexibility
Hybrid method combining project
management with product delivery
Lead author:
Keith
Richards
14M01 - Defining agile and AgilePM 19/27 | 30/270
31. An Agile full Project Delivery Framework that delivers the
right solution at the right time
Any kind of project
Focused on business value
On time and in budget
Quality and control
Incremental
Iterative
Adaptive
Collaborative
Right solution at the right time
Established and proven integration
with PRINCE2
M01 - Defining agile and AgilePM 20/27 | 31/270
32. 02.1995
•DSDM V1
12.1995
•DSDM V2
09.1997
•DSDM V3
2002
•DSDM
V4
2003
•DSDM
V4.1
2006
•DSDM
V4.2
2008
•DSDM V5
(Atern)
07.2010
•AgilePM
V1
Published
online
Published
online
also
published
online
M01 - Defining agile and AgilePM 21/27 | 32/270
34. What is the Requirement or Context?
Simple or Complex Environment?
Simple Product Development?
On-going backlog of features/improvements to be built
Delivering Projects and Programmes?
Full project lifecycle
Cross project dependencies
Minimal formality or within a structured
corporate culture?
Constant contact with client/business?
M01 - Defining agile and AgilePM 23/27 | 34/270
35. Lightweight agile approaches adequate
for simpler environments
Complex environments need a fuller Agile
approach
Concept of “Project” management and delivery
Project Manager role
Full lifecycle
Compliance and regulations requirements
Recognizing the constraints of corporate culture
Integrated project gateway systems with compliance
and audits checks
15M01 - Defining agile and AgilePM 24/27 | 35/270
36. Does your organization promote Agile?
Are there any formal projects managed in
Agile style in your organization?
Which Principles are used in you
organization?
Are there any formal approaches defining
which principle?
Polices, documents, management practices …
Are there any centre of excellences
providing knowledge of Agile?
Are you using Agile for entire project,
or just for specific project phases/areas?
M01 - Defining agile and AgilePM 25/27 | 36/270
40. 1. Defining agile and AgilePM
2. AgilePM philosophy and principles
3. AgilePM roles and responsibilities
4. Preparing for AgilePM project
5. AgilePM project lifecycle, phases and products
6. Communication
7. Delivering on time - prioritization and timeboxing
8. Requirements, estimating and measurement
9. Project planning
10. Never compromising quality
11. Project control and risk management
M02 - AgilePM philosophy and principles 2/39 | 40/270
41. M02 - AgilePM philosophy and principles 3/39 | 41/270
42. Projects must be aligned to clearly defined strategic goals
Focus on early delivery of real benefits to the business
To be successful requires
Key stakeholder understanding of business objectives
Empowerment to the appropriate level
Constant and ongoing collaboration with the client and end users
to deliver the right solution at the right time according to business
priorities
Stakeholders willing to deliver a fit-for-purpose solution (not full
scope solution)
Acceptance that change is inevitable and it is integral part of our
lives and as well part of our projects
18M02 - AgilePM philosophy and principles 4/39 | 42/270
43. Every project is different, principles have to be adapted
„adopt and adapt” approach
AgilePM need to determine the correct level of rigour
Too much formality can slow progress down, even cause paralysis
Too little formality can lead to a seat-of-the-pants approach
Risk assessment is undertaken early on in the project
lifecycle and is part of project lifecycle
e.g. using Project Approach Questionnaire (PAQ)
Ensure AgilePM projects are not „out of Governance”
Maintain people empowerment and degree of freedom
15M02 - AgilePM philosophy and principles 5/39 | 43/270
44. Principles support the philosophy
AgilePM has 8 principles
Highlight attitude and mindset needed by team
Compromising any principle undermines philosophy
And introduces risk (threats)
Applying all principles ensures maximum benefit
Collectively principles enable organizations (not just
projects) to collaboratively deliver best value solutions
19M02 - AgilePM philosophy and principles 6/39 | 44/270
45. 1. Focus on the business need
2. Deliver on time
3. Collaborate
4. Never compromise quality
5. Build Incrementally from firm foundations
6. Develop Iteratively
7. Communicate continuously and clearly
8. Demonstrate control
M02 - AgilePM philosophy and principles 7/39 | 45/270
46. “There is nothing so
useless as doing
efficiently that which
should not be done
at all.”
