Complex IT Projects

Failure in UK
Submitted to- Mr. Stewart Merricks

Group- 7

MFP-A (FEB-09)
April 16th 2009
 Complex IT Projects Failure in UK

Contents:

 Introduction …………………………............................ Page 3

 Executive Summery........................................................ Page 4

 Case Studies …………………………………………… Page 4-9

 Causes of Complex IT Failure………………………….Page 10-14

 Recommendation……………………………………...... Page 14-17

 Conclusion………………………………....................... Page 17

 References………………………………………………. Page 18-19

1. Introduction:
MFP-A Page 2
 Complex IT Projects Failure in UK

“Too much of a good thing”, a famous phrase from the oxford’s may be the just suitable
explanation to the current situation of the IT industry. It had already taken birth with the invention of
the first generation computers, but it started grooming up with the addition of definition of the word
“SOFTWARE” to the industry. It was an article which was first published in business week,
February 27, 1984. And it gave the definition – “Software- the set of instructions that tell a
computer what to do-is becoming more important than the computer itself. The booming software
industry is therefore setting the pace of the information technology revolution –and the pace is
frantic.” And then gradually the river started to convert into an ocean and the IT industry took hold
over all the sectors and in the current world information technology has become an essential part of
almost each sector of infrastructure. The software industry came into action into every sector such as
the communication, transport, finance, etc.

The flow of information has changed the way we live in today’s world. Information is the backbone
of every system. Every morning when we read a newspaper having out so much information we
came to know the latest happening in the world and this is the basic example of the use of IT
industry which combines the use of IT Industry in various fields and the newspaper come to us. All
the railways, Air and even sea networks are connected with the help of IT. The information is very
vital for running these smoothly. Even if we do not have information for 1 minute it may result into a
big disaster. We can take the example of banking. It is very transact any amount of money from part
of the world to other with help of e-commerce. We can purchase anything online with help of debit
and credit cards and we get it delivered at our doorstep. This has made our lives simpler. Even the
doctors can guide the other doctors while operating on a patient with the help of information
technology.

But as each coin has two sides, IT sector has also left a lot of bad memories to the world. It is not on
a regular basis but every now and then there has some kind of negative impact on one or the other
sector which is using information industry as a supplement for their work. So, in the given
assignment we have tried to accumulate as much as relevant examples which present the scenarios of
the failure of IT industry. The impact of the failure of IT industry has been all around the world, but
in the given summary we have just tried to concentrate on the situations faced by the United
Kingdom.

2. Executive Summary:
In 2004, the British Royal Academy of Engineering and the British Computer Society conducted a
study and produced the report The Challenges of Complex IT Projects, which contains some

MFP-A Page 3
 Complex IT Projects Failure in UK

important findings directly relevant to software research and practice. The study’s premise was
basically one of a “software crisis.” The report’s executive summary found it “alarming” that
“significant numbers of complex software and IT projects still fail to deliver key benefits on time
and to target cost and specification.” In this report it tries to find out the incidents in UK where the
IT projects fails, pointed the causes of failure and some recommendation to root out the failure and
make these projects successful.

3. Case Studies:

• Rate Collection Agency

The Northern Ireland Audit Office has revealed that Rates arrears of £130m accrued because an
expensive computer system is not up to the job. The Rate Collection Agency's £10.5m system was
last year unable to send out final notices, the auditors found. Landlords received prompt-payment
discounts totalling £5m, whether or not they had paid on time. The Department of Finance said
major moves had been taken to address the problem and the debt was down to £85m. One of the
many problems found by the Audit Office was an incident where the computer calculated Disabled
Persons Allowance of £2.9m for a single ratepayer. Introduced in October 2006, the Abacus IT
system was aimed at improving rate collection and housing benefit payment. Inadequacies in the
original specifications were blamed in part and an additional sum of more than £1m has already been
paid to the installers for improvements. Auditor General John Dowdall mentioned in his report that
some basic functionality of the new IT system has not been adequate to meet the operational needs of
the Agency. The error was only detected and payment stopped as part of a manual supervisory
check. Less significant errors could go unnoticed by manual checks. Auditor added record-keeping
was so poor, the existence or accuracy of some figures could not be verified.

