2 0 plan overview

8/14/2019 2 0 Plan Overview

1/19

Microsoft Operations Framework

Version 4.0

Plan Phase Overview

Published: April 2008For the latest information, please seemicrosoft.com/technet/solutionaccelerators
http://www.microsoft.com/technet/solutionacceleratorshttp://www.microsoft.com/technet/solutionaccelerators


2/19

Copyright 2008 Microsoft Corporation. This documentation is licensed to you under the Creative CommonsAttribution License. To view a copy of this license, visit http://creativecommons.org/licenses/by/3.0/us/ or senda letter to Creative Commons, 543 Howard Street, 5th Floor, San Francisco, California, 94105, USA. Whenusing this documentation, provide the following attribution: The Microsoft Operations Framework 4.0 is providedwith permission from Microsoft Corporation.

This documentation is provided to you for informational purposes only, and is provided to you entirely "AS IS".

Your use of the documentation cannot be understood as substituting for customized service and informationthat might be developed by Microsoft Corporation for a particular user based upon that users particularenvironment. To the extent permitted by law, MICROSOFT MAKES NO WARRANTY OF ANY KIND,DISCLAIMS ALL EXPRESS, IMPLIED AND STATUTORY WARRANTIES, AND ASSUMES NO LIABILITY TOYOU FOR ANY DAMAGES OF ANY TYPE IN CONNECTION WITH THESE MATERIALS OR ANYINTELLECTUAL PROPERTY IN THEM.

Microsoft may have patents, patent applications, trademarks, or other intellectual property rights coveringsubject matter within this documentation. Except as provided in a separate agreement from Microsoft, your useof this document does not give you any license to these patents, trademarks or other intellectual property.

Information in this document, including URL and other Internet Web site references, is subject to change withoutnotice. Unless otherwise noted, the example companies, organizations, products, domain names, e-mailaddresses, logos, people, places and events depicted herein are fictitious.

Microsoft is a registered trademark of Microsoft Corporation in the United States and/or other countries.

The names of actual companies and products mentioned herein may be the trademarks of their respectiveowners.

You have no obligation to give Microsoft any suggestions, comments or other feedback ("Feedback") relating tothe documentation. However, if you do provide any Feedback to Microsoft then you provide to Microsoft, withoutcharge, the right to use, share and commercialize your Feedback in any way and for any purpose. You also giveto third parties, without charge, any patent rights needed for their products, technologies and services to use orinterface with any specific parts of a Microsoft software or service that includes the Feedback. You will not giveFeedback that is subject to a license that requires Microsoft to license its software or documentation to thirdparties because we include your Feedback in them.

Solution Accelerators microsoft.com/technet/SolutionAcceleratorshttp://gustavo.vega.name
http://creativecommons.org/licenses/by/3.0/us/http://creativecommons.org/licenses/by/3.0/us/


3/19

ContentsIntroduction to MOF ............................................................ .............. 1

Overview of the Plan Phase ................................................ ................ 1

Goals of the Plan Phase ....................................................... ........ 2

Plan Phase Workflow ...................................................... ................... 3

Service Management Functions Withinthe Plan Phase .............................................................. ............ 3

Management Reviews for the Phase ............................ ................... 5

Service Alignment Management Review .................................... 5

Portfolio Management Review .................................. ................ 7

Integrating the Plan Phase with Manage Layer SMFs .............................. 8

Team SMF Focus ................................................ ......................... 9

Objectives, Risks, and Controls ........................................ ................. 13

Conclusion ...................................................................... ............... 15

Feedback ................................................... .............................. 15



4/19


5/19

Introduction to MOFThe guidance in Microsoft Operations Framework (MOF) encompasses all of theactivities and processes involved in managing an IT service: its conception, development,operation, maintenance, andultimatelyits retirement. MOF organizes these activities

and processes into Service Management Functions (SMFs), which are grouped togetherin phases that mirror the IT service lifecycle. Each SMF is anchored within a lifecyclephase and contains a unique set of goals and outcomes supporting the objectives of thatphase. An IT services readiness to move from one phase to the next is confirmed bymanagement reviews, which ensure that goals are being achieved in an appropriatefashion and that ITs goals are aligned with the goals of the organization.

