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Contemporary
Project Management
FOURTH EDITION
Timothy J. Kloppenborg
•
Vittal Anantatmula
•
Kathryn N. Wells
Copyright 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. WCN 02-200-203
MS Project 2016 Instructions in Contemporary Project Management 4e
Chapter MS Project
3 MS Project 2016 Introduction
Ribbon, Quick Access Toolbar, view panes, Zoom Slider, Shortcuts, Scheduling Mode Selector
Setting Up Your First Project
Auto schedule, start date, identifying information, summary row
Create Milestone Schedule
Key milestones, zero duration, must finish on, information
7 Set Up a Work Breakdown Structure (WBS)

Understand the WBS definitions and displays
Enter WBS Elements (tasks), Create the outline,
Insert WBS Code Identifier column, Hide or show subtasks detail
8 Using MS Project for Critical Path Schedules

Set Up the Project Schedule
Set or update the project start date, Define organization’s working and nonworking time
Build the Network Diagram and Identify the Critical Path
Enter tasks and milestones, edit the timescale, understand and define task dependencies, assign task
duration estimates, identify the critical path, understand the network diagram view
Display and Print Schedules
9 Define Resources
Resource views, max units, resource calendars
Assigning Resources
Basic assignment, modify an assignment
Identify Overallocated Resources
Resource usage and Detailed Gantt views together
Overallocated Resources
Finding overallocated resources, dealing with overallocations
Crashing a Critical Path Activity
10 Develop Bottom-up Project Budget

Assignment costs, task costs, various cost perspectives
Develop Summary Project Budget
12 Baseline the Project Plan

First time baseline, subsequent baselines, viewing variances
14 Using MS Project to Monitor and Control Projects

What Makes a Schedule Useful?
How MS Project recalculates based on reported actuals, current and future impacts of variances, define
the performance update process (who, what, when)
Steps to Update the Project Schedule
Acquire performance data, set and display status date, Enter duration-based performance data,
reschedule remaining work, revise future estimates
15 Close Project
Creating project progress reports, sharing reports, export a report to MS Excel, archive project work,
capture and publish lessons learned
Copyright 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s).
Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it.
PMBOK® Guide 6e Coverage in Contemporary Project Management 4e
The numbers refer to the text page where the process is defined.
Project management (PM) processes and knowledge areas 10–11 Project life cycle 7–10, 62–64
Projects and strategic planning 33–37 Organizational influences 102–110
Portfolio and program management 37–42
®
PMBOK Guide, 6th ed. Coverage
Initiating Monitoring & Closing

Knowledge Process Executing Process Controlling Process
Areas Group Planning Process Group Group Process Group Group
Project Develop Develop Project Management Plan Direct and Manage Monitor and Control Close
Integration Project 409–410 Project Work 459–460 Project Work 460–462 Project
Management Charter Manage Project Perform Integrated or Phase
60–79 Knowledge 192–193, Change Control 503,
504–508 229–232, 462–463 508–511
Project Scope Plan Scope Management 211–212 Validate Scope
Management Collect Requirements 212–216 500–501
Define Scope 216–220 Control Scope
Create WBS 220–229 475–476
Project Plan Schedule Management 246 Control Schedule
Schedule Define Activities 249–253 476–480
Management Sequence Activities 253–255
Estimate Activity Durations 255–258
Develop Schedule 259–267
Project Cost Plan Cost Management 329–330 Control Costs 345,
Management Estimate Costs 330–341 476–480
Determine Budget 342–344
Project Quality Plan Quality Management 401–404 Manage Quality Control Quality
Management 404–406, 469–474 406–409, 469–474
Project Plan Resource Management 290–295 Aquire Resources Control Resources 476
Resources Estimate Activity Resources 290 138–141
Management Develop Team 141–157
Manage Team 157–161
Project Com- Plan Communications Management Manage Monitor
munications 188–192 Communications Communications
Management 193–199, 465–467 467–468
Project Risk Plan Risk Management 360–366 Implement Risk Monitor Risks
Management Identify Risks 75, 366–368 Responses 464–465 463–464
Perform Qualitative Risk Analysis 75,
368–372
Perform Quantitative Risk Analysis
372–373
Plan Risk Responses 75, 373–377
Project Plan Procurement Management Conduct Control Procurments
Procurement 431–433, 438–441 Procurements 441
Management 434–438
Project Stake- Identify Plan Stakeholder Engagement 184–186 Manage Stakeholder Monitor Stakeholder
holder Stakehold- Engagement 187–188 Engagement 188
Management ers 75–77,
178–184
Source: Adapted from A Guide to the Project Management Body of Knowledge (PMBOK ® Guide), 6th ed. (Newtown Square, PA: Project Management
Institute, Inc., 2017): 31.
Contemporary Project
Management
ORGANIZE LEAD PLAN PERFORM
FOURTH EDITION
TIMOTHY J. KLOPPENBORG
Xavier University
VITTAL ANANTATMULA
Western Carolina University
KATHRYN N. WELLS
Keller Williams Real Estate
Australia • Brazil • Mexico • Singapore • United Kingdom • United States
This is an electronic version of the print textbook. Due to electronic rights restrictions,
some third party content may be suppressed. Editorial review has deemed that any suppressed
content does not materially affect the overall learning experience. The publisher reserves the right
to remove content from this title at any time if subsequent rights restrictions require it. For
valuable information on pricing, previous editions, changes to current editions, and alternate
formats, please visit www.cengage.com/highered to search by ISBN#, author, title, or keyword for
materials in your areas of interest.
Important Notice: Media content referenced within the product description or the product
text may not be available in the eBook version.
Copyright 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. WCN 02-200-203
Contemporary Project Management, 2019 2015
Fourth Edition
Timothy J. Kloppenborg
Cengage Learning Customer & Sales Support, 1-800-354-9706
www.cengage.com/permissions
permissionrequest@cengage.com
2017947974
978 1 337 40645 1
Cengage Learning
20
02210
40
125
www.cengage.com.
www.cengage.com
www.cengagebrain.com
Printed in the United States of America

