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Business Process Change
A BUSINESS PROCESS
MANAGEMENT GUIDE FOR
MANAGERS AND PROCESS
PROFESSIONALS
Third Edition
PAUL HARMON
Executive Editor, www.BPTrends.com
Chief Methodologist, Business Process Trends Associates
Foreword by Tom Davenport
Amsterdam • Boston • Heidelberg • London
NewYork • Oxford • Paris • San Diego
San Francisco • Singapore • Sydney • Tokyo
Morgan Kaufmann is an imprint of Elsevier

Acquiring Editor: Andrea Dierna
Editorial Project Manager: Kaitlin Herbert
Project Manager: Punithavathy Govindaradjane
Designer: Russell Purdy
Morgan Kaufmann is an imprint of Elsevier
225 Wyman Street, Waltham, MA 02451, USA
Copyright © 2014 Elsevier Inc. All rights reserved.
No part of this publication may be reproduced or transmitted in any form or by any means, electronic
or mechanical, including photocopying, recording, or any information storage and retrieval system,
without permission in writing from the publisher. Details on how to seek
permission, further infor-
mation about the Publisher’s permissions policies and our
arrangements with organizations such as
the Copyright Clearance Center and the Copyright Licensing Agency, can be found at our website:
www.elsevier.com/permissions.
This book and the individual contributions contained in it are protected under copyright by the Publisher
(other than as may be noted herein).
Notices
Knowledge and best practice in this field are constantly changing. As new research and
experience
broaden our understanding, changes in research methods or professional practices, may become necessary.
Practitioners and researchers must always rely on their own experience and knowledge in evaluating and
using any information or methods described herein. In using such information or methods they should be
mindful of their own safety and the safety of others, including
parties for whom they have a professional
responsibility.
To the fullest extent of the law, neither the Publisher nor the authors, contributors, or
editors, assume any
liability for any injury and/or damage to persons or property as a matter of
products liability, negligence
or otherwise, or from any use or operation of any methods,
products, instructions, or ideas contained in
the material herein.
Library of Congress Cataloging-in-Publication Data
Harmon, Paul, 1942-
Business process change : a business process management guide for managers and process
professionals/
Paul Harmon, executive editor, www.BPTrends.com Chief Methodologist, Business Process Trends

Associates ; Foreword by Tom Davenport. -- Third edition.
p. cm.
ISBN 978-0-12-800387-9
1. Electronic commerce. 2. Organizational change. 3. System design. I. Title.
HF5548.32.H367 2014
658.4’06--dc23
2014006134
British Library Cataloguing-in-Publication Data
A catalogue record for this book is available from the British Library.
ISBN: 978-0-12-800387-9
Printed and bound in the United States of America
14 15 16 17 18 10 9 8 7 6 5 4 3 2 1
For information on all MK publications visit our website
at www.mkp.com

To my business partner, CeliaWolf, and to all those who have helped develop BPTrends

Associates, including, but not limited to, Gina andYusuf Abudi, Bassam Al-Kharashi,
Roger Burlton, Julio Cesar Luis, Sandy Foster, Paul Heidt, Mary Lowe,Artie Mahal,
Alex Mello, Gilles Morin, Carolyn Potts, and RogerTregear

This page intentionally left blank

xi
Foreword xvii
Preface to the Third Edition xix
Introduction xxiii
1.
Business Process Change 1
Organizations as systems 2
Systems and value chains 2
The Six Sigma movement 7
Business process change in the 1990s 8
Lean and the Toyota Production System 11
Other process change work in the 1990s 12
A quick summary 15
Business process change in the new millennium 16
What drives business process change? 17
Notes and references 19
Part I
Organization-Wide Concerns
2.
Strategy, Value Chains, Business Initiatives, and Competitive Advantage 27
Defining a strategy 28
Porter’s model of competition 30
Industries, products, and value propositions 33
Strategies for competing 34
Porter’s theory of competitive advantage 36
Porter’s strategic themes 40
Treacy and Wiersema’s positioning strategies 42
The balanced scorecard approach to strategy 43
Business models 47
Business initiatives 47
Summary 48
3.
Understanding Your Organization 53
A comprehensive business process method 53
Strategy and enterprise BPM 56
Understand the enterprise 57
The traditional view of an organization’s structure 57
A case study of organization transformation 59
CONTENTS

Contents
xii
The systems view of an organization 62
Models and diagrams 63
Organization diagrams 64
Organizations and value chains 66
Systems and processes 69
4.
Business Architecture 73
The Supply Chain Council’s SCOR framework 76
Business architecture: The IT approach 79
Business process architecture 84
Defining an architecture using a framework 95
The Supply Chain Council’s SCOR framework 95
Developing a supply chain architecture with SCOR 96
The extension of SCOR 100
Another approach 103
Summary 106
5.
Measuring Process Performance 109
Key measurement terms 109
Developing a comprehensive measurement system 114
Balanced Scorecard and process measures 115
Aligning process measures 120
Deriving measures from business process frameworks 122
Putting it all together 125
Completing the business process architecture worksheet 127
6.
Process Management 131
The process perspective 131
What is management? 133
Matrix management 140
The management of outsourced processes 143
Value chains and process standardization 143
Management processes 146
Documenting management processes in an architecture 153
Completing the business process architecture worksheet 154

Contents xiii
7.
An Executive Level BPM Group 157
What does a BPM group do? 157
Create and maintain the enterprise business process architecture 158
Identify, prioritize, and scope business process change projects 159
Help create, maintain, and manage the process performance system 166
Help create and support the process manager system 167
Recruit, train and manage business process change professionals 168
Manage risk/compliance reporting and documentation 168
A case study: Boeing’s GMS division 169
Summary 180
The BPM group 181
Part II
Process Level Concerns
8.
Understanding and Scoping Process Problems 185
What is a process? 185
Process levels and levels of analysis 186
Simple and complex processes 188
Business process problems 191
The initial cut: What is the process? 193
Refining an initial process description 195
Creating a business case for a process change project 206
9.
Modeling Business Processes 211
Process flow problems 211
Day-to-day management problems 213
Process flow diagrams 214
Flow diagramming basics 216
More process notation 221
As-is, could-be, and to-be process diagrams 228
Case management 234
10.
Human Performance Analysis, Automation, and Decision Management 241
Analyzing a specific activity 242
Analyzing human performance 246
Managing the performance of activities 251
Automating the enter expense reports activity 252
Empowering employees 255

Contents
xiv
Analyzing a completely automated activity 258
Decision management 260
Knowledge workers, cognitive maps, and decision management 264
11.
Managing and Measuring a Specific Business Process 277
Representing management processes 278
The management process 280
Plan work 281
Organize work 284
Communicate 284
Control work 285
Evaluating the performance of the process manager 288
Continuous measurement and improvement 288
Management redesign at Chevron 290
12.
Incremental Improvement with Lean and Six Sigma 293
Six Sigma 293
The Six Sigma concept 296
The Six Sigma approach to process improvement 299
Phases in a Six Sigma improvement project 300
Lean 315
Summary 322
13.
The BPTrends Process: Redesign Methodology 327
Why have a methodology? 331
How does it all begin? 331
What happens? 332
Who makes it all happen? 332
Phase 1: Understanding the project 334
Phase 2: Analyze business process 337
Phase 3: Redesign business process 342
Phase 4: Implement redesigned process 345
Phase 5: Roll out the redesigned process 347
Summary 351

Contents xv
14.
The Rental Cars-R-Us Case Study 353
Rental Cars-R-Us 353
Phase 1: Understand the project 354
Phase 2: Analyze the business process 361
Phase 3: Redesigning the rental process 371
Phase 4: Implement the redesigned business process 374
Phase 5: Roll out the new rental process 374
Part III
Implementation Level Concerns
15.
Software Tools for Business Process Analysis and Design 379
Why use business process software? 379
The variety of business process tools 380
A professional BP modeling tool 385
16.
Business Process Management Suites 395
Process diagrams and BPMS engines 397
What features might a BPM suite include? 400
BPMS and BAM 402
BPMS, SOA, and the cloud 405
Choosing a BPMS product 406
The current BPMS market 407
Some leading BPMS vendors 408
Market trends 409
Process modeling tools vs BPMS suites 413
Creating a BPMS application 413
17.
ERP-Driven Redesign 417
Processes, packages, and best practices 418
A Closer look at SAP 419
Implementing an ERP-driven design 427
Case study: Nestlé USA installs SAP 430
Using BPMS to improve ERP installations 432
Enterprise resource planning and business process management suite 436
ERP vs BPMS applications 438

Contents
xvi
18.
The Future of Business Process Management 445
Appendix 1: Business Problem Analysis Checklist 455
Appendix 2: Core Business Process Modeling Notation 465
Appendix 3: Business Process Standards 473
Index481

xvii
FOREWORD
Paul Harmon has a knack for writing clearly about topics that other people tend to
obfuscate.Whether the topic is expert systems, e-business, or process management, he
cuts through needless complexity and uses clear terminology to get the relevant points
across. In this book, of course, he has focused on process management and associated
technologies. There are unfortunately many possibilities for obfuscation in this topic
area. Other people might confuse the technologies with the actual business change
involved in process management, but not Harmon. He is always careful, for example, to
note that “BPM” means business process management, and “BPMS” means systems that
help accomplish BPM. If only that other writers and speakers on these topics were so
careful.
In this regard and in many other ways, BPM is a model of clarity.All books on BPM
should be this clear.In fact,all books about how to manage anything should be this clear.
Process management should be treated—as it is in these pages—as one of the basic prin-
ciples of contemporary management, rather than anything exotic or esoteric.
Why is an extremely clear approach to process management particularly important?
One reason is that process management has been somewhat faddish in the past. As a
management topic it has been a bit immature, coming in and out of fashion over time.
For some reason managers and firms have often latched onto the more fashionable,
short-term elements of the approach instead of the more timeless ones.There have been
multiple flavors or different religions of the movement,includingTotal Quality Manage-
ment, Reengineering, Six Sigma, Lean, and so forth.
Each decade seems to see the rise of a new flavor,although as Harmon describes,many
of the underlying principles are similar. Perhaps the excitement of a “new” approach (or
at least a new combination of previous ideas with a new name) is necessary to get people
excited, but there is a downside to this approach.The problem is that devotees of a new
process religion become bored as rapidly as they were converted.Basic BPM may not be
new or sexy,but it is clearly necessary.Perhaps it should be adopted whether it is sexy or
not,and then perhaps it will persist over the long term without cycles or fads.This book
goes a long way toward advancing that perspective on processes.
It is also apparent that process management,as it has changed over time,is a synthetic
discipline. Each new process management approach has built on previous foundations,
and added one or more new elements.This book, I am happy to note, also takes a syn-
thetic, broad approach to process management. Ideally, an organization would be able to
draw upon all of the elements or tools available to meet the process management needs
of any individual project. Harmon provides a methodology for process management

Foreword
xviii
that contains most if not all of the attributes an organization could need with regard to
improving processes.
The book also takes—at least to my mind—the appropriate perspective on informa-
tion technology (IT) in the process context. Most approaches to process management
either devote too much attention to IT or too little. Some devotees of Reengineering
and BPM technologies act as if IT is literally all that matters in improving processes.
They usually achieve no business change as a result. Advocates of Six Sigma and Lean
usually ignore technology altogether. However, IT is a powerful tool, and to ignore it
is to leave a lot of potential change on the table. Harmon’s approach is like Goldilocks’
porridge: just right. It treats IT not as the primary objective of BPM, but as an enabler.
Yet the book has plenty of detail and useful knowledge on how IT can help in managing
and improving processes.Harmon has carefully updated the book since the 2002 edition
to address the latest technologies in the realm of process management.
Finally, process management advocates—like enthusiasts for other management
trends—often pretend that process management is the only business idea that matters.
Get that right, the argument goes, and everything else about a business is either irrel-
evant or will automatically fall into place. Harmon is under no such illusions. He knows
that processes must coexist with strategies,value disciplines,enterprise systems,and other
aspects of organizational life.The book provides useful guidance on how process man-
agement relates to, and can support, other modern management ideas. As with other
aspects of the book, it is a sober and realistic approach.
You have picked up the right book for just about any goal you have in process man-
agement. If you are an enterprise process architect or manager, Harmon tells you what
you need to think about and do at the enterprise level. If you are an owner or improver
of a particular business process, there is an entire section devoted to managing particular
processes. If you are charged with using IT to support processes, you are similarly in
luck.The book should be on the desk,in the briefcase,or on the bedside table of anyone
who believes business processes are an important way to understand businesses and make
them better.
Tom Davenport
President’s Distinguished Professor of InformationTechnology and Management, Director,
Process Management Research Center, Babson College,Wellesley, MA, USA.