Overview of the Plan PhaseWhat does business want from IT? Services that are reliable, compliant, and cost-effective and that continuously adapt to the ever-changing needs of the business. ThePlan Phase is where business and IT work as partners to determine how IT will be

focused to deliver valuable services that enable the organization to succeed. Doing thatrequires:

Understanding the business strategy and requirements and how the current ITservices support the business.

Understanding what reliability means to this organization and how it will be measuredand improved by reviewing and taking action where needed.

Understanding what policy requirements exist and how they impact the IT strategy.

Providing the financial structure to support the IT work and drive the right decisions.

Creating an IT strategy to provide value to the business strategy and making theportfolio decisions that support that IT strategy.

The IT strategy is the plan that aligns the organizations objectives, policies, andprocedures into a cohesive approach to deliver the desired set of services that support

the business strategy. Quality, costs, and reliability need to be balanced in order toachieve the organizations desired outcomes. During the Plan Phase, IT professionalswork with the business to align business objectives and functions with ITs capabilitiesand constraints. The IT strategy is the result of this alignment and serves as a roadmapfor IT. The strategy continually evolves and improves as organizations improve theiroptimizing skills and ability to adapt to business changes.

The following figure illustrates the position of the Plan Phase within the IT servicelifecycle.



6/19

Microsoft Operations Framework 4.0

Figure 1. The Plan Phase within the IT service lifecycle

Goals of the Plan PhaseThe primary goals of the Plan Phase are to provide guidance to IT groups on how tocontinually plan for and optimize the IT service strategy and to ensure that the deliveredservices are:

Valuable and compelling.

Predictable and reliable.

Compliant. Cost-effective.

Adaptable to the changing needs of the business.


2


7/19

Plan Phase Overview

Plan Phase WorkflowThe following figure shows the relationship between the SMFs and management reviews(MRs) in the Plan Phase.

Figure 2. The Plan Phase workflow

Service Management Functions Withinthe Plan PhaseTo help IT professionals effectively plan and optimize an IT strategy, MOF providesservice management functions (SMFs) that define the processes, people, and activitiesrequired to align IT services to the requirements of the business. SMFs identify anddescribe the primary activities that IT professionals perform within the various phases of

the IT service lifecycle. Although each SMF can be thought of and used as a stand-aloneset of processes, it is when they are combined that they most effectively ensure thatservice delivery is complete and at the desired quality and risk levels. The servicemanagement functions are organized to achieve a specific purpose and outcome.

The following table identifies the SMFs that support the achievement of these objectiveswithin the Plan Phase.


3


8/19


Table 1. Plan Phase SMFs

SMF Deliverable/Purpose Outcomes

Business/IT Alignment Deliverable: IT servicestrategy

Purpose:

Deliver the right set ofcompelling services asperceived by thebusiness

IT service portfolio thatis mapped to businessprocesses, functions,

and capabilities Compelling services that

support the businessneeds

Knowledge of servicedemand and usage

Customer satisfaction

Reliability Deliverable: IT standards

Purpose:

Ensure that servicecapacity, serviceavailability, service

continuity, and dataintegrity are aligned tothe business needs in acost-effective manner

Reliability plans

Reliability performancereports

Predictable services

Policy Deliverable: IT policies

Purpose:

Efficiently define andmanage IT policiesrequired for theimplementation ofbusiness policies and theeffectiveness of IT

Documented IT policiesthat are mapped tobusiness policies

IT policies required forthe effectivemanagement of IT

Policies documented forthe following areas:

Security

Privacy

Appropriate use

Partner and third-party management

Asset protection

Financial Management Deliverable: IT financial planand measurement

Purpose:

Accurately predict,account for, and optimizecosts of required

resources to deliver anend-to-end service toensure correctinvestments

Accurate accounting ofIT expenditures; costsmapped to IT services

Budget that supportsrequired IT investments

Model to determine IT

investment opportunitiesand predict lifecyclecosts


4


9/19

Plan Phase Overview

The SMFs in this phase do not have to be performed in sequence but they do have anatural order:

Business/IT Alignment acts as the coordinating SMF, taking input from the otherSMFs in the phase to drive business value and the IT service strategy.

Reliability, financial Management, and policy are ongoing functions that support theplanning and optimization of the IT service strategy.

Each of these SMFs is documented in its own guide:

Business /IT Alignment Service Management Function

Reliability Service Management Function

Policy Service Management Function

Financ ial Management Service Management Function

Management Reviews for the PhaseThe management reviews (MRs) for the Plan Phasethe Service Alignment Review andthe Portfolio Reviewprovide a structure for reviewing and analyzing results and takingaction to improve performance.