• UK Rural Payment Agency

According to the report of Michael Krigsman, IT Project failure screws farmer form farming and
cause a hugh damage. In this report rural farm which is subsidies in the UK are handled by the RPA,
under a system known as the Single Payment Scheme (SPS), and it was established by EC Council

MFP-A Page 4
 Complex IT Projects Failure in UK

Regulation 1782/2003. The single payment scheme was introduced by the Member States of the
European Union as part of Common Agricultural Policy reforms which replaced 11 separate crop
and livestock based production subsidies with a single payment based on land area. In the first year
of the scheme (the 2005 scheme), the agency had experienced considerable difficulties in capturing
and processing the data required to process payments, and as a result failed to meet both its own
target to pay 96 per cent of the fund by the end of March 2006 and the European Union legislative
requirement to pay 96.14 per cent of the fund by the end of June 2006 to avoid late payment
corrections. Many farmers experienced financial hardship as a result and the Chief Executive of the
Agency was removed from post. The Agency made a commitment to pay outstanding payments on
the 2005 scheme by the end of December 2006 and to implement its recovery plan by April 2008.
The Department agreed to provide an additional £40 million to help the Agency recover and make
changes to its IT and processes. By the end of March 2006 implementation of the single payment
scheme had cost £46.5 million more than the Agency had anticipated in its November 2003 business
case. The implementation of the single payment scheme and the wider business change programme
had cost £258.3 million, will not achieve the level of savings forecast, and there is risk of substantial
costs for disallowance by the European Commission. The farming industry has also incurred
additional costs, 20 per cent of farmers have experienced stress and anxiety as a result, and five per
cent of respondents have considered leaving farming.

• NHS IT Project

A report has concluded that a catalogue of failures in the government's massive NHS IT project has
led health service staff to lose confidence in the records system, and has put the success of the
programmed in serious jeopardy. According to the Public Accounts Committee (PAC), essential
systems are late or when deployed do not meet the expectations of clinical staff. Local cost estimates
are unreliable and many NHS staff remains unenthusiastic about the usability. Full implementation
of the systems was planned by 2010, but while some are complete or well advanced, major ones,
such as the care records systems, are "way off the pace". By the end of 2008, care records software
for the North, Midlands and East had not gone live throughout a single Acute Trust, and a revised
completion date of 2014-15 for the late systems – four years behind schedule - looks doubtful in light
of the termination last year of Fujitsu's contract covering the South. Now, even if NHS Trusts decide
not to deploy the patient care records systems, the taxpayer would still have to foot the bill.
The estimated cost of the programme is £12.7 billion, including £3.6 billion of local costs, although
this figure remains uncertain. The NHS Programme for IT aims to link more than 30,000 GPs to
nearly 300 hospitals by 2014. The programme is intended to generate substantial benefits for patients
and the NHS, increasing NHS staff's ability to access information stored in the care records system.
Delivering the clinical functionality will be a key to convincing NHS staff of the benefits of the
programme. Keeping patient data secure will be crucial to the reputation and success of the IT
investment, and the department is confident that the mechanisms it is putting in place will provide a
high level of security. Access to the Care Records Service will be controlled through Smartcards and
MFP-A Page 5
 Complex IT Projects Failure in UK

passcodes, and will be auditable. The security of the IT systems themselves is the responsibility of
suppliers, with NHS organisations and their staff responsible for keeping the data secure if they
access it. Mr Leigh called on the Department of Health (DoH) to reassess the ability of its IT suppliers to
meet their substantial commitments. Commenting on the report, Lib Dem health spokesman, Norman Lamb
blamed delays, spiralling costs and totally frustrated staff on minsters' incompetence, calling the programme a
"disaster".

• Terminal 5 Chaos

Terminal 5 represents an enormous investment in systems and technologies. It has taken 400’000
man-hours of software engineering just to develop the complex system and coding work is set to
continue after the initial installation begins-(BAA), the work has involved a lot of characters, money
and equipment to build. The technical complexity of this huge IT project matches its physical size.
Let’s have a precise look at the budget of this complex IT project:

Technology Cost: £75m

IT Systems Cost: £175m

IT Suppliers: 180

IT Systems Installed: 163

Interfaces: 546

Connected Devices: 9,000 (above)

PCs: 2,1000

This huge budget surely says that Terminal 5’s IT project is a complex one. Though it has created
one of the biggest IT failures of British history and caused a great loss not only for British transport
but also for the whole economy. Because of this complex system failure many flight has been
cancelled, 15000 bags were stranded and thousands of passengers had their travel plan disrupted.
Let’s have a look on the problem areas of this disastrous collapse.