xix
PREFACE TO THE THIRD EDITION
Business process change was originally written in 2002, and published at the beginning
of 2003. Since then, the interest in business process and the number of business process
projects have increased dramatically. In 2002, there were no Business Process Manage-
ment (BPM) conferences in the U.S. Last year there were at least a dozen major BPM
conferences and dozens of other meetings on more specialized aspects of process change.
In 2002,most corporate process work was focused on specific business process improve-
ment projects. Today, leading organizations are focused on enterprise business process
architectures and on developing corporate performance management and measurement
systems that will allow senior executives to plan, monitor and manage enterprise-wide
transformation efforts.
During this same period, new tools and methodologies have become common
among those undertaking business process change projects. Six Sigma programs in most
major corporations have expanded and now include Lean technologies. Several Six
Sigma groups have extended their practices to include Human Performance techniques
or aligned their practices with frameworks like the Supply Chain Council’s Operational
Reference Model (SCOR). New process modeling notations have begun to replace
earlier notations.There has also been significant work done to integrate business process
modeling techniques with business rules technologies.
In a similar way,new software tools have made it possible to automate the day-to-day
management of processes.BPMS products were unavailable in 2002 and are now widely
available and becoming very popular. During the same time period a number of techni-
cal standards have been created to support these new software tools.
This book focuses on the entire range of options that business managers face when
they try to redesign, improve or automate their company’s business processes. I have
tried to emphasize the relationships between the various approaches. I am convinced, as
a result of years of work with leading companies, that the companies that succeed, over
the long term, are those that figure out how to integrate and coordinate all their differ-
ent business process change options.Any one approach may seem like a fad.In any given
year, one or another of the approaches will get more attention in the popular business
press. But, over the long term all are necessary. Six Sigma with its emphasis on quality
and its powerful grassroots organizing abilities, IT with its automation techniques, and
those who are focused on strategy, business process architectures, and process manage-
ment training and evaluation all understand important aspects of process. Smart manag-
ers will insist that the practitioners from each of these areas coordinate their efforts to
assure that their organizations achieve outstanding results.

Preface to the Third Edition
xx
In 2003, just as Business Process Change was published, Celia Wolf and I founded
Business Process Trends, www.bptrends.com, a web portal that publishes a wide variety
of articles on business process practices. As the executive editor of BPTrends, I have
been well positioned to observe the evolution of the business process market and real-
ized, as 2006 was drawing to a close, that a new edition of Business Process Change was
necessary if the book was to continue to serve as a comprehensive guide for manag-
ers and practitioners who need up-to-date information on current business process
practices.
To reflect the major shift that has occurred in business process practice in the last
four years, I have reorganized the book and divided it into three major sections, one
focused on enterprise level concerns, one on business process project concerns, and a
third on implementation technology concerns. I have added significant new material to
each section. I discuss the new emphasis on business process architectures and the use of
business process frameworks in the Enterprise section. I include new process redesign
and improvement techniques—like Lean—in the Process section, and I describe BPM
system products and several new standards in the Implementation section.Throughout
the text I have updated discussions to reflect the evolving practices. Overall, perhaps half
of the text has changed in whole or in part.
In 2007, when I prepared the second edition of Business Process Change, I practically
rewrote the book. Between 2003 and 2007, BPTrends Associates had been created and
had developed a methodology and a worldwide training program, and in the process,
I had developed what I thought was a much better way to understand and explain
the market. As I prepare this revision in the fall of 2013, I am not focused on a major
reorganization of the sections, but I am more concerned with subtler changes that have
occurred in the last seven years.We have learned a lot more about how to develop a
business process architecture, for example, and we have started to reconceptualized how
business decision management occurs within processes.The third edition is primarily
concerned with refining and extending ideas that were put in place in 2007.
Business Process Change sold well during the past four years and many readers told
me that they liked the way the book provided a comprehensive overview of all of the
options that were available to managers and practitioners. I have tried to maintain that
approach, updating earlier material and adding new material to assure that this third
edition will continue to provide readers with the broadest overview of the techniques
and practices that are being used to effect business process change in today’s leading
organizations.
Today, our Business ProcessTrends web site (www.bptrends.com) provides an excel-
lent extension to this book. Each month we publish current information on new tech-
niques and case studies that illustrate trends in business process practices. In the earlier
edition of Business Process Change, we included an extensive Glossary and a Bibliography,
which quickly became out of date as new terms and books became popular. In this

Preface to the Third Edition xxi
edition we have omitted both and have placed them, instead, on the BPTrends web site
so they can be frequently updated.
I want to thank the many, many readers of Business Process Change and the members
of the Business ProcessTrends web site,and its associated BPTrends LinkedIn Discussion
site who have talked with me and sent me e-mail. Business process change is complex
and expanding and I have been able to cover it as well as I have only because of the many
different people who have taken the time to teach me about all of the different kinds
of process work that is being undertaken in organizations throughout the world. I can
hardly name them all, but I can at least name a few who have provided special insights.
The first book originated in conversations I held with Geary A. Rummler. I worked
for Geary in the late 1960s and learned the basics of process analysis from him. I have
continued to learn from him and have read everything he wrote.
In 2003, Celia Wolf and I founded Business Process Trends. In 2005 Celia and I
joined with Roger Burlton, Artie Mahal, and Sandra Foster to found Business Process
Trends Associates (BPTA), an education, training, and consulting services group. Since
then BPTA has grown and acquired partners and distributors throughout the world.
Today, in addition to our founding group, we work with a wide variety of people who
have each added to our overall understanding of process change and the broader business
market for process improvement.As I have worked with my BPTA colleagues to create
the BPTA curriculum, I have benefited from their extensive and practical experience
in affecting business process change and many of their ideas are reflected in this book.
In addition to the people I have worked with,directly,a number of people have helped
by teaching me about specific technologies or methodologies. I have never met Michael
Porter, but his books and writings have taught me almost everything I know about strat-
egy, value chains, and the development of competitive advantage. Joseph Francis, currently
the CEO of the Supply Chain Council first convinced me of the importance of busi-
ness frameworks and proceeded to demonstrate their power at Hewlett–Packard. George
Brown of Intel has also been very helpful in regard to both the SCOR framework and
the value reference model (VRM) framework. I owe Pam Garretson and Eric Anderson
a great deal for teaching me how Boeing Global Mobility Systems (GMS) organized its
entire division using a process-centric approach.They really demonstrated what a dedi-
cated management team can do to create a process-centric company. I owe a debt to
Roxanne O’Brasky, Executive Director of ISSSP, Don Redinius and Ron Recker of
AIT Group and David Silverstein of the Breakthrough Management Group for teaching
me more about Six Sigma. Similarly, I owe James Womack, of the Lean Enterprise Insti-
tute, and Steve Bell a great debt for what they have taught me about Lean and theToyota
Production System. I owe a similar debt to Howard Smith of CSC, Peter Fingar, Derek
Miers,Rashid Kahn,Bruce Silver,Anne Rozinat,Phil Gilbert,and Eric Herness for teach-
ing me about the nature and potential of BPMS products.Thanks also to Eric Herness and
Vijay Pandiarajan for providing IBM software screen shots, and to Leon Stucki and Anne

Preface to the Third Edition
xxii
Rozinat for preparing screenshots of their software products. I owe thanks to Stephen
White for his many conversations on notation and Business Process Modeling Notation
and to David Frankel, Sridhar Iyengar, Fred Cummins, and Richard Mark Soley for their
ongoing insights into the evolution of the software market and the Object Management
Group’s standards setting process.Thanks are also due to those who have talked with me
about human performance analysis, including Roger Addison, Carol Haig,Alan Ramias,
Rick Rummler, and Guy Wallace. I also owe a debt of gratitude to Michael Rosemann,
Michael zur Muehlen,Wil vanAalst,Wasana Bandara,Jan Mendling,Jan vom Brocke,Mar-
lon Dumas, Marcello La Rosa, and Hajo A. Reijers for keeping me abreast of academic
developments in BPM. I also owe thanks to Kevin Brennan for keeping me aware of
developments in the business analyst community, and to Curt Hall for our continuing
conversations on business rules and artificial intelligence in all its manifestations. And I
want to thank Thomas
Davenport for his insight and support over the last few years and
for writing the Foreword.
This just scratches the surface;however,and I also owe thanks to lots of others for their
special insights into business process practices and technologies.With apologies to anyone
I have accidentally omitted, this list includes: John Alden, Paul Allen, Michael Anthony,
Gopala Krishna Behara, Oscar Barros, Conrad Bock, Jim Boots, Peter Bolstorff, David
Burke,Allison Burkett, Frits Bussemaker, Richard Butler, Mike Costa, David Chappell,
Brett Champlin,Fred Cummins,Bill Curtis,Joseph DeFee,Henk de Man,George Diehl,
Jean-Jacques Dubray,Chuck Faris,Paul Fjelstra,Peter Fingar,Layna Fischer,David Fisher,
Mike Forster, Kiran Garimella, Ismael Ghalimi, Mike Gilger, Ian Gotts, Adrian Grigo-
riu, Praveen Gupta, Keith Harrison-Broninski, Hideshige Hasegawa, David Heidt, Stan
Hendryx,Jenny Huang,Casper Hunsche,Brian James,John Jeston,Gladys Lam,Antoine
Lonjon,Mike Marin,Mark McGregor,Mike Melenovsky,Amit Mitra,Johan Nelis,Mark
Nelson, James Odell, Ken Orr, Nathaniel Palmer, Ron
Peliegrino, Jan Popkin, Chris
Potts, Carlos Pratis, John Pyke, Pete Rivett, Mike Rosen, Ron Ross, Jim Sinar,Andrew
Spanyi, Steve Stanton, David Straus, Keith Swanson, Doug Timmel, Donald Tosti, Alan
Trefler, CedricTyler, GuyWallace, MichaelWebb, CherieWilkins, and BruceWilliams.
Each of these individuals helped make this book better than it would have been
otherwise. Needless to say, in the end, I took everything that everyone offered and fitted
it into my own perspective and expressed it in my own words.Those who helped can
take credit for the many good things they suggested, but can hardly be blamed for the
mistakes I am sure I have introduced.
Finally, I want to thank CeliaWolf one more time. She critiqued the entire manuscript
and kept asking insightful questions about the market,the strategies,and services of the vari-
ous vendors,and company practices,until I finally understood them and could explain them
to her satisfaction.We have worked together over the past ten years to create the Business
Process Trends web site and BPTA. She has consistently proven to be both a wise partner
and a wonderful friend.I could not have done it without her support and encouragement.
Paul Harmon, San Francisco

xxiii
INTRODUCTION
We live in a world that changes faster all the time.What worked only yesterday may not
work today or tomorrow. Smart managers know that organizations that succeed do so
because they adjust to keep up with the changes that are taking place.This book is about
business process change. It describes how smart managers analyze, redesign, and improve
the business processes they manage.
Every year dozens of books are written by management consultants to advocate
some great new management idea. Some of these new ideas have merit, but most are
simply fads that are popular for a year or two and then gradually fade.This book is not
such a book.In the first place,this book describes a variety of process change techniques
that have been proven over the course of three decades. It describes how organizations
can achieve efficiencies by integrating and improving their business processes and by
aligning those business processes with corporate strategies and goals. Organizations that
routinely practice business process improvement, using the techniques described in this
book, are able to consistently improve on the results obtained from existing processes.
Organizations that undertake more extensive business process redesign efforts frequently
achieve improvements in excess of 50%.This is not miraculous; it simply reflects the fact
that most existing processes are less efficient than they could be and that new technolo-
gies make it possible to design much more efficient processes.
This book was not written to hype the idea of process change. If you need convinc-
ing or motivation, you should read one of the popular books that have been written to
do just that.This book is designed to help you actually make process change happen,
systematically and consistently.
LEVELS OF CONCERNS
Organizations undertake process change initiatives for a variety of different
reasons. Organizations new to process work usually start by deciding to improve a
specific business process. More experienced companies usually have some kind of
corporate business process architecture and a business process management (BPM)
group assigned to consider all possible process change initiatives, to prioritize inter-
ventions, to coordinate efforts, and to document results. Organizations that have
more sophistication usually support a number of ongoing activities that are man-
aged at the enterprise level.These business initiatives may include the maintenance
of a corporate business process architecture, the ongoing measurement and analysis
of process performance, and some kind of corporate process management. These
activities are not, typically, projects, but ongoing managerial processes performed
to support executive decision-making efforts and to define specific process change
opportunities.