Print Number: 01 Print Year: 2017
MS Project 2016 Instructions in Contemporary Project Management 4e
Chapter MS Project
3 MS Project 2016 Introduction
Ribbon, Quick Access Toolbar, view panes, Zoom Slider, Shortcuts, Scheduling Mode Selector
Setting Up Your First Project
Auto schedule, start date, identifying information, summary row
Create Milestone Schedule
Key milestones, zero duration, must finish on, information
7 Set Up a Work Breakdown Structure (WBS)

Understand the WBS definitions and displays
Enter WBS Elements (tasks), Create the outline,
Insert WBS Code Identifier column, Hide or show subtasks detail
8 Using MS Project for Critical Path Schedules

Set Up the Project Schedule
Set or update the project start date, Define organization’s working and nonworking time
Build the Network Diagram and Identify the Critical Path
Enter tasks and milestones, edit the timescale, understand and define task dependencies, assign task
duration estimates, identify the critical path, understand the network diagram view
Display and Print Schedules
9 Define Resources
Resource views, max units, resource calendars
Assigning Resources
Basic assignment, modify an assignment
Identify Overallocated Resources
Resource usage and Detailed Gantt views together
Overallocated Resources
Finding overallocated resources, dealing with overallocations
Crashing a Critical Path Activity
10 Develop Bottom-up Project Budget

Assignment costs, task costs, various cost perspectives
Develop Summary Project Budget
12 Baseline the Project Plan

First time baseline, subsequent baselines, viewing variances
14 Using MS Project to Monitor and Control Projects

What Makes a Schedule Useful?
How MS Project recalculates based on reported actuals, current and future impacts of variances, define
the performance update process (who, what, when)
Steps to Update the Project Schedule
Acquire performance data, set and display status date, Enter duration-based performance data,
reschedule remaining work, revise future estimates
15 Close Project
Creating project progress reports, sharing reports, export a report to MS Excel, archive project work,
capture and publish lessons learned
PMBOK® Guide 6e Coverage in Contemporary Project Management 4e
The numbers refer to the text page where the process is defined.
Project management (PM) processes and knowledge areas 10–11 Project life cycle 7–10, 62–64
Projects and strategic planning 33–37 Organizational influences 102–110
Portfolio and program management 37–42
®
PMBOK Guide, 6th ed. Coverage
Initiating Monitoring & Closing

Knowledge Process Executing Process Controlling Process
Areas Group Planning Process Group Group Process Group Group
Project Develop Develop Project Management Plan Direct and Manage Monitor and Control Close
Integration Project 409–410 Project Work 459–460 Project Work 460–462 Project
Management Charter Manage Project Perform Integrated or Phase
60–79 Knowledge 192–193, Change Control 503,
504–508 229–232, 462–463 508–511
Project Scope Plan Scope Management 211–212 Validate Scope
Management Collect Requirements 212–216 500–501
Define Scope 216–220 Control Scope
Create WBS 220–229 475–476
Project Plan Schedule Management 246 Control Schedule
Schedule Define Activities 249–253 476–480
Management Sequence Activities 253–255
Estimate Activity Durations 255–258
Develop Schedule 259–267
Project Cost Plan Cost Management 329–330 Control Costs 345,
Management Estimate Costs 330–341 476–480
Determine Budget 342–344
Project Quality Plan Quality Management 401–404 Manage Quality Control Quality
Management 404–406, 469–474 406–409, 469–474
Project Plan Resource Management 290–295 Aquire Resources Control Resources 476
Resources Estimate Activity Resources 290 138–141
Management Develop Team 141–157
Manage Team 157–161
Project Com- Plan Communications Management Manage Monitor
munications 188–192 Communications Communications
Management 193–199, 465–467 467–468
Project Risk Plan Risk Management 360–366 Implement Risk Monitor Risks
Management Identify Risks 75, 366–368 Responses 464–465 463–464
Perform Qualitative Risk Analysis 75,
368–372
Perform Quantitative Risk Analysis
372–373
Plan Risk Responses 75, 373–377
Project Plan Procurement Management Conduct Control Procurments
Procurement 431–433, 438–441 Procurements 441
Management 434–438
Project Stake- Identify Plan Stakeholder Engagement 184–186 Manage Stakeholder Monitor Stakeholder
holder Stakehold- Engagement 187–188 Engagement 188
Management ers 75–77,
178–184
Source: Adapted from A Guide to the Project Management Body of Knowledge (PMBOK ® Guide), 6th ed. (Newtown Square, PA: Project Management
Institute, Inc., 2017): 31.
Brief Contents
Preface xx
About the Authors xxix
PART 1 Organizing Projects

