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Chapter 6 - Instructor’s Resource Guide to
Project Management: A Managerial Approach, Eighth Edition
Page 1 of 23
Chapter Overview
Overview – This chapter introduces the process of project planning, which involves
identifying the specific goals of the project and breaking them down into achievable
tasks. The concepts of Work Breakdown Structure (WBS) and Linear Responsibility
Chart (LRC) are also introduced.
1) Initial Project Coordination and the Project Charter – The project launch meeting is
an excellent way to begin the planning process. At this meeting the team is gathered
for the first time to allow them to develop a general idea about the requirements of the
project. The intent is not to present fully developed plans and schedules but rather to
present the project in general, so that the team members can develop detailed plans
and schedules for themselves and present them at subsequent meetings. After the
planning process is complete it is useful to have a postplanning review chaired by an
experienced project manager not involved with this project previously.
a). Outside Clients – When the project involves an outside client, the planning
process must include the complete definition of the deliverables that will be
provided. This can be accomplished efficiently by involving the design and
marketing teams early in the planning process. The intent is to prevent later
surprises. E.g: The previously ignored manufacturing group announces that they
can’t build the design that has taken 10 months so far to be developed.
b). Project Charter Elements – Project plans and their development vary from
organization to organization, but they should all have the following elements:
i) Purpose – A short summary of objectives and project scope.
ii) Objectives – A more detailed statement of the general goals of the project.
This statement should include profit and competitive aims from the Business
Case as well as technical goals based on the Statement of Work (SOW).
iii) Overview – A description of both the managerial and the technical approaches
to the work.
iv) Schedules – This section outlines the various schedules and lists all milestone
events and/or phase-gates.
v) Resources – This element contains the budgets by task as well as the cost
control and monitoring plans.
vi) Personnel – This element contains a time phased plan for the people (or at
least the skills) required for the project.
vii)Risk Management Plans – This covers potential problems as well as potential
lucky breaks that could affect the project.
viii) Evaluation Methods – This section describes the methods used to monitor,
evaluate, and collect the history of the project.

Page 2 of 23
c). Project Planning in Action – Plans can be constructed by listing the sequence of
activities necessary to complete the project. The nine segments of the project are:
i) Concept evaluation
ii) Requirements identification
iii) Design
iv) Implementation
v) Test
vi) Integration
vii)Validation
viii) Customer test and evaluation
ix) Operations and maintenance
2) Starting the Project Plan
a) The WBS – The work breakdown structure (WBS) is a tool used to capture the
decomposition of activities and the assignment of personnel. The WBS is not one
thing. It can take a wide variety of forms that, in turn, serve a wide variety of
purposes. The text suggests the following steps for WBS development:
i) Break the tasks down into sufficient detail so that they can be individually
planned, budgeted, scheduled, monitored, and controlled. The tasks at the
bottom of the structure are typically called work packages.
ii) Identify the relevant supporting information needed for each work package
and the people who will work them.
iii) The work packages must be reviewed with the people involved to ensure their
accuracy and adequacy in describing the tasks to be accomplished.
iv) The WBS can be used to capture the direct costs estimated or budgeted for
each task.
v) The summary of the schedule information associated with each work package
can be summarized into a project master schedule.
Both the planned schedule and budget for each work package can be used as the
baseline to measure performance as the project is executed.
3) Human Resources: The RACI Matrix and Agile Projects
Identifying and securing the right employees for project work is one of the most
important PM tasks. One way to identify the HR needs is to create an Organizational
Breakdown Structure (OBS). It shows the organizational units that are responsible for
the various work elements of the project. By creating RACI matrixes and utilizing
agile project methods, better management of human resources can be attained.

Page 3 of 23
a) The Responsibility (RACI) Matrix – An approach to identify the human resources
needed for the project is to use the RACI (Responsible, Accountable, Consult, Inform)
matrix. The matrix shows critical interfaces between units that may require special
managerial coordination. With it, the PM can keep track of who must approve what,
who must be notified, and other such relationships. The RACI matrix displays the
WBS items in the left-most column of a table. The individuals, groups, or units
involved in the project are displayed in the top row. The project manager then uses
the matrix to identify who is Responsible, who is Accountable, who should be
Consulted, and who should be Informed.
b) Agile Project Planning and Management – Traditional methods are insufficient, if
an organization finds it difficult to define the project adequately in the shortest
possible time. In situations like these agile project management (APM) may be
effective. APM requires close and continual contact between the project team and the
clients. Project requirements are a result of client/developer interaction, and the
requirements change as the interaction leads to a better understanding on both sides of
the project requirements, priorities, and limitations.
4) Interface Coordination Through Integration Management – Interface coordination is
the task of coordinating work across multiple groups. Multidisciplinary teams (MTs)
are often used to facilitate the coordination of technical issues. Techniques are
available to assist this process by mapping the interdependencies between team
members.
a) Managing Projects by Phases and Phase-Gates – One way to facilitate
interdisciplinary cooperation is to break the project into phases and require the team
to have specific deliverables at each phase. Then an oversight process can evaluate
the deliverables and decide whether the project is ready to pass onto the next phase.
This technique is applied in addition to the normal cost and schedule control
techniques associated with projects.
5) Project Risk Management – This is the PMBOK knowledge area number 8. It defines
risk management as the systematic process for identifying, analyzing, and responding
to project risk. Seven processes exist:
a). Risk Management Planning
b). Risk Identification
c). Qualitative Risk Analysis
d). Quantitative Risk Analysis
i) Failure Mode and Effect Analysis
ii) Decision Tree Analysis
iii) Monte Carlo Simulation
iv) Dealing with Project Disasters
e). Risk Response Planning

Page 4 of 23
f). Risk Monitoring and Control
g). The Risk Management Register
Teaching Tips
Like many subjects in project management, this topic will benefit from a good example.
One way to provide it is to do an in-class planning exercise. To prepare this exercise the
instructor needs to select a project. Everyone in the class should be familiar with this
project. If a specialized technical topic is chosen (e.g. refueling a nuclear power plant),
then all the class members may not be able to fully participate due to their lack of
knowledge in the subject. I have had success with picking smaller, more accessible topics
that are familiar to a wide range of students. Specifically, I have used “Planning a
company picnic” for the exercise. While it may not sound very interesting on the surface,
the picnic has some surprising complications that the students will discover during the
planning process.
To begin the exercise the instructor give the class some background information about
their pretend company and a very brief description of the project. The description is
deliberately brief to simulate the typically meager direction that management supplies in
these circumstances. The students work in pairs to brainstorm the outline of the project
plan trying to answer key questions like:
What is the purpose of the project?
Who are its customers?
What constraints are imposed by the company?
The process of answering these questions forces students to ask a lot of questions which
the instructor, as the “sponsor” should answer. This gives the instructor a lot of
opportunities to emphasize the idea that the early project formation process is one
dominated by questions intended to reveal the sponsor’s and customer’s true
requirements.
As the authors of the text correctly point out, there are many formats available for project
plan deliverables. If the instructor does not have a preferred format to use for this
exercise, Martin and Tate describe a method, one that I have found useful, called the
Project Management Memory Jogger™. This tiny book can be an excellent supplement
to the text by presenting a number of specific formats for planning deliverables.
Material Review Questions
Question 1:
APM is distinguished by close and continuing contact between clients (users) and staff
working on the project, and an iterative and adaptive planning process. This approach is
best suited for situations in which the scope of the project cannot be sufficiently
determined in advance. The scope is progressively determined as the project progresses.
Question 2:
Refer to Section 6.1 in the text. The eight key elements of any project charter are:

Page 5 of 23
1) Purpose: The purpose contains a brief summary of the project’s scope and its
objectives.
2) Objectives: The objectives should reflect how the project would satisfy
requirements in the dimensions of performance, time, cost, and customer
satisfaction. Objectives should also be set with respect to business impact and
future growth potential.
3) Overview: This section will describe the managerial and technical approaches
used to complete the project.
4) Schedules: The master schedule will be derived from the individual schedules for
resources. Milestones will be used to indicate significant events in the project’s
lifecycle.
5) Resources: The project’s budget will document both capital expenses and
operating expenses by task. The procedures for cost monitoring and control will
also be described.
6) Personnel: This section covers the types and quantities of human resources
needed to complete the project. It should document unique requirements related to
issues such as security clearances, skill sets, EOE, and local content issues related
to hiring and ownership practices.
7) Risk Management Plans: This section describes how uncertainty will be managed
in the project. Its intent is to identify opportunities and threats. Contingency plans
are developed to respond to important risk events should they arise during the
project’s lifecycle
8) Evaluation Methods: This section describes the monitoring and control
procedures used to run the project and to assess its success.
Question 3:
Refer to Sections 6.3 and 6.2 in the text. The general steps for managing each work
package in a specific project are:
1) Decompose the work packages into the smallest work elements necessary to plan,
budget, schedule, and control the work. When sequencing project activities,
logical relationships and direct costs are often driven by the activities inside the
work package.
2) Create a work statement that includes inputs, specification references, contractual
stipulations, and expected performance results. It may prove useful to construct
the Linear Responsibility Chart (LRC) to document which resource is responsible
for each activity in the work package.
3) List contact information for vendors and subcontractors.
4) For work that is new, difficult, or important, establish detailed end-item
specifications.
5) Establish cost centers to assign budget responsibilities and to track performance
against plans. Assign the appropriate types and quantities of resources to each
work center.
6) Establish the activity durations and logical relationships. Develop a preliminary
project schedule.
7) Review the WBS, activity lists, budget, and schedules with the resources that will
perform the work.

Page 6 of 23
Question 4:
The “even planning process” is a hierarchical approach to decompose deliverables during
the processes of scope definition and activity definition. (See PMBOK® Guide Third
Edition sections 5.3 and 6.1.). The goal is that each level of the hierarchy has elements at
about the same level of detail. One purpose is to prevent overplanning the familiar, while
under planning the unfamiliar parts of the project.
Question 5:
The RACI matrix shows the tasks to be performed, the groups doing the work, and who
should be responsible, accountable, informed, and consulted. With the RACI matrix the
PM can keep up with who must approve what, who must be notified, and other such
relationships.
Question 6:
Refer to Section 6.1 in the text. The project’s launch meeting should accomplish the
following goals:
1) The technical scope for the project is established.
2) Participants accept responsibility for specific areas of performance.
3) Tentative, high-level schedules, and budgets are established.
4) A risk management group is created for the project.
Question 7:
Refer to Section 6.1 in the project. Involving functional areas in proposal development
may help an organization to avoid promising deliverables and/or performance that cannot
be delivered to the customer. This involvement is important in winning support for the
project from the people who are likely to loan the resources. In many cases, those
resources would like to provide input about what will be done, how it will be done, how
it will be priced, and when it will be accomplished.
Question 8:
Refer to Section 6.4 in the text. To design and use the WBS, the basic steps are:
1) Decompose the action plan in sufficient detail so that each activity can be
individually planned, budgeted, scheduled, monitored, and controlled.
2) For each WBS work package, create a LRC.
3) Review the work packages with the responsible resources prior to aggregating the
activities for the project.
4) Convert the WBS into a Cost Breakdown Structure (CBS) that includes budget
data for direct costs, indirect costs, contingency reserves, and profit.
5) Create the master schedule.
6) Capture actual costs and schedule performance and track against the baselines for
budget and schedule.

Page 7 of 23
Question 9:
Refer to Section 6.5 in the text. Interface management seeks to facilitate the process of
coordinating dynamic relationships between the various elements to assist the project in
meeting objectives for performance, time, and cost.
Question 10:
Refer to the Introduction in the text. The Project Plan is the complete set of documents
and data used to describe the project objectives, method, schedule and budget. The
Project Charter is the subset of the overall plan that concentrates on the schedule and
required resources. The Work Breakdown Structure (WBS) is the subset of the plan that
displays a decomposition of the work to be executed by the project.
Question 11:
Milestones are natural sub-project ending points where payments may occur, evaluations
may be made, or progress may be reassessed. Phase-gates are preplanned points during
the project where progress is assessed and the project cannot resume until re-
authorization has been approved.
Question 12:
A risk matrix is constructed by placing the impact of threats on one axis and the
probability of those threats occurring on the other axis (see Figure 6-12). Threats in the
upper-right quadrant are more “critical” than those in the other quadrants.
Question 13:
A decision tree is useful to a project manager when sequential events happen over time.
In these cases, the PM can look at the probabilities that a certain sequence of events will
occur and their potential impact on the project.
Question 14:
FMEA tables can be more valuable than a risk matrix because they consider the inability
to detect the risk in addition to the probability and impact. Because of this they provide
more value.
Question 15:
The cause-effect diagram should be broken down into as many subfactors as possible.
With more subfactors, a better understanding of the factors that affect a particular threat
or opportunity can be achieved.
Question 16:
The risk responses for threats (avoid, transfer, mitigate, and accept) are generally
designed to minimize or eliminate the risk from the threats. Risk responses for
opportunities (exploit, share, enhance, and accept) are generally designed to maximize
the opportunity if it occurs.

Page 8 of 23
Class Discussion Questions
Question 17:
The amount of planning should be proportionate to the degree of newness, importance,
and difficulty associated with realizing the required solution for an unique need.E.g:
Constructing a standard 1,800 square-foot residential home should require less planning
than that required to build the same house from scratch in less than four hours. (The San
Diego Builders Association did this feat as a promotional project. The four-hour
execution of the project required almost nine months to plan.) Instead of using
percentages, the basic concept is that plans should be as brief and simple provided that
they adequately direct the team to what needs to be done each day to support the project.
Question 18:
In the military, there is a saying that, “No plan survives its first encounter with the
enemy.” Therefore, even the best of plans should be adjusted to the reality of the project
as it unfolds. This juggling of activities and resources across groups is a real-time activity
that is usually done without a lot of detailed information or analysis. The coordination is
made more difficult by the inevitable problems in communication that occur in even the
best-run projects.
Question 19:
The areas of risk need to be relevant to the project. Unfortunately, we can think of many
things that are “risky” in our lives, but they aren’t necessarily relevant to a particular
project. The PMBOK®
Guide Third Edition describes typical categories to consider risk
in as:
• Technical
• External
• Organizational
• Project Management
Question 20:
The WBS is probably one of the most useful project planning tools. It identifies the work
required to provide the project’s deliverables. It provides a framework for identifying
direct costs and resource requirements. Rolling up individual budgets through the
structure of the WBS can capture the total budget. The project schedule can be displayed
as a Gantt chart where each line is mapped directly to the WBS. Actual data can be
captured in project management software using the WBS table to enter actual cost and
schedule performance data.
Question 21:
Subdividing activities for a WBS involves a layer by layer breakdown of activities. PMs
should first divide the project into the main-level set of activities and then break each of
those levels down even further. This should continue until each activity is broken down
into its smallest activity. It is important to get as much input as possible from
stakeholders because getting the WBS built as well as possible can result in significant

Page 9 of 23
dividends as the project progresses due to numerous other deliverables that evolve from
it.
Question 22:
Usually, the plan frames the project in a manner that helps the team prepare for the
challenges that lay ahead. It is not so important that the team create the perfect project
plan. However, it is important that the plan raises the level of understanding about what
must be done to achieve a successful implementation that solves real needs. The plan
should also provide a reference point that the team can use to make course adjustments as
work progresses. Ultimately the plan must provide sufficient guidance so that every
member of the team knows what they should be doing each day to contribute to the
success of the project.
Something to think about: Have you ever taken a vacation without first deciding on a
destination?
Question 23:
Refer to Section 6.1 in the text.
Pros: Involving functional areas in proposal development may help an organization to
avoid promising deliverables and/or performance that cannot be delivered to the
customer. This involvement is important in winning support for the project from the
people who are likely to loan the resources. In many cases, those resources would like to
provide input about what will be done, how it will be done, how it will be priced, and
when it will be accomplished.
Cons: It is conceivable that some otherwise qualified managers and technical specialists
will not possess strong relationship management skills and/or a willingness to participate
in interdisciplinary approaches to solving problems. Such people could sabotage
negotiations in subtle ways by objecting to parameters or by using blocking techniques
that create fear, uncertainty or doubt about a project’s success. It is also difficult to
identify credibly the proper economic trade-off between early involvement and delayed
participation of functional specialists.
Question 24:
In general, this would be an unethical thing to do. The PM should demonstrate a little
more maturity by confronting the problem head-on rather than trying to cover it up with
tricks. An important consideration is Fred’s contribution to the project. If he is notified
because, in spite of his difficult attitude, he has something to contribute, then the PM is
not only unethical, he is stupid to bypass him. If he is difficult and does not add value (a
dynamite combination!), then the PM should bypass him and have the courage to look
Fred in the eye and tell him why he was ignored for that particular task. A manager,
whom I respect, once told me when I was faced with a difficult team member, “You have
got to talk to him. Maybe nobody ever told him that he was a jerk.”
Question 25:
The simplest way to plan for an unknown risk is to add a buffer. This can be both for the
schedule and the budget. This buffer should be visible to all concerned; not hidden as
padding in individual activities. Eli Goldratt recommends establishing a project time
buffer that is adjusted as the project unfolds (this is discussed at length in Chapter 9). The