Introduction
xxiv
At the same time, these organizations normally undertake a variety of specific proj-
ects to create, redesign, or improve specific business processes.These projects are usually
managed by divisional or departmental managers.We refer to these projects as process
level concerns.
Allied to the projects at the process level, but at a further remove, are more specific
projects undertaken to acquire and install new software applications or to create new
training courses that will actually implement changes defined at the process level.Thus,
for example, an enterprise-level BPM group might decide that a company supply chain is
operating inefficiently.The BPM group initiates a supply chain process redesign effort.The
supply process redesign project team undertakes a study of the supply chain, consid-
ers options, and concludes that a number of different changes should be made. Once
the process level project team’s recommendations are approved by senior management,
information technology (IT) launches an implementation level project to acquire new
enterprise resource planning (ERP) software to support some of the changes in the sup-
ply chain.At the same time,training creates new job descriptions and launches a separate
implementation level project to develop a new training course to provide new employ-
ees with the skills they will need to implement the new supply chain process.
One of the major insights we have drawn from studying a wide variety of busi-
ness process efforts during the past several years is that it is very useful to distinguish
between the various levels of concern. Projects or activities at different levels require
different participants, different methodologies, and different types of support. We
illustrate these three different levels of concern with the business process pyramid
shown in Figure I.1.
Throughout this book we will rely on the distinction between different levels of
concern to help organize our discussion.We will describe the major process initia-
tives being undertaken at each of the three levels and present appropriate method-
ologies for work at each of these levels. Some of the material will be the same as
it was in the first edition of Business Process Change, but there are also new insights
and concepts and techniques that have evolved and become popular during the past
3 years.This is especially true at the enterprise level, where business process archi-
tectures are now the focus of efforts at leading companies, and at the IT implemen-
tation level, where new business process management software (BPMS) products
have become popular. Each of these developments, and others besides, are rippling
through all aspects of business process work and effecting subtle changes in emphasis
and practice.
The Business ProcessTrends web site has undertaken a survey of its readers,every other
year since 2005, to determine what companies were doing to support business process
change.The questionnaire remains online for a little over a month, and during that time
300–400 people complete the questionnaire.The respondents came from large and small
companies from throughout the world and from a wide variety of different industries.

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DIO’S ROMAN HISTORY , a a “ λόντων δὲ ἡμῶν
καταψηφιεῖσθαι τοῦ Φάλκωνος, καὶ ἤδη γε αὐτὸν πολέμιον
ὀνομαζόντων, ἀνα « στὰς ὁ Περτίναξ καὶ ἀνακραγών “μὴ γένοιτο᾽ ”
τῶ δέ SR τς δὲ ἔφη “μηδένα βουλευτὴν ἐμοῦ ἄρχοντος μηδὲ n ε
δικαίως θανατωθῆναι.᾽ καὶ ὁ μὲν οὕτως ἐσώθη, ΣΤ θ ἐδ θ ’ καὶ
εὐλαβηθεὶς καὶ αἰδεσθεὶς τὸν λειπόμενον ’ . “ Lal χρόνον ἐν ἀγρῷ
διῆγεν. Ὃ δὲ Λαῖ , } a τὸ 3 é Aaitos παραλαβὼν τὴν κατὰ Tov
Φάλκωνα ἀφορμήν, πολλοὺς τῶν στρατιωτῶν ὡς καὶ ἐκείνον
κελεύοντος διέφθειρεν. οἱ δὲ λοιποὶ τοῦτο αἰσθόμενοι, καὶ
φοβηθέντες μὴ καὶ αὐτοὶ προσαπόλωνται, ἐθορύβησαν: διακόσιοι δὲ
οἱ τῶν ἄλλων θρασύτεροι. καὶ ἐς τὸ παλάτιον τὰ ξίφη ἀνατετακότες
ὥρμησαν. οὐδὲ ἔγνω e πρότερον προσιόντας ὁ Lleptivak αὐτοὺς πρὶν
ἄνω γενέσθαι: τότε δὲ ἡ γυνὴ αὐτοῦ ἐσδραμοῦσα ἐμήνυσεν αὐτῷ τὸ
γενόμενον. μαθὼν οὖν ταῦτ᾽ ἐκεῖνος πρᾶγμα εἴτ᾽ οὖν γενναῖον εἴτε
ἀνόητον, wy ¢ pt Ὑ Ot? ΄ θέ » ‘ εἴθ᾽ ὅπως Tis αὐτὸ ὀνομάσαι ἐθέλει,
ἔπραξε. δυνηθεὶς γὰρ ἂν μάλιστα μὲν ἀποκτεῖναι τοὺς ἐπελθόντας
(τῇ τε γὰρ νυκτερινῇ φυλακῇ καὶ τοῖς ἱππεῦσιν ὥπλιστο, καὶ ἦσαν καὶ
ἄλλοι ἐν an 7 / » tf J. τῷ παλατίῳ τότε ἄνθρωποι πολλοῖ), εἰ δὲ
μή, κατακρυφθῆναί γε καὶ διαφυγεῖν ποι τάς τε πύλας τοῦ παλατίου
καὶ τὰς ἄλλας τὰς διὰ μέσου θύρας κλείσας, τούτων μὲν οὐδέτερον
/ / / ‘ ἐποίησεν, ἐλπίσας δὲ καταπλήξειν αὐτοὺς ὀφθεὶς καὶ
πείσειν ἀκουσθεὶς ἀπήντησε τοῖς προσιοῦσιν ἐν τῇ οἰκίᾳ ἤδη οὖσιν
οὔτε γὰρ τῶν συστρατιωτῶν τις αὐτοὺς εἶρξε, καὶ οἱ πυλωροὶ οἵ τε 1
καί supplied by Bs. ; (6 δὲ Φλάκκος) εὐλαβηθείς. . . διῆγεν Petr. Patr.,
om. VC cod. Peir. 138

EPITOME OF BOOK LXXIV ominously. But as we were about
to condemn Falco a.p.193 and were already declaring him a public
enemy, Pertinax rose and exclaimed: “ Heaven forbid that any
senator should be put to death while I am ruler, even for just cause.”
Thus was Falco’s life spared, and thenceforth he lived in the country,
preserving a cautious and respectful demeanour. But Laetus, seizing
upon the case of Falco as a handle, proceeded to put out of the way
many of the soldiers, pretending that it was by the emperor's orders.
The others, when they became aware of it, feared that they, too,
should perish, and made a disturbance ; but two hundred, bolder
than their fellows, actually invaded the palace with drawn swords.
Pertinax had no warning of their approach until they were already up
on the hill; then his wife rushed in and informed him of what had
happened, On learning this he behaved in a manner that one will call
noble, or senseless, or whatever one pleases. For, even though he
could in all probability have killed his assailants,—as he had the
night-guard and the cavalry at hand to protect him, and as there
were also many other people in the palace at the time,— or might at
least have concealed himself and made his escape to some place or
other, by closing the gates of the palace and the other intervening
doors, he nevertheless adopted neither of these courses. Instead,
hoping to overawe them by his appearance and to win them over by
his words, he went to meet the approaching band, which was
already inside the palace; for no one of their fellow-soldiers had
barred the way, and the porters and other freedmen, so far 2 αὐτό
H. Steph., αὐτόν VC. 139

10 11 ea ςς οἱ DIO’S ROMAN HISTORY ἄχλοι Καισάρειοι οὐχ
ὅτι τι συνέκλεισαν, ἀλλὰ καὶ πάντα ἁπλῶς προσανέῳξαν. ἰδόντες: δ᾽
οὖν οἱ »στρατιῶται τὸ μὲν πρῶτον ἤδέσθησαν, πλὴν ἑνός, καὶ τούς
τε ὀφθαλμοὺς ἐς τὸ δάπεδον ἤρεισαν 5 καὶ τὰ ξίφη ἐς τοὺς κουλεοὺς
ἐναπέθεντο' ἐπεὶ δὲ ἐκεῖνος, προπηδήσας εἶπέ τε ὅτι ᾿τοῦτό σοι τὸ
ξίφος οἱ στρατιῶται πεπόμφασι;, καὶ προσπεσὼν εὐθὺς ἔπληξεν
αὐτόν, οὐκ ἐπέσχον. ἀλλὰ τόν τε αὐτοκράτορά obo κατέκοψαν καὶ
τὸν Ἕκλεκτον. μόνος γὰρ δὴ οὗτος οὔτ᾽ ἐγκατέλιπεν αὐτὸν καὶ
ἐπήμυνεν αὐτῷ ὅσον ἠδυνήθη, ὥστε καὶ τρῶσαί τινας ὅθεν ἐγὼ καὶ
πρὸ τοῦ ἄνδρα αὐτὸν ἀγαθὸν γεγονέναι νομίζων, τότε δὴ καὶ πάνυ
ἐθαύμασα. ἀποτεμόντες δὲ οἱ στρατιῶται. τὴν κεφαλὴν τοῦ
Περτίνακος περί τε ᾷ δόρυ περιέπειραν, τῷ ἔργῳ ἐλλαμπρυνόμενοι.
οὕτω μὲν ὁ Περτίναξ ἐπιχειρήσας ἐν ὀλίγῳ πάντα ἀνακαλέσασθαι
ἐτελεύτησεν, οὐδὲ ἔγνω καίπερ ἐμπειρότατος “πραγμάτων ὦν, ὅτι
ἀδύνατόν ἐστιν ἀθρόα τινὰ ἀσφαλῶς ἐπανορθοῦσθαι, ἀλλ᾽ εἴπερ τι
ἄλλο, καὶ πολιτικὴ κατάστασις καὶ χρόνου καὶ σοφίας χρήζξει. ἐβίω *
δὲ ἔτη ἑπτὰ καὶ ἑξήκοντα τεσσάρων μηνῶν καὶ τριῶν ἡμερῶν
δέοντα, ἦρξε δὲ ἡμέρας ὀγδοήκοντα καὶ émtd.—Xiph. 286, 15—288,
4 R. St., Exe. Val. 331, Exe. Vat. 126. Διαγγελλομένου δὲ τοῦ κατὰ
τὸν Περτίνακα πάθους οἱ μὲν ἐς τὰς οἰκίας “ἔτρεχον οἱ δὲ ἐς τὰς τῶν
στρατιωτῶν, καὶ τῆς ἑαυτῶν ἀσφαλείας πρόνοιαν ἐποιοῦντο.
Σουλπικιανὸς δέ (ἔτυχε γὰρ παρὰ τοῦ Περτίνακος ἀποσταλεὶς ἐς τὸ
στρατόπεδον, ἵνα τὰ ἐκεῖ καταστήσηται) ἔμεινέ 140