1 Introduction to Project Management 2
2 Project Selection and Prioritization 32
3 Chartering Projects 60
PART 2 Leading Projects

4 Organizational Capability: Structure, Culture, and Roles 100
5 Leading and Managing Project Teams 136
6 Stakeholder Analysis and Communication Planning 176
PART 3 Planning Projects

7 Scope Planning 210
8 Scheduling Projects 244
9 Resourcing Projects 286
10 Budgeting Projects 328
11 Project Risk Planning 358
12 Project Quality Planning and Project Kickoff 386
PART 4 Performing Projects

13 Project Supply Chain Management 426
14 Determining Project Progress and Results 456
15 Finishing the Project and Realizing the Benefits 498
Appendix A PMP and CAPM Exam Prep Suggestions 522

Appendix B Agile Differences Covered 527
Appendix C Answers to Selected Exercises 532
Appendix D Project Deliverables 537
Appendix E Strengths Themes As Used in Project Management [Available Online]
Index 539
v
1.2 Foundational Elements Project Customer Tradeoff Matrix
Life Cycle and Development Approach

Elevator Pitch
2.4 Organizational Systems
3.4 Project Manager Competencies Leader Roles and Responsibilities

Selecting Projects Project Selection and Prioritization Matrix
Project Resource Assignment Matrix
Charter
4.1 Develop
Integration Project Charter
Assumptions Log 4.2 Develop Project Management Plan
5.1 Plan
5.2 Collect Requirements 5.4 Create
Scope Scope
Requirements Documents WBS
Management
Scope Scope
Statement
Network
6.1 Plan Activity List 6.3 Sequence
Schedule Schedule
Activities Milestone List Activities
Management
6.4 Estimate Duration 6.5 Develop

activity Estimates Schedule
Durations Schedule Baseline
7.1 Plan
Cost Cost 7.2 Estimate 7.3 Determine
Management Costs Budget
Cost Baseline
8.1 Plan
Quality Quality
Management Quality
Mgt.
Plan
9.1 Plan 9.2 Estimate Resource Requirements
Resources Resource Activity
Management RACI Resources
Team
Charter
10.1 Plan
Communication Communications
Management Communications
Matrix 11.2 Identify
Risks
Risk Register
11.1 Plan
11.3 Perform
Risk Risk
Qualitative
11.5 Plan
Management Risk
Risk Analysis Responses
Bid
Documents 11.4 Perform
12.1 Plan Make or Buy Quantitative
Procurement Procurement Analysis Risk Analysis
Management
13.1 Identify Stakeholder 13.2 Plan Stakeholder

Stakeholders Stakeholders Register Stakeholders Engagement
Engagement Assessment Matrix
Realizing s
s Analysis
4.5 Monitor and

4.3 Direct and Manage Control
PM Plan Baselines Life Cycle Project Work Project Work
and Development Approach 4.7 Close Project Closure
or Phase Documents
Customer
4.4 Manage Project Lessons 4.6 Perform Feedback
Knowledge Learned Integrated Transition Plan
Register Change Control
Retrospectives
Scope
Baseline with WBS 5.5 Validate
Scope
Scope
5.6 Control Backlog
Scope
6.6 Control
Resource Histogram Schedule Burn
Project Crashing Down/Up
Charts
7.4 Control
Costs Earned Value
Analysis
Quality Quality
8.2 Manage Reports 8.3 Control Measurements
Quality Quality
9.3 Acquire
Resources
Team
9.4 Develop Assignments 9.6 Control
Team Resources
Team
Assessments 9.5 Manage
Team
10.2 Manage 10.3 Monitor

Communications Communications Change
Agendas Requests
Minutes
Issues Log
Meeting Evaluation
Progress Report
11.6 Implement 11.7 Monitor
Risk Responses Risks
12.2 Conduct 12.3 Control

Procurements Procurements
Source
Selection
Matrix
13.3 Manage 13.4 Monitor

Stakeholder Stakeholder
Engagement Engagement
Contents
Preface . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . xx
About the Authors . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . xxix
PART 1 Organizing Projects