Peter F. Drucker
M02 - AgilePM philosophy and principles 8/39 | 46/270
47. Decisions are always based around project goal
To deliver WHAT business NEEDS (not just wants) it to deliver,
WHEN it needs to be delivered
Needs can be different that requirements
Requires to
Explore and understand true business priorities
Establish sound and agreed business case
Deliver Minimum Useable Subset of requirements
Principle supported by
Roles: Business Sponsor, Business Visionary
Products: Business products agreed at Foundations
Techniques: MoSCoW, Timeboxing
20M02 - AgilePM philosophy and principles 9/39 | 47/270
48. “My favorite things in life
don't cost any money. It's
really clear that the most
precious resource we all
have is time.”
Steve Jobs
M02 - AgilePM philosophy and principles 10/39 | 48/270
49. Requires to
Timebox the work (aka. Sprint in Scrum) the work
Have clear focus on business priorities and needs (not just
requirements)
Always hit deadlines - predictable deliverables
Build confidence through predictable delivery and maintain reputation
DO NOT EVER EXTEND TIMEBOX!
Instead deliver smaller scope
Principle supported by
Roles: Project Manager, Team Leader
Techniques: MoSCoW, Timeboxing
21
Hurts Agile culture; Breaks
habits; Lowers teams
reputation as a trusted
business partner
M02 - AgilePM philosophy and principles 11/39 | 49/270
50. “Good design begins
with honesty, asks
tough questions, comes
from collaboration and
from trusting your
intuition.”
Freeman Thomas
M02 - AgilePM philosophy and principles 12/39 | 50/270
51. Requires to
Involve the right stakeholders at the right time, throughout project
Ensure team members are empowered to make decisions
on behalf of those they represent
Encourage pro-active involvement from the business
representatives
Build a one team culture (also between supplier and customer)
Work in a spirit of active cooperation and commitment
Principle supported by
Roles: Business Sponsor, Business Visionary, Business Ambassador
Techniques: Facilitated Workshops, Daily Stand-ups
21M02 - AgilePM philosophy and principles 13/39 | 51/270
52. “Quality is not an act,
it is a habit.”
Aristotle
M02 - AgilePM philosophy and principles 14/39 | 52/270
53. Requires team to
Set level of quality at the outset
A solution has to be “good enough”
Right-engineering (no under-engineering or over-engineering)
Ensure quality does not become a variable
Design, document and test appropriately and continuously
Test early and continuously - ”fail fast, learn fast”
Build in quality by constant review with the right people
Principle supported by
Roles: Solution Tester
Products: Testing products
Techniques: MoSCoW, Timeboxing, Daily Stand-ups
Early and integrated testing
21 - 22M02 - AgilePM philosophy and principles 15/39 | 53/270
54. “The increment must
be completed,
meaning the
increment must be a
complete piece of
usable software.”
K. Schwaber,
J. Sutherland
M02 - AgilePM philosophy and principles 16/39 | 54/270
55. Requires teams to
Build complete, small chunks (increments) from firm foundations
Strive for early delivery of business benefit where possible
Incremental delivery (of value to production/live environment)
Continually confirm correct solution is being built
Incremental delivery encourages stakeholder confidence,
offering a source of feedback for use in subsequent Timeboxes
Formally re-assess priorities and ongoing project viability
Principle supported by
The DSDM Lifecycle phases
Solid base of knowledge during Feasibility and Foundations
Incremental development through Evolutionary Development
Incremental deployment through Deploy
22M02 - AgilePM philosophy and principles 17/39 | 55/270
57. “People don’t know
what they want until
you show it to them.”
Steve Jobs
M02 - AgilePM philosophy and principles 19/39 | 57/270
58. Nothing built perfectly 1st time
Requires team to
Do enough design up front (EDUF) to create strong foundations
Build products using an iterative approach
Build customer feedback into each iteration
Accept that most detail emerges later rather than sooner
Embrace change - the right solution will not evolve without it
Change is inevitable, allow for it and harness its benefits
Be creative, experiment, learn, evolve
Principle supported by
Iteration and constant review (client and user)
Ensures the evolving solution aligns with what business really needs
22M02 - AgilePM philosophy and principles 20/39 | 58/270
59. “Electric communication
will never be a substitute
for the face of someone
who with their soul
encourages another
person to be brave and
true.”
Charles Dickens
M02 - AgilePM philosophy and principles 21/39 | 59/270
60. Requires to
Use “rich visual communication” like modelling, prototyping
e.g. (less formal) UI prototyping, mockups, mind maps, …
e.g. (more formal) UML / SysML, BPMN, OBASHI, Archimate, …
Present iterations of evolving solution early and often
Keep documentation lean and timely
Encourage informal, face-to-face communication at all levels
Principle supported by
Techniques: Facilitated workshops, Daily Stand-ups
Clearly defined roles
Constant user involvement and empowerment
Models and prototypes
23M02 - AgilePM philosophy and principles 22/39 | 60/270
61. “The company owner
doesn't need to win.
