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X Music Studio Construction Project

MGT380: Prof. Cynthia Ann Baker

Muhammad Danish Azad

Ayman Ali Bukair

Khaled Ahmed Amer

Khalid Yaqoob Baker

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Table of ContentsIntroduction/Executive Summary................................................................................................................3

Project Purpose:..........................................................................................................................................4

Project Objectives (SMART):........................................................................................................................4

Project Overview:........................................................................................................................................6

Work Breakdown Structure (WBS):.............................................................................................................6

Risk management plan:...............................................................................................................................8

Risk Register................................................................................................................................................8

Risk Response Planning.............................................................................................................................13

Strategies for negative risks or threats:.................................................................................................13

Strategies for positive risks or opportunities.........................................................................................14

Cost Estimates...........................................................................................................................................15

Project Plan...............................................................................................................................................18

Network Diagram:.................................................................................................................................18

Specific details in WBS such as Early Start and Early Finish:..................................................................21

Gantt Chart:...........................................................................................................................................23

Resource/Personnel Schedule:..............................................................................................................25

Discussion on Resources:.......................................................................................................................26

Expert Contact Information.......................................................................................................................26

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Introduction/Executive Summary

The following report illustrates the vital aspects of undergoing a project in the American University of Sharjah. The project is about constructing a Music Studio in the “Performing Arts” building which is a part of “College of Arts & Sciences”. The team believes that this project will be beneficial for the AUS community as it will enhance the music experience among interested students.

Currently, AUS provides the option for students to minor in music and is moving to offer a major in near future. This music studio will be very helpful in the coursework throughout the length of finishing the material required. After getting an approval (from the board of directors) to proceed with the construction of the studio, the team is expecting to begin construction after Spring 2015 semester, up until Fall 2015 semester, so we will be occupying the site during the summer period. In this report, the team have included the project charter that includes the project purpose, and an overview of the SMART objectives regarding the project and a long list of the Work Breakdown Structure that has been projected on MS Project.

The Risk Management Strategy includes a long list of risks that the team believes would be encountered from start to finish, along with the Risk Register, and a Risk Response Planning. The most crucial risk lies at the beginning of the project that is the risk of not receiving a confirmation from the Board of Trustees of the American University of Sharjah to go ahead with the project. Financial Risks are also likely when complications of budget allocation or overspending may occur. Furthermore, there are many risks that are a possibility after approval that are listed in the risk register.

Our personnel requirements are minimal. The only needed personnel are the, construction workers who will partition the wall, the supervisor and the experts who will do the sound checking to approve of the final result. Finally, the team has included all the projections of the work breakdown structure, along with Gantt chart, and network diagram.

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Project Purpose: To provide the AUS community with a music production studio by professionalizing the existing “music studio room” that is, at this point a standard room being used for music related activities, such as rehearsals. We will equip the room with state of the art software, hardware, equipment and instruments. We plan to construct the studio in the Performing Arts Department.

Project Objectives (SMART): The develop meaningful and clear-cut objectives we follow the SMART template as provided by the National Academy of Sciences (2015) to ensure specific, measurable, attainable, relevant and time-based objectives.

S (Specific) – To execute and successfully complete the project of creating a full-fledged music recording studio in the American University of Sharjah

M (Measurable) –set to benchmark standards of a high-quality recording studio that fulfills the growth needs of the Music and Performing Arts department

(Attainable) – built on the available space on the ground floor of the Performing Arts building and within the financial and managerial parameters of the AUS PMO

R (Relevant) – to the scope that fulfills the requirements of Music department

T (Time-Based) – starting from 13th January 2015 to 7th September 2015

1) To execute and successfully complete the project of creating a full-fledged music recording studio in the American University of Sharjah set to benchmark standards of a high-quality recording studio that fulfills the growth needs of the Music and Performing Arts department, built on the available space on the ground floor of the Performing Arts building and within the financial and managerial parameters of the AUS PMO, limited to the scope that fulfills the requirements of Music department starting from 13th January 2015 to 7th September 2015.