EPITOME OF BOOK LXXIV from making any door fast, had
actually opened ap. 193 absolutely all the entrances. The soldiers on
seeing him were at first abashed, all save one, and kept their eyes
on the ground, and they thrust their swords back into their
scabbards; but that one man leaped forward, exclaiming, ‘The
soldiers have sent you this sword,” and forthwith fell upon him and
wounded him. Then his comrades no longer held back, but struck
down their emperor together with Eclectus. The latter alone had not
deserted him, but defended him as best he could, even wounding
several of his assailants; hence I, who felt that even before that he
had shown himself an excellent man, now thoroughly admired him.
The soldiers cut off the head of Pertinax and fastened it on a spear,
glorying in the deed. Thus did Pertinax, who undertook to restore
everything in a moment, come to his end. He failed to comprehend,
though a man of wide practical experience, that one cannot with
safety reform everything at once, and that the restoration of a state,
in particular, requires both time and wisdom. He had lived sixty-
seven years, lacking four months and three days, and had reigned
eighty-seven days, When the fate of Pertinax was noised about,
some ran to their homes and others to those of the soldiers, all
taking thought for their own safety. But Sulpicianus, who had been
sent by Pertinax to the camp to set matters in order there, remained
1 καὶ τούς τε ὀφθαλμούς Rk., τούς τε ὀφθαλμοὺς καί VC. 2 ἤρεισαν
Sylb., ἔρεισαν VC. 8 Leuncl. proposed to read τό for re, but Sylburg
supplied καὶ διὰ Tis πόλεως περιήνεγκαν after περιέπειραν ; cf. Zon.:
δόματι περιπείραντες περιῆγον. 4 ἐβίω Zon., ἐπεβίω VC. 141

oo //DIO’S ROMAN HISTORY τε ἐν αὐτῷ Kal ἔπραττεν ὅπως
ἂν αὐτοκράτωρ ἀποδειχθῆ. κἀν τούτῳ ᾿Ιουλιανὸς ὁ Δίέδιος,Ϊ
χρηματιστής τε ἄπληστος καὶ ἀναλωτὴς ἀσελγής, νεωτέρων τε ἀεὶ
πραγμάτων ἐπιθυμῶν, διὸ καὶ πρὸς τοῦ Κομμόδου ἐς τὴν ἑαυτοῦ
πατρίδα τὸ Μεδιόλανον ἐξελήλατο---οὗτος οὖν ἀκούσας τὸν θάνατον
τοῦ ἸΠερτίνακος σπουδῇ ἐς τὸ στρατόπεδον παρεγένετο, καὶ πρὸς
ταῖς πύλαις τοῦ τείχους, ἑστὼς παρεκάλει τοὺς στρατιώτας ὑπὲρ τῆς
τῶν Ῥωμαίων ἡγεμονίας. ὅτε δὴ καὶ πρᾶγμα αἴσχιστόν τε καὶ ἀνάξιον
τῆς Ῥώμης ἐγένετο ὥσπερ γὰρ ἐν ἀγορᾷ καὶ ἐν πωλητηρίῳ τινὶ καὶ
αὐτὴ καὶ ἡ ἀρχὴ αὐτῆς. πᾶσα ἀπεκηρύχθη. καὶ αὐτὰς ἐπίπρασκον μὲν
οἱ τὸν αὐτοκράτορά σφων ἀπεκτονότες, ὠνητίων δὲ ὅ TE
Σουλπικιανὸς καὶ ὁ Ἰ ουλιανὸς ὑπερβάλλοντες ἀλλήλους, ὁ μὲν
ἔνδοθεν ὁ δὲ ἔξωθεν. καὶ μέχρι γε πεντακισχιλίων δραχμῶν κατ᾽
ἄνδρα κατὰ βραχὺ προστιθέντες προῆλθον, διαγγεχλλόντων τινῶν
καὶ λεγόντων τῷ τε ᾿Ιουλιανῷ 2 ὅτι“ Σουλπικιανὸς ἃ τοσοῦτον
δίδωσι- τί οὖν σὺ προστίθης 5” a καὶ τῷ Σουλπικιανῷ ὅτι »:
᾿Ιουλιανὸς τοσοῦτον ἐπαγγέλλεται. τί οὖν σὺ προσυπισχνῇ 5” κἂν
ἐπεκράτησεν ὁ Σουλπικιανὸς ἔνδον τε ὧν καὶ πολιαρχῶν, τάς τε
πεντακισχιλίας 4 πρότερος ὀνομάσας, εἰ μὴ ὁ ᾿Ιουλιανὸς οὐκέτι κατ᾽
ὀλίγον ἀλχὰ χιλίαις καὶ διακοσίαις καὶ πεντήκοντα ἅμα δραχμαῖς
ὑπερέβαλε, καὶ τῇ φωνῇ 1 Cf. Exe. Val. 332: ὅτι 6 ᾿Ιουλιανὸς 6 Δίδιος
ἦν τὸ μὲν γένος βουλευτικὸν τὸν δὲ τρόπον δεινὸν ἔχων: τά τε γὰρ
ἄλλα καὶ χρημάτων ἐπιθυμητὴς ἄπληστος καὶ ἀναλωτὴς ἀσελγὴς
ἐγένετο, ὅθεν που (τοῦ cod.) γεωτέρων πραγμάτων ἀεὶ ἐπεθύμει.
142

EPITOME OF BOOK LXXIV on the spot, and intrigued to get
himself appointed av. 193 emperor. Meanwhile Didius Julianus,! at
once an insatiate money-getter and a. wanton spendthrift, who was
always eager for revolution and hence had been exiled by
Commodus to his native city of Mediolanum, now, when he heard of
the death of Pertinax, hastily made his way to the camp, and,
standing at the gates of the enclosure, made bids to the soldiers for
the rule over the Romans. Then ensued a most disgraceful business
and one unworthy of Rome. For, just as if it had been in some
market or auction-room, both the City and its entire empire were
auctioned off. Thesellers were the ones who had slain their emperor,
and the would-be buyers were Sulpicianus and Julianus,,who vied to
outbid each other, one from, the inside, the other from the outside.
They gradually raised their bids up to twenty thousand sesterces per
soldier. Some of the soldiers would carry word to Julianus, “
Sulpicianus offers so much; how much more do you make it?” And to
Sulpicianus in turn, “Julianus promises so much; how much do you
raise him?” Sulpicianus would have won the day, being inside and
being prefect of the city and also the first to name the figure twenty
thousand, had not Julianus raised his bid no longer by a small
amount but by five thousand at one time, both shouting it in a loud
voice and also indicating 1 Cf. Exe. Val.: “‘ Didius Julianus was of
senatorial rank but of remarkable character ; among other things, he
was insatiate in his greed for money and a wanton spendthrift, in
consequence of which, doubtless, he was always eager for
revolution.” ; 2 τῷ τε ᾿Ιουλιανῷ Xyl., ὅτι τε ἰουλιανός VC, 8
Σουλπικιανός R. Steph., σουλπίκιος VC. 9 πεντακισχιλίας Sylb.,
πεντακισχιλίους VC. 143

6 12 4 ' DIO’S ROMAN HISTORY μέγα βοῶν καὶ ταῖς χερσὶν
ἐνδεικνύμενος. τῇ τε γὰρ ὑπερβολῇ αὐτοῦ δουλωθέντες, καὶ ἅμα καὶ
τὸν Σουλπικιανὸν ὡς καὶ τιμωρήσοντα τῷ Περτίνακι φοβηθέντες, ὅ
ὅπερ ὃ ᾿Ιουλιανὸς αὐτοῖς ὑπέτεινεν, ἐσεδέξαντό τε αὐτὸν καὶ
αὐτοκράτορα ἀπ ebertav—-Xiph. 288, 13—289, 12 R. St., Exe. Val.
332 (p. 730). Kai ὁ μὲν οὕτω πρὸς ἑσπέραν ἔς τε τὴν ἀγορὰν καὶ
πρὸς τὸ βουλευτήριον ἠπείχθη, παμπληθεῖς δορυφόρους μετὰ
σημείων συχνῶν ὥσπερ ἐς παράταξίν τινα ἄγων, ἵνα καὶ ἡμᾶς καὶ τὸν
δῆμον προκαταπλήξας πρόσθηται καὶ αὐτὸν οἱ στρατιῶται τά τε
ἄλλα ἐμεγάλυνον καὶ Κόμμοδον ἐπωνόμαζον. ἡμεῖς δὲ πυνθανόμενοι
ταῦτα, ὥς που ἑκάστῳ διηγγέλλετο, ἐφοβούμεθα μὲν τὸν ᾿Ιουλιανὸν
καὶ τοὺς στρατιώτας καὶ μάλιστα ὅσοι τι ἢ πρὸς τὸν Περτίνακα
ἐπιτήδειον ety ts (καὶ yap ἐγὼ εἷς ἐξ αὐτῶν ἦν, ἐπειδὴ ὑπό τε τοῦ
Περτίνακος τά τε ἄλλα ἐτετιμήμην ὃ καὶ στρατηγὸς ἀπεδεδείγμην,
καὶ ἐκεῖνον πολλὰ πολλάκις ἐν δίκαις συναγορεύων τισὶν ἀδικοῦντα
ἐπεδεδείχειν) ὅμως δ᾽ οὖν καὶ διὰ ταῦτα (οὐ γὰρ ἐδόκει ἡμῖν
ἀσφαλὲς εἶναι οἴκοι, μὴ καὶ ἐξ αὐτοῦ τούτου ὑπραμευθῶμθνι
καταμεῖναι) προήλθομεν, οὐχ ὅτι λελουμένοι 4 ἀλλὰ καὶ
δεδειπνηκότες, καὶ ὠσάμενοι διὰ τῶν στρατιωτῶν ἐς τὸ
βουλευτήριον ἐσήλθομεν, καὶ ἠκούσαμεν αὐτοῦ τά τε ἄλλα ἀξίως
ἑαυτοῦ λέγοντος, καὶ ὅτι “ὑμᾶς τε ὁρῶ ἄρχοντος δεομένους, καὶ
αὐτός, εἰ καί τις ἄλλος, ἀξιώτατός εἰμι ὑμῶν ἡγεμονεῦσαι.1
παράταξίν Irmisch, πρᾶξιν VC. 2 Lacuna, recognized by Bk., who
supplied ἢ πρὸς τὸν 144

EPITOME OF BOOK LXXIV the amount with his fingers. So
the soldiers, capti- a.v. 193 vated by this excessive bid and at the
same time fearing that Sulpicianus might avenge Pertinax (an idea
that Julianus put into their heads), received Julianus inside and
declared him emperor. So toward evening the new ruler hastened to
the Forum and the senate-house. He was escorted by a vast number
of Pretorians with numerous standards, as if prepared for action, his
object being to intimidate both us and the populace at the outset
and thereby to secure our allegiance ; and the soldiers were calling
him “ Commodus ” and extolling him in various other ways. As for us
[senators], when the news was brought to each of us individually
and we ascertained the truth, we were possessed by fear of Julianus
and the soldiers, especially all of us who had [done] any favours for
Pertinax [or anything to displease Julianus]. I was one of these, for I
had received various honours from Pertinax, including the
praetorship, and when acting as advocate for others at trials I had
frequently proved Julianus to be guilty of many offences. _
Nevertheless, we made our appearance, partly for this very reason,
since it did not seem to us to be safe to remain at home, for fear
such a course might initself arouse suspicion. So when bath and
dinner were over we pushed our way ᾿ through the soldiers, entered
the senate-house, and heard him deliver'a speech that was quite
worthy of | him, in the course of which he said: “I see that you need
a ruler, and I myself am best fitted of any to ἸἸουλιανὸν ἐπαχθὲς
ἐγεγένητο (reading ὅσοις for ὅσοι above). Bs. suggests ἐπεπράχειμεν
for ἐγεγένητο, retaining ὅσοι. 3 ἐτετιμήμην Sylb., ἐτετιμήκειν VC. 4
χελουμένοι Rk., δεδουλωμένοι VC. 145

'} DIOS ROMAN HISTORY Kal εἶπον ἂν πάντα Ta προσόντα
μοι ἀγαθά, εἰ μὴ καὶ ἤδειτε καὶ πεπειραμένοι μου Are. διὸ οὐδὲ
ἐδεήθην πολλοὺς στρατιώτας ἐπάγεσθαι, ἀλλ᾽ αὐτὸς μόνος πρὸς
ὑμᾶς ἀφῖγμαι, ἵνα μοι 5 τὰ ὑπ᾽ ἐκείνων. δοθέντα ἐπικυρώσητε. “
μόνος “γὰρ ἥκω᾽ ᾿ ἔλεγε, πᾶν μὲν ἔξωθεν τὸ βουχευτήριον ὁπλίταις
περιεστοιχισμένος, πολλοὺς δὲ καὶ ἐν αὐτῷ τῷ συνεδρίῳ στρατιώτας
ἔχων, καὶ τοῦ συνειδότος ἡμᾶς τοῦ περὶ αὐτὸν ἄνεμίμνησκεν, ἐξ οὗ
καὶ POUR αὐτὸν καὶ ἐφοβούμεθα. 13 Καὶ ὁ μὲν οὕτω τὴν αὐταρχίαν
καὶ ἐκ τῶν τῆς βουλῆς δογμάτων ἢ βεβαιωσάμενος ἀνῆλθεν ἐς τὸ
παλάτιον, καὶ εὑρὼν τὸ δεῖπνον τὸ τῷ Περτίνακι παρεσκευασμένον
πολλά τε αὐτοῦ κατεγέλασε, καὶ μεταπεμψάμενος ὅθεν Te καὶ
ὁπωσοῦν εὑρεθῆναι τότε ἠδυνήθη ᾿πολυτίμητον, διεπίμπλατο ἔνδον
ἔτι τοῦ νεκροῦ κειμένου, καὶ ἐκύβευεν, ἄλλους τε καὶ Πυλάδην. τὸν
ὀρχηστὴν 2 παραλαβών. τῇ δὲ δὴ ὑστεραίᾳ ἡμεῖς μὲν᾽ ἀνήειμεν ὡς
αὐτόν, πλαττόμενοι τρόπον τινὰ καὶ σχηματιζόμενοι ὅπως μὴ
κατάφωροι ἐπὶ τῇ ᾿ λύπῃ γενώμεθα ὁ δὲ δῆμος ἐσκυθρώπαξε φανε-.
ρῶς, καὶ διελάλουν. ὅσα ἤθελον, καὶ παρε3 σκευάξοντο πρᾶξαι ὅσα
ἐδύναντο. 3 καὶ τέλος, ἐπειδὴ. πρὸς τὸ συνέδριον ἦλθε καὶ τῷ ᾿Ιανῷ
τῷ πρὸ τῶν θυρῶν αὐτοῦ θύσειν ᾿ ἔμελλεν, ἐξέκραγον. πάντες.
ὥσπερ ἐκ συγκειμένου τινός, τῆς TE ἀρχῆς ἅρπαγα αὐτὸν καὶ
πατροφόνον ovo μάζοντες. ὡς δὲ προσποιησάμενος μὴ χαλεπαίνειν
ἀργύριόν. 1 δογμάτων Leuncl., πραγμάτων VC. 2 ἐδύναντο Bk.,
ἠδύναντο VC. 146