CHAPTER 1
Introduction to Project Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2
1.1 What Is a Project? 3
1.2 History of Project Management 5
1.3 How Can Project Work Be Described? 6
1.3a Projects versus Operations 6 / 1.3b Soft Skills and Hard Skills 7 / 1.3c Authority
and Responsibility 7 / 1.3d Project Life Cycle 7
1.4 Understanding Projects 10
1.4a Project Management Institute 10 / 1.4b Project Management Body of Knowledge
®
(PMBOK ) 10 / 1.4c The PMI Talent Triangle 11 / 1.4d Selecting and Prioritizing
Projects 14 / 1.4e Project Goals and Constraints 14 / 1.4f Defining Project Success
and Failure 15 / 1.4g Using Microsoft Project to Help Plan and Measure
Projects 16 / 1.4h Types of Projects 16 / 1.4i Scalability of Project Tools 17
1.5 Project Roles 17
1.5a Project Executive-Level Roles 18 / 1.5b Project Management-Level Roles 19 /
1.5c Project Associate-Level Roles 20
1.6 Overview of the Book 20
1.6a Part 1: Organizing and Initiating Projects 20 / 1.6b Part 2: Leading Projects 21 /
1.6c Part 3: Planning Projects 21 / 1.6d Part 4: Performing Projects 23
PMP/CAPM Study Ideas 23
Summary 24
Key Terms Consistent with PMI Standards and Guides 24
Chapter Review Questions 25
Discussion Questions 25
®
PMBOK Guide Questions 26
Integrated Example Projects 27
Suburban Homes Construction Project 27
Casa DE PAZ Development Project 28
Semester Project Instructions 28
Project Management in Action 29
References 30
Endnotes 31
viii
Contents ix
CHAPTER 2
Project Selection and Prioritization . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 32
2.1 Strategic Planning Process 33
2.1a Strategic Analysis 33 / 2.1b Guiding Principles 34 / 2.1c Strategic
Objectives 36 / 2.1d Flow-Down Objectives 37
2.2 Portfolio Management 37
2.2a Portfolios 38 / 2.2b Programs 39 / 2.2c Projects and Subprojects 39 /
2.2d Assessing an Organization’s Ability to Perform Projects 42 / 2.2e Identifying
Potential Projects 42 / 2.2f Using a Cost-Benefit Analysis Model to Select
Projects 43 / 2.2g Using a Scoring Model to Select Projects 45 / 2.2h Prioritizing
Projects 48 / 2.2i Resourcing Projects 48
2.3 Securing Projects 49
2.3a Identify Potential Project Opportunities 50 / 2.3b Determine Which Opportunities to
Pursue 50 / 2.3c Prepare and Submit a Project Proposal 51 / 2.3d Negotiate to
Secure the Project 51
Summary 52
®
Exercises 54
References 58
Endnotes 59
CHAPTER 3
Chartering Projects . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 60
3.1 What Is a Project Charter? 62
3.2 Why Is a Project Charter Used? 63
3.3 When Is a Charter Needed? 64
3.4 Typical Elements in a Project Charter 65
3.4a Title 65 / 3.4b Scope Overview 65 / 3.4c Business Case 66 /
3.4d Background 66 / 3.4e Milestone Schedule with Acceptance Criteria 66 /
3.4f Risks, Assumptions, and Constraints 67 / 3.4g Resource Estimates 69 /
3.4h Stakeholder List 69 / 3.4i Team Operating Principles 69 / 3.4j Lessons
Learned 70 / 3.4k Signatures and Commitment 70
3.5 Constructing a Project Charter 70
3.5a Scope Overview and Business Case Instructions 70 / 3.5b Background
Instructions 71 / 3.5c Milestone Schedule with Acceptance Criteria
Instructions 72 / 3.5d Risks, Assumptions, and Constraints Instructions 75 /
3.5e Resources Needed Instructions 75 / 3.5f Stakeholder List Instructions 75 /
x Contents
3.5g Team Operating Principles Instructions 77 / 3.5h Lessons Learned

Instructions 77 / 3.5i Signatures and Commitment Instructions 78
3.6 Ratifying the Project Charter 79
3.7 Starting a Project Using Microsoft Project 79
3.7a MS Project 2016 Introduction 80 / 3.7b Setting up Your First Project 81 /
3.7c Define Your Project 82 / 3.7d Create a Milestone Schedule 83
Summary 88
®
Exercises 90
References 96
Endnotes 97
PART 2 Leading Projects

CHAPTER 4
Organizational Capability: Structure, Culture, and Roles . . . . . . . . . . . . . . . . . . . . . 100
4.1 Types of Organizational Structures 103
4.1a Functional 103 / 4.1b Projectized 104 / 4.1c Matrix 105
4.2 Organizational Culture and Its Impact on Projects 109
4.2a Culture of the Parent Organization 110 / 4.2b Project Cultural Norms 111
4.3 Project Life Cycles 111
4.3a Define-Measure-Analyze-Improve-Control (DMAIC) Model 112 / 4.3b Research and
Development (R&D) Project Life Cycle Model 113 / 4.3c Construction Project Life
Cycle Model 113 / 4.3d Agile Project Life Cycle Model 113
4.4 Agile Project Management 114
4.4a What Is Agile? 114 / 4.4b Why Use Agile? 114 / 4.4c What Is an Agile
Mindset? 114 / 4.4d What Are the Key Roles in Agile Projects? 115 / 4.4e How Do
You Start an Agile Project? 115 / 4.4f How Do You Continue an Agile Project?
115 / 4.4g What Is Needed for Agile to Be Successful? 116
4.5 Traditional Project Executive Roles 116
4.5a Steering Team 116 / 4.5b Sponsor 117 / 4.5c Customer 119 / 4.5d Chief
Projects Officer/Project Management Office 121
4.6 Traditional Project Management Roles 121
4.6a Functional Manager 121 / 4.6b Project Manager 122 / 4.6c Facilitator 124
4.7 Traditional Project Team Roles 126
4.7a Core Team Members 126 / 4.7b Subject Matter Experts 126
Contents xi
4.8 Role Differences on Agile Projects 126