Page 10 of 23
team knows that the buffer has gotten smaller if they are running behind, and larger if
they are ahead. Similarly it is a common practice on large defense projects to establish a
“Management Reserve.” This is a portion of the total project budget that is deliberately
held in reserve against unknown scope variation. Another technique is the designation of
selected experts to handle the problems as they arise. This can be coupled with a well-
defined escalation process, in which the designated people at appropriate levels in the
organization are notified based on the nature and severity of the problem.
Question 26:
Milestones and phase-gates may occur at the same time in some instances because phase-
gates can be considered milestones. In other cases they can occur at different times
because milestones can be used to see if the project is “on track” while phase-gates can
be utilized to determine if the project should continue to the next phase.
Question 27:
Agile project management was developed because of an increasing number of projects, in
which the scope of the project was not sufficiently determined in advance and thus, the
scope is progressively determined as the project progresses. I do believe that this
approach will continue to be increasingly utilized in future projects due to the continuing
number of projects where project scope cannot be accurately determined up-front.
Question 28:
Risk matrices and FEMA tables are extremely useful in analyzing the impacts of threats.
Each one helps in identifying the threats that cause the most concern. In addition, they
can be used to analyze the portfolio of projects in relation to their risk structure.
Question 29:
Decision and probability trees are similar. If we are only interested in probabilities, we
call the tree a probability tree. But if there are some actions we are considering anywhere
along the tree—before the first probability event, say, or between events—and we want
to evaluate which action(s) would be the best, then it is called a decision tree.
Each can be used by PMs to help determine the likelihood of certain events from
occurring. The decision tree is generally more valuable because it has a broader value.
can be used to analyze the portfolio of projects in relation to their risk structure.
Question 30:
A cause-effect chart could be used for two risks concurrently. The end “problem” would
be the result of both occurring concurrently.
Question 31:
Risk responses to threats and opportunities are more important for a particular PM
depending on their level of risk tolerance. For those who are risk-averse, they might be
inclined to think the risk responses for threats are more important and vice versa for those
PMs who are risk-seeking.

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Page 11 of 23
Beagle 2 Mars Probe a Planning Failure
Question 32:
The tasks and changes in the tasks facing the project team with a fast approaching launch
window were extremely difficult. The PM should have recommended cancelling the
project and substituting it with something else.
Question 33:
The recommendations are all extremely important, certainly relevant to all projects, and
makes common sense. The problem, however, was more difficult than these
commonsense recommendations imply. If an expensive rocket launch is being readied for
a particular date and the date can’t be changed, would you really want to cancel the
probe? If so, why send up an empty rocket? Something needs to be added to the
recommendations concerning a backup probe, or a de-scoped probe, in case of trouble.
Clearly there wasn’t sufficient time, so something about a long lead time might be added
when the due date cannot be delayed.
Child Support Software a Victim of Scope Creep
Question 34:
Commonly, with the design of software systems, the customer wants changes as the
software is being written, which requires extensive rework and checking for ramifications
of each change throughout the system. This takes a lot of time and extra labor.
Apparently, this happened here as the customer kept requesting scope changes which the
customer considered to be minor but the vendor considered them to be major changes.
Unfortunately, the vendor didn’t inform the customer about the difficulty of making
changes during the project, or provide a process for handling such requested changes.
Question 35:
It appears that the software has been completed but now operates slower than that was
promised, possibly due to the scope changes. The customer and vendor need to talk about
the possibility of making additional changes that would help the customer in the most
efficient way, which may include disabling some of the options and scope changes
requested previously.
Shanghai Unlucky with Passengers
Question 36:
Luck had nothing to do with it. The problem was that the train was accessible only from a
difficult location for the customers in the business center. The system that was
implemented did not meet the original need.
Question 37:
We assume that there was an external reason for getting this exceptional train operational
in a short time period and service for businesspeople was a minor consideration. It could

Page 12 of 23
be that the original cost and time estimates were significantly wrong, so they were only
able to get it as close as they did to the city center.
China is now extending the train to the downtown business center, but it will take much
longer to complete.
Risk Analysis vs. Budget/Schedule Requirements in Australia
Question 38:
Meeting schedule and budget goals are certainly important, but other metrics are
important as well when it comes to project success. Although many people do think
primarily of schedule and budget goals, scope and quality goals can be just as important.
Specific to this example, had they considered quality issues, they would have created a
better system. After learning about all nine of the project management knowledge areas
as specified by the Project Management Institute, students will learn that each one is
equally important in managing projects.
Question 39:
An appropriate risk analysis approach would have been to use a quantitative method such
as simulation. Had this been done properly, the officials would have seen what would
happen with a significant increase in traffic beyond what was projected. This could have
shown them what might happen and then forced them to develop a system to comfortably
handle the increased traffic and/or to create a higher quality system.
Using Agile to Integrate Two Gas Pipeline Systems
Question 40:
The client was not on this team because it was an internal project.
Question 41:
Aspects of agile used:
1) Frequent, stand-up meetings with subteams
2) Weekly meetings with the entire team
3) Iterative and adaptive planning throughout the project
Aspects of agile not used:
1) A test case
2) Sprints
Question 42:
Agile management is not beneficial for most standard projects because agile projects
cannot accurately predict cost and time estimates for the duration of the project. Since,
most projects request funding in advance, agile processes would not be able to provide
those estimates.
An Acquisition Failure Questions Recommended Practice
Question 43:

Page 13 of 23
Long project durations in all industries lead to conflicts and project problems. A good
example is the Denver Airport Baggage Handling System. This project was so big and
poorly managed that it took a significant amount of additional time and money to
complete the project. In general, larger projects take much more planning and
coordination efforts while also increasing the likelihood of project management related
concerns.
Question 44:
One of the main problems was that a decision wasn’t made early enough in the project
regarding what to do. Had they determined that, all systems would have been merged into
one of the existing company’s systems and they would have had a better chance of
success. Too much time was spent analyzing the problem without ever getting to the
design phase.
Question 45:
The BMP solution worked because it eliminated the analysis phase of the decision-
making and forced the teams into the development phase. A compromised system might
have been possible, but the risk of continuing with the same problems they encountered
after the initial merger could have occurred too.
Ignoring Risk Contrasted with Recognizing Risk in Two Industries
Question 46:
The reasons why BP took such a relaxed attitude toward the Gulf well compared to
NASA is really a mystery. BP really should have been just as serious, perhaps even more,
since the environmental damage caused by the leak was so extensive. In addition, it could
have easily been prevented this with better planning.
Question 47:
I don’t think the oil industry has funded significant research in this area because they
believe the odds that it wouldn’t happen. Since, the R&D investment would be so
significant for something that was just a possibility (not a certainty), then it must have
been worth the risk.
Question 48:
Again, there really isn’t a good reason why BP didn’t do this right either. With proper
planning, a contingency plan could have been in place already that indicated what to do
and what to say if something like this happened. Hopefully, all companies in the oil
industry learned from this and will be more prepared next time.
Question 49:
NASA’s approach to risk analysis is thorough as it should be. One component on the
space shuttle that goes bad can cause an entire launch to be aborted or can cause the
shuttle to explode, as we have seen. Thus, their approach is thorough and would include
minimum techniques such as decision tree analysis and expert judgment. FMEA is a good
example of what an organization can do to understand the risk levels associated with a
project.