EPITOME OF BOOK LXXIV rule you. I should mention all the
advantages [ «.p.193 can offer, if you were not already familiar with
them and had not already had experience of me. —Consequently I
have not even asked to be attended here by many soldiers, but have
come to you alone, in order that you may ratify what has been given
to me by them.” ‘I am here alone” is what he said, though he had
actually surrounded the entire senate-house outside with heavy-
armed troops and had’ a large number of soldiers in the chamber
itself ; moreover he reminded us of our knowledge of the kind of
man he was, in consequence of which we both feared and hated
him. Having thus secured confirmation of the imperial power by
decrees of the senate also, he proceeded up to the palace. . And
finding the dinner that had been prepared for Pertinax, he made
great fun of it, and sending out to every place from which by any
means whatever something expensive could be procured at that
time of night, he proceeded to gorge himself, while the corpse was
still lying in the building, and then to play at dice. Among others that
he took along with him was Pylades, the pantomime. The next day
we went up to pay our respects to him, moulding our faces, so to
speak, and posturing, so that our grief should not be detected. The
populace, however, went about openly with sullen looks, spoke its
mind as much as it pleased, and was getting ready to. do anything it
could, Finally, when. he came to the senate-house and was about to
sacrifice to Janus. before the entrance, all. fell to shouting, as if by
preconcerted arrangement, calling him stealer of the empire and
parricide. Then, when he affected not to be angry and promised
them 147

' DIO’S ROMAN HISTORY TL αὐτοῖς ὑπέσχετο,
ἀγανακτήσαντες ὡς Kal δεκαζόμενοι ἀνεβόησαν ἅμα πάντες “ οὐ
θέλομεν, 4 οὐ λαμβάνομεν. καὶ αὐτοῖς καὶ τὰ πέριξ οἰκοδομήματα
φρικῶδές τι συνεπήχησεν. ἀκούσας δὲ ταῦτα ὁ ᾿Ιουλιανὸς οὐκέτ᾽
ἐκαρτέρησεν, ἀλλὰ τοὺς ἐγγὺς προσεστηκότας κτείνεσθαι
προσέταξε. καὶ ὁ δῆμος ἔτι καὶ μᾶλλον ἐπιπαρὠξύνθη, καὶ οὐκ
ἐπαύσατο οὔτε τὸν Περτίνακα ποθῶν οὔτε τὸν ᾿Ιουλιανὸν λοιδορῶν
οὔτε. τοὺς θεοὺς ἐπιβοώμενος οὔτε τοῖς στρατιώταις ἐπαρώμενος,
ἀλλὰ καίτοι πολλοὶ 5 πολλαχοῦ τῆς πόλεως καὶ τιτρωσκόμενοι καὶ
φονευόμενοι ἀντεῖχον. 5 καὶ τέλος ὅπλα ἁρπάσαντες συνέδραμον ἐς
τὸν ἱππόδρομον, κἀνταῦθα διετέλεσαν τὴν νύκτα καὶ τὴν MET αὐτὴν
ἡμέραν ἄσιτοι καὶ ἄποτοι βοῶντες, τούς τε λοιποὺς στρατιώτας καὶ
μάλιστα τὸν Niypov τὸν ἸΠεσκέννιον καὶ τοὺς μετ᾽ αὐτοῦ ἐν τῇ Συρίᾳ
ὄντας ἐπαμῦναί σφισι δεόμενοι. καὶ μετὰ τοῦτο τῇ τε κραυγῇ καὶ τῷ
λιμῷ τῇ τε ἀγρυπνίᾳ κακωθέντες. διελύθησαν καὶ ἡσυχίαν ἦγον, τὰς
ἔξωθεν ἐλπίδας ἀναμένοντες .----ΧΊΡΉ. 289, 12---200, 32 R. St, 5
“ov βοηθῶ τῷ δήμῳ οὐ γάρ pe ἐπεβοήσατο. —Bekk. Anecd. p.
142, 14. 14 Ιουλιανὸς δὲ οὕτω τὴν ἀρχὴν ἁρπάσας ἀνε: λευθέρως 8
τοῖς πράγμασιν ἐχρῆτο, θωπεύων τὴν βουχὴν καὶ τούς τι δυναμένους
καὶ τὰ μὲν ἐπαγγελλόμενος τὰ δὲ χαριζόμενος, προσεγέλα τε καὶ
πρῤοσέπαιζε πρὸς τοὺς τυχόντας, ἔς τὲ τὰ 1 συνεπήχησεν Bk.,
συνεπήχησαν VO, ὃ πολλοί Bk., πολλοὶ καί VC. 148

EPITOME OF BOOK LXXIV some money, they became
indignant at the implication that they could be bribed, and all cried
out together : “ We don’t want it! We won't take it!” And the
surrounding buildings echoed back their shout in a way to make one
shudder. When Julianus heard their reply, he could endure it no
longer, but ordered those standing nearest to be slain. _ That
exasperated the populace all the more, and it did not cease
expressing its regret for Pertinax and abusing Julianus, invoking the
gods and cursing the soldiers ; but though many were wounded and
killed in many parts of the city, they continued to resist. Finally they
seized arms and rushed together into the Cireus, and there spent
the night and the following day without food or drink, shouting and
calling upon the remainder of the soldiers, especially Pescennius
Niger and his followers in Syria, to come to their aid. Later,
exhausted by their shouting, by their fasting, and by their loss of
sleep, they separated and kept quiet, awaiting the hoped-for
deliverance from abroad, “1 do not assist the populace, for it has not
called upon me.”’ ὦ After seizing the power in this manner Julianus
managed affairs in a servile fashion, paying court to the senate as
well as to all the men of any influence ; now he would make
promises, now bestow favours, and A.D. 193 he laughed and jested
with anybody and everybody. 1 The pertinence of these words is
uncertain; von Gutschmid would assign them to a speech of
Julianus. The grammarian has just quoted a part of ch. 13, 4 (‘‘from
Book Ixxiv”), and then cites these words as occurring a little farther
along. 3 ᾿ἀνελευθέρως Zon., ἀνελευθέροις VC. 149

2 93 DIO’S ROMAN’ HISTORY θέατρα συνεχῶς ἐσεφοίτα,
καὶ συμπόσια πολλὰ συνεκρότει, TO τε σύμπαν οὐδὲν ὅ TL οὐκ ἐπὶ
θεραπείᾳ ἡμῶν ἐποίει. οὐ μέντοι καὶ πιθανὸς ἦν, GX ὡς ἀκράτῳ τῇ
θωπείᾳ χρώμενος ὑπωπτεύετο! πᾶν γὰρ τὸ ἔξωθεν τοῦ εἰκότος, κἂν
χαρίξεσθαί τισι δοκῇ, δολερὸν τοῖς νοῦν ἔχουσι vopuitetat.— Xiph.
290, 32—291, 8 R. St. Ψηφισαμένης δὲ τῆς βουλῆς χρυσοῦν
ἀνδριάντα αὐτοῦ οὐ προσεδέξατο, εἰπὼν ὅτι “ χαλκοῦν μοι δότε, ἵνα
καὶ μείνῃ καὶ γὰρ τῶν πρὸ ἐμοῦ αὐτοκρατόρων τοὺς μὲν χρυσοῦς
καὶ ἀργυροῦς ὁρῶ καθαιρεθέντας, τοὺς δὲ χαλκοῦς μένοντας, ?
nr a EV eye € οὐκ ὀρθῶς τοῦτο εἰπών ἀρετὴ yap ἡ διαφυc 4
λάττουσα THY μνήμην τῶν κρατούντων ὁ yap δοθεὶς αὐτῷ χαλκοῦς
ἀναιρεθέντος αὐτοῦ καθῃρέθη. —Petr. Patr. exe. Vat. 128 (p..226
Mai. = p.209, 24-32 Dind:). | | Ev μὲν δὴ τῇ Ῥώμῃ ταῦτα ἐγένετο,
περὶ δὲ τῶν ἔξω ταύτης γενομένων καὶ νεωτερισθέντων ἤδη ἐρῶ.
τρεῖς γὰρ δὴ τότε ἄνδρες, τριῶν ἕκαστος πολιτικῶν στρατοπέδων καὶ
ἄλλων ξενικῶν συχνῶν ἄρχοντες, ἀντελάβοντο τῶν πραγμάτων, ὅ τε
Σεονῆρος καὶ ὁ Νίγρος καὶ ὁ ᾿Αλβῖνος, οὗτος μὲν ths. Bpertavias,
ἄρχων, Σεουῆρος δὲ τῆς Παννονίας, Νίγρος δὲ τῆς Συρίας. καὶ
τούτους ἄρα οἱ ἀστέρες οἱ τρεῖς οἱ ἐξαίφνης φανέντες καὶ τὸν ἥλιον
περισχόντες, ὅτε τὰ ἐσιτήρια πρὸ τοῦ βουλευτηρίου ἔθυεν ὁ
Ἰουλιανὸς. παρόντων ἡμῶν, ὑπῃνίττοντο. οὕτω γὰρ ἐκφανέστατοι
ἦσαν ὥστε καὶ τοὺς στράτιώτας συνεχῶς. τε αὐτοὺς ὁρᾶν καὶ
ἀλλήλοις ἀντεπιδεικνύειν, καὶ προσέτι καὶ διαθροεῖν ὅτι δεινὸν. αὐτῷ
συμβή150

EPITOME OF BOOK LXXIV He was constantly resorting to
the theatres, and kept a. 193 getting up banquets; in fine, he left
nothing undone to court our favour. Yet he did not play the part well,
but incurred suspicion as indulging in servile flattery, For every act
that goes beyond propriety, even though it seems to some to be
gracious, is regarded by men of sense as trickery. When the senate
voted him a statue of gold, he declined to accept it, saying: “Give
me a bronze one, so that it may last ; for I observe that the gold
and silver statues of the emperors that ruled before me have been
destroyed, whereas the bronze ones remain.” In this he was
mistaken, for it is virtue that preserves the memory of rulers; and in
fact the bronze statue that was granted him was destroyed after his
own overthrow. These were the occurrences in Rome. I shall now
speak of what happened outside, and of the various rebellions, For
three men at this time, each commanding three legions of citizens
and many foreigners besides, attempted to secure the control of
affairs— Severus, Niger and Albinus. The last-named was governor
of Britain, Severus of Pannonia, and Niger of Syria. These, then,
were the three men portended by the three stars that suddenly
came to view surrounding the sun when Julianus in our presence
was offering the Sacrifices of Entrance in front of the senate-house.
These stars were so very distinct that the soldiers kept continually
looking at them and pointing them out to one another, while
declaring that some dreadful fate would befall the emperor. 151