S (Specific) – Carry out construction for a recording studio including relevant demolition, tiling, painting, soundproofing, electrical and carpentry tasks

M (Measurable) – which leaves the constructed studio space ready to proceed into the equipment and software installation phase

A (Attainable) - in the space available in the Performing Arts building keeping in consideration the budget allotted by the University

R (Relevant) - to achieve the construction part of the music studio project required by the Performing Arts and Music program

T (Time-Based) - within the time frame of the summer break, after classes end till before they begin again (73 days)

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2) “Carry out construction for a recording studio including relevant demolition, tiling, painting, soundproofing, electrical and carpentry tasks which leaves the constructed studio space ready to proceed into the equipment and software installation phase, in the space available in the Performing Arts building keeping in consideration the budget allotted by the University to contribute to this critical aspect of the music studio project in order for the growth of the Performing Arts and Music program within the time frame of the summer break, after classes end till before they begin again (73 days).”

S (Specific) – To order and install all equipment, instruments and software required in the music studio

M (Measurable) – which completely fulfills the requirements checklist provided by the sound engineer/expert set to worldwide standards of a high quality recording studio

A (Attainable) - , falls in line with the budget allotted to equipment purchase and realistically takes into consideration the accountant’s assumption about the peak in budget

R (Relevant) – and readies the music studio project to go into the final testing phase

T (Time-Based) – within the time frame of 9 days starting right after the end of the construction phase

3) “To order and install all equipment, instruments and software required in the music studio which completely fulfills the requirements checklist provided by the sound engineer/expert set to worldwide standards of a high quality recording studio, falls in line with the budget allotted to equipment purchase and realistically takes into consideration the accountant’s assumption about the peak in budget and readies the music studio project to go into the final testing phase within the time frame of 9 days starting right after the end of the construction phase.”

S (Specific) – To test all equipment, instrument and software for full functionality of all recording, playback, mixing and standard computer processes

M (Measurable) – with 100% functionality in line with a testing benchmark checklist set by the sound engineer

A (Attainable) – accounting for the time constraints and penalties that may occur in case of testing failure

R (Relevant) – to ensure a level of satisfaction appropriate for the final handover of the project to the university

T (Time-Based) – within the time frame of 2 days starting right after installation phase considering all testing is successful

4) “To test all equipment, instrument and software for full functionality of all recording, playback, mixing and standard computer processes with 100% functionality in line with

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a testing benchmark checklist set by the sound engineer, accounting for the time constraints and penalties that may occur in case of testing failure to ensure a level of satisfaction appropriate for the final handover of the project to the university within the time frame of 2 days starting right after installation phase considering all testing is successful.”

Project Overview: The project that the team has taken on consists of the planning, construction, installation and testing of a music production studio. This studio will provide the American University of Sharjah’s Performing Arts department with the resources needed for their students in the concentration of music to excel. Thus, reaffirming the vision of the American University of Sharjah that is to strive for excellence and equip the students with the tools necessary to become exceptional.

Work Breakdown Structure (WBS):

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Risk management plan: In this section, we discuss the various risks that may appear in our way during the life of

the project implementation. Firstly we believe that the most crucial risk lies at the very beginning of the project, that is, to receive a confirmation from the board of trustees of AUS to give the project team the green light to go ahead with the project. Also, we believe there would be a financial risk, where the top management of AUS may consider the investment in constructing a music studio is expensive. Moreover, the financial risk would also cover all the costs and expenses needed to cover the entire project, and what parties other than AUS can be approached as sponsors for the project funding.

Moving on, we also face a construction and scheduling risks. As our project gets approved, we need to manage the time and schedules of constructing the music studio efficiently so that we avoid any disturbance to the faculty or students available in the building. We believe that it’s best to finish the construction during the summer, where no one is there, and then the setup of the music studio with the entire equipment take place during the course of fall semester. However this time period during the summer will have many critical paths because it is the only time slot available to carry out construction and installation activities so even slight delays will have an effect on the finish date by pushing it back.

Furthermore, the risk associated in this area may be the complaints about the noise during construction, and the late delivery and setup of equipment, and actually becoming behind schedule for bad resource/supply management. Also, there may be risks associated with failure of expert checks in meeting the standard expected of them, or more generally, any employees showing under par performance. With regards, to the expert checks risk mitigation strategies will be in place that will ensure that more people are hired to work on the different rooms alongside so there are no lags which will jeopardize the end date of the project. There are still several risky variables ahead of us, all of which will be stated in a comprehensive risk register that can be found below.