Summary 128
®
Exercises 130
References 134
Endnotes 135
CHAPTER 5
Leading and Managing Project Teams . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 136
5.1 Acquire Project Team 138
5.1a Preassignment of Project Team Members 139 / 5.1b Negotiation for Project Team
Members 139 / 5.1c On-Boarding Project Team Members 140
5.2 Develop Project Team 141
5.2a Stages of Project Team Development 142 / 5.2b Characteristics of High-Performing
Project Teams 144 / 5.2c Assessing Individual Member Capability 147 /
5.2d Assessing Project Team Capability 148 / 5.2e Building Individual and Project
Team Capability 150 / 5.2f Establishing Project Team Ground Rules 153
5.3 Manage Project Team 157
5.3a Project Manager Power and Leadership 157 / 5.3b Assessing Performance of
Individuals and Project Teams 159 / 5.3c Project Team Management Outcomes 159
5.4 Relationship Building Within the Core Team 160
5.5 Managing Project Conflicts 161
5.5a Sources of Project Conflict 162 / 5.5b Conflict-Resolution Process and
Styles 163 / 5.5c Negotiation 164
5.6 Communication Needs of Global and Virtual Teams 166
5.6a Virtual Teams 166 / 5.6b Cultural Differences 166 / 5.6c Countries and Project
Communication Preferences 167
Summary 168
®
Discovering Diverse Content Through
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"No."
Grimes looked at the key critically. "H'm! A spring lock. Do you mind
opening this drawer?"
"Why should I open it? It's my private drawer." Betty thought of her
Marcus Aurelius and Bob's precious letter. Why should these sacred things
be dragged out by this vulgar detective?
"Oh, it's your private drawer, is it? Just the same, I must ask you to open
it, Miss Thompson."
"Very well," yielded the girl. "There!" She put the key in the lock and
turned it while Grimes watched her keenly.
"Now if your lordship will look in this drawer?" he said.
"Certainly," bowed the prelate, and he pulled out the drawer to its full
length, then started back with a cry of amazement. "Good heavens!" He
drew forth a bundle of folded banknotes. "It's the stolen money," he
declared. "The exact amount! The identical notes! Five thousand pounds!"
Betty started in bewilderment. "But—I don't understand," she said.
Old Bunchester turned to the girl in deep concern. "My dear Miss
Thompson, this is exceedingly painful, exceedingly compromising. I beg
you most earnestly, in the interest of everyone, in your own interest, to tell
us how it comes that this money is found in your desk. You must explain
this mystery, indeed you must."
"Hold on!" cried Bob, springing forward, his whole face transfigured,
and here it was, in the words of Hiram Baxter, that the boy showed himself
a thoroughbred and took the five-bar gate in one clean leap. "Don't say a
word, Betty. Don't explain anything. You're the finest, pluckiest girl I ever
knew, and right now, without any explanation, I ask you to be my wife."
"Bob!" she cried, and her whole soul was in her eyes.
"It's all right, dear." He stood close beside her and drew her to him
protectingly. "There are two of us now." Then, turning to Grimes: "Go
ahead with your silly little game."
"All very pretty," sniffed the detective, while the bishop looked on in
purple amazement, "but, before we get through with our silly little game
you may not find it as silly as you think."
He strode across the library to the foot of the little stair and pointed to
the mezzanine door. "If Miss Thompson was so confident that Jenny Regan
was a deserving person why did she hide her in that room this morning?"
"What?" cried Bob.
Grimes fixed his hard gaze on Betty. "Do you deny that you hid Hester
Storm, otherwise known as Jenny Regan, in that room?"
The girl eyed him steadily. "It's true," she said; "but—I can explain it."
Young Baxter started to his feet. "It isn't possible this Storm girl who's
been working here is—Jenny Regan?"
Grimes nodded. "Jenny Regan is one of her aliases. It's a matter of

police record. You knew this, didn't you?" He turned to Betty, whose cheeks
were aflame with anger.
"Yes, I knew it," she flung back, "and what is more——"
"You knew she was a thief and a pickpocket?" he added.
With an effort the girl checked herself and stood panting.
"If your lordship will give me a few moments," she said in a low tone,
"I can make everything clear. You don't mind, Bob? Just a few moments?"
Baxter bowed to her wish. "Of course I don't mind. Come on," he said
to Grimes.
"Not I," refused the latter. "Miss Thompson says she can make things
clear to his lordship. So can I. His lordship's purse was stolen by Hester
Storm, alias Jenny Regan, but this young woman," he swept Betty with a
cruel look, "was an accessory after the fact."
"You miserable hound!" roared Bob.
And the bishop said solemnly: "My dear sir, you are making an
incredible accusation. Miss Thompson is a lady—a friend of mine. I knew
her estimable father."
"I can only lay the facts before your lordship," shrugged the detective.
He went to the library door, and, motioning quickly, returned followed by
Hester Storm, who looked neither to the right nor the left, but held her eyes
straight down before her, as if studying the yellowish pattern in the carpet.
Betty watched her in surprise.
"There," Grimes pointed to Hester, "is my answer to your lordship's

doubts. What is this woman doing here? She is a notorious thief and a
pickpocket. Why did she come to Ipping House? Why did your lordship's
friend, Miss Thompson, shelter her in that bedroom and try to prevent me
from arresting her? The answer is easy. It was because Miss Thompson
proposed to share the money this Storm girl had stolen from your lordship."
"That's a lie!" rang out Betty's swift denial. "Tell them it's a lie. You
must tell them," she appealed frantically to Hester.
But the Storm girl never moved; she never spoke; she never lifted her
eyes from the carpet.
And Grimes went on relentlessly: "If Miss Thompson was innocent of