Page 14 of 23
Facebook Risks Interruption to Move a Terabyte
Question 50:
Although students may be able to make good arguments both ways, I would consider the
completion of the first hardware phase a phase-gate review because if building the
hardware took too long and/or was too costly, it may be necessary to stop the project
before going any further. In addition, they could determine that it just isn’t technically
feasible to progress any further.
Question 51:
The risk responses Facebook used are as follows:
1) Avoidance: With regards to avoiding the problems associated with loading the
data onto the equipment before the move
2) Mitigation: Selecting the option to transfer the data via a network as opposed to
loading it on the equipment before the move
3) Acceptance: A certain amount of risk was assumed even before transferring the
data across the larger network
4) Exploit: The move itself to the larger faster network
5) Enhance: The move itself to the larger faster network
Question 52:
Facebook could have also considered other approaches to handle the risks such as using
all of the seven subprocesses related to risk. These include:
1) Risk management planning
2) Risk identification
3) Qualitative risk analysis
4) Quantitative risk analysis
5) Risk response planning
6) Risk monitoring and control
7) Creating a risk management register
Trying to Install a Wind Farm in the Middle of the North Sea
Question 53:
The difficulties and risks in this case study were much less significant than with the
NASA example. Although both cases highlighted major risks, they were different in each
case. In this example (Wind Farms), many of the risks involved having everything ready
before being shipped to location. In addition, if there were any problems, they had to
come up with a solution as soon as possible and they did this by involving multi-
disciplinary teams.
Question 54:
It was imperative to have the correct competencies and dependabilities on the teams.
Without these two criteria solving problems would have been much more painful and
finding solutions would have been much more difficult.

Page 15 of 23
Question 55:
Students’ answers are expected to vary considerably based upon their background and the
choice of the WBS method.

Other documents randomly have
different content

informed you that he had gone out with the young girl, but that he
would shortly return. You came and told me, and then went back to
his room to await his return, taking with you a letter from me—"
"I went back, and waited, and waited, havin' no company but the
dead man, until dark. Then I sallied out, and went to the house,
where we all was last night. I'd a hard time to get in, but git in I did,
—and jist too late—"
"Too late?—"
"The boy and the gal had been thar, and they'd jist gone. One of the
folks in livery show'd me which way,—'down the street toward the
river, and only five minutes ago,' says he. Down the street I put, and
by this time the snow was fallin' and the wind blowin' a harrycane.
Down the street I put, and when I came near the river, I heer'd a
woman cry out, 'help! murder!' Mind, I tell you, I lost no time, but
made straight for the pier, an' thar I find the gal, wringin' her hands
an' p'intin' to the river—"
"And the boy—the son of Gulian?—"
"Four fellers had come behind him, as he was about turnin' into the
street in which he lived,—they had dragged him from her,—she
follered them on to the pier, cryin', 'help! murder!' and they'd tied
him, and put him into a boat and made out into the river. As she told
me this story, I looked about me for a boat,—thar wasn't a boat to
be seen,—so I detarmined to jump in and swim arter 'em anyhow,
though the river was full of ice and the wind a-blowin' like Lucifer—"
"You leaped into the river?"
"No, I did not. For as the gal stood cryin', an' moanin', an' p'intin',
out into the dark thick night, the boat came back, and the four
gallus birds jumped on the wharf—"
"And the child,—O, my God! the son of Gulian?—"
"They'd hove him overboard!"

The old man uttered a heart-rending groan, and raised his hands to
heaven.
"Fatality!" he cried.
"I made at 'em at once,—and we j'ined in, four to one, teeth an' toe
nails. 'Don't give it up so easy!' I said, but what's the use o' talkin'? I
broke a jaw for one of 'em an' caved the crust in for another; but I
wa'n't a match for slung-shot behind the ear. They knocked me
stoopid. An' when I opened my eyes again, I found myself in their
hands, arrested on the charge o' havin' murdered young Somers, an'
o' robbin' Isr'el Yorke. They tied me, took me to a room up town,
whar they war j'ined by Blossom,—they tried to gouge money out o'
me, but as I hadn't any, it wa'n't so easy. When they got tired o'
that, I purtended to sleep, an' overheer'd their talk. The hansum
Colonel, Tarleton, my pertikler friend, had hired the four to waylay
the boy, and carry him out into the river. Blossom didn't know
anythin' about it; he swore like a fiery furnace when they told him of
it. Arter a while, as I found they were goin' to take me to the Tombs
if they couldn't git any money out o' me, I broke for the door, and
came away in a hurry, an' here I am."
"And the child of Gulian is gone! Fatality! Fatality!" groaned Ezekiel
Bogart.
"In the river,—tied and gagged,—in the river," sullenly replied Ninety-
One; and the next moment he uttered a wild cry and leaped to his
feet.
Ezekiel Bogart had removed the skullcap, the green glasses and the
huge cravat. In place of a countenance obscured by a grotesque
disguise, appeared a noble face, a broad forehead, rendered
venerable by masses of snow-white hair. His beard, also white as
snow, left bare the outlines of his massive chin and descended upon
his breast. And sunken deep beneath his white eyebrows, his large
eyes shone with the light of a great intellect, a generous heart. It
was indeed a noble head. True, his mouth was large, and the lips
severely set, his large nose bent to one side, his cheek-bones high

and prominent, but the calm steady light of his eyes, the bold
outlines of his forehead,—stamped with thought, with genius,—gave
character to his entire face, and made its very deviations from
regularity of feature, all the more impressive and commanding.
"It is the Doctor!" cried Ninety-One. "Yer ha'r is white and thar's
wrinkles about yer mouth an' eyes, but I know you, Doctor Martin
Fulmer."
CHAPTER II.
THE SEVEN ARE SUMMONED.
It was, in truth, that singular man, who in the course of our
narrative, has appeared as the Judge of the Court of Ten Millions as
the "man in the surtout, with manifold capes," as Ezekiel Bogart, the
General Agent; and who, at length, appears in his own character,—
Dr. Martin Fulmer, the trustee of the Van Huyden estate.
"Be silent, John,"—the Doctor rose and gently waved his hand,—his
bent form for a moment became straight and erect,—his attitude
was noble and impressive. "The child whom, twenty-one years ago,
Gulian Van Huyden intrusted to your care, has, this night,—even as
the misfortunes of long years were about to be succeeded by peace,
security, the possession of unbounded wealth,—met his death at the
instigation of Gulian's brother. Be silent, John, for the shadow of
almighty fate is passing over us! It was to be, and it was! Who shall
resist the decrees of Providence? Behold! the fabric which I have
spent twenty-one years to build, is dust and ruins at my feet!"
There was the dignity of despair in his tone, his look, his every
attitude.
He slowly moved toward the door.—"Remain here, John, until
morning. I may want the aid of your arm. The worst has fallen upon

me," he continued, as though speaking to himself, "and nothing now
remains but to fulfill the last conditions of my trust, and—to die."
He left the room, and in the darkness, along corridor, and up
stairway, pursued his way slowly to the banquet-room.
"To this estate I have offered up twenty-one years of my life,—of my
soul. For it I have denied myself the companionship of a wife, the
joy of hearing a child call me by the name of 'father!' I have
traversed the globe in its behalf; made myself a dweller in all lands;
have left the beautiful domain of that science which loses itself
among the stars, to make myself a student in the science of human
misery, in the dark philosophy of human despair. I have made myself
the very slave of this estate. Believing that one day, its enormous
wealth would be devoted to the amelioration of social misery, I have
made myself familiar with the entire anatomy of the social world;
have dwelt in the very heart of its most loathsome evils; have
probed to the quick the ulcer of its moral leprosy. But at all times,
and in every phase of my career, I did hope, that out of this son of
Gulian's, cast like a waif upon the voyage of life, and made the
subject of superhuman misfortune, Providence would at length mould
a good, strong man, with heart and intellect, to wield the Van
Huyden estate, for the social regeneration of his race. My hope is
ashes."
With words like these in his soul, only half-uttered on his tongue, he
opened a door and passed into the banquet-room.
It was brilliantly lighted by an antique chandelier which hung from
the lofty ceiling. It was arranged for the last scene.
In this banquet-room, twenty-one years ago, there was the sound of
merry voices, mingled with the clink of wine-glasses; there were
hearts mad with joy, and faces dressed in smiles; and there was one
face dressed in smiles, which masked a heart devoured by the
tortures of the damned.
Now the scene was changed. The doors, windows, the pictures of
the Van Huyden family which lined the lofty walls, were concealed by