Service Alignment Management ReviewThe Service Alignment MR provides an important view into the Plan Phase of the ITservice lifecycle. It is focused on understanding the state of supply and demand for ITservices and directing investments to make sure that the business value of IT is realized.The review should assess the customers experience of IT services compared to servicegoals as well as how IT is delivering that experience in terms of reliability, compliance,cost effectiveness, and value realization.

To deliver an effective review of Service Alignment, IT management must orchestrateseveral activities and then participate in the review itself. Participation is needed fromoperations, service managers, the business, key stakeholders in IT initiatives, as well asparties responsible for developing business cases and ensuring value realization from ITinvestments. The review serves a key governance function in terms of bringing togetherpeople who have decision-making authority and those with the information needed foranalysis. The result should be decisions to proceed with certain initiatives and changes,rejection of requests, or the determination that additional information is needed fordecision making.

It is important that these reviews are seen as a form of internal control. To this end,documentation of the review should include who the participants are, the goal of thereview, the decisions made, the proposed initiatives and changes that resulted, and theintended outcomes of initiatives and changes (how they will support managementobjectives).

Additionally the review presents the opportunity to identify barriers that decreasebusiness/IT alignment or inhibit innovation to the degree that business value is negativelyaffected.

The following table describes the type of information needed to conduct the review and

some of the analysis considerations for the review.


5
http://go.microsoft.com/fwlink/?LinkId=115617http://go.microsoft.com/fwlink/?LinkId=115618http://go.microsoft.com/fwlink/?LinkId=115619http://go.microsoft.com/fwlink/?LinkId=115620http://go.microsoft.com/fwlink/?LinkId=115617http://go.microsoft.com/fwlink/?LinkId=115618http://go.microsoft.com/fwlink/?LinkId=115619http://go.microsoft.com/fwlink/?LinkId=115620


10/19


Table 2. Components of the Service Alignment Management Review

Inputs Analyses Decisions Outputs

SLA metrics

New businessrequirements,

proposals,forecasts

New regulatoryrequirements

New policyrequirements

Customersatisfactionsurveys, other enduser feedback

Feedback from theOperational Health

review in theOperate Phase

Demandmanagementreport

Reliability report

Financialreconciliation andnew budgetrequirements

Audit reports,issues,

recommendationsSeniormanagementdirectives

Budgeted vs.actual spending

Value realizationdata

Security/privacyincidents?

Non-compliance

incidents?Satisfactoryperformance,consistently costeffective?

Satisfactoryfeatures,business-processfit?

Satisfaction withsupport?

New

requirements,features,processes,services?

Innovation value;prototyping,innovating, newtechnologies?

People,capabilitiesmatched toresponsibilities?

Value realization

in place andtracking?

Funding andspendingappropriate and fitportfolio?

Improvement goalsand potentialactivities identified

Impacts to services: Create?

Modify?

Decommission?

Risks identified andaddressed forchosen plan of action

Initiatives andproposals thatrequire furtherinvestigation

Funding reallocations

Proposed changes toservice portfolio:

Enhancements to

existing services New services

Decommissioned

services

Updates to services

Service healthassessment

Proposed budgetsand project spendingactivities

Areas for continuedinvestigation and

assignedaccountabilities

Summary report ofparticipants, decisionsmade, and intendedresults

This MR results in an understanding of the impact of the new services on IT strategy andofficially proposes new services, changes to existing services (such as serviceimprovements) that are larger than standard changes, and decommissioning of featuresand services.


6


11/19

Plan Phase Overview

Portfolio Management ReviewThe Portfolio MR acts as a gateway in the Plan Phase of the IT service lifecycle. Itfocuses on understanding the concepts and requirements of proposed IT servicechanges, on deciding whether to invest further in the development of those concepts, andapproving a preliminary project vision and scope that will move a project forward into the

Envision SMF in the Deliver Phase of the lifecycle. The Portfolio MR results in businessand IT agreeing on expectations for value and impact of the proposed work. The reviewestablishes the basis for how changes to the portfolio and its value to the business will bemeasured and evaluated.