this crime why did she not tell the whole truth about it when she was alone
with your lordship not half an hour ago?"
"I wanted to tell the truth," insisted Betty, "but I had promised this poor
girl that I would do nothing until—until the detective had gone." Again she
appealed to Hester. "You know that is true. Tell them it's true."
But the Storm girl stood there like a frozen image, her lips closed, her
eyes cast down. And a sickening terror filled Betty's breast.
"Your lordship must see that there is a strong case against this young
woman." Grimes moved toward Betty with a grim tightening of the lips.
"You'll have to come with me." He laid a hand on her arm.
Instantly Bob Baxter stepped forward, his face as white as Betty's.
"Take your hands off that lady."
"Oh, I don't know," retorted Grimes. "I'm an officer of the law and——"
"My dear Mr. Baxter," reasoned the bishop, interposing his portly and
venerable presence between the excited adversaries, "believe me, we must
respect the majesty of the law."
"Majesty nothing," stormed Bob. "I tell you——"
"I tell you to step back," ordered the detective. "And you——" he faced
Miss Thompson, "consider yourself under arrest. If you have anything to
get ready you'd better do it. We start in——" he glanced at his watch, "in
ten minutes."
"Start?" cried Baxter, aghast.
The seriousness of the situation was now clear to everyone.
"See here," the young man appealed to Grimes after a moment's

thought, "there's some horrible mistake. Miss Thompson had nothing to do
with stealing that money. She couldn't steal. Look at her, man! You know
she couldn't. I'll be responsible anyway, or my father will, for the money
and everything else. You can't drag her off like this and disgrace her. By
God, I won't let you."
"I'm sorry, sir, but I've no choice. A crime has been committed, and—
there's evidence enough to hold her on if she was a cousin of the queen."
"Under arrest!" murmured Betty twining her fingers together piteously
and fixing her eyes on Hester.
At this moment the sound of carriage wheels was heard outside. Bob
went quickly to the window.
"It's Father," he said with a movement of relief. "Cheer up, Betty. Dad
will think of something."
A moment later Hiram Baxter entered the room. His face was ashen
gray. He looked broken and ill, but a flicker of the old bright smile spread
over his rugged face as he glanced about the room.
"Hello, everybody! Why, hello, Bish!" He tapped Bunchester playfully

on the shoulder. "I'm awful glad to see you, Bish." Then, as he noticed the
universal gloom, "Say, it strikes me you folks are a little frappay. What's
wrong? What are you doing here?" he asked Grimes.
The detective started to explain, but Bob cut in eagerly.
"One moment! Father, did you leave twenty-five thousand dollars in the
drawer of that desk?"
"Twenty-five thousand dollars! Say, boy, is this a joke? If it is, I tell ye

straight I don't like it."
"No, Father, it's not a joke; it's very far from a joke. Did you leave it
there?"
"Twenty-five thousand dollars in that desk? Say, if you knew what I've
been through to-day! I've been scratchin' around down where the avenues
are paved with red-hot bricks, lookin' for twenty-five thousand dollars. And
I didn't find it, either. No, sir, I left no money in that desk. It ain't my desk,
anyway; it's Betty's desk."
"Ah!" smiled Grimes.
"Say, who are you, anyway?"

"I'm Grimes from Scotland Yard."
"Let me explain," put in Betty. "I—I'm in great trouble, Guardy."
"I'll tell him, dear," said Bob. "Father, I—I've asked Betty to be my
wife."
"Well, it ain't that that's makin' ye look like a funeral, is it?" drawled
Hiram. "Go on, now; let me have it."
Betty and Bob spoke at the same time, both pointing scornful fingers at
Grimes.
"He says that I——"
"He dares to say that Betty——"
"Easy now! Not all at once. Say, Bish, you'd better tell it."
Bunchester coughed impressively. "My dear friend, it seems incredible,

but the fact is Mr. Grimes thinks that Miss Thompson was concerned in the
—er—misappropriation of that five thousand pounds."
"That was stolen from you? Betty Thompson? No, no, no!" thundered
the old man.
"That is how we all feel, but, with the utmost regret I am forced to bear
witness that this exact sum and, I believe, the identical banknotes were
found in Miss Thompson's desk—there."
"Five thousand pounds? What does this mean, Betty? How did that
money get in your desk?"
"I—I don't know," the unhappy girl answered. Grimes looked at his
watch again. "No use of any more talk," he said gruffly. "It's time to start
and——" motioning to Betty, "you'll have to come with me."
"You don't mean——" Hiram's eyes burned savagely.