hangings of bright scarlet. A round table, covered with a white cloth,
and surrounded by eight antique arm-chairs, alone broke the
monotony of that vast and brilliantly lighted banquet-hall. The
chandelier which shone upon the hangings, and lighted up every
part of the room, shone down upon the white cloth of the table, and
upon a single object which varied its surface,—a small portfolio,
bound in black leather.
In that portfolio were comprised the mysteries of the Van Huyden
estate.
Beneath the table, and shaded by it from the light, dimly appeared
an iron chest, and a coffin covered with black cloth,—both were half-
concealed beneath a pall of velvet, fringed with tarnished gold.
Martin Fulmer attentively surveyed this scene, and a sudden thought
seemed to strike him. "It will not do," he said, "let the old place, in
this hour, put on all its memories."
He rang the bell, and four servants, attired in gray liveries, appeared
from beneath the hangings. Martin whispered his commands in a
low voice, and they obeyed without a word. Moving to and fro,
without uproar, in the course of a few minutes they had completely
changed the appearance of the hall. Thus changed, the banquet-
room has, indeed, put on its old memories; it wears the look, it
breathes the air of the past.
The light of the chandelier, no longer dazzling, falls in subdued
radiance around a lofty hall, whose ceiling is supported by eight
pillars of cedar, grotesquely carved from base to capital, with the
faces of monks and nuns,—all of the round and oily stamp,—with
beasts, and birds, and fruits, and flowers. The glaring scarlet
hangings cluster in festoons around the capitals of the pillars; and
between the pillars appear, upon the panneled walls, portraits of the
Van Huyden family, in frames of oak, and walnut, and gilt, for seven
generations; beginning with the grim face of the ancestor, who
landed on Manhattan Island in the year 1620, and ending with the
youthful, artist-like face of Carl Raphael, painted in 1842. (This

portrait of Nameless, Martin Fulmer procured from the study of
Cornelius Berman.) The lofty windows on one side, were hidden by
curtains of dark purple. At one end of the spacious hall, was a broad
hearth, blazing with a cheerful wood-fire; at the other, on a dark
platform, arose a marble image of "the master," as large as life, and
thrown distinctly into view by the dark background.
There are two altars covered with black velvet, fringed with gold;
one on each side of the table. The altar on the right supports the
coffin; the one on the left, the iron chest; and around coffin and iron
chest, as for a funeral, tall wax candles are dimly burning.
The dark panneled walls,—the huge pillars, quaintly carved,—the
pictures, all save one, dim with age,—the hearth and its flame,—the
white image of the Savior,—the central table, with its eight arm-
chairs,—the dark altars, with wax candles burning around coffin and
iron chest,—all combined to present an effect which, deepened by
the dead stillness, is altogether impressive and ghost-like.
"The place looks like the old time," exclaims Martin Fulmer, slowly
surveying its every detail,—"and,—"
The sound of the old clock again! How it rings through the mansion,
—rings, and swells, and dies away! One,—two,—three,—four!
Martin Fulmer sinks into the arm-chair, at the head of the table, and
from beneath his waistcoat draws forth a parchment,—the last will
and testament of Gulian Van Huyden.
"There is no other way,—I must begin;" he casts his eyes toward a
narrow doorway, across which is stretched a curtain. Behind that
curtain wait the heirs of the Van Huyden estate. The old man, erect
in his chair, at the head of the table, passes his right hand
thoughtfully over his broad forehead, and through the masses of his
hair, as white as snow.
And then directing his gaze toward the doorway, he begins to call
the names of the Seven:
"Evelyn Somers!"

No answer,—the merchant prince now sleeps a corpse within his
palace.
"Beverly Barron!"—the name of the man of fashion resounds
through the still hall.
But Beverly will never fold in his arms again, the form of a tempted
and yielding maiden; never place his lips again to the lips of a
faithless wife, whom he has made false to her marriage vow,—never
press a father's kiss upon the brow of his motherless child. Beverly
also has gone to his account.
"Harry Royalton!" exclaimed Martin Fulmer, and again directed his
eyes toward the door.
Is that his step, the man of the racecourse, the hero of the cock-pit
and faro-bank? No. It was but a breath of air among the window-
curtains. But where, in this hour, of all others, is Harry Royalton of
Hill Royal? It cannot be told. He does not appear.
Martin Fulmer, with something of surprise upon his face, spoke the
fourth name,—
"Herman Barnhurst!"
Herman, the voluptuous, and the fair-cheeked, and eagle-eyed,—the
victim of beautiful Marion Merlin,—the husband of outraged Fanny
Lansdale,—the seducer of poor Alice Burney,—Herman does not
answer the summons.
A wild hope began to gleam in the deep eyes of Martin Fulmer,
—"Four of the seven absent,—why not all?" And he called the fifth
name; the name of one, whom, most of all others, he desired to be
present:—
"Arthur Dermoyne!"
Loud and deep it swelled, but there was no reply. Enthusiast and
mechanic, who, at your work-bench, have laid out plans of social
regeneration,—who, amid the clatter of hammers, and hum of toil,
have heard the words of the four gospels, and thought of wealth

only as the means of putting those words into deeds,—where do you
linger at this hour? Alas, Dermoyne is silent; he does not appear.
The light in Martin's eyes grew brighter, "Five of the Seven, why not
all!"
"Gabriel Godlike!" he pronounced the name, and paused in suspense
for the answer to the summons.
"Here!" cried a voice of thunder, and through the parted curtains,
the imposing form of the statesman emerged into light. His broad
chest was clad in a blue coat with bright metal buttons; a white
cravat made his bronzed face look yet darker; he advanced with a
heavy stride, his great forehead looming boldly in the light, his eyes
deep sunken beneath the brows, glaring like living coals. His cheek
was flushed,—with wine—or with the excitement of the hour?
Ponderous and gloomy and grand, as when he arose to scatter
thunderbolts through the thronged senate,—attired in the same
brown coat which he wore on state occasions,—he came to the
table, assumed a seat opposite Dr. Martin Fulmer, and said in his
deepest bass,—"I am here, and ready for the final settlement of the
Van Huyden estate."
It is no shame to Dr. Fulmer to say, that he had rather confronted
the entire Seven together, than to have to deal with this man alone.
"The estate decreed into those hands, which know neither remorse
or fear?"—he shuddered.
Then he called the seventh name,—
"Israel Yorke!"
No delay this time. With a hop and a spring,—spectacles on nose,
and sharp gray eyes glancing all about him,—the little financier came
through the curtain, and advancing to the table, seated himself
beside Godlike, like Mammon on right of Lucifer.
"And I am here," he said, pulling his whiskers, and then running his
hand over his bald head,—"Here and ready for the final settlement
of the Van Huyden estate."

"And is this all?" ejaculated Martin Fulmer; and once more he called
the names of the Seven. There was no response.
CHAPTER III.
"SAY, BETWEEN US THREE!"
Martin Fulmer uttered a deep sigh, and then gazing upon the
representatives of Satan and of Mammon he said: "Gentlemen, you
know the purpose for which you are here?"
"We do," they said, and each one laid his copy of the will on the
table.
"The first thing in order, is the reading of the Will," said Martin
Fulmer solemnly. And while a dead stillness pervaded, he read the
will; and afterward briefly recounted the circumstances connected
with the death of the testator.
When he had finished, the silence remained for some moments
unbroken. The lights flashed upon the smart concealed visage of the
financier,—the grand Satanic face of the statesman,—the calm face
of Martin Fulmer, with the bold brow, and hair as white as snow; and
as a breath of wind moved the lights, they flashed fitfully over the
coffin, and the iron chest, the cedar pillars, and the marble image.
"There is no son in existence?" asked Israel nervously.
"None," answered Martin in a low voice.
"He did not die in a cause pre-eminent for its sanctity?" asked
Gabriel in a deep voice.
"It cannot be said that he did," answered Martin, as though
questioning his own conscience.