The intentions of this MR are to determine that IT is working on the right things topositively impact the business and clarifying what capabilities of the business will beenabled or improved by the proposed projects. The review also confirms stakeholderunderstanding and support by establishing expectations for scope, value realization, andthe intent of initiatives in terms of impact on the organization, customers, and the ITportfolio.

The alignment of business and IT is improved by:

Defining the context of the project.

Identifying and clarifying areas of ambiguity before proceeding. Judging the fit with the current portfolio.

Taking into account existing services and initiatives in the pipeline that will result inthe to-be IT environment.

Participation in this MR should involve an advisory board of those with the authority andknowledge required to make the relevant investment decisions. This board should includethe executive sponsor for the project, business stakeholders, project team members, andrepresentatives of enterprise architecture, finance, and the project management office, ifone exists.


7


12/19


Table 3. Dimensions of the Portfolio Management Review

Inputs Analyses Decisions Outputs

Project conceptproposals and otherchange requests

Key improvements tobusiness capabilities

Key enablers forbusiness processes

Proposed valuerealization

High-level fundingestimates

IT portfolio

Status of in-flightprojects

Existing andupcoming ITarchitecture

Regulatory,standards-based, andindustry-specificrequirements

Process guidelinesand policies

Metrics and trends forthe Project ConceptMR itself

Discretionary ornon-discretionaryinitiative

Goodness-of-fitwith:

Strategy and

shared goals

Other initiatives

Budget

Architecture

Standards and

regulations

Capabilities

Timing

Portfolio risk

tolerance

Executivestakeholdersupport

Initiative scopeand complexity

Risk Management

Innovationapproach

Portfolio MRperformance

Projects:

Approved

Delayed or

returned forfurther analysis

Denied

Value realizationmetrics forapprovedinitiatives

Risk analysis andmanagementapproach areadequate

Improvements to

the Portfolio MRprocess

Project Charter -preliminary vision andscope approved

Initial project teamdetermined

Approved project(s) tobe published in the ITportfolio

Summarized expectedimprovement tobusiness by theseadditions to the ITportfolio

Documented decisionprocess

Record of deniedprojects kept for futurelearning

Approved approach tomanagingorganizational andworkflow changesresulting from solution

Awarenesscommunications forPortfolio MR results

The ultimate outcome of the Portfolio MR is the initial project charter. With the charter inhand, the team can begin the process of creating the project plan that will ultimatelyresult in building and delivering new or updated services.

Integrating the Plan Phase with ManageLayer SMFsThe Manage Layer is the foundation of the IT service lifecycle. It is not a separatesegment; rather, the activities of the Manage Layer are integrated with all the otherphases of the MOF IT lifecycle. The following Manage Layer SMFs support the primaryactivities of the Plan Phase:

Change and Configuration Governance, Risk, and Compliance (GRC)

Team

These Manage Layer SMFs are important elements in all of the other IT lifecycle phases.Most of the SMFs in the other phases discuss specific and distinctly different processes.However, the Change and Configuration and GRC SMFs have the goal of ensuringeffective, efficient, and compliant IT services. To that end, they contain guidance thataddresses the unique nature of each phases objectives.


8


13/19

Plan Phase Overview

During the Plan Phase, GRC focuses on an understanding of the larger organizationsstrategy and the related strategy for IT. It also identifies the significant decision makerswho need to be brought together to determine the right mix of investment in the ITportfolio and appropriate risk management related to IT strategy. GRC also addressescompliance by identifying the relevant policy issues that should be addressed within IT,the Plan Phase being the time to determine regulatory impacts and make sure that policyreflects management objectives.

During the Plan Phase, change and configuration management ensures that changes arereviewed, approved, and tracked.

Table 4. Manage Layer SMF Focus

Team SMF FocusThe Team SMF is referenced in each SMF in the Plan Phase to show the primaryaccountability, role types, and responsibilities used in that SMF. More detailed informationregarding the definitions of accountabilities and role types and how they are definedthroughout the IT service lifecycle can be found in the Team SMF.

There are three accountabilities in the Plan Phase. They are Service Accountability,

which is important to the Business/IT Alignment SMF; Architecture Accountability, which isimportant to the Reliability SMF; and Management Accountability, which is important toseveral of the SMFs in the Plan Phase.

Following is an explanation of these three accountabilities.

Service Accountability

The Service Accountability includes the role types important to the Business/IT AlignmentSMF, which focuses on strengthening the alignment between IT departments and thelarger organizations within which they exist.

