CONTACTS 

SUBJECTS
Project Management Institute PMI History Interview Eric Jenette Foun

1203 -
1203 -    ..
1204 - Summary/Objective
1205 -
120501 - Follow up ref SDS 7 0000, ref SDS 6 0000.
120502 -
120503 - Received the Jan 1994 Pmnetwork today.  It has an article by Eric
120504 - Jenett, retired from Brown & Root.  Jenett explains history of PMI
120505 - arising from evolution of a professional practice for project
120506 - management.
120507 -
120509 -  ..
120510 - PMI Founders
120511 -
120512 - Article at ref OF 5 line 54 is initially a retrospective on how PMI
120513 - got started based on notes and recollections of Eric Jenett, an
120514 - executive with Raymond Construction, who is one of the founders
120515 - (member 3, PMP 1, ref OF 5 line 40), along with:
120517 -            ..
120518 -           Jim Snyder
120519 -           Ned Engman
120520 -           Dr. J. Gordon Davis
120521 -           John King
120522 -           Russ Archibald
120523 -           Eric Jenett
120525 -      ..
120526 -     The names of Gallagher and Homyak, not previously involved in
120527 -     starting PMI, appear on the original incorporation papers in
120528 -     Pennsylvania because the state of Pennsylvania required the
120529 -     signers all be residents of the state, ref OF 5 line 95.
120531 -  ..
120532 - This article supplements background on the history of project
120533 - management reviewed earlier on 930929. ref SDS 4 ZZ4J
120534 -
120535 -        [See later report on history at ref SDS 21 line 70.]
120537 -  ..
120538 - Networking Purpose Primary Benefit Project Management Institute PMI
120539 - Purpose of Starting PMI - Networking (Communications)
120540 -
120541 - The impetus for PMI seems have come from a salesman for CPM, cost
120542 - control, and related project management software, Engman, who was
120543 - calling on various accounts. ref OF 5 2F9I
120545 -  ..
120546 - History of cost control C/CSC reported in another article below.
120547 - ref SDS 0 726J  MPM - Modern Project Management also reviewed below.
120548 - ref SDS 0 0484, extending research on 930929 citing need for better
120549 - for better results on large projects which led to scientific and
120550 - computer approach to integrate cost and schedule control. ref SDS 4
120551 - 6Z55
120553 -     ..
120554 -    The short history given by Mr Jenett does not further state why or
120555 -    what advantage the founders had in mind, except he mentions the
120556 -    benefits of networking, which seems to encompass sales, marketing,
120557 -    meeting with professionals working on common issues, and exchanging
120558 -    experiences and solutions.  This is a professional communication
120559 -    function that is part of continual learning, as well as encouraging
120560 -    fellowship. ref OF 5 MH6L
120562 -     ..
120563 -    This aligns with current notions of "networking" at professional
120564 -    conferences for sales and marketing.
120565 -
120566 -        [On 940524 networking was proposed by Peter Senge and others
120567 -        for holistic thinking to leverage teamwork. ref SDS 11 VW7T
120568 -
120569 -        [On 950724 another source indicates PMI was started to foster
120570 -        communication to advance professional knowledge. ref SDS 20
120571 -        8118]
120573 -         ..
120574 -        [On 060317 Boeing explains network centric organization
120575 -        advances Knowledge Management objectives for collaboration.
120576 -        ref SDS 41 IT5V
120578 -         ..
120579 -        [On 070301 Max Wideman chronology on the history of project
120580 -        management. ref SDS 42 516K
120581 -
120583 -  ..
120584 - SIGs Isolate Ideas
120585 -
120586 - He has been "suprised" by the popularity and influence Council of
120587 - Chapter Presidents and Special Interest Groups, ref OF 5 line 158,
120588 - and feels the SIG may diminish exchange of views and ideas intended
120589 - by PMI, among different disciplines, because it isolates disciplines
120590 - along the organizational functional model.
120591 -
120593 -  ..
120594 -  ..
120595 - Evolution of Professional Project Manager
120596 -
120597 - Jenette recalls that project managers used to be the senior member of
120598 - the major function or discipline involved on a project, e.g.
120599 - electrical, civil, mechanical enginer; however, today project managers
120600 - come from people with degrees in business administration, construction
120601 - management, project management, MBA, etc. ref OF 5 2Q4O
120603 -  ..
120604 - There is more training available today for PM. ref OF 5 2Q6S
120605 -
120606 -
120608 -  ..
120609 - Project Managers Need Experience more than Education
120610 -
120611 - Jenett cites a "dangerous" change in the experience of project
120612 - managers from those who have performed aspects of the work being
120613 - managed, to a focus today on empowered, enabled, facilitated, and
120614 - monitored teams. ref OF 5 2R3Y; he laments that the PM is not involved
120615 - in technical decisions, ref OF 5 2R7Q; and is more concerned with
120616 - "communications" and other "soft aspects" of management. ref OF 5 2R8P
120617 -
120618 -      My own view is that there will inevitably be some measure of
120619 -      removal from specific skills as projects get bigger.  No one can
120620 -      have "hands-on" experience with all of the things that need to
120621 -      be done on a project.
120623 -  ..
120624 - Jenett cautions against a change from PM who lead the team, to PMs who
120625 - "empower" all team members to be leaders, ref OF 5 2R8W, a concept set
120626 - out in another article reviewed on 940105. ref SDS 7 0282
120628 -  ..
120629 - Jenett notes reengineering trends under banners of right-sizing and
120630 - flattening the structure, which occurs sometimes described as changing
120631 - from hierarchial to matrix organizations, and attributed in part to
120632 - the rise of consultants and seminars. ref OF 5 K54M
120633 -
120634 -          [On 070301 trends Jenett cites in his article were listed by
120635 -          Max Wideman in a chronology on the history of project
120636 -          management. ref SDS 42 516K
120638 -           ..
120639 -          [On 070421 request for case study on matrix organization in
120640 -          project management. ref SDS 43 T69G
120642 -  ..
120643 - The author is concerned that PMs today place greater emphasis on
120644 - formal education (advanced degrees), at the expense of too little OJT
120645 - training or experience, ref OF 5 0282
120646 -
120647 -      This position mildly conflicts with the observation that PM
120648 -      attention tends to be directed toward public relations and
120649 -      communications.  My experience indicates these skills require
120650 -      more experience than formal training.
120652 -  ..
120653 - Project Audits
120654 -
120655 - Mr. Jenett is disappointed by trends toward post project evaluations
120656 - to recover damages, ref OF 5 line 273, the impetus for which he
120657 - ascribes to concern for higher quality performance on nuclear power
120658 - projects.  He applauds project reviews aimed at learning from past
120659 - performance, ref OF 5 line 282.
120660 -
120661 -      My view would be that if the record is examined for future
120662 -      improvement, and there are found instances of actionable conduct
120663 -      it would be difficult to overlook these.  For one thing the
120664 -      possibility of being liable for defective performance is a motive
120665 -      to improve performance.
120666 -      ..
120667 -      Where accountability is lax, carelessness is encouraged.
120669 -       ..
120670 -      The real challenge is to craft legal remedies and procedures that
120671 -      reflect reasonable conduct as opposed to desirable or perfection.
120672 -
120673 -
120674 -
1207 -