Risk Register Risk No

Risk Description Likelihood Impact Risk Score

Risk Class

1 Risk of not receiving an approval form the AUS board of trustees.

2 5 10 High

2 The financial risk of the project being viewed as too expensive/not profitable enough.

2 5 10 High

3 Construction Vs. Scheduling risks due to the constraint of having the only available time for construction during summer.

3 5 15 High

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4 Complaints about the noise during construction from AUS residents

3 2 6 Small

5 Failure of expert checks in meeting the standard expected of them.

2 3 6 Small

6 Employees showing under par performance.

2 4 8 Medium

7 Bad supply chain management e.g. supplies/equipment arriving late.

2 3 6 Small

8 Flawed studio equipment. 2 4 8 Medium9 Inaccurately forecasted usage of students. 2 5 10 High10 Risk of late finish because of tasks along

the critical path.2 5 10 High

11 Piece of equipment missing realized at “Go Live” date.

1 5 5 Medium

12 Natural Disasters causing construction difficulties e.g. Sandstorms.

1 5 5 Medium

13 Contractor company inaccurately states price of collaboration which would lead to budgeting complications.

2 5 10 High

14 Professionals under or over state time required to complete a job.

2 4 8 Medium

15 Workers suffer due to exhaustion from fasting and intense heat so productivity is much lower than expected.

2 4 8 Medium

16 Top of the line equipment purchased may be beyond what instructors/producers are used to.

1 4 4 Low

17 The room assigned for the studio may not be able to accommodate the complexity of wiring needed.

2 5 10 High

18 Illegal activity in construction premises which could lead to damaged equipment e.g. Drinking and eating.

1 5 5 Medium

19 Theft of equipment. 2 4 8 Medium20 AUS and Board of Trustees decide to pull

back and cancel the project,2 5 10 High

21 A flu or passing of one of the members involved in the project.

1 5 5 Medium

22 Misunderstandings of job descriptions. 2 3 6 Medium23 Conflicts or overlaps in stated job

descriptions.2 3 6 Medium

24 Room provided is too small to accommodate the equipment purchased.

1 5 5 Medium

25 Contractor decides to pull out in the middle of the project which would require the election of a new contractor.

2 5 10 High

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26 AUS and Board of Trustees change the scope of the project.

2 5 10 High

27 AUS Board of Trustees change the deadline of the project.

2 5 10 High

28 AUS and Board of Trustees change the budget of the project.

2 5 10 High

29 Wildlife interference affects quality of equipment.

1 2 2 Low

30 Suppliers have criminal records and engaging with business with them has legal consequences that could set back the project.

2 5 10 High

31 Project manager complains about lack of authority due to false expectations.

2 3 6 Medium

32 Workers hired display tardiness so productivity is lowered which leads to time constraint being insufficient.

2 3 6 Medium

33 Power outage occurs in AUS which prevents tools being used in University.

1 5 5 Medium

34 Political factors occur which slows down international activities such as importing equipment from overseas.

1 5 5 Medium

35 Detrimental impact on the economy that would lead to a sudden need for an increase in budget.

1 5 5 Medium

36 Another department succeeds in making a bid to AUS to use the space we plan to occupy. For the reason that the new bid could make more short-term sense in terms of profit and one that is less dependent on future forecasts. This is because the music department is still in its infancy.

1 5 5 Medium

37 The space occupied does not provide the electrical output required to support such a cutting edge studio.

1 4 4 Low

38 Equipment arrives earlier than expected 1 3 3 Low39 Suppliers offer discounts due to large

purchases.1 3 3 Low

40 The interior designer is burdened with a dilemma caused by the equipment failing to comply with good interior design, so studio ends up looking disorganized and cluttered.

2 4 8 Medium

41 The government decides to give a national holiday that coincides with the

1 4 4 Low

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time of construction of the studio, which implies that we would have more freedom from the time constraint previously assumed.

42 Sheikh Al-Qassimi visits to monitor progress and decides to call the whole project off.

2 2 4 Low

43 Sheikh Al-Qassimi visits to monitor progress and decides to invest more because he likes the direction we are going.

2 3 6 Medium

44 An AUS event is being held which requires a sudden need in man power so the studio project Is put on hold.

2 4 8 Medium

45 A new piece of technology is released which makes the equipment bought obsolete, so an increase in budget is necessary and possibly even time.