MFP-A Page 6
 Complex IT Projects Failure in UK

The impact of this debacle was disastrous and has hit various sectors in UK such as politics,
business, transport, economy etc. Rundown through this snapshot of diagram above shows the chaos
and failures in operational level at terminal 5 on that day. Important position/areas like car parks
check in, baggage reclaim was effected badly. Some of the position was closed for certain hours.

Terminal 5’s baggage handling system is the largest system in Europe for a single terminal. There
are two systems including main baggage sorter and a first track system. An integrated team from BA,
BAA and Vanderlande industries of Netherlands designed the system which can process 70000 bags
a day. Bags go through the system within five process- automatic identification, explosives
screening, fast tracking for urgent bags, sorting and automatic sorting and passenger reconciliation.
But on the first day in operation baggage system got stuck by the software problem. The system
Kicked offline for about two days and the carriages were forced to sort baggage manually. The error
occurred, after an update to the system made it reboot. Almost 300 flights have been cancelled
during the five days of chaos.15000 bags were stranded within five days. Passengers were forced to
change their travel plans and their sufferings was indescribable. Stranded travelers immediately
understood how problems with the baggage handling system affected them personally. Foreign
secretary David Miliband also joined the criticism of BA as it emerged that the crisis could cost the
MFP-A Page 7
 Complex IT Projects Failure in UK

airline £50m. Miliband said a furious EU ministerial counterpart, whose bags had been lost at T5,
had asked him to reprimand BA and BAA.

There was a huge expectation that Heathrow terminal 5 would turn the bad publicity of recent years
into positive publicity when it was opened by Her Majesty. But clearly that was not the case. The
management of terminal 5 surely is an operational matter of BA and BAA but it is certain that
national pride has been dented because of this complex IT failure. The British airport authority and
BA faced a huge loss because of this IT failure. These two organizations was highly criticised by the
member of govt and leading politicians in UK. The impact of the problem has hit the highest level of
British politics. BA and BAA was eminently criticised by the politicians, opposition and the
government as well. BAA told Computerworld UK that a computer software upgrade, conducted
Monday night, was the cause of the failure. Despite testing the software, the “glitch crashed both
baggage sorting machine” There was a significant shortage of an integrated team of staff. British
Airways underscored the impact of insufficient training.

Analyzing the complex project shows some symptoms such as cancelled flight, stranded and lost
baggage and substantial delays that arose from failures in management, planning and testing on this
expensive project. The computerized baggage handling system of Heathrow terminal 5 was
originally designed for the automotive industry intended to reduce overheads and manage the process
in a quick, efficient, systematic way. New technologies have been introduced but it is clear that staffs
were not familiarised with the technology. The technology has let British Airways create what is
believed to be one of the airline industry’s first Order Data Stores (ODS). The ODS combine
customer information from across the complete booking to fulfil lifecycle in a single unified data
layer. The software meant to implement new business processes that bridge disparate global
distribution systems and passenger service systems, action sophisticated workflows against end-to-
end customer orders.

• UK IT abandoned projects

Today only 30% as estimated, of UK IT projects and programmes are successful. The UK
governments spend £14bn annually on IT could be used to build thousands of schools every year, or
to employ hundreds of thousands of nurses in the NHS. The extensive list below reveals some UK IT
project failure and how much does it cost to the taxpayer-

Price of failure:
MFP-A Page 8
 Complex IT Projects Failure in UK

Title Project Failure Year Cost

Benefit claims Aimed to save money by picking up new 2006 £140m

and repeat claims by phone and the
internet.

Broadband To pool public-sector buying power to 2004 £15m

procurement get cheaper broadband deals

Immigration To clear the backlog of immigration 2001 £77m

casework casework for the Home Office

Independent Supporting adults for educational purpose 2001 £97m

learning
accounts

Pathway
To introduce a benefits payment card 2005 £1bn

3. Causes of Complex IT failure:

Computer Associates (CA) has released a study into the causes of IT project failures. CA, conducted
by independent research company Loud house of 100 IT Directors across the UK and Ireland,
reveals that poor visibility of IT project status and a lack of management control over them is costing
the UK over a quarter of a billion pounds each year. A third of all projects implemented each year
end up over budget with the typical over-spend between 10% and 20% of the original budget.