SUBJECTS
Knowledge & Ideas, Distinguish from
Art of Management is Hard to Automate
Decision Support Systems, AI
Computers Believed Make Managers More
Decision Making Improved by Computers, Hope
Executives Want Summary of Knowledge which
Art of Management Improved by POIMS
Managers Talk Not use Computer for Writing
Managers "Know" what happened in
Managers Judge Style Over Content, Need
Communication Main Factor Management Productivity Success 90% of Time

2913 -
291401 -  ..
291402 - Management is Art
291403 -
291404 - Jennett describes PM as "the art of the possible," ref OF 5 M6F9,
291405 - which reflects the central notion of POIMS at ref OF 1 0001
291407 -  ..
291408 - Decision Support Tools Not Adequately Applied
291409 -
291410 - Mr. Jenett feels there is too little practical use of technical
291411 - innovations like formal decision analysis and CPM, ref OF 5 line 320.
291412 -
291413 -      I share this view.  Experience shows managements spend millions
291414 -      of dollars on information technical (IT), but decisions are
291415 -      generally taken without regard to information in the data base,
291416 -      because it is easier and more immediate to rely on information
291417 -      from conversation, plus personal experience, intuition, hunch and
291418 -      personal reflection, that create connections and organize
291419 -      information for making decisions, called "knowledge."  People
291420 -      rely on their "knowledge," often what they have just heard, i.e.,
291421 -      guess and gossip, mixed with their experience that yields a "gut
291422 -      feel," or "warn fuzzy feeling," rather than data and information
291423 -      supplied by computer programs.
291424 -      ..
291425 -      This comports with my goal in offering SDS, to give
291426 -      managers a tool that can help them with their most trusted
291427 -      resource, personal experience, backed up by access to support
291428 -      information.
291429 -
291431 -  ..
291432 - The trend to use "earned value" through for example CSCSC, is seen as
291433 - a positive change, ref OF 5 line 381, along with WBS procedures, ref
291434 - OF 4 line 385.
291436 -  ..
291437 - He feels some PC computer applications of graphics that replace large
291438 - printed schematics (e.g. CPM, organization charts), are helpful.  But
291439 - feels rigorious decision analysis tools like "CPM", "PERT", "Monte
291440 - Carlo", are not well enough developed to meaningfully support the
291441 - complexity of most projects, ref OF 5 line 453.
291442 -
291443 -
291444 -
291445 -
2915 -

SUBJECTS
Risk, TQM, Quality Control

3203 -
320401 -  ..
320402 - Project Managers Becoming Liable
320403 -
320404 - He associates managing quality and risk, as aspects of TQM, ref OF 5
320405 - line 405.
320406 -
320407 - He sees a trend to shift of responsibilities for risk management from
320408 - stakeholders and other organizational functions, to the PM, ref OF 5
320409 - line 412.
320410 -
320411 -
320412 -
320413 -
3205 -

SUBJECTS
Meeting Notes, confirm understandings
Meetings People Not Prepared
Organizational Memory Action Items Integrated with Capturing History
Memory Who What When Where Why How Capturing Organizational Memory Hi
Jennet, Eric Article in PMJ Says Meetings Poor Productivity
Meetings Productivity Poor Eric Jennett Article in PMJ