"I mean that these two women are under arrest, sir, charged with grand
larceny, and I'm going to take 'em to London by the next train."
"But—I won't have it."
"Better not interfere, sir. I've men outside to help me, and—I'm going to
take 'em. Come now." He caught Betty by the arm and marched her, half
fainting, toward the door.
At this moment Hester Storm lifted her eyes, opened her lips, and spoke
in a strange, low tone:
"Wait! You mustn't take her. She didn't steal the money. She had nothing
to do with it. I stole the money. I put it in that desk. I'm the one to take."
"Hester!" cried Betty. "You—you put that money in my desk?" repeated

Betty slowly.
"Yes. I meant to steal it or—I meant to steal half of it, but—when you
sang that song about—her promise true, why—I thought how you'd been
good to me, and—trusted me, and—I sneaked in here and left the money.
The drawer was open, and I snapped it shut. Then, when I made my
getaway he pinched me." She turned to Grimes.
The detective lowered his head as if he was studying the girl through his
eyebrows.
"You told me a different story just now?" he said.
"Sure I did. I lied. You know I lied. You don't think I'm stuck on gettin'
sent away for ten years, do ye? But if it's got to be her or me, well, I won't
have her sent away when all she's done is to treat me right and try to save
me. You can take that from Hester Storm."
"This is a rare and beautiful instance of gratitude and devotion,"

commented Bunchester.
"That's all right, Bish; but I want to know more about this." Hiram
turned to Hester, who was standing with bowed head and clasped hands.
"Well, fer a girl who talks about stealin'—I guess some o' the honest folks
could take lessons from you. Say, I didn't quite get that about how you
planned to steal half o' this money? Where did the half come in? Why didn't
ye plan to steal all of it?"
Then, little by little, with questions from Grimes and more questions
from Hiram the Storm girl told her story, sometimes in broken words, as her
feelings overpowered her, but in the main simply and bravely and truthfully,
as one who is strengthened by some higher power. She went back to her
childhood and spoke of her sister Rosalie. She told of her wanderings and
waywardness, then of her visit to Ippingford and her meeting with Horatio
Merle. Then, finally, of her efforts to return the money and of the
persecution she had suffered at the hands of Anton. She kept nothing back,
and she made no excuse for herself. She had sinned and it was right that she
should suffer.
As Hester finished her confession every heart went out to her in genuine
sympathy, and Grimes was seen to wipe his eyes.
"I want to say," he remarked, "that I've seen some strange cases in my
time, but when it comes to a woman trying to steal money over again that
she's stolen once so as to give it back—why, that's a new one on me."
"Ye can't ever tell what a woman's goin' to do," nodded Baxter.
"Anyway, I owe you an apology, Miss Thompson," the detective went

on, and there was a little catch in his voice as he met Betty's grave, beautiful
eyes. "Things certainly did look black against you, but—all I can say is, I'm
sorry, Miss, I'm sorry."
"It's all right, old man," said Bob.
Whereupon the Bishop of Bunchester, clearing his throat ponderously,

addressed these comforting words to Hester Storm: "My dear young friend,
I am inexpressively touched by this story of your struggles and temptations
and your splendid moral victory. It is a most meritorious case and one that
the Society of Progressive Mothers will take up with enthusiasm. As for the
outcome of this affair, speaking for the Progressive Mothers' Society and
for myself, as bishop of this diocese, I can assure you that there will be no
unpleasant consequences, so far as you are concerned. The money has been
returned. You have truly repented of your sin and you have given an
illustration of spiritual regeneration that will long be treasured in the annals
of the Progressive Mothers' Society.
"And now, my dear Miss Thompson, how shall I express my great joy
——" The bishop turned to Betty, and was about to launch forth into
another sounding period when Hiram Baxter interrupted him.
"Excuse me, Bish, fer breakin' in on yer speech, but—I've had a bad day
in town, and—if you don't mind takin' the detective into the next room and
finishin' up the details of this purse business with him, why——"
Baxter leaned back in his chair with signs of physical distress—"ye see,
I'm just about all in."
"Why, certainly, my dear friend. Let us come in here." And, motioning

to Grimes and Hester, he led the way into the conservatory and carefully
closed the door behind him.
"Father! Is anything wrong?" asked Bob in concern.
"Guardy, you're ill?"
With anxious faces the young lovers stood beside the old man, who
smiled at them wearily.
"Children, I've got bad news fer ye, awful bad news for ye," he said.
"I've made the best fight I could, but that Henderson bunch, they've done
me up. Independent Copper broke twenty points to-day in the New York
market, and—I was long of the stock. My man cabled me the tip to sell, but
I never got it. I never got it. That cable was held up." He bent forward,
resting his big grizzled head on his hands in an attitude of utter despair. "It's
all off, children. It's all off."
Betty's heart was pounding violently as she listened. Things had

happened so rapidly in the last few hours that she had scarcely thought of
Lionel and his wild sprint for the cable office. Had he failed to get there in
time? Had he made some mistake? What could have happened to Lionel?
"Excuse me a moment," she said, and hurrying toward the conservatory,

she threw open the door and looked about her.
One glance showed that something had happened, for her eyes fell on a
murmuring group gathered about Anton and the detective. And there in the
group, calmly smoking a cigarette, was Lionel Fitz-Brown.
"Lionel!" Betty called, addressing him by his Christian name for the
first time in her life. "Please come here—quick." And then, when he stood
before her, very indignantly: "The idea of your not coming to tell me!"
"Tell you about what?" he asked blankly.
"About the cable. Did you—were you in time?"
Fitz-Brown adjusted his monocle with great care, then, gradually, a