3 4 12 High

46 The studio does not provide the correct acoustics necessary for audio perfection.

2 4 8 Medium

47 The studio is not given the “green light” before go live date by experts for one reason or another.

2 5 10 High

48 The studio equipment ordered from overseas is not compatible with UAE electrical standards i.e. incorrect voltages.

1 5 5 Medium

49 Students requesting the use equipment before Go Live date.

1 3 3 Low

50 Project manager needed for other important projects, which leads to juggling of projects and lower attention and concentration on the Studio project. This could result in inefficient management and longer time required.

2 4 8 Medium

51 New law put in place that prohibits music production studios from operating on university campuses in Sharjah.

1 5 5 Medium

52 Breakdown of specialized equipment and lack of administrative infrastructure.

2 4 8 Medium

53 Different standards put in place that dictate what is and what is not a legitimate studio. In other words, it is a change in resources needed.

2 4 8 Medium

54 The risk of not accounting for all risks that are possible.

2 5 10 High

55 The risk of understating the importance 2 5 10 High

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of a risk and assuming that is has low impact or low likeliness.

56 The risk of an unexpected electricity shutdown in university city.

2 3 6 Medium

57 Risk of having an accident on site, so medics should be available or a plan of action should be in place.

2 4 8 Medium

58 Risk of fire due to one of the electrical discharges, open wiring or highly flammable equipment being used.

2 3 6 Medium

59 Expansion must be put in place to aid the unexpected increase in forecasted students in next semester.

3 4 12 High

60 Unexpected rain happens which causes leakage that affects the wiring.

1 4 4 Low

61 “Complicated court case”; We are accused of being liable for an accident caused on the construction site.

2 3 6 Medium

62 Inconsistent feedback: mixed results from experts that would lead to further evaluation on progress.

2 5 10 High

63 Sponsors want to get on board. 2 3 6 Medium64 Risk of emergency equipment not being

functional in the case of an emergency.1 5 5 Medium

65 Becoming too lenient with lag time can result in laidback performance that could affect output and chances of completing project on time.

2 2 4 Low

66 Inconsistent reports in Microsoft project occur as a result of system malfunction, which leads to confusion amongst team.

1 4 4 Low

67 Construction workers misunderstand our vision.

3 4 12 High

68 Assumptions made by construction workers or contracting company without PM consent. E.g. walls get painted a color that does not comply with AUS’ color scheme.

2 2 4 Low

69 The risk of using perceived similar past projects as a reference point when in reality they bear no similarities.

2 3 6 Medium

70 Studio becomes unpredictably cluttered. 2 2 4 Low

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Risk Response Planning:

Strategies for negative risks or threats: The majority of the risks stated in the risk register are negative. Of these risks some of the

risks can be avoided. These types of risks mostly involve making miscalculations or overseeing a critical aspect of a specific procedure. For example, there is a risk that the same Project manager is needed for other important projects, which leads to juggling of projects and lower attention and concentration on the Studio project. This could result in inefficient management and longer time required. This would occur as a result of poor planning and allocation of human resources. These risks would be eliminated if 100% efficient planning when all variables are taken into account, however it is unrealistic that every single possible variable will be considered that will lead to a risk free project.

More examples of this type of risk;

The studio equipment ordered from overseas is not compatible with UAE electrical standards i.e. incorrect voltages.

The studio does not provide the correct acoustics necessary for audio perfection.

Through contractual agreement there are specific risks that involve the transfer of risk to a third party. An example of this risk would be, “Complicated court case”; we are accused of being liable for an accident caused on the construction site. This specific risk would include the involvement of a lawyer that can speak on our behalf. Therefore in a way this risk is transferred to a third party and contractual agreements need to be established beforehand to account for the possibility of this risk occurring.

More examples of this type of risk;

Expansion must be put in place to aid the unexpected increase in forecasted students in next semester.

The interior designer is burdened with a dilemma caused by the equipment failing to comply with good interior design, so studio ends up looking disorganized and cluttered.

Some risks may be mitigating by lowering the impact or the likeliness of that risk occurring. This can be done by accounting for “shrinkage” and having some kind of cushion, such as “safety stock”. An example of this would be, “Risk of having an accident on site, so medics should be available or a plan of action should be in place”. This risk directly impacts another risk, that is, the risk of fatalities on site. Therefore organizing some kind of plan of action put in place in case an injury/fatality occurs on site is necessary to mitigate the impact of other risks, because if an injury does occur, its impact is lower because medics are on hand to deal with such situations.