"The disposition of this estate, depends then entirely upon your
integrity, and especially upon your fidelity to your oath?"—the
statesman, as though he knew the chord most sensitive, in the
strong honest nature of Martin Fulmer, watched him keenly, as he
awaited his answer.
Martin bowed his head.
"Under those circumstances, it is clear to you, is it not, that the
estate falls to those of the Seven Heirs, who are now present?"
"If I am faithful to my oath, such will be my disposition of the
estate."
"Faithful to your oath?" echoed Godlike.
"That would be highly immoral," said Israel Yorke.
It was in a slow and measured tone, and with his venerable head,
placed firmly on his shoulders, that Martin Fulmer said,—
"Sir, you know me," to Godlike,—"in the times of the Bank panic, I
met you in the vestibule of the senate, and had some interesting
conversation with you. You know that I would sooner die than break
my word, much less my oath, and of all others, the oath which I took
to Gulian Van Huyden. But may not circumstances arise in which the
breaking of that oath may be a lighter crime, than strict obedience
to it?"
Godlike started—Yorke half rose from his chair.
"Reflect for a moment. Circumstances have arisen, which the
testator could not have ever dreamed of, when he loaded me with
this trust, under the seal of that awful oath. It was doubtless his
wish that his estates, swelled by the accumulation of twenty-one
years, should descend into the hands of his son, who having been
reared in poverty and hardship, would know how to use this wealth
for the good of mankind,—or in the absence of his son, that it
should be dispersed for the good of the race, by the hands of seven
persons, selected from the descendants of the original Van Huyden,
and scattered throughout the Union. Such was doubtless his idea.

But behold how different the result. The son is dead. Only two of the
Seven are here. Shall I, adhering to the letter of the law, to the oath
in its strictest sense, divide this great estate between you two? Or,
fearful of the awful evil which you may work to the world, with this
untold wealth, shall I—in order to avoid this evil,—refuse to divide
the estate, and take upon myself the moral penalty of the broken
oath?"
"That is a question which you must settle with your own
conscience," said Godlike slowly, as he fixed his gaze upon Martin
Fulmer's face.
Was he aware of the one weak point in the strong, bold mind of Dr.
Martin Fulmer? Did he know of Dr. Martin Fulmer's fear and horror of
—the unpardonable sin?
Martin did not reply, but leaned his head upon his hand, and seemed
buried in thought.
"In order to understand my position, reflect,—twenty-one years ago,
the estate was but two millions; behold it now!" He unlocked the
portfolio, and drew forth two half sheets of foolscap, covered with
writing in a delicate but legible hand. "There is a brief statement of
the estate as it stands."
Israel eagerly grasped one half sheet; Godlike took the other. Martin
Fulmer intensely watched their faces as they read.
Rapidly Godlike's eagle eye, perused that index to the untold wealth
of the Van Huyden estate.
"It would purchase the Presidency of the United States!" he
muttered with a heaving chest,—"enthroned upon that pedestal, a
man might call kings his menials, the world his plaything."
"One hundred millions! Astor multiplied by Girard!" ejaculated Israel
Yorke,—"with such a capital, one might buy Rothschild, and keep
him too!"
Glorious and eloquent half sheet of foolscap! Talk of Milton,
Shakspeare, Homer,—your poetry is worth all theirs combined! What

flight of theirs, in their loftiest moods, can match in sublimity, the
simple and majestic march of this swelling line,—
"One hundred millions of dollars!"
"This is a dream," said Godlike,—and for once his voice was
tremulous.
"Enough to set one raving!" cried Israel Yorke.
"And yet, adhering to the strict letter of my oath,—" the voice and
look of Martin Fulmer was sad,—despairing,—"I am bound to divide
this incredible wealth between you two."
"Say, between us three!" cried a new voice, and as Martin Fulmer
raised his head, and the others started in their seats, the speaker
came with a rapid stride from the curtained doorway to the table.
It was Randolph Royalton, the white slave. Folding his arms upon
the breast of his frock coat,—made of dark blue cloth,—which was
buttoned to his throat, he stood beside the table, his face lividly
pale, and his dark hair floating wild and disheveled about his
forehead.
"You!—a negro!"—and Godlike's lip curled in sardonic scorn.
Trembling as with an excitement continued for long hours, Randolph
turned to Martin Fulmer, and said:
"I am the oldest child of John Augustine Royal ton, and his lawful
heir. And I am here! There is the proof that my father was married
to Herodia, my mother,—" he placed a paper in the hands of Martin
Fulmer,—"I am here in the name of my father, to claim my portion of
the Van Huyden estate."
Israel was very restless,—Godlike very gloomy and full of scorn, as
Martin Fulmer attentively perused the document.
"You have a copy of the Will, addressed to your father?" asked the
old man, raising his eyes to Randolph's colorless face.

Randolph drew a parchment from the breast of his coat,—"There is
my father's copy, superscribed with his name."
"I recognize you as the elder son of John Augustine Royalton," said
Dr. Fulmer, very calmly,—"These proofs are all sufficient. Be seated,
sir."
Randolph uttered a wild cry, and pressed his forehead with both
hands.
It was a moment before he recovered his composure. "You said
negro! just now!" he turned to Godlike, his blue eves flashing with
deadly hatred, "learn sir, that had yonder bit of paper failed to
establish my right, that this at least establishes my descent from
—— ——!"
Godlike repeated that great name, in a tone of mingled incredulity
and contempt.
"Ay, he was the father of Herodia,—I am his grandson. There is my
grandfather's handwriting," he placed the paper in the hands of
Martin Fulmer, "Read it, sir, for the information of this statesman. Let
him know that the few drops of negro blood which flow in my veins,
are lost and drowned in the blood of a man whose name is history,—
of —— ——!"
Martin Fulmer read the paper aloud, adding, "You perceive he
speaks the truth. He is the grandson of —— ——."
"Pardon me,—I was hasty," said the statesman, extending his hand.
Randolph did not seem to notice the extended hand, but dropping
into a chair, said, quietly,—"There are three of us now, I believe."
And he regarded the statesman with a look which was full of triumph
and scorn.
Martin Fulmer looked into the faces of the three, and then bent his
head in deep thought,—deep and harrowing thought, extending over
every instant of twenty-one years.

From the portfolio he drew forth two half sheets of paper, covered
with writing in his own hand. One bore the signature of Gabriel
Godlike, the other that of Israel Yorke.
"These papers, embracing an absolute renunciation of all their claims
upon the Van Huyden estate, they signed before the Court of Ten
Millions,—signed, without knowing their contents. Shall I produce
them?"
He hesitated.—"But no! no! I am not clear as to the right of any one
to dispose of his share."
Martin Fulmer, before the bar of his own conscience, was fanatically
just. He might use these papers, but before his own conscience he
dared not.
"I am decided," he exclaimed, despair impressed upon his face,—"I
must fulfill my oath. Gentlemen, I recognize you as the three heirs of
the Van Huyden estate, you having appeared at the appointed hour."
The same electric throb of joy—joy intense to madness,—ran
through the bosoms of the three, but manifested itself in different
ways. The diminutive financier bounded from his chair; Godlike
uttered an oath; Randolph muttered between his teeth, "The negro
is, indeed, then, one of the three."
"I will presently give to each of you a certificate, over my own hand,
stating that you appeared at the appointed hour, and pledging
myself, within a week, to apportion this vast estate among you."
Without taking time to notice the expression of their faces, he
continued,—
"But first, we must open this,"—he pointed to the iron chest,—"and
this,"—to the coffin, around which, as around the iron chest, tall wax
candles were dimly burning. "Whatever these may contain, they
cannot affect nor change my decision. But they must be opened,—so
the will directs."

