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rutgers&michael.pearson&TB_Santa&6.0.0&&&TB_Santa&&&terry@tgwall.com, bcarico@actscorp.com&N.Y.N.N.Y.N.N.N.N.N
0.unlimited....1.&TB_Peer.001&TB_Peer.002&TB_Peer.003&TB_Peer.004&TB_Peer.005&TB_Peer.006&TB_Peer.007&TB_Peer.008&TB_Peer.009&TB_Peer.010&TB_Peer.011&TB_Peer.012&TB_Peer.013&TB_Peer.014&TB_Peer.015&TB_Peer.016&TB_Peer.017
&?0=0?1=0?2=0?3=0?4=0::P1.0:1:5:0&?0=0?1=0?2=0?3=0?4=0::P1.0:1:5:0&?0=0?1=0?2=0?3=0?4=0::P1.0:1:5:0&?0=0?1=0?2=0?3=0?4=0::P2.0:1:5:0&?0=0?1=0?2=0?3=0?4=0::P2.0:1:5:0&?0=0?1=0?2=0?3=0?4=0::P2.0:1:5:0&?0=0?1=0?2=0?3=0?4=0::P3.0:1:5:0&?0=0?1=0?2=0?3=0?4=0::P3.0:1:5:0&?0=0?1=0?2=0?3=0?4=0::P3.0:1:5:0&?0=0?1=0?2=0?3=0?4=0::P4.0:1:5:0&?0=0?1=0?2=0?3=0?4=0::P4.0:1:5:0&?0=0?1=0?2=0?3=0?4=0::P4.0:1:5:0&?0=0?1=0?2=0?3=0?4=0::P5.0:1:5:0&?0=0?1=0?2=0?3=0?4=0::P5.0:1:5:0&?0=0?1=0?2=0?3=0?4=0::P5.0:1:5:0&?0=0?1=0?2=0?3=0?4=0::P6.0:1:5:0&::P6.0:1:1:0
&?xxx?xxx?xxx?3?xxx::&?xxx?xxx?xxx?xxx?4::&?xxx?xxx?xxx?3?xxx::&?xxx?xxx?xxx?xxx?4::&?xxx?xxx?xxx?xxx?4::&?xxx?xxx?xxx?3?xxx::&?xxx?xxx?xxx?xxx?4::&?xxx?xxx?xxx?xxx?4::&?xxx?xxx?xxx?xxx?4::&?xxx?xxx?xxx?xxx?4::&?xxx?xxx?xxx?xxx?4::&?xxx?xxx?xxx?xxx?4::&?xxx?xxx?xxx?3?xxx::&?xxx?xxx?xxx?xxx?4::&?xxx?xxx?xxx?xxx?4::&?xxx?xxx?xxx?xxx?4::&1) Organization of work flow/plan
<BR>2) Reduce multi-tasking
<BR>3) n/a::tough to criticize as Darrick is certainly <BR>exceptional overall. many of the improvements <BR>come from his role on the team that often held <BR>many hats. under the time constraint it most <BR>likely forced some of the habits that may not <BR>exist in "normal" situations.
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