6308 -
630901 -  ..
630902 - Meetings are Unproductive
630903 - Too Much Information = Reduced Productivity
630904 -
630905 - Jenett feels that PMI's primary goal to improve communication so that
630906 - business meetings are productive has not been realized despite years
630907 - of professional attention to methods and tools. ref OF 5 0436
630908 -
630909 -       [On 940114 later today example of this problem reported at Chips
630910 -       and Technologies. ref SDS 10 O15M
630912 -        ..
630913 -       [On 980403 Max Blodgett at USACE worried productivity of
630914 -       meetings very poor, ref SDS 30 4033; wants SDS for Communication
630915 -       Metrics. ref SDS 30 BQ42
630917 -        ..
630918 -       [On 020217 meetings fundamental team process requires accurate
630919 -       records for effective communication; too often meetings degrade
630920 -       to "finger pointing" blaming people for misunderstandings,
630921 -       ref SDS 37 9360; examples of communication challenges in
630922 -       meetings are listed. ref SDS 37 TT3F
630924 -  ..
630925 - Jenett expects teleconferencing will reduce productivity because
630926 - increased information will reduce understanding and follow up, as
630927 - explained in POIMS theory, ref OF 1 0102, and expanded in analysis of
630928 - "Knowledge Revolution" at ref SDS 5 3332.
630930 -  ..
630931 - On 890809 executives worry that people are productivity falls because
630932 - people are not listening during meetings, ref SDS 1 CJ9J  Executives
630933 - also feel that adding support for listening is unnecessary overkill,
630934 - reported in the same record, ref SDS 1 0880, and six (6) years later
630935 - on 950204. ref SDS 15 5932
630936 -
630937 -     [On 040505 Paris peace conference in 1919 heads of state began
630938 -     holding meetings hoping to avoid keeping records, but found the
630939 -     top people in the world could not remember enough to perform daily
630940 -     work; eventually leadership yielded to an even stronger fear of
630941 -     accountable for failing to get anything done, and so a record of
630942 -     organizational memory was prepared and this change in management
630943 -     practice yielded results that expedited progress. ref SDS 40 MQ49
630945 -  ..
630946 - On 921021 the reason for poor productivity at meetings was reviewed
630947 - during a Cal Tech seminar, ref SDS 3 3744 and ref SDS 3 0419, which
630948 - was supported by a publication that says communication is difficult
630949 - because words have different meanings to different people at different
630950 - times. ref SDS 9 2074  Meaning is fluid and so requires directed
630951 - effort to maintain alignment, called out in POIMS, explaining what
630952 - makes...
630954 -                ..
630955 -               communication biggest risk enterprise
630956 -
630957 -
630958 - ...in enterprise, and how to manage that risk. ref OF 3 8316
630960 -  ..
630961 - But people are unaware that meaning is fluid, and so will not invest
630962 - the time to avoid drifting off course.  As a result, people work at
630963 - about 2% - 10% of their capability, since most of their time is
630964 - devoted to correcting mistakes, called "problem handling."
630965 -
630966 -          [On 940901 Project Manager for State of California Department
630967 -          of Water Resources (CDWR) explained need for SDS to improve
630968 -          meeting productivity. ref SDS 13 4920]
630970 -           ..
630971 -          [On 950228 executive VP frustrated by time wasted at meetings
630972 -          arguing about prior understandings. ref SDS 16 1994]
630974 -           ..
630975 -          [On 950605 lawyer frustrated by time wasted at meetings.
630976 -          ref SDS 17 1842]
630978 -           ..
630979 -          [On 960205 AP article reports study managers waste 70% of day
630980 -          in meetings, causes of low productivity. ref SDS 22 5222]