CHAPTER IV.
THE LEGATE OF HIS HOLINESS.
As he rose from his seat and advanced toward the iron chest, the
curtain of the doorway was thrust aside, and the light shone upon a
slender form, clad in black, and upon a pallid face, framed in masses
of jet-black hair.
"Gaspar Manuel! at last!" ejaculated Martin Fulmer.
"Pardon me for this intrusion," said Gaspar Manuel, in a tone of quiet
dignity,—"I would have seen you ere this, but unexpected events
prevented me. It is of the last importance that I should converse
with you without delay."
The entrance of the man, whose slender form was clad in a frock-
coat of black cloth, single-breasted, and reaching to the knees,—
whose face, unnaturally pale, was in strong contrast with the
blackness of his moustache and beard, and of the hair, which fell in
wavy masses to his shoulders,—created a singular and marked
impression.
With one impulse, Godlike, Yorke and Randolph rose to their feet.
For the first time, they remarked that the stranger wore on his right
breast a golden cross, and carried in his left hand a casket of dark
wood,—perchance ebony.
"I wish to see you in regard to the lands in California, near the
mission of San Luis," said Gaspar Manuel, his voice, touched with a
foreign accent, yet singularly sweet and emphatic in its intonation.
—"Lands claimed by yourself, on behalf of the Van Huyden estate,
and also by the Order of Jesus. Many acres of these lands are rich in
everything that can bless a climate soft as Italy, but there are one
thousand barren acres which abound in fruit like this."
He placed the casket upon the table, unlocked it, and displayed its
contents.

"Gold!" burst from every lip.
"Those thousand acres contain gold sufficient to change the
destinies of the world," said Gaspar Manuel, calmly, as he fixed his
dazzling eyes upon the face of Godlike.—"The contest for the
possession of this untold wealth lies between the Order of Jesus and
the Van Huyden estate."
"Have not the Mexican Government appointed a Commissioner to
decide upon their respective claims?" As he asked the question, Dr.
Martin Fulmer, (who, as Ezekiel Bogart, had seen Gaspar Manuel
dressed as a man of the world) gazed in surprise upon that costume
which indicated the Jesuit. There was suspicion as well as surprise in
his gaze.
"That Commissioner is one of the rulers of the Jesuits,—an especial
Legate of the Roman Pope," continued Martin, surveying Gaspar
Manuel with a look of deepening suspicion. "His name is——"
"Never mind his name," interrupted Gaspar Manuel,—"Let it satisfy
you that I am a Jesuit, perchance one of the rulers of that Order.
And I am the Legate of whom you speak."
"You!" echoed Martin Fulmer, and his ejaculation was repeated by
the others.
"I am that Commissioner," replied Gaspar Manuel, "and my decision
has been made. Allow me a few moments for reflection, and I will
make it known to you. While you converse with those gentlemen, I
will warm myself at yonder fire, for the climate is hard to bear, after
the bland atmosphere of Havana."
With a wave of the hand and a slight inclination of the head, he
retired from the table and bent his steps toward the fire-place.
Seating himself in an arm-chair, he now gazed into the flame with
his flashing eyes, and now,—over his shoulder,—surveyed the
banquet-hall. Then taking tablets and pencil from a side-pocket, he
seemed absorbed in the mazes of a profound arithmetical
calculation; but every now and then he raised his eyes, and with
that dazzling glance, took in every detail of the banquet-hall.

Meanwhile, the group around the table had not yet recovered from
the impression, produced by his presence.
"A singular man,—eh?" quoth Yorke.
"A man of rank. I think I have seen his face in Washington City,"
remarked Godlike.
"A dignitary of the Catholic Church," exclaimed Randolph.—"A man
of no common order."
As for Martin Fulmer, glancing by turns at the box, filled with golden
ore, and at the form of the Legate, who was seated quietly by the
fire-place, he said, with a sigh,—"More gold, more wealth!" and
thought of Carl Raphael, the son of Gulian Van Huyden.
"Let us open the iron chest," he said, and placed the key in the lock,
while Randolph, Godlike and Yorke, gathered round, in mute
suspense.
But ere the key turned in the lock, a new interruption took place.
The aged servant, Michael, entered, and placed a slip of paper, on
which a single line was written, in the hands of Martin Fulmer. The
old man read it at a glance, and at once his face glowed, his eyes
shone with new light.
"The person who wrote this, Michael,—where—where is he?" he
said, in a tremulous voice.
"In the reception-room," answered Michael.
"Show him here,—at once,—at once,—quick, I say!" and he seized
Michael by the arm, and pointed to the door, his face displaying
every sign of irrepressible agitation. Michael hurried from the room.
"Let us all thank God, for He has not failed us!" cried Martin Fulmer,
spreading forth his hands, as he walked wildly to and fro.—"The son
of Gulian Van Huyden is not dead!"
A thunderbolt crushing through the ceiling, would not have created
half the consternation caused by these words.

They dashed the hopes of Randolph, Godlike and Yorke to the dust.
"Not dead!" they echoed, in a breath.
"He is not dead. He is living, and in this house. In a moment he will
be here,—here, to claim his father's estate."
And in the wildness of his joy, Martin Fulmer hurried to and fro, now
wringing his hands, now spreading them forth in thankfulness to
heaven.
"I knew," said the old man, standing erect, the light shining full upon
his white hairs, "I knew that Providence would not desert me!"
CHAPTER V.
THE SON AT LAST.
The curtain moved again, and two persons came slowly into the
room; a man whose wounded arm was carried in a sling and whose
livid face was marked by recent wounds,—a boy, whose graceful
form was enveloped in a closely fitting frock-coat, while his young
face was shaded by locks of glossy hair.
"Martin Fulmer! behold the lost child of Gulian Van Huyden!" cried
Colonel Tarleton, urging the boy forward.
At sight of Tarleton, Martin Fulmer felt his whole being contract with
loathing, but rushing forward, he seized the boy by the arms, and
looked earnestly into his face,—a face touching in its expression,
with clear, deep eyes, that now seemed blue, now gray, and round
outlines, and framed in locks of flowing hair, of the richest chestnut
brown.
"This,—this, is not Carl Raphael!" ejaculated Martin Fulmer, turning
fiercely upon Tarleton,—

A smile crossed the bloodless lips of Tarleton.
"Not Carl Raphael, but still the son of Gulian. A word will explain all.
On the last night of her life, Alice Van Huyden gave birth to two
children: they were born within a half hour of each other. One was
taken from her bed, and borne away by her husband. The other I
bore to my home, educated as my own, and now he stands before
you, the lawful heir of his father's estate. Look at his face, and, if
you can, say that he is not Gulian's son."
This revelation was listened to with the most intense interest by
Randolph, Godlike, Yorke,—and Gaspar Manuel, attracted from the
fire-place by the sound of voices, looked over their shoulders at the
singular group,—the boy, with Tarleton on one hand, and Martin
Fulmer on the other.
Long and intently Martin Fulmer perused that youthful countenance,
which, with downcast eyes, seemed to avoid his gaze.
"Carl Raphael Van Huyden is lost," exclaimed Martin Fulmer, "but the
face, the look of Gulian Van Huyden lives again in this boy.
Gentlemen, behold the son of Gulian Van Huyden, the heir to his
estate!"
He urged the shrinking boy toward the light.
"I will not," cried the boy, raising his head and surveying the group
with flashing eyes,—"I will not submit to be made an accomplice in
this imposture—"
"Child!" said Tarleton, sternly.
"Nay, you shall not force me to it. Hear me one and all," and he tore
open his coat and vest, and laid bare his breast, "I am the child of
Gulian Van Huyden, but not his son."
It was a woman's bosom which the open vest bared to the light.
A dead stillness followed this revelation.
And the center of the group stood the beautiful girl in her male
attire, her bosom heaving in the light, while her eyes flashed

through their tears.
"I will not submit to be made the accomplice of this man's schemes,"
she pointed to Tarleton,—"As the daughter of Gulian Van Huyden, I
cannot inherit my father's estate."
At this point, Gaspar Manuel stepped forward,—"Yes you can, my
child," he said, and drew the disguised girl to his breast, "it is your
father himself who tells you so, daughter." And he kissed her on the
forehead, while his dark hair hid her face.
Then as he held her in his arms, he raised his face, and with one
hand, swept back the dark hair from his brow,—"Martin Fulmer, don't
you remember me?" and then to Colonel Tarleton,—"and you,
brother, you certainly don't forget me?"
That scene cannot be painted in words.
"Gulian!" was all that Tarleton or Charles Van Huyden could say, as
he shrank back appalled and blasted before his brother's smile.
As for Martin Fulmer, after one eager and intense look, he felt his
knees bend beneath him, and his head droop on his breast, as he
uttered his soul in the words,—"It is Gulian come back to life again."
CHAPTER VI.
A LONG ACCOUNT SETTLED.
Back from his brother's gaze, step by step, shrank Tarleton or
Charles Van Huyden, his eyes still chained to that face, which the
grave seemed to have yielded up, to blast his schemes in the very
moment of their triumph.
His own child dead,—the stain of Carl Raphael's blood upon his soul,
—he felt like a man who stands amid the ruins of a falling house,
when the last prop gives way.