The first figure suggests that 32% of IT projects go over-budget. In contrast, the 2006 Standish
Group Chaos Report, states that 46% of application development projects are “challenged,” meaning

MFP-A Page 9
 Complex IT Projects Failure in UK

they fail to deliver results on-time, within budget, or in scope. The Standish Group numbers are
trusted because the firm specializes in collecting and analyzing IT failure statistics.

According to the next slide, projects go over-budget because the baseline scope was set incorrectly.

MFP-A Page 10
 Complex IT Projects Failure in UK

The next slide shows IT Directors don’t know what’s going inside their own organizations.

MFP-A Page 11
 Complex IT Projects Failure in UK

Failed IT projects are common. It is estimated that over half of all IT projects are over budget, late,
or don't deliver the expected scope. Success or failure ultimately depends on how project leadership
manages the full range of technical- and non-technical issues. Studies have found ten guidelines
describing critical areas of weakness in many projects:

1. Poor Communication: Complex IT projects usually impact a large amount of

people. This requires constant communications to all levels of people throughout the
organization. A strong communication strategy can help with this.

2. Underestimating or ignoring impact of change: This is another way of saying poor

change management in project. People need to know WIIFM (what’s in it for me). Resistance
to change can kill any project.

MFP-A Page 12
 Complex IT Projects Failure in UK

3. Lack of Leadership: IT Leadership requires excellence in three key areas:

Technology, Business, and People. If the leadership is missing any of the three components
the Directors will be doomed.

4. Lack of strong executive sponsorship: For these IT projects to succeed IT Directors

must have somebody high up in the organization with a lot of clout.

5. Poor project management: Often, large IT initiatives have a ton of logistics that
need to be identified and managed accordingly.

6. Poor Planning: This could also fall into a category of unrealistic expectations. Many
organizations do not have proper plan and they rush into their project head first without a clue
of how to actually accomplish their goals.

7. Trying to do it cheap: Organizations want the project all, but they don’t want to
invest the time and money. Many projects get completed using this strategy, but they almost
always run over budget, are late, are missing many features, and have many various quality or
process issues due to the quick-n-dirty approach.

8. Lack of technical knowledge: Organizations should employ some specialists who

have the knowledge of the technology which is used in project and can lead the enterprise
initiative.

9. Lack of sound business case: If organizations have got all of the other issues right
but the solution has no business context then the whole thing will be the cause of wasting
time.

10. Poor vendor management: As it mentioned earlier that organization can hires a high
priced group of consultants but can’t let them run wild for the completion of the project. It
should make sure that what they build meets organization’s requirements, standards, needs,
and timelines.

Complex projects are hard to get right, which is why IT failure remains a serious issue. Successful
leaders create project success on the foundation of skilfully managing people, process, and
technology.

5. Recommendation:
MFP-A Page 13
 Complex IT Projects Failure in UK

It could be valuable to mention that approximately half of the UK`s companies have suffered a failed
IT project. Most lists for improving IT focus on project management issues like executive
sponsorship and so on. While that’s important, the cause of the failures of IT managers is the way
that they think about how technology fits into their organizations larger business context. That short
sightedness causes lots of IT failures. Law firm IT director, Peter Birley, developed a list to help IT
folks think strategically. It presents practical steps, without getting too caught up in the weeds of
detailed project management.

o The levels of professionalism in software engineering are very low.

o Education in the U.K. is not producing qualified software practitioners.

o Project management is poorly understood.

One of the most important reason of IT failures is misunderstanding between IT managers and
business departments. Many senior managers still do not fully understand the value IT can have
when harnessed to business-driven goals, whilst CIOs will not be taken seriously as business leaders
until they can align their departments and projects with these goals.

o Risk management is seldom applied.

Risk is generally explained as any event or condition that can have an impact on the outcome of an
activity. Within the context of IT operations, risk is the probability, not the certainty, of suffering a
loss and the likelihood that the threat will occur. The loss could be anything from diminished quality
of a service to increased cost, missed deadlines, or complete service failure.