The best idea does.”
John C. Maxwell
M02 - AgilePM philosophy and principles 23/39 | 61/270
62. In many environments it is not enough simply to be in
control, it needs to be able to prove it
Requires to
Use appropriate level of formality for tracking and reporting
Make plans and progress visible to all stakeholders
Measured progress through delivery of products
Manage proactively (management by exception)
Continuously evaluate project viability based on business
objectives
Principle supported by
Roles: Project Manager, Team Leader
Techniques: Timeboxing
Products: Management Foundations, Timebox Plans
23M02 - AgilePM philosophy and principles 24/39 | 62/270
63. It is vital that stakeholders buy in to the Philosophy. They will get a
working solution on the agreed date, but they should not expect a
100% solution. As stakeholders, they are able to drive what is
important, so they will get what the business needs
Be open and clear about the Philosophy and the way Atern delivers
right from the start. Be prepared for stakeholders initial concerns
„So at the start you can't tell me exactly what I'll get at the end?”.
In Atern projects, the majority of the negotiation is around the fine detail, not
the major headlines
Treat non-adherence to the principles as a risk
Breaking any of the principles will be a significant risk to the success of the agile
process and the success of the project
Discuss the Principles openly with the project team at the
start of the project and ensure everyone buys into them
18, 24M02 - AgilePM philosophy and principles 25/39 | 63/270
64. M02 - AgilePM philosophy and principles 26/39 | 64/270
65. Agile to be successful requires _____?
a) on time delivery, according to business priorities
b) collaboration to deliver the right solution
c) acceptance that change is inevitable
d) key stakeholder understanding of business objectives
M02 - AgilePM philosophy and principles 27/39 | 65/270
66. Which are characteristics of Self Directed Teams (Agile)?
a) Comply with processes, regardless of outcome
b) Compete
c) Continuously look for better ways of working
d) Focus on low-level objectives
M02 - AgilePM philosophy and principles 28/39 | 66/270
67. Which is an AgilePM principle?
a) Focus on Benefits
b) Test Continuously
c) Clarify and Refine
d) Never Compromise Quality
M02 - AgilePM philosophy and principles 29/39 | 67/270
68. How Agile is managing Change Management?
a) Baseline prototype, at least at the end of Development
Timebox
b) Manage change in every element in project
c) Change is not recommended
d) Few, or even no baselines
M02 - AgilePM philosophy and principles 30/39 | 68/270
69. What Agile state as 4 project parameters?
a) Time, cost, quality and benefits
b) Time, facilities, results, benefits
c) Cost, quality, time, features
d) Quantity, time, cost, future
M02 - AgilePM philosophy and principles 31/39 | 69/270
70. Self Directed Teams (Agile) _____.
a) take initiative
b) co-operate
c) continuously look for better ways of working
d) comply with processes, regardless of outcome
M02 - AgilePM philosophy and principles 32/39 | 70/270
71. Which of these is an AgilePM principle?
a) Communicate often
b) Communicate Verbally
c) Communicate Formally
d) Communicate Continuously and Clearly
M02 - AgilePM philosophy and principles 33/39 | 71/270
72. On of characteristics of Agile Project Management is_____.
a) similar style of management like traditional
b) strictly adhering to project plan
c) measured by delivery of products (not by activity)
d) measured by project plan progress
M02 - AgilePM philosophy and principles 34/39 | 72/270
73. Self Directed Teams (Agile) _____.
a) take initiative
b) co-operate
c) continuously look for better ways of working
d) comply with processes, regardless of outcome
M02 - AgilePM philosophy and principles 35/39 | 73/270
74. Agile Project Management _____.
a) keeps teams on track
b) sets team objectives, then lets them get on with it
c) sustains team culture and morale
d) manages business involvement with team
M02 - AgilePM philosophy and principles 36/39 | 74/270
75. M02 - AgilePM philosophy and principles 37/39 | 75/270
76. M02 - AgilePM philosophy and principles 38/39 | 76/270
77. I hope you enjoyed
this presentation. If so,
please like, share and
leave a comment
below.
Endorsements on
LinkedIn are also
highly appreciated!
(your feedback = more free stuff)
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