DIO’S ROMAN HISTORY 5 σεται. ἡμεῖς yap εἰ Kal τὰ μάλιστα
Kal ηὐχόnf? ef / ᾽ ἐν ? μεθα ταῦθ᾽ οὕτω γενέσθαι Kal ἠλπίζομεν,
ἀλλ ὑπό γε τοῦ παρόντος δέους οὐδ᾽ ἀναβλέπειν ἐς αὐτούς, εἰ μὴ
παρορῶντές πως, ἐτολμῶμεν. καὶ 15 τοιοῦτο μὲν τοῦτο οἶδα
γενόμενον ὃ τῶν δὲ δὴ τριῶν ἡγεμόνων ὧν εἴρηκα δεινότατος ὁ
Σεουῆρος Ov, καὶ προγνοὺς ὅτι μετὰ τὸ καταλῦσαι τὸν ᾿Ιουλιανὸν
καὶ σφίσιν αὐτοῖς οἱ τρεῖς συναράξουσι Ξ καὶ “ἀντιπολεμήσουσιν
ὑπὲρ τῆς ἀρχῆς, ἐγνώκει τὸν ἕνα τὸν ἐγγύτερον αὐτῷ
“προσποιήσασθαι, καὶ γράμματά τινι τῶν πιστῶν δοὺς τῷ 2 ᾿Αλβίνῳ
ἐπεπόμφει, Καίσαρα αὐτὸν ποιῶν τὸν γὰρ δὴ Νίγρον φρόνημα
ἔχοντα ἐκ τοῦ ἐπίκλητον ὑπὸ τοῦ δήμου. γεγονέναι ἀπέγνω. καὶ ὁ
μὲν 3 ᾿Αλβῖνος ὡς καὶ κοινωνὸς τῆς ἀρχῆς τῷ Σεουήρῳ ἐσόμενος
κατὰ χώραν ἔμεινεν, ὁ δὲ Σεουῆρος τὰ ἐν τῇ Εὐρώπῃ πάντα πλὴν
τοῦ Βυζαντίου προσποιησάμενος ἐπὶ τὴν Ῥώμην ἠπείγετο, 8
οὐδέποτε ἔξω τῶν ὅπλων γινόμενος, ἀλλ᾽ ἑξακοσίους τοὺς ἀρίστους
ἐπιλεξάμενος ἐν μέσοις αὐτοῖς μεθ᾽ ἡμέραν καὶ νύκτωρ διῆγεν οὐδὲ
ἀπεδύσαντό ποτε ἐκεῖνοι τοὺς θώρακας πρὶν ἐν τῇ Ῥώμῃ γενέσθαι
——Xiph. 291, 8—292, 2 ἢ. St. 4 “Ore οὗτος ὃ ἐπὶ πονηρίᾳ καὶ
ἀπληστίᾳ ἀσελγείᾳ τε ὑπὸ τοῦ Περτίνακος, ὅτε τῆς ᾿Αφρικῆς 1
γενόπενον Bk., γινόμενον VC. 2 Cf. Exc. Val. 333 (p. 730) : ὅτι ὃ
Seovnpos δεινότατος ἦν τότε μέλλον ἀκριβῶς προνοῆσαι καὶ τὸ
παρὸν ἀσφαλῶς διοικῆσαι, καὶ πᾶν μὲν τὸ κεκρυμμένον ὡς καὶ
ἐμφανὲς ἐξευρεῖν, πᾶν δὲ τὸ δυσλόγιστον ὡς καὶ ἁπλοῦν διακρῖναι,
πᾶν δὲ τὸ δυσδιάθετον ὡς καὶ ῥᾷστον ἐξεργᾶσασθαι. . δυναρδᾶξοῦσι
R. Steph., συναρράξουσι VC. * μέν supplied by Bk. 152

EPITOME OF BOOK LXXIV As for us, however much we
hoped and prayed that 4.p. 193 it might so prove, yet the fear of the
moment would not permit us to gaze up at them save by furtive
glances. So much for this incident, which I give from my own
knowledge. | Now of the three leaders that 1 have mentioned,
Severus was the shrewdest;! he understood in advance that after
Julianus had been deposed the three would clash and fight against
one another for the empire, and he therefore determined to win over
the rival who was nearest to him. So he sent a letter by one of his
trusted friends to Albinus, appointing him Caesar; as for Niger, who
was proud of having been summoned by the populace, he had no
hopes of him. Albinus, accordingly, in the belief that he was to share
the rule with Severus, remained where he was; and Severus, after
winning over everything in Europe except Byzantium, was hastening
against Rome. He did not venture out_ side the protection of arms,
but having selected his six hundred most valiant men, he passed his
time day and night in their midst; these did not once put off their
breastplates until they were in Rome. This man,? when governor of
Africa, had been tried and condemned by Pertinax for corruption, 1
Cf. Exe. Val.: ‘‘Severus was most shrewd, both in accurately
forecasting the future and in successfully handling the situation of
the moment, in discovering everything concealed as if it were
manifest, in deciding every complicated problem as if it were simple,
and in accomplishing every difficult task as if it were most easy.” 2
The reference is uncertain; see critical note. 5 In the margin of cod.
Peir. is written φλούβιος, a corrupt form that might be for movABios,
φλἄβιος or Pd Bios. The order of this excerpt in the collection
determines its position between ch. 15. 1 and 16.1, but its
pertinence is not known. 153

16 DIO’S ROMAN HISTORY Φ , , ‘3 a ΄ e. 2 ἦρχε,
κατεδεδίκαστο, τότε δὲ ἐν τοῖς πρώτοις ὑπ “ : a n , αὐτοῦ ἐκείνου τῇ
Tod Leovnpov χάριτι ἀπεδέdecxto.1—Exc. Val. 334 (p. 730). a ld Καὶ
ὁ ᾿Ιουλιανὸς ταῦτα μαθὼν πολέμιόν τε Ν a a a / τὸν Σεουῆρον
διὰ τῆς βουλῆς ἐποιήσατο, καὶ παρεσκευάζετο Kat αὐτοῦ καὶ γὰρ
τάφρευμα la! / / 4 9 ἐν τῷ προαστείῳ διετάφρευσε καὶ πύλας
ἐπ αὐτῷ ἐπέστησεν ὡς καὶ ἐνταῦθα ἐκστρατεύσων “ / ‘ eke 4 e 4
καὶ ἐκεῖθεν πολεμήσων. καὶ ἐγένετο ἡ πόλις ? a ΕΣ ΄ O ” Ἅ 4 ἐν ταῖς
ἡμέραις ταύταις οὐδὲν ἄλλο ἢ TTPATOπεδον, ὥσπερ ἐν πολεμίᾳ ολλὴ
μὲν ya ρ pia. πολλὴ μὲν yap ταραχὴ καὶ αὐλιζομένων καὶ
γυμναζομένων ὡς 2c ᾽ a “ ᾽ 7 Ἢ ἑκάστων, ἀνδρῶν ἵππων
ἐλεφάντων, πολὺς δὲ id a « / καὶ φόβος ἐς τοὺς λοιποὺς ἐκ
τῶν ὡπλισμένων, “ 4 a δ. A 3 νΜ δὲ ἅτε καὶ μισούντων σφᾶς,
ἐγίγνετοϑ ἔστι δὲ a , ς κα ὃ.» ” Ἢ Ω ὅτε καὶ γέλως ἡμᾶς ἐλάμβανεν:
οὔτε γὰρ οἱ / n δορυφόροι ἄξιόν te τοῦ Te ὀνόματος Kal τῆς 7 “ Ψ
¢ lal ν᾿ -“ ἐπαγγελίας σφῶν, ἅτε καὶ ἁβρῶς διαιτᾶσθαι
μεμαθηκότες, ἐποίουν, καὶ οἱ ἐκ τοῦ ναυτικοῦ τοῦ n M a4 δὰ a θέ
ἐν τῷ Μισηνῷ ναυλοχοῦντος μεταπεμφθέντες »Ο» ὦ / wv “ / οὐδ᾽
ὅπως γυμνάσωνται ἤδεσαν, οἵ τε ἐλέφαντες ἀχθόμενοι τοῖς πύργοις
οὐδ᾽ αὐτοὺς ἔτε τοὺς 4 6 » , / ἐπιστάτας ἔφερον, ἀλλὰ καὶ
ἐκείνους κατέβαλλον. μάλιστα δὲ ἐγελῶμεν ὅτι τὸ παλάτιον / a
κιγκλίσι τε Kal θύραις ἰσχυραῖς ἐκρατύνατο ἐπεὶ yap tov Περτίνακα
οὐκ ἄν ποτε οἱ στρατιῶται ῥᾳδίως οὕτως, εἴπερ συνεκέκλειτο,,
πεφο154

EPITOME OF BOOK LXXIV avarice, and licentiousness, but
was at this time ap. 193 appointed [consul?] among the first by that
same man, as a favour to Severus. Julianus, on learning of this,
caused the senate to declare Severus a public enemy, and
proceeded to prepare against him. In the suburbs he constructed a
rampart, provided with gates, so that he might take up a position
out there and fight from that base. The city during these days
became nothing more nor less than a camp, in the enemy’s country,
as it were. Great was the turmoil on the part of the various forces
that were encamped and drilling, —men, horses, and elephants,—
and great, also, was the fear inspired in the rest of the population by
the armed troops, because the latter hated them. Yet at times we
would be overcome by laughter; for the Pretorians did nothing
worthy of their naine and of their promise, for they had learned to
live delicately ; the sailors summoned from the fleet stationed at
Misenum did not even know how to drill; and the elephants found
their towers burdensome and would not even carry their drivers any
longer, but threw them off, too. But what caused us the greatest
amusement was his fortifying of the palace with latticed gates and
strong doors. For, inasmuch as it seemed probable that the soldiers
would never have slain Pertinax so easily if the doors had been
securely 1 ἀπεδέδεικτο Val., ἀποδέδεικτο cod. Peir., ὕπατος
ἀπεδέδεικτο Rk. 2 καὶ γάρ supplied by Reim. 2 ἐγίγνετο an. Peir.,
ἐγίνετο V, ἐγένετο C. . 4. Μισηνῷ Sylb., ἀμισηνῶ VC. 5 πύργοις cod,
Peir. Suid., ἵπποις VC. 6 ἐπιστάτας cod. Peir. Suid., ἐπιβάτας VC. 7
συνεκέκλειτο Dind., συνεκέκλειστο VC Zon. cod. Peir, ¥35 VOL, 1X. F

DIO’S ROMAN HISTORY νευκέναι ἐδόκουν, ἐπίστευενΞξ ὅτι
δυνήσεται κατακλεισθεὶς ἐς αὐτό, ἂν ἡττηθῇ, περιγενέσθαι. *—Xiph.
292, 2-17 R. St., Exe. Val. 38ὅ (ρ. 730 sq-); Suid. 8. Ὁ. ἐπιστάτις. 5
Ἔσφαξε μὲν οὖν καὶ τὸν Λαῖτον καὶ τὴν Μαρκίαν, ὥ ὥστε σύμπαντας
τοὺς ἐπιβουχεύδαντας τῷ Κομμόδῳ φθαρῆναι (καὶ γὰρ τὸν
Νάρκισσον ὕστερον ὁ Σεουῆρος͵ θηρίοις ἔδωκεν, αὐτὸ τοῦτο
κηρύξας ὅτι “οὗτός ἐστιν ὁ Κόμμοδον. ἀποπνίξας᾽ ’), ἔκτεινε δὲ καὶ
παῖδας συχνοὺς ἐπὶ μαγγανεύμασιν, ὡς καὶ ἀποστρέψαι τι τῶν
μελλόντων, εἰ προμάθοι αὐτά, δυνησόμενος. ἐπί τε τὸν Σεουῆρον ἀεί
τινας ὡς δολοφονήσοντας 17 αὐτὸν ἀπέστειλεν. ἐπεὶ δὲ ἐ ἐκεῖνος ἐς
σὴν ᾿Ιταλίαν ἀφίκετο καὶ τὴν ‘PaBevvav ἀκονιτὶ ὃ παρέλαβε, καὶ οὗς
ἐκεῖνος ἐπ’ αὐτὸν ἔπεμπεν ἢ πείσοντας ὑποστρέψαι ἢ εἴρξοντας τῶν
παρόδων, προσεχώ2 ρουν αὐτῷ, οἵ τε δορυφόροι, οἷς μάλιστα ὁ
ἸΙουλιανὸς ἐθάρρει, τῇ τε συνεχείᾳ τῶν πόνων ἀπεκναίοντο καὶ πρὸς
τὴν φήμην τῆς τοῦ Σεουήρου παρουσίας δεινῶς ἐξεπλήττοντο,
συγκαλέσας ἡμᾶς ὁ ᾿Ιουλιανὸς κοινωνὸν αὑτῷ τῆς ἼΩΝ ὃ ἐκέλευε
τὸν Σεονῆρον “Ψηφίσασθαι. οἱ δὲ στρατιῶται ἐκ γραμμάτων τοῦ
Σεουήρου He θέντες ὅτι οὐδὲν κακόν, ἂν τοὺς σφαγέας τοῦ
Περτίνακος ἐκδῶσι καὶ αὐτοὶ τὴν ἡσυχίαν ἄγωσι, Ὅτι Οὐεσπρώνιος
Κάνδιδος ἀξιώσει μὲν ἐς τὰ πρῶτα ἀνήκων, σκυθρωπότητι δὲ καὶ
ἀγροικίᾳ πολὺ πλεῖον * προφέρων, ἐκινδύνευσεν ἀποθανεῖν ὑπὸ τῶν
στρατιωτῶν.---χο. Val. 336 (p. 733). 1 ἐδόκουν VC, ἔδοξαν cod. Peir.
156