630982 -           ..
630983 -          [On 950721 ISO and PMBOK call for meeting management to
630984 -          improve productivity, but not offer methods on how to
630985 -          accomplish that goal. ref SDS 19 2396
630987 -           ..
630988 -          [On 960518 paper on "meaning drift" shows why meetings are
630989 -          unproductive. ref SDS 23 3734]
630991 -           ..
630992 -          [On 960828 article in PMI publication cites need to improve
630993 -          meeting productivity. ref SDS 24 1111.]
630995 -           ..
630996 -          [On 960920 executive with USACE cited challenge of making
630997 -          meetings productive. ref SDS 25 4261]
630999 -           ..
631000 -          [On 970123 Intel uses confrontation to try making meetings
631001 -          useful. ref SDS 26 1111]
631003 -           ..
631004 -          [On 970418 USACE reports SDS adds "intelligence" to make
631005 -          communications productive. ref SDS 27 3368
631007 -           ..
631008 -          [On 970603 Intel meetings not productive, wanted to use SDS
631009 -          but could not get approval. ref SDS 28 5803]
631011 -           ..
631012 -          [See proposed study using a spreadsheet to show different
631013 -          meaning participants draw from a meeting due to "meaning
631014 -          drift." ref SDS 21 3333.]
631016 -           ..
631017 -          [On 980722 Intel uses Powerpoint slides to make meetings
631018 -          productive. ref SDS 31 2937]
631020 -           ..
631021 -          [On 990204 Commander US Army Corps of Engineers San Francisco
631022 -          District frustrated by poor productivity of meetings.
631023 -          ref SDS 32 I68F
631025 -           ..
631026 -          [On 990225 DOD program manager recognizes SDS enables people
631027 -          to be prepared for meetings, which are driving force of
631028 -          management productivity. ref SDS 33 6956
631030 -           ..
631031 -          [On 991108 meetings are dominated by "orality" which is error
631032 -          prone absence addition of lituracy for analysis. ref SDS 34
631033 -          7426]
631035 -           ..
631036 -          [On 010425 executive VP reports use cases in Typical Day
631037 -          scenario show SDS is a "utopia" compared to other methods.
631038 -          ref SDS 35 EP7F
631040 -           ..
631041 -          [On 020208 manager software development group of 100
631042 -          engineers reports productivity of meetings poor because of
631043 -          weak and conflicting organizational memory. ref SDS 36 J66L
631045 -           ..
631046 -          [On 020415 manager software development group calculates $40K
631047 -          per day loss that can be recovered using SDS for Com Metrics.
631048 -          ref SDS 38 C28K
631050 -           ..
631051 -          [On 030821 Gary is the "history button" using SDS for making
631052 -          meetings productive on major DOD project. ref SDS 39 NH5N
631054 -      ..
631055 -     This is an opportunity for marketing SDS to ensure agenda's are
631056 -     adequately founded on background, and there is follow up,
631057 -     controlling the record, etc., per ref OF 1 line 355.
631059 -      ..
631060 -     Meeting's need "communication metrics", per SDS & POIMS scope
631061 -     statement at ref OF 2 line 357 [and later analysis of Kerzner
631062 -     event on 950202, ref SDS 14 8402 and ref SDS 14 0333]
631064 -  ..
631065 - Mr. Jenett cites "scope" and "communications" as critical project
631066 - management concerns that are still given inadequate attention at
631067 - project inception, but which surface in project audits and claims,
631068 - ref OF 5 line 475.
631069 -
631070 -    [On 950202 industry expert gave "inadequate attention" to solving
631071 -    communication problem. ref SDS 14 8933.]
631072 -
631073 -
631074 -
631075 -
6311 -