Risks arise from uncertainty surrounding operational decisions and outcomes. Most individuals
associate the concept of risk with the potential for loss in value, control, functionality, quality, or
timeliness of completion of an activity. However, outcomes may also result in failure to maximize
gain in an opportunity; the uncertainties in decision making that lead up to this outcome can also be
said to involve elements of risk. Operations integrate risk management into decision-making in the
same way it has already integrated such critical factors as time, money, and labour.

MFP-A Page 14
 Complex IT Projects Failure in UK

 Risk management should be integrated into operations decision-making in every job function
and role.
 Risk management should be taken seriously and given an appropriate amount of effort and
formality.
 Management at all levels should encourage the view that identifying risks is a positive
activity that is crucial to an effective risk-management process.
 Risk management should be performed continuously to ensure that operations deals with the
risks that are relevant today, not just the ones that were relevant last quarter.

Fortunately, formalizing risk management practices is an achievable goal. Organizations can enhance
the achievement of this goal by fostering a "risk management culture," as described in the next
section.

o There is an urgent need to promote “Best Practice”.

Best practices of risk management can assist in the creation of a risk management culture.

 Adopting Risk Management: There can be obstacles to successfully adopting risk

management for IT. If an operations group does not already have a culture of risk
management, then adopting risk management can represent a significant change. This will
require visible commitment and adherence from senior management and a clear
communication to staff at all levels about the benefits of risk management to the business.
Another major obstacle to that change may be the complexity of the risk management process
itself. Those who are not yet performing risk management in a structured way generally do
not see the need to change; and if the risk management process is too complex, then people
are likely to dismiss it as unproductive busywork. Keep these obstacles in mind when
considering the best practices in this paper. Overcoming them may make risk management
more effective, but may also increase its complexity.
 Enterprise Risk Management Function: Effective risk management should be performed at
the enterprise level rather than at the individual business unit or IT department level.
Business and technical approaches to enterprise risk management (ERM) are evolving, driven
by the needs to identify and manage risks across the enterprise and to comply with new
regulatory requirements. As a result of these needs and the complex challenges facing
organizations in managing operational risks, many organizations have created a new
executive role, sometimes referred to as the chief risk officer (CRO). This role is charged
with coordinating risk management initiatives across the entire organization, as opposed to
treating different business units in isolation. Another key role played by the CRO is to

MFP-A Page 15
 Complex IT Projects Failure in UK

establish and champion the concept of enterprise risk management and to also liaise with the
owner of the overall business continuity plan. At first glance, the CRO position might seem
to contradict the key principle of integrating risk management into all job roles and functions.
The distinction is whether everyone plays a part in risk management. If so, then it can be very
helpful to have a specific role such as a CRO, who focuses on risk management full-time,
acting as an executive sponsor and mentor and coordinating risk management activities that
might otherwise be inefficient or even contradictory. In short, IT has more potential to
support and enhance business processes than ever before; but, in turn, failures in IT have
more potential to disrupt business operations and directly affect an organization's profitability
and success.

 Emergency Response Teams: Large organizations often have emergency response teams
(ERTs) that react to critical failures and disasters. They are trained to respond by following
established emergency response and contingency plans. These teams need to be included
during all phases of risk management, especially contingency planning.

 Human Resources and Training: IT operational risk management is very much dependent
on support from the operations workforce. Such support should begin the day an employee is
hired. Ideally, you should make the possession of risk management skills a factor when hiring
people into the IT group. Give everyone access to risk management training. Also, make sure
that everyone receives proper job training because the better that employee understand a job,
the more effective they will be in identifying and addressing risks.

o The role of the poor systems.

Poor system specification continues to undermine the success of IT projects. Proper planning is a
must for any type of undertaking, especially in IT. A project's goals should be clearly defined and its
requirements and deliverables aligned with those of the business well before a project begins.

o Basic research into complexity is needed.

It hears too often about failing IT projects. Sadly such projects will continue to be doomed to failure
whilst a lack of planning and communication exists. Only once this situation is addressed will more
organisations truly start to benefit from IT as an integral business asset.