With a cry that was scarcely human, in its awful anguish, he turned
and fled. Fled from the banquet-room, and through the adjoining
chamber, into the darkness of the corridor. His mind, strained to its
utmost tension by the perpetual excitement of the last twenty-four
hours, gave way all at once, like a bow that, drawn to its full power,
suddenly snaps, even as a withered reed. All was dark around him
as he rushed along the corridor, but that darkness was made
luminous by his soul. It was peopled with faces, that seemed to be
encircled by lurid light. The worst agony that can befall a mortal
man fell upon him. Nerves disordered, brain unstrung, his very
thoughts became living things, and chased him through the
darkness. The face of Evelyn Somers was before him, gazing upon
him with fixed eyeballs. And his steps were suddenly checked, by an
agonized countenance, which was sinking in wintery waves, that
seemed to roll about his very feet. He was touched on the shoulder,
—his dead daughter ran beside him in her shroud, linking her arm in
his, and bending forward her face, which looked up into his own,
with lips that had no blood in them, and eyes that had no life. And if
the darkness was full of faces, the air was full of voices; voices
whispering, shouting, yelling, all through each other, and yet, every
voice distinctly heard,—all the voices that he had heard in his
lifetime were speaking to him now. Well might he have exclaimed in
the words of Cain,—"My punishment is greater than I can bear."
If he could have only rid himself of Frank, who ran by his side, in her
shroud! But no,—there she was,—her arm in his,—her face bent
forward looking up into his own, with lips that had no blood, and
eyes that had no life.
He talked to those phantoms,—he bade them back,—he rushed on,
through the corridor, and ascended the dark stairs with horrid
shrieks. And the face of Carl Raphael, struggling in the waves, went
before him at every step.
He readied at length the narrow garret, in which years agone, Gulian
Van Huyden bid Martin Fulmer, farewell. Here, as he heard the storm

beat against the window panes, he for a moment recovered his
shattered senses.
"I'm nervous," he cried, "if I had been drinking, I would think I had
the mania. Let me recover myself. Where in the deuce am I?"
A heavy step was heard on the stairway, and a form plunged into
the room, bearing Tarleton against the wall. It was no phantom, but
the form of a stalwart man.
"Halloo! Who are you?" cried a hoarse voice,—it was the voice of
Ninety-One, and as he spoke, shouts came up the narrow stairway
from the passage below. "You set here to trap me,—speak?"
And the hand of Ninety-One, clutched the throat of Tarleton with an
iron grip.
"This way,—this way," cried a voice, and a gleam of light shooting up
the stairs, through the narrow doorway, fell upon the livid face of
Tarleton.
"O, we have met at last? Do you hear them shouts? Blossom follered
by the poleese are in the house, and on my track, for the murder of
young Somers. In a second they'll be here. Now I've got you, and
we'll settle that long account,—we will by G—d!"
"You are choking me,—A-h!" gasped Tarleton, as he was dragged
toward the window. The shouts from below grew more distinct, and
once more the light flashed up the stairs.
"Carl Raphael died by drownin' and that's very like chokin',"
whispered Ninety-One, as he bent his face near to the struggling
wretch. "I've no way of escape,—even old Fulmer can't save me.
And so we'll settle that long account."
"You are choking me,—do not,—do not—"
"You know all the items, so there's no use o' dwellin' on 'em," the
hoarse voice of Ninety-One was heard above the pelting of the
storm, "but the murder of that 'ar boy makes the docket full. Here
goes—"

Dragging Tarleton to the window, he struck the sash, with one hand,
and then kicked against it with all his strength. It yielded with a
crash, and the snow and sleet rushes through the aperture in a
blast.
"Spare me! Mercy! O do not—"
Ninety-One crept through the narrow aperture, out upon the roof,
and dragged Tarleton after him. Then there were two forms standing
erect for a moment, in the gloom, and then the blast bore away the
sound of voices, and a howl that was heard, far and long, through
the night.
"This way! We've caught the old fox," said a well known voice, and
the red face of Blossom, adorned with carbuncles, appeared in the
doorway, while the lantern which he held, filled the garret with light.
"This way," he sprang through the doorway, and followed by half a
dozen men in thick coats, and with maces in their hands, he ran
toward the window, "he's out upon the roof."
He held the lantern over his head, and looked without, while the
snow and sleet beat in his face. From the garret-window the roof fell
with a sudden slope, for the space of two yards, and there it ended.
By the lantern light, he saw some rude traces of footsteps in the
snow, and the print of a hand. A glance was sufficient. When he
turned to confront his comrades, his red face was white as a sheet—
"By G—d the old convic' has gone an' jumped from the roof,—four
storys high—as I'm a sinner!"
CHAPTER VII.
IN THE BANQUET-ROOM ONCE MORE.

Meanwhile in the banquet-room, the Legate of the Pope, with the
form of his daughter, in her male attire, nestling on his breast, raised
his head, and surveyed the faces of the spectators, who had not yet
recovered from their surprise. His face pale and worn, as with years
of consuming thought, his eyes bright as with the fire of a soul never
at rest, held every gaze enchained as he spoke,—
"Rise Martin Fulmer!" he extended his hand to the kneeling man,
"rise, and let me look upon the face of—an honest man."
As though disturbed in the midst of a dream, Martin Fulmer rose, his
head with his snow-white hair and protuberant brow, presenting a
strong contrast to the pallid face, dark hair and beard of the Legate.
"Look upon me, Martin Fulmer, and steadily. Do you recognize me."
"Gulian Van Huyden!" ejaculated the old man.
The Legate surveyed Randolph, Godlike, Yorke, who formed a group
behind the Doctor, while in the background, the lights burned faintly
around the iron chest and coffin. Even as the Legate looked around,
Randolph turned aside, and leaning against frame of yonder window,
pushed the curtains aside, and looked forth upon the cold, dark
night. Not so cold and dark as his own bitter fate! Well was it for
him, that his face was turned from the light! That face, terribly
distorted, now revealed the hell which was raging in his breast. His
soul stained with crime, his last hope blotted out, whither should he
turn? Grandson of —— —— it had been better for you, had you
never been born!
After his silent survey, the Legate spoke:
"Another place and another hour, will be needed, to repeat the full
details of my life, since twenty-one years ago, I left this house,—to
die," in an attitude of calm dignity, and with a voice and look, that
held every soul, the Legate spoke these words,—"I was rescued
from the waves, by a boat that chanced to be passing from the
shore to a ship in the bay. Upon that ship, I again unclosed my eyes
to life, and watched through the cabin windows, the last glimpse of
the American shore, growing faint and fainter over the waves. Thus

called back to life,—my name in my native land, only known as the
name of the Suicide, my estates in the hands of Martin Fulmer, left
to the chances or the providence of twenty-one years,—I resolved to
live. The ship (the captain and crew were foreigners,) bore me to an
Italian port. I sold the jewels which were about my person when I
plunged into the river, and found myself in possession of a
competence. Then, in search of peace, anxious to drown