SUBJECTS
Personnel, Training, Project Management, Trends, Changes,
Executive Training, 930726
PMBOK
Overview of Methods

6706 -
6707 - General
670801 -  ..
670802 - Article at ref OF 11 line 10 is an introductory explanation of the new
670803 - feature in Pmnetwork called "Executive Notebook" which was mentioned
670804 - previously at ref SDS 6 line 270901.
670806 -  ..
670807 - The article announces at ref OF 11 line 12 a board meeting of CCP's
670808 - and PMP tests in March, 1994, to be held in Vancouver B.C., and
670809 - workshops on PMBOK.  Cost will be $220, which will include breakfast
670810 - and lunch. Interested parties can call:
670811 -
670812 -                    215 734-3330
670813 -
670815 -  ..
670816 - Modern Project Management
670817 -
670818 - It describes or uses the new term, "MPM" for "Modern Project
670819 - Management" at ref OF 11 0000 28, and notes it is accepted wisdom that
670820 - "management support" is needed to implement this new capability.
670821 -
670822 - The article says that the purpose of the new column "The Executive's
670823 - Notebook" is to discuss the scope and/or meaning and nature of the
670824 - support needed from management, ref OF 11 line 78.
670825 -
670826 -     Note that this is answered in part in the first article, described
670827 -     in the next record segment concering ref OF 15 line 47.
670829 -  ..
670830 - Modern project management (MPM) is reviewed in the record on 930929.
670831 - ref SDS 4 ZZ4J
670833 -  ..
670834 - Letters to the editor are requested, ref OF 11 line 95.
670835 -
670836 -    We should be able to initiate a variety of letters on following
670837 -    key issues:
670838 -
670839 -    •   Who defines the scope of MIS and what should it be?
670840 -
670841 -    •   How should communications be conducted?
670842 -
670843 -    •   What does better communications mean and how can it be
670844 -        obtained?
670845 -
670846 -    •   Distinguish information from knowledge.
670847 -
670848 -
670849 -
6709 -

SUBJECTS
Personnel, Training, Project Management, Trends, Changes,
Executive Training, 930726
Pmnetwork, Executive Notebook
Project Management, Trends, Changes,
Priority

7107 -
7108 - General
710901 -  ..
710902 - The article at ref OF 15 line 10 is the 1st for the new "Executive
710903 - Notebook" feature.
710905 -  ..
710906 - It describes a trend for large organizations to create top management
710907 - project steering committees (PSC) for projects, ref OF 15 line 27, in
710908 - order to implement "corporate strategy", ref OF 15 line 30 through
710909 - "communication" ref OF 15 line 33.
710911 -  ..
710912 - A PSC is the focal point for priority setting and dispute resolution,
710913 - to implement lean, flexible organizational concepts, set direction,
710914 - provide support and remove obstacles, ref OF 15 line 47.
710915 -
710916 -     Somehow it seems difficult to imagine that another group of people
710917 -     can make a management "lean and flexible, remove obsticals."
710918 -
710920 -  ..
710921 - Setting Priority
710922 -
710923 - Guidelines for accomplishing and implementing this requirement are
710924 - explained at ref OF 15 line 92.  Includes communicating priorities
710925 - and allocating resources and time accordingly.
710926 -
710928 -  ..
710929 - Article emphasises management by concensus, rather than ensuring the
710930 - PSC has a strong leader to resolve differences efficiently and
710931 - finally.
710932 -
710933 -
710934 -
710935 -
7110 -