6. Conclusion

MFP-A Page 16
 Complex IT Projects Failure in UK

IT industry is much younger than many other professional industries and has grown very fast. If this
industry considers being in its infancy then a metaphor for IT project failure could be of a young
child learning to walk. The child will fall over many times but it is through learning to lift itself up
each time that it finally learns to walk. In this sense, we can view the lessons learnt through project
failure as positive steps towards future success. Nevertheless all of those IT project failure IT
industry still introducing gradually new technologies. At this moment although IT project struggling
but in future this industry will cure all of the technical problems. The next generation will be getting
more facilities from this IT industry. The day is not so far that we will be live in a hi-tech era. At the
last end we can realise the proverb that “The failure of the pillar of success.” According to this
proverb we can easily assume that Information Technology (IT) industry is following the same route.

7. References
Airport Technology.com; London Heathrow Airport (LHA/EGLL) Terminal 5, United Kingdom
Available from: http://www.airport-technology.com:80/projects/heathrow5/ [Accessed on March 3rd
2009]

BBC (2008). Technical glitches hit T5 opening. Available from:

http://news.bbc.co.uk/1/hi/uk/7314816.stm [accessed on March 2nd 2009]

BBC (2008).What did go wrong at Terminal 5? Available from:

http://news.bbc.co.uk/1/hi/uk/7318568.stm [accessed on March 3rd 2009]

MFP-A Page 17
 Complex IT Projects Failure in UK

BBC, (2006) IT failure affects 80 NHS trusts. Available from:

http://news.bbc.co.uk/1/hi/health/5232530.stm (Accessed on March 31st 2009)

BBC, (2008). IT failure 'causes £130m arrears'. Available from:

http://news.bbc.co.uk/1/hi/northern_ireland/7484537.stm (Accessed on March 2nd 2009)

Chapman, S (2008). British Airways CIO Paul Coby backs Terminal 5 Runway to success, Available
from: http://www.cio.co.uk/news/2487/british-airways-cio-paul-coby-backs-terminal-5/ [Accessed
on March 2nd 2009]

Chapman, S (2008). Software 'glitch' causes baggage chaos at Heathrow. Available from:
http://www.computerworlduk.com:80/management/security/disasterrecovery/news/index.cfm?
newsid=7592 [Accessed on March 3rd 2009]

Computerworld UK reporter (2007). BA pushes business change with management tool. Available
from: http://www.computerworlduk.com:80/management/it-business/it-
organisation/news/index.cfm?newsid=5447 [Accessed on March 4th 2009]

Gedney, S (2007). Lack of understanding and poor system specification is a recipe for failure.
Available from: http://www.computing.co.uk/articles/comments/2197021 (Accessed on March 3rd
2009)
Glass, R (2006). Available from: rlglass@acm.org. COMMUNICATIONS OF THE ACM
November 2006/Vol. 49, No. 11
http://technet.microsoft.com/en-us/library/cc539251.aspx

Johnson, B and Hencke, D (2008). UK IT abandoned project reached at £2bn. The Guardian, January
5th 2008

Knowledge Industry Publications. ISBN 0867290374, 9780867290370

KPMG, MCB University Press: Information Management & Computer Security 7/1, 23-29
Krigsman, M (2007). New research into IT project failures. Available from:
http://blogs.zdnet.com/projectfailures/?p=413 (Accessed on March 26th 2009)
Krigsman, M (2007). UK Rural Payments Agency (RPA): IT failure and gross incompetence screws
farmers. Available from: http://blogs.zdnet.com/projectfailures/?p=536 (Accessed on March 16th
2009)

Krigsman, M (2008). 10 reasons for IT failure. Available from:

http://blogs.zdnet.com/projectfailures/?p=730 (Accessed on March 2nd 2009)

Krigsman, M (2008). IT failure at Heathrow T5: What really happened? Available from:
http://blogs.zdnet.com/projectfailures/?p=681 (Accessed on: 7th March 2009)
Microsoft TechNet (2009). Implications of IT Failure. Available from:
Miller, L (2009). Failures over NHS IT systems hit crisis point. Available from:

MFP-A Page 18
 Complex IT Projects Failure in UK

http://www.politics.co.uk/news/health/failures-over-nhs-it-systems-hit-crisis-point-$1263910.htm
(Accessed on March 27th 2009)

Milmo, D (2008). Ministers attack BA over Terminal 5 fiasco as chaos continues. The Guardian,
Tuesday 1 April 2008.

Whittaker, B. (1999). “What went wrong? Unsuccessful information technology projects”

Zorkoczy, P (2006). Information technology: an introduction. Edition: 2. University of Michigan.

MFP-A Page 19