EPITOME OF BOOK LXXIV locked, Julianus believed that in
case of defeat he a.p.193 would be able to shut himself up there
and survive. He accordingly put to death both Laetus and Marcia, so
that all who conspired against Commodus perished; for later Severus
gave Narcissus to the wild beasts, causing it to be expressly
proclaimed that he was the man who had strangled Commodus.
Julianus also killed many boys as a magic rite, believing that he
could avert some future misfortunes if he learned of them
beforehand. And he kept sending men against Severus to slay him
by treachery. But Severus presently reached Italy, and took
possession of Ravenna without striking a blow. Moreover, the men
whom Julianus kept sending against him, either to persuade him to
turn back or else to block his advance, were going over to Severus’
side; and the Pretorians, in whom Julianus reposed most confidence,
were becoming worn out by their constant toil and were becoming
greatly alarmed at the report of Severus’ near approach. At this
juncture Julianus called us together and bade us appoint Severus to
share his throne. But the soldiers, convinced by letters of Severus
that if they surrendered the slayers of Pertinax and themselves kept
the peace they Vespronius Candidus, a man of the first rank, but
much more prominent for his sullenness and boorishness, came near
being killed by the soldiers. 2 ἐπίστειεν VO, ἐπίστευσαν cod. Peir. γάρ
supplied by Bk. Νάρκισσον R. Steph., ναρκισσιανόν VC, ἀκονιτί R
Steph., ἀκοντί VC. αὑτῷ Bk., αὐτῶ VC. πλεῖον Bk., πλείωι cod. Peir.
ao σι FP © :57

DIO’S ROMAN HISTORY πείσονται, τούς τε ἀποκτείναντας
τὸν Περτίνακα συνέλαβον, καὶ αὐτὸ τοῦτο Σιλίῳ Μεσσάλᾳ τῷ 4
ὑπατεύοντι τότε ἐμήνυσαν. καὶ ὃς συναγαγὼν ἡμᾶς ἐς τὸ ᾿Αθήναιον
καλούμενον ἀπὸ τῆς ἐν αὐτῷ τῶν παιδευομένων ἀσκήσεως, τὰ
“παρὰ τῶν στρατιωτῶν ἐδήλωσε: καὶ τοῦ τε ᾿Ιουλιανοῦ θάνατον
κατεψηφισάμεθα καὶ τὸν Σεουῆρον αὐτοκράτορα ὠνομάσαμεν, τῷ τε
Περτίνακι 5 ἡρωικὰς τιμὰς ἀπεδώκαμεν. ὁ μὲν οὖν ᾿Ιουλιανὸς οὕτως
ἐν αὐτῷ τῷ παλατίῳ κατακείμενος ἐφονεύθη, τοσοῦτον μόνον
εἰπών, “ καὶ τί δεινὸν ἐποίησα ; ; τίνα ἀπέκτεινα ; 5 ἔξησε δὲ
ἑξήκοντά τε ἔτη καὶ μῆνας τέσσαρας καὶ ἡμέρας ἴσας, ad’ ὧν καὶ
ἑξήκοντα ἦρξεν ἡμέρας.---ΧΊρη. 292, 17---293, 10 R. St. θ Δίων ὁδ'
βιβλίῳ' “ ἀνδρῶν γάρ ἐστι φρονίμων μήτ᾽ ἄρχειν πολέμου μήτ᾽
ἐπιφερόμενον αὐτὸν ἀναδύεσθαι, ἀλλὰ τῷ μὲν ἐθελοντὶ *
σωφρονήσαντι συγγνώμην, κἂν προαμάρτῃ τι, ποιεῖσθαι... .---Βεκκ.
Anecd. 168, 7 564. 1 ἐβελοντί de Boer, ἐθέλοντι cod. 158

6 SS PIED --- oo EPITOME OF ‘BOOK LXXIV would suffer no
harm, arrested the men who had ap. 193 killed Pertinax, and
announced this fact to Silius Messalla, who was then consul. The
latter assembled us in the Athenaeum,! so named from the
educational activities that were carried on in it, and informed us of
the soldiers’ action. We thereupon sentenced Julianus to death,
named Severus emperor, and bestowed divine honours upon
Pertinax. And so it came about that Julianus was slain as he was
reclining in the palace itself; his only words were, * But what evil
have I[done?) Whomhave I killed ?” He had lived sixty years, four
months, and the same number of days, out of which he had reigned
sixtysix days. Dio, Book LXXIV: “ It is the part of sensible men
neither to begin war nor yet to shrink from it when it is thrust upon
them, but rather to grant pardon to the one who has voluntarily
come to his senses, even though he has previously made a mistake .
. .” 2 1 Built by Hadrian to serve as a place for readings, lectures,
ete. * The reference of this passage is uncertain. 159

EPITOME OF BOOK LXXV LXXV Σεουῆρος μὲν δὴ
αὐτοκράτωρ οὕτω γενόμενος 1,1 τοὺς μὲν δορυφόρους 1 τοὺς
χειρουργήσαντας τὸ κατὰ τὸν Περτίνακα ἔργον θανάτῳ ἐζημίωσε,
τοὺς δὲ ἄλλους, πρὶν ἐν τῇ Ρώμῃ γενέσθαι μεταπεμψάμενος καὶ ἐν
πεδίῳ περισχὼν οὐκ εἰδότας τὸ μέλλον σφίσι συμβήσεσθαι, πολλά τε
καὶ πικρὰ ὑπὲρ τῆς ἐς τὸν ᾿αὐτοκράτορά σφων παρανομίας ὀνειδίσας
αὐτοῖς, τῶν τε ὅπλων ἀπέλυσε τούς τε ἵππους ἀφείλετο καὶ τῆς
Ῥώμης ἀπήλα- 2 σεν. ἔνθα δὴ οἱ μὲν ἄλλοι καὶ ἄκοντες τά τε ὅπλα
ἀπερρίπτουν καὶ τοὺς ἵππους ἠφίεσαν, ἔν τε τοῖς χιτῶσιν ἄξωστοι
ἐσκεδάννυντο εἷς δέ τις, οὐκ ἐθελήσαντος τοῦ ἵππου ἀποστῆναι
ἀλλ᾽ ἐπακολουθοῦντος αὐτῷ καὶ χρεμετίζοντος, καὶ ἐκεῖνον καὶ
ἑαυτὸν κατεχρήσατο καὶ ἐδόκει τοῖς ὁρῶσι καὶ ὁ ἵππος ἡδέως
ἀποθνήσκειν. 1 δορυφόρους placed here instead of after γενέσθαι by
Bs., who also supplies the second τοὺς. 2 Cf. Exc. Salm. : 2«Bijpos
ἔστειλε γράμματα εἰς “Ῥώμην ὗπαντῆσαι αὐτῷ τοὺς στρατιώτας.
συνελθόντας δὲ ὠνείδισεν εἰπὼν ὅτι καὶ κἂν μὴ αὐτοὶ ἐγένοντο
αὐτόχειρες Περτίνακος τοῦ βασιλέως, ἀλλά, δέον αὐτοὺς ἀνελεῖν
τυὺς ἀποκτείναντας ἐκεῖνον, τοῦτο μὴ ποιήσαντες ὑπ᾽ αἰτίασίν εἰσι
φόνου “ἐπὶ φυλακῇ γὰρ βασιλικῇ ταχθέντες,᾽᾽ ἔφη, ““οὐκ ἐν τῷ
ἀριστερῷ μέρει τὰ ξίφη διαζώννυσθε ἀλλ᾽ ἐν τῷ δεξιῷ. καὶ
ἀπολαβὼν τὰ ὅπλα καὶ τοὺς ἵππους, ἀπεδίωξεν αὐτούς. εἷς δὲ
στρατιώτης, οὐκ ἀνασχομένου τοῦ ἵππου ἀπολιπεῖν αὐτόν, ἀλλ᾽
ἀκολουθοῦντος καὶ χρεμετίζοντος, ὑπεραλyhs γενόμενος τὸν ἵππον
ἔσφαξε καὶ éavtdv.— ἴχο. Salm. 127 Muell. (v. 1-12). 160

᾿“ΕΡΙΤΟΜΕ OF BOOK LXXV Severus, on becoming emperor
in the manner 4p, 193 described, inflicted the death penalty on the
Pretorians who had taken part in the slaying of Pertinax ; and as for
the others, he summoned them, before he came to Rome, and
having surrounded them in the open while they were ignorant as yet
of the fate in store for them, uttered many bitter reproaches against
them for their lawless deed against their emperor, and then relieved
them of their arms, took away their horses, and banished them from
Rome.t Thereupon the majority of them proceeded reluctantly to
throw away their arms and let their horses go, and were scattering,
wearing only their tunics and ungirded; but one man, when his
horse would not go away, but kept following him and neighing, slew
both the beast and himself, and it seemed to the spectators that the
horse, too, was glad to die. 1 Cf. Exe. Salm. : ‘‘ Severus sént letters
to Rome summoning the soldiers to come out to meet him. And
when they had assembled, he reproached them, declaring that even
though they had not been the actual slayers themselves of the
emperor Pertinax, nevertheless, through their failure to slay, as they
should have done, those who had killed him, they were responsible
for his murder. ‘As men appointed for the guarding of the emperor,’
he said, ‘ you gird your swords, not on your left side, but on your
right.’ And taking from them their arms and their horses, he drove
them away. But one soldier, when his horse refused to leave him, but
kept following him and neighing, was overcome by grief and slew
both the horse and himself.” ; 161

3 DIO’S ROMAN HISTORY IIpaEas δὲ ὁ Σεονῆρος ταῦτα ἐς
τὴν Ῥώμην ἐσήει, μέχρι μὲν τῶν πυλῶν ἐπί τε τοῦ ἵππου καὶ ἐν
ἐσθῆτι ἱππικῇ ἐλθών, ἐντεῦθεν δὲ τήν τε πολιτικὴν ἀλλαξάμενος καὶ
βαδίσας: καὶ αὐτῷ καὶ ὁ στρατὸς πᾶς, καὶ οἱ πεζοὶ καὶ οἱ ἱππεῖς,
ὡπλισμένοι παρηκολούθησαν. καὶ ἐγένετο ἡ θέα πασῶν ὧν ἑόρακα
λαμπροτάτη: ἥ τε γὰρ πόλις πᾶσα ἄνθεσί τε καὶ δάφναις ἐστεφάνωτο
καὶ ἱματίοις ποικίλοις ἐκεκόσμητο, φωσί τε καὶ θυμιάμασιν ἔλαμπε,
καὶ οἱ ἄνθρωποι λευχειμονοῦντες καὶ γανύμενοι ὃ πολλὰ
ἐπευφήμουν, οἵ τε στρατιῶται ἐν τοῖς ὅπλοις ὥσπερ ἐν πανηγύρει
τινὶ πομπῆς ἐκπρεπόντως ἀνεστρέφοντο, καὶ προσέτι ἡμεῖς ἐν κόσμῳ
περιήειμεν. ὁ δ᾽ ὅμιλος ἰδεῖν τε αὐτὸν καί τι φθεγγομένου ἀκοῦσαι,
ὥσπερ τι ὑπὸ τῆς τύχης ἠλλοιωμένου, ποθοῦντες ἠρεθίζοντο καί
τινες καὶ ἐμετεώριζον ἀλλήλους, ὅπως ἐξ ὑψηλοτέρου αὐτὸν
κατίδωσιν.---ΧΊρη. 293, 19—294, 15 R. St. 2 ᾿Εσελθὼν δὲ οὕτως
ἐνεανιεύσατο μὲν ola Kal οἱ πρῴην ἀγαθοὶ αὐτοκράτορες πρὸς ἡμᾶς,
ὡς οὐδένα τῶν βουλευτῶν ἀποκτενεῖ καὶ ὥμοσε περὶ τούτου, καὶ τό
γε μεῖζον, ψηφίσματι κοινῷ αὐτὸ κυρωθῆναι προσετετάχει, πολέμιον
καὶ τὸν αὐτοκράτορα καὶ τὸν ὑπηρετήσοντα αὐτῷ ἔς τι τοιοῦτον,
αὐτούς τε καὶ τοὺς παῖδας αὐτῶν, νομίζεσθαι δογματίσας. πρῶτος
μέντοι αὐτὸς τὸν νόμον τουτονὶ παρέβη καὶ οὐκ ἐφύλαξε, πολλοὺς
ἀνελών: καὶ γὰρ καὶ αὐτὸς ὁ Σόλων ὁ Ἰούλιος, ὁ καὶ τὸ δόγμα τοῦτο
κατὰ πρόσταξιν 1 μέχρι Leuncl., καὶ μέχρι VO. 2 φωσί Naber, φωτί
VC. 162