Table 5 lists the role types associated with the Service Accountability, the generalresponsibilities for each role type, and those specific to the Business/IT Alignment SMF.


Objective Focus of GRC Focus of Change andConfiguration

Team Focus

Ensure thatservices offeredto the businessare valuable,predictable,reliable, and cost-

effective whileresponding toever-changingbusiness needs

Corporate strategytransfer to IT strategy

Governance structure,decision rights

High-level risks

General regulatoryenvironment

Policy defined

Investment determined

Managementobjectives defined

Leadership identifiedand participating inchange evaluation

Business processchange

Architectural change

Change evaluatedacross dimensions(such as, Financial,Application Portfolio,Security)

Principles foreffectivestrategicthinking

Principles forgovernance and

riskmanagement

Principles formanagingchangeeffectively

9


14/19


Table 5. Service Accountability and Its Attendant Role Types

Role Type Responsibilities Role in This SMF

Supplier Manager Tracks external vendorswho provide supportingservices and products.

Ensures effectivevendor relationships

Portfolio Manager Keeps a set of serviceofferings up to date andaligned to the businessneeds

Maintains the overallservice catalog

Ensures availableservices are accuratelyreflected in the servicecatalog

Account Manager Link between users orcustomers and the ITorganization

Meets with customers,discusses currentissues, and makes sure

expectations arealigned

Ensures effectivecustomer and userrelationships

Service Level Manager Accountable forBusiness/IT Alignment

Main interface betweenthe business and the ITservice deliveryorganization

Handles all issues anddevelopment in ServiceLevel Management,including developmentand agreement of

SLAs, OLAs, and UCs Represents the

business, but workswith and within the ITorganization

Ensures effective ITservice delivery withinspecified SLAs

Architecture Accountability

The Architecture Accountability includes the role types important to the Reliability SMF,which focuses on ensuring the reliability, dependability, and trustworthiness of an ITservice or system.

Table 6 lists the role types associated with the Architecture Accountability, the generalresponsibilities for each role type, and those specific to the Reliability SMF.


10


15/19

Plan Phase Overview

Table 6. Architecture Accountability and Its Attendant Role Types

Role Type Responsibilities Role in This SMF

Architecture Manager Ensures creation andmaintenance ofarchitecture plan

Provides roadmap forfuture use in supportingdesign process and

ensuring operabilityReliability Manager Uses input from SMC to

look at currentbottlenecks andpropose solutions

Ensures current state isreliable

Architect Looks at futuredirections and solutionsto propose acrossinfrastructure

Designs future state

Facilitates Business/ITalignment

Develops long-termpossible solutions andchoices

Describes futureconsequences and

possibilities

Management Accountability

The Management Accountability includes the role types that are important to three of theSMFs in the Plan Phase.

The three SMFs from the Plan Phase are Business/IT Alignment, Financial Management,and Policy. The Business/IT Alignment SMF focuses on strengthening the alignmentbetween IT departments and the larger organizations within which they exist. TheFinancial Management SMF focuses on providing IT-relevant activities andconsiderations that improve financial management practices. The Policy SMF focuses onensuring documented, up-to-date guidelines that address the desired actions andbehaviors of an organization.

Table 7 lists the role types associated with the Management Accountability, the general

responsibilities for each role type, and goals specific to each SMF.Table 7. Management Accountability and Its Attendant Role Types

Role Type Responsibilities Goals

IT Executive Officer Sponsors IT initiatives

Approves structuresand overall ITprocesses

Own metrics andbenchmarking

Owns board andexecutive relationships

Business is able torespond and drivechange as desired byboard and shareholders

IT portfolio and servicesdemonstrate businessvalue and havestrategic impact

Continually improving IT

performance with animprovement roadmapin place


11


16/19


Role Type Responsibilities Goals

IT Manager Manages processes

Identifies and engagesappropriate participantsin decision process

Manages risk and ITbusiness valuerealizationdependencies

Owns business/ITrelationship

Effective managementdecisions thatdemonstrate combinedbusiness and ITrequirements

IT portfolio that reflectsstrategic goals and thatbalances risks withexpected benefits

Value of IT measured interms the businessunderstands and thatare traceable tocontributing initiativesand services