More examples of this type of risk;

Bad supply chain management e.g. supplies/equipment arriving late.

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Piece of equipment missing realized at “Go Live” date.

Despite accounting for all risks and having the various ways to deal with them; Avoid, Transfer, Mitigate. There is one last plan of action that is to accept the risk. Some risks such as, “Sheikh Al-Qassimi visits to monitor progress and decides to call the whole project off”, or “New law put in place that prohibits music production studios from operating on university campuses in Sharjah”. Risks such as these tend to be more unlikely. However their impact on our project is high, making these types of risks “medium” level.

More examples of this type of risk;

Risk of not receiving an approval form the AUS board of trustees. The risk of an unexpected electricity shutdown in University City.

Strategies for positive risks or opportunities

There is a type of risk that is positive and is sought after to try and exploit the advantages it provides. This type of risk is thus exploited to effectively reap their benefits. The team has been unsuccessful in identifying this category of risks.

Some types of positive risks are identified and can be taken advantage of if some forms of partnerships are set with a third party. In this case there is a positive risk of “Sheikh Al-Qassimi visits to monitor progress and decides to invest more because he likes the direction we are going.” There is a likelihood of this risk occurring but to further improve the chances we can request to involve H.H. Sheikh Qassimi that would result in higher involvement therefore a higher chance of him to invest more into our project.

Some risks may be enhanced by influencing the factors needed to make the risk/opportunity happen. The team may be able to focus on the cause of positive risks to improve the chances of these risks occurring. For example, the Team identified positive risks of “Suppliers offer discounts due to large purchases”. There is a chance that the team might be able to increase the chances of getting a supplier discount by ordering in bulk, or identifying areas outside of the project where related products are needed which would result in increased purchases from that same supplier. In general supply chain intimacy techniques may be adopted as such as developing the ability to collaborate both externally and internally and strategic/tactical planning for efficient execution of transactions along supply chain.

There are risks that are assumed that cannot be influenced, shared or enhanced, therefore they can only be accepted if they occur. There was a risk identified that states that there is a possibility that the equipment can arrive earlier than anticipated. This risk may very well give the team extra time if it occurs at a convenient time. The factors that encourage this risk to happen are beyond the Project Management Team because an unlikely and random event would have had to occur from the supplier’s side which somehow enabled them to deliver our supplies early, such as the cancellation of an order from a different customer.

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Cost Estimates The preliminary costs consists of both variable, and fixed costs. The variable costs would

include wages/hour for the personnel, etc. The fixed costs factor will be the equipment costs as well as the contractor’s payment. The average startup cost range for building a record studio, AED 428,301, according to our projections on MS Project. Also as mentioned in the entry on Entrepreneur, cost could essentially exceed AED 365,000 (Over time). (Entrepreneur, 2014) The onetime payment costs would be procuring equipment such as laptop, keyboards and software packages, microphones, screens, wires, etc. (Build A Recording Studio, 2014)

As mentioned in the table below, we have sorted the types and amount of equipment that will be needed. The total costs of equipment came to be AED 96333.1.There is a certain cost that has to be discussed in order to know whether it is a single or onetime payment or a variable cost and the cost is with the contractor. In our MS Project, the contractor payment will be AED 300,000. The deal with the contractor could be to pay monthly installments over a certain period of time within the duration of the project or it could be to have a single payment in the beginning of the project.

The situation that we have does requires competitive bidding on our behalf since we are the only planners working on such a project in university, thus we would need to have a bilateral agreement or contract. In the contract we can specify the type of payment method and the duration of the construction. There ways in which contractors charge as well. For example, cost with addition of fixed percentage or cost with addition of variable percentage. (Hendrickson, 2008). However, keeping in mind that any payment to the contractor, would remove our responsibility from handling the variable costs of the workers, such as payment to carpenters, electricians, cleaning teams, etc.