EPITOME OF BOOK LXXV After doing this Severus entered
Rome. He a.v. 193 advanced as far as the gates on horseback and in
cavalry costume, but there he changed to civilian attire and
proceeded on foot; and the entire army, both infantry and cavalry,
accompanied him in full armour. ‘The spectacle proved the most
brilliant of any that I have witnessed; for the whole city had been
decked with garlands of flowers and laurel and adorned with richly
coloured stuffs, and it was ablaze with torches and burning incense;
the citizens, wearing white robes and with radiant countenances,
uttered many shouts of good omen; the soldiers, too, stood out
conspicuous in their armour as they moved about like participants in
some holiday procession ; and finally, we {senators] were walking
about in state. The crowd chafed in its eagerness to see him and to
hear him say something, as if he had been somehow changed by his
good fortune ; and some of them held one another aloft, that from a
higher position they might catch sight of him. Having entered the
city in this manner, he made us some brave promises, such as the
goud emperors of old had given, to the effect that he would not put
any senator to death; and he took oath concerning this matter, and,
what was more, also ordered it to be confirmed by a joint decree,
prescribing that both the emperor and anyone who should aid him in
any such deed should be considered public enemies, both they and
their children. Yet he himself was the first. to violate this law instead
of keeping it, and made away with many senators ; indeed, Julius
Solon himself, who framed 3 γανύμενοι Dind., γαννύμενοι VC, 4
ἀποκτενεῖ Zon., ἀποκτείνῃ VC. 163

DIO’S ROMAN HISTORY αὐτοῦ συγγράψας, ov πολλῷ
ὕστερον ἐσφάγη. καὶ πολλὰ μὲν ἡμῖν οὐ καταθύμια ἔπραττεν, 8
αἰτίαν te ἔσχεν ἐπὶ τῷ πλήθει στρατιωτῶν ὀχλώδη τὴν πόλιν ποιῆσαι
καὶ δαπάνῃ χρημάτων περιττῇ τὸ κοινὸν Bapdvar,” Kal τὸ μέγιστον
ὅτι μὴ ἐν τῇ τῶν συνόντων οἱ εὐνοιᾷ αλλ, ἐν τῇ ἐκείνων ἰσχύι τὴν
ἐλπίδα τῆς σωτηρίας ἐποιεῖτο 4 μάλιστα δὲ ἐπεκάλουν αὐτῷ τινὲς
ὅτι, καθεστηκότος ἔκ τε τῆς ᾿Ιταλίας καὶ τῆς ᾿Ιβηρίας τῆς Te?
Μακεδονίας καὶ τοῦ Νωρικοῦ μόνον 4 τοὺς σωματοφύλακας εἶναι,
κἀκ τούτου καὶ τοῖς εἴδεσιν αὐτῶν ἐπιεικεστέρων καὶ τοῖς ἤθεσιν
ἁπλουστέρων 5 ὄντων, τοῦτο μὲν κατέλυσεν, ἐκ δὲ δὴ τῶν
στρατοπέδων ὁμοίως πάντων τὸ ἀεὶ ἐνδεὲς ὃν ἀντικαθίστασθαι
τάξας, αὐτὸς μὲν ® ὡς καὶ ἐπιστησομένοις ὃ διὰ τοῦτο τὰ
στρατιωτικὰ μᾶλλον αὐτοῖς χρησόμενος, καί τι καὶ ἄθλον τοῖς ayaθοῖς
τὰ πολέμια προθήσων ἐποίησεν αὐτό, τῷ δὲ ae: / 7 e / ἈΝ an δὴ
ἔργῳ σαφέστατα τήν * Te ἡλικίαν τὴν ἐκ τῆς Ἰταλίας παραπώλεσε
πρὸς λῃστείας καὶ. μονο6 μαχίας ἀντὶ τῆς πρὶν στρατείας
τραπομένην, καὶ τὸ ἄστυ ὄχλου στρατιωτῶν συμμίκτου ® καὶ ἰδεῖν
ἀγριωτάτων καὶ ἀκοῦσαι φοβερωτάτων ὁμιλῆσαί τε ἀγροικοτάτων
ἐπλήρωσε.----ΧΊρΡῃ. 294, 15-30 R, St., Exe. Val. 337 (p. 733), 9
Σημεῖα δὲ αὐτῷ ἐξ ὧν τὴν ἡγεμονίαν ἤλπισε, a / “ Ν ᾽ / ταῦτα
ἐγένετο. ὅτε yap ἐς τὸ βουλευτήριον ἐσεγράφη, ὄναρ ἔδοξε
λύκαινάν τινα κατὰ ταὐτὰ 1 re supplied by Reim. 2 βαρῦναι Reim.,
ἐβάρυνεν cod. Peir. “ § re supplied by R. Steph. 4 μόνον cod. Peir.,
μόνων VC. 164

EPITOME OF BOOK LXXV this decree at his behest, was
murdered not long 4.0. 193 afterward. There were many things
Severus did that were not to our liking, and he was blamed for
making the city turbulent through the presence of so many troops
and for burdening the State by his excessive expenditures of money,
and most of all, for placing his hope of safety in the strength of his
army rather than in the good will of his associates {in the
government]. But some found fault with him particularly because he
abolished the practice of selecting the body-guard exclusively from
Italy, Spain, Macedonia and Noricum,—a plan that furnished men of
more respectable appearance and of simpler habits,—and ordered
that any vacancies should be filled from all the legions alike. Now he
did this with the idea that. he should thus have guards with a better
knowledge of the soldier's duties, and should also be offering a kind
of prize for those who proved brave in war ; but, as a matter of fact,
it became only too apparent that he had incidentally ruined the
youth of Italy, who turned to brigandage and gladiatorial fighting in
place of their former service in the army, and in filling the city with a
throng of motley soldiers most savage in appearance, most terrifying
in speech, and most boorish in conversation. The signs which had
led him to hope for the imperial power were as follows. When he
was admitted to the senate, he dreamed that he was 5 μέν supplied
by Val. 8 ἐπιστησομένοις Rk., ἐπιστησόμενος cod. Peir. 1 χρησόμενος
Reim., χρησάμενος cod. Peir. 8 σαφέστατα thy Rk., σαφέστατήν cod.
Peir. 9 συμμίκτου cod. Peir., συμμίκτων VC.

2 oo DIO’S ROMAN HISTORY τῷ Ῥωμύλῳ θηλάξειν.
μέλλοντί τε αὐτῷ τὴν / » ς a € a , Ἰουλίαν ἄγεσθαι ἡ Φαυστῖνα ἡ
τοῦ Μάρκου γυνὴ τὸν θάλαμόν σφισιν ἐν τῷ ᾿Αφροδισίῳ τῷ κατὰ τὸ
παλάτιον παρεσκεύασεν. ὕδωρ τε ἐκ τῆς χειρὸς αὐτῷ καθεύδοντί
ποτε, ὥσπερ ἐκ πηγῆς, ἀνεδόθη. καὶ ἐν Λουγδούνῳ ἄρχοντι πᾶσα
αὐτῷ ἡ τῶν Ῥωμαίων δύναμις προσῆλθέ τε καὶ ἠσπάσατο, ὄναρ
φημί.. καὶ ἄλλοτε ἀνήχθη ἐ ἐς περιωπὴν. ὑπό τίνος, καὶ καθορῶν ἀπ᾽
αὐτῆς πᾶσαν μὲν τὴν γῆν πᾶσαν δὲ τὴν θάλατταν ἐφήπτετο αὐτῶν
ὥσπερ παναρμονίου τινὸς ὀργάνου, καὶ ἐκεῖνα συνεφθέγγετο. καὶ
αὖθις ἵππον ἐν τῇ ἀγορᾷ τῇ Ῥωμαίᾳ τὸν μὲν “Περτίνακα ἀναβεβηκότα
A ἀπορρῖψαι, ἑαυτὸν δὲ ἑ ἑκόντα ἀναλαβεῖν ἐνόμισε. Ἰαῦτα μὲν ἐκ
τῶν ὀνειράτων ἔμαθεν, ὕ ὕπαρ δὲ és? τὸν Bacihendv δί i pov ἔφηβος
ὧν ἔτι ἀγνοίᾳ ἐνιδρύθη.3 τὴν μὲν οὖν ἡγεμονίαν μετὰ τῶν ἄλλων καὶ
ταῦτα αὐτῷ προεδήλωσε. 4 Καταστὰς δὲ ἐς αὐτὴν ἡρῷον τῷ
Περτίνακι κατε7 , » κ᾿ ,ὔ Η a a σκεύασε, TO TE ὄνομα αὐτοῦ ἐπί TE
ταῖς εὐχαῖς ς , | ay. “Ὁ “ “ “ ἁπάσαις καὶ ἐπὶ τοῖς ὅρκοις ἅπασι
προσέταξεν͵ ἐπιλέγεσθαι, καὶ χρυσῆν εἰκόνα αὐτοῦ ἐφ᾽ apματος
ἐλεφάντων ἐς τὸν ἱππόδρομον ἐσάγεσθαι, καὶ ἐς τὰ λοιπὰ ἐκέλευσε
θέατρα θρόνους ᾧ τρεῖς καταχρύσους αὐτῷ ἐσκομίξεσθαι. ἡ δὲ δὴ
ταφὴ καίτοι πάλαι τεθνηκότος αὐτοῦ τοιάδε ἐγένετο. ἐν τῇ ἀγορᾷ τῇ
Ῥωμαίᾳ βῆμα ξύλινον. ἐν χρῷ τοῦ λιθίνου κατεσκευάσθη, καὶ ἐπ᾽
αὐτοῦ οἴκημα 1 ἀναβεβηκότα Rk., καὶ ἀναβεβηκότα VC. 2 és Leuncl.,
és τε VC. 8. ἐνιδρύθη Bk., ἐνιδρύνθη VC: 4 θρόνους Leuncl., θρόνους
τε VC, 166 “eS

EPITOME OF BOOK LXXV suckled by a she-wolf just as
Romulus had been, Α.Ρ. 193 When he was about to marry Julia,
Faustina, the wife of Marcus, prepared their nuptial chamber in the
temple of Venus near the palace. On another occasion water gushed
from his hand, as from a spring, while he slept. When he was
governor at Lugdunum, the whole Roman dominion approached and
saluted him—in a dream, I mean, At another time he was taken up
by someone to a place commanding a wide view, and as he gazed
down from there upon all the land and all the sea he laid his fingers
on’ them as one might on an instrument capable of playing all
modes,1 and they all sang together. Again, he thought that in the
Roman Forum a horse threw Pertinax, who had mounted it, but
readily took himself on its back. These things he had learned from
dreams; but also when awake he had, while yet a youth, seated
himself through ignorance upon the imperial throne. These, then,
were some of the signs that pointed in his case to the supreme
power. Upon establishing himself in power he erected a shrine to
Pertinax, and commanded: that his name should be mentioned at
the close of all prayers and all oaths; he also ordered that a golden
image of Pertinax should be carried into the Circus on a car drawn
by elephants, and that three gilded thrones should be borne into the
other amphitheatres in his honour. His funeral, in spite of the time
that had elapsed since his death, was carried out as follows. In the
Roman Forum a wooden platform was constructed hard by the
marble rostra, upon which 1 Cf. Plato, Rep, 399 C. 167

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