smile spread over his face. "Oh, I say! The cable! You see, I got so beastly
wet in the storm, Miss Thompson, that I—well, the fact is, I had on thin
flannel trousers and they jolly well shrunk up to my knees and—haw, haw,
haw!" He exploded into uproarious merriment.
"Oh, Mr. Fitz-Brown," she wrung her hands beseechingly, "please tell
me if you got the cable off by twelve?"
Lionel laid a reflective forefinger along his nose. "By twelve? No. No, I
didn't."
"You didn't?" Betty's heart sank.
"I go it off five minutes before twelve. Haw, haw, haw!" He fairly
doubled up in his enjoyment of this witticism.
Like a flash, Betty darted back to Hiram, thrilling with this good news.
And at the same moment Grimes entered, holding a cablegram in his hand.
"Beg your pardon, sir," he said respectfully to Baxter, "I've just arrested
your chauffeur, Anton Busch. He's a crook, Slippery Jake, sneak thief and
confidence man, wanted by the police in half dozen cities. He's been
working some deviltry here, sir. I've just found this cablegram on him. It's
addressed to you."
"Thank you," said Hiram with a look of inexpressible sadness in his

eyes. "It's come too late."
"I'm sorry, sir. I—I'll wait outside," and Grimes withdrew, his hard face
softened by a look of deep pity for the shattered old warrior.
Baxter sat still, looking at the yellow envelope. "Too late!" he muttered.
"Oh, if I'd only got this cablegram in time!"
"Guardy, I want to tell you something," Betty began, but Hiram paid no
attention.
"Nothing matters now," he went on bitterly. "I mustn't say that. I'm
happy about you two. Betty! Bob!" He joined their hands and held them
strongly. "It's what I've always dreamed of, but—I wanted to leave ye well
fixed and now——" The tears were coursing down his grizzled cheeks.
"We're ruined—ruined."
"No, no! We're not ruined. You mustn't say that, Guardy." The girl dared
not promise anything, for she did not know the result of her effort, but she
pointed hopefully to the unopened cablegram. "Why don't you open this?
Why don't you read it?"
He shook his head despairingly. "I know what it is. It's the notice that
I've been sold out and—everything's gone. God! If I'd only known! If I
could only have given the order to sell—even a few thousand shares."
With a listless movement Hiram ripped open the cable envelope and
drew out the yellow sheet. Betty thought her heart would stop beating as
she watched his face. Slowly the look of amazement came. He rubbed his
eyes and read the message again. Then he sprang to his feet with a great cry.
"What! It ain't possible! Listen to this!" In his excitement, Hiram almost
shouted the words written there before him. "'Congratulate you on your
splendid nerve. Executed order at once. Sold fifty thousand shares at top of
market and closed out with twenty points profit. Gramercy.' You hear that,
Bob? Read it! Am I crazy or—— No, no! There's something wrong. I didn't
show any splendid nerve. I didn't cable any order to sell fifty thousand
shares. There's some mistake."
"There's no mistake," cried Betty. "I cabled the order to sell."
"You?" stared Bob.
"You?" gasped Hiram. "You cabled the order to sell fifty thousand
shares of Independent Copper stock for my account? Fifty thousand
shares?"
It was several moments before Betty could speak, and then, laughing
and crying hysterically, she told what she and Lionel had done.
"I should say it was splendid nerve," said Bob. And folding his big,
strong arms around her, "Betty, you darling!" he whispered.
She lay there happy in his arms and, looking up into his eyes with all
the fondness of her soul, answered shyly and sweetly, "Bob, my love."
And Hiram Baxter, wiping away his tears of joy, muttered to himself
(since no one else was paying any attention), "Holy cats! Is there anything a
woman won't do?"
THE END
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PART 3 Planning Projects

PART 4 Performing Projects

Appendix A PMP and CAPM Exam Prep Suggestions 522

Life Cycle and Development Approach

3.4 Project Manager Competencies Leader Roles and Responsibilities

6.4 Estimate Duration 6.5 Develop

13.1 Identify Stakeholder 13.2 Plan Stakeholder

4.5 Monitor and

10.2 Manage 10.3 Monitor

12.2 Conduct 12.3 Control

13.3 Manage 13.4 Monitor

PART 1 Organizing Projects

3.5g Team Operating Principles Instructions 77 / 3.5h Lessons Learned

PART 2 Leading Projects

4.8 Role Differences on Agile Projects 126

"Now if your lordship will look in this drawer?" he said.

Betty started in bewilderment. "But—I don't understand," she said.

"What?" cried Bob.

Grimes nodded. "Jenny Regan is one of her aliases. It's a matter of

"Yes, I knew it," she flung back, "and what is more——"

"You knew she was a thief and a pickpocket?" he added.

With an effort the girl checked herself and stood panting.

"You miserable hound!" roared Bob.

"There," Grimes pointed to Hester, "is my answer to your lordship's

And Grimes went on relentlessly: "If Miss Thompson was innocent of

Instantly Bob Baxter stepped forward, his face as white as Betty's.

"Take your hands off that lady."

"Majesty nothing," stormed Bob. "I tell you——"

"Start?" cried Baxter, aghast.

The seriousness of the situation was now clear to everyone.

"See here," the young man appealed to Grimes after a moment's

"Hello, everybody! Why, hello, Bish!" He tapped Bunchester playfully