STUDIO EQUIPMENT COSTSEquipment Unit Cost Quantity Total

Cost50 Inch Full HD LCD Screen Video Wall Monitor

2920 1 2920

The Digital Audio Workstation (DAW)

1456.35 1 1456.35

The Audio Interface

 9106.75 1 9106.75

Mic Preamps 1821.35 3 5464

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DI boxes 178.85 3 536.55Digital conversion

18246.35 1 18246.35

Headphone output

364.8175 5 1824

Monitor management

1094 1 1094

Dynamic mics 324 3 974.55Large diaphragm condenser mics

434.35 3 1303

Small diaphragm condenser mics

218 3 655

Matched pair mics

160 5 803

Variable polar patter mics

4726   4726

USB mics 835 2 1671Headphones BOSE

908 5 4544

XLR microphone cable

62 5 310

Studio Monitor

908 2 1816

Acoustic Panels

434 3 1303

Bass Traps 1127 2 2255Diffusors 397 3 1193DAW Remote   1 1821Control Surface

3463 1 3463

Software plug ins

182 6 546

Uninterruptible Power Supply (UPS)

80 5 400

Monitor Isolation Pads

164 3 492

Studio Monitor Stands

364 4 1459

Snake Cables 434 2 868Direct Boxes 182 4 728

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Virtual Instruments

543 1 543

MIDI Controller

470 1 470

A Rack Case 2660 1 2660A Power Conditioner

145 3 437

Microphone Preamp

543.85 3 1631.55

A Headphone Amp

908 2 1817

Monitor Management System

2551 1 2551

Digital Converter

1091 3 3274

Digital Master Clocks

361 3 1084

Analog Hardware

722 1 722

Ibanez Semi-Acoustic Guitar TCY10E-TBS

899 2 899

Gibson SG Classic Electric Guitar

2062 1 2062

Yamaha MOXF8 88-key Synthesizer Workstation

 6204 1 6204

Total     96333.1

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Project Plan Network Diagram:

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Specific details in WBS such as Early Start and Early Finish:

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Gantt Chart:

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Resource/Personnel Schedule:

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Discussion on Resources: If resources are over located, than there are solutions. If it occurs than we can hire additional resources. This solution is unlikely as the university would not invest more in a project and project planners are expected to perfect the budget. Another solution would be postponing or splitting tasks. This would work if there is slack time available and it would not postpone the project. In the case given, there is no over allocation of resources and the resources are not under located. In terms of optimization, the resources are allocated efficiently in a sense that task are going to be completed on time without penalties. The only concern is if the project is slightly postponed by the contractor due to their firm’s performance.

Expert Contact Information Dr. Stephen Austin, (M.M., PhD.)Chair, Division of Vocal StudiesProfessor of Voice and Vocal PedagogyCollege of MusicUniversity of North Texas

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stephen.austin@unt.edu

Cari Earnhart

Instructor of Choral Music and Voice

College of Arts and Sciences

cearnhart@aus.edu

Conclusion

This project has proven to be a relevant pursuit within the context of AUS’ vision, which is to run a fully equipped University that facilitates the learning process of the leaders of tomorrow. The music production studio represents the equipment necessary to provide the platform for music majors to excel. Therefore the project management team has reason to believe this project will become successful in the long run.

Our planning will take place from (13/1/15 – 16/3/15). Throughout this period the team has clearly defined the resource needs, evaluated every possible risk with assessment of impact, and also plans for schedule, risk, cost and schedule have been completed to provide the inputs necessary to carry out the project.

The team was most limited by the time constraint during the construction phase. This is because construction is limited to the period of time that coincides with the duration between the end of the Spring Semester to the beginning of the Fall Semester (4/6/15 – 7/8/15). However this is accounted for, and there is enough time for the Installation phase (24/8/15– 3/9/15), and also “Testing Phase” (4/9/15 – 7/9/15) to be carried out before the beginning of the following Fall Semester.

The Project team believes all the relevant factors needed to consider in order to successfully execute such a project have been studied and considered. Ultimately, the project would have been completed by the finish date to provide the students of AUS with the musical equipment required to fulfill the needs of the music department for the growth of the Performing Arts program.

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References

Build A Recording Studio. (2014). Build A Recording Studio. Retrieved from Build A Recording

Studio: http://www.buildarecordingstudio.com

Entrepreneur. (2014). Business Idea Center: Recording Studio. Entrepreneur .

Hendrickson, C. (2008). Construction Pricing and Contracting. PM Book .

National Academy of Sciences. (2015). SMART objectives. Retrieved from

http://www.iom.edu/About-IOM/Making-a-Difference/Community-Outreach/Smart-

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