IT Risk and ComplianceManager

Manages overall riskmanagement andcompliance programs

Communicates GRCprocesses andrequirements toorganization

Well communicatedGRC processes andexpectations that areapplied appropriatelywhen establishing plansand initiatives

Assurance and Reporting Validates design andoperating effectivenessof IT organization,processes, and controlenvironment

Recommends changesfor improvement

Board and shareholdersinformed and areensuring thatmanagementsdecisions and resultingprocesses reflect theboards intent

Change Manager Manages the activities

of the changemanagement processfor the IT organization

Creates an environment

where changes can bemade with the leastamount of risk andimpact to theorganization

Configuration Administrator Tracks what ischanging and its impact

Tracks configurationitems (CIs)

Updates CMS

Have a known state atall times


12


17/19

Plan Phase Overview

Objectives, Risks, and ControlsThe following table provides examples of how management objectives for this phase canbe related to risk and then to controls that help manage those risks. By clearly linkingobjectives, risks, and controls, an IT organization will be more effective and compliant. It

will also be more efficient in gathering and maintaining documented evidence of itscontrol environment and risk management. Management reviews (MRs) introduce theappropriate level of control to Plan Phase activities. Every company needs to evaluatelaws and regulations to determine its own policies and thus its own compliance controls.However, the management reviews still provide management controls so that compliancecan be evaluated at these points of the lifecycle.

Table 8. Plan Phase Objectives, Risks, and Controls

Objective Risk Control

Ensure that the desiredservices are delivered withthe desired quality at thedesired cost

Services do not meetbusiness needs

Cost of services is notpredictable

Service Alignment MR

Portfolio MR

Ensure that IT services arereliable and trustworthy

IT services wasteresources and are moreexpensive thannecessary

IT services are poorlydesigned and hard tosupport

Service deliveryimprovement isineffective

IT services fail, causingbusiness loss


Portfolio MR

Important MR controlconsiderations:

Include thereconciliation ofplanned-to-actualspending

Service reviewsperformed at leastannually or semi-annually and whenthere are major servicebreaks

Ensure that IT services arecompelling to the business

IT services fail toprovide significant valueto the business

IT services are under-used or over-used,resulting in misallocationof resources


Portfolio MR


IT service planningbased on businessstrategy, withdocumentedrelationship betweenstrategy and service

Recurring servicereviews with businessstakeholders

Usage rates of servicecapacity tracked andincorporated intoservice planning


13


18/19


Objective Risk Control

Ensure that IT services arepredictable and can adaptto new businessrequirements

Unpredictable serviceperformance

Unplanned changes toIT environment

The process of changingIT services iscumbersome andcontains unnecessarybureaucracy

IT has conflicting orinadequate workflow


Portfolio MR


Feedback from serviceperformance monitoringcontributes to servicedesign

Change controlprocedures are in placeand evidence of controloperation isdocumented

Appropriate businessstakeholders areavailable for changereviews when needed

Change methodologysupports different levelsof analysis andapproval that result inconsistentlydocumented results

Ensure that the ITorganization partners withthe business for theplanning and delivery ofservices

Business unable toefficiently understandavailable IT services

Service levels notappropriate for businessneeds

Business requirements

not well understood ortranslated into ITdesigns


Portfolio MR


Business and ITpartnership roles

defined with clearaccountabilities

IT understands howlevels of servicecriticality relate todifferent businessfunctions

Service requirementsare vetted with businessand demonstratedfunctionality is reviewed

Ensure that the ITorganization proactively

manages risk

IT services repeatedlynegatively affected by

unplanned events


Portfolio MR


Process of identifyingrisk starts at beginningof planning

Risk managementcontinues throughout anIT services lifecycle


14


19/19

Plan Phase Overview

ConclusionThis document provides a broad overview of the MOF Plan Phase and its related SMFs,management reviews, and controls. The next step in putting MOF 4.0 into practice is toconsider your organizations needs, and then read and use the relevant SMFs. Theirstep-by-step guidance will be of value to IT organizations whose goal is reliable, efficient,

and compelling IT services.The Plan Phase SMFs are:

Business/IT Alignment

Reliability

Policy

Financial Management

FeedbackPlease direct questions and comments about this guide to [email protected].


15
mailto:[email protected]?subject=Plan%20Phase%20Overviewmailto:[email protected]?subject=Plan%20Phase%20Overview

2 0 plan overview

Documents