SUBJECTS
Cost Control C/SCSC Earned Value Integrate Cost Schedule Control His

7903 -
790401 -  ..
790402 - Cost Control History Project Management CSCSC
790403 - Project Management Cost Control History CSCSC
790404 - CSCSC Cost Control History of Project Management
790405 -
790406 - Follow up ref SDS 4 Q36H.
790407 -
790408 - The article at ref OF 19 JF6O explains background on development of
790409 - CSCSC, it was first issued by US in 1967 to monitor costs in the
790410 - acquisition of major systems.
790412 -  ..
790413 - It applies concepts developed from experience managing industrial
790414 - manufacturing processes, integrating time and cost management.
790415 - ref OF 19 JPVQ
790417 -  ..
790418 - MPM - Modern Project Management reviewed on 930929 evolved from need
790419 - for better results on large projects which led to scientific and
790420 - computer approaches to integrate cost and schedule control.
790421 - ref SDS 4 6Z55
790422 -
790423 -        [On 950204 attended a PMI seminar where Kerzner presented
790424 -        ideas on integrating cost and schedule control. ref SDS 14
790425 -        0003
790427 -  ..
790428 - CSCSC comprises 35 management control standards to predict final cost
790429 - and completion time based on approximately 15% of actual work.
790430 - ref OF 19 J174
790432 -  ..
790433 - Case studies on C/CSC have shown mixed results, ref OF 19 J202,
790434 - covering 25 years experience. ref OF 19 J111  This aligns with article
790435 - reviewed on 930929 reporting resistance to C/CSC. ref SDS 4 Q36H
790436 -
790437 -    [On 940615 Kerzner proposes project management keep records to
790438 -    enable case studies that yield lessons learned that improve the
790439 -    practice of management, for teaching and training. ref SDS 12 5888
790441 -     ..
790442 -    [On 950204 attended a PMI seminar where Kerzner presented
790443 -    ideas on integrating cost and schedule control. ref SDS 14
790444 -    0003
790445 -
790447 -  ..
790448 - There are no case studies actually presented in the article, nor
790449 - identified; only a general references to what studies are alleged to
790450 - show.
790452 -  ..
790453 - Use of CSCSC has been used incorrectly in some cases by imposing a
790454 - proliferation of rigid control questions that do not suit particular
790455 - project conditions.  The result is too much management time expended
790456 - on filling out inapplicable forms, with attendant loss of focus on
790457 - critical project requirements. ref OF 19 UK5H
790458 -
790459 -     The bigger problem is that cost control is an after-the-fact
790460 -     metric showing results of failed communication.
790462 -      ..
790463 -     SDS provides proactive alignment of daily work with objectives,
790464 -     requirements and commitments, e.g., a budget.  Since communication
790465 -     is a predicate to action, maintaingin alignment has a much greater
790466 -     impact on ability to meet time and cost objectives than do cost
790467 -     and schedule control.
790468 -
790469 -
790470 -
7905 -

SUBJECTS
Personnel, Training, Overview of Methods
Decision Analysis, Monte Carlo Simulation

8104 -
8105 - General
810601 -  ..
810602 - Article at ref OF 20 line 30 explains how to apply Monte Carlo
810603 - Simulation to support decision making.
810605 -  ..
810606 - We should contact author about the benefits to decision analysis of
810607 - adequate records and access thereto.
810608 -
810609 -
810610 -
810611 -
810612 -
8107 -

SUBJECTS
Personnel, Training, Overview of Methods
Decision Analysis, Monte Carlo Simulation
Learning period/difficulty
Automation Trends
Learning time/difficulty

8407 -
8408 - General
840901 -  ..
840902 - Article at ref OF 22 line 55 analysing usability v. functionality of
840903 - software.
840904 -
840905 - "Usability" is defined at ref OF 22 line 70.
840906 -
840907 - "User-friendliness" is an aspect of "usability," per ref OF 22 line
840908 - 83, and "ease-of-learning" is a major component of that, discussed at
840909 - ref OF 22 line 91, listing:
840910 -
840911 -           Tutorials
840912 -           Manuals
840913 -           On-line-Help
840914 -           Assist Modes, ref OF 22 line 129
840915 -           User Interface, ref OF 22 line 189
840916 -           Recognizing Diverse Users, ref OF 22 line 213
840917 -           Error Avoidance, ref OF 22 line 236
840918 - ..
840919 - Icons can impede learning, according to author, ref OF 22 line
840920 - 146.
840922 -  ..
840923 - Error avoidance generally means error messages, and or automatic
840924 - corrections of data entry errors.
840925 -
840926 -
840927 -
840928 -
840929 -
840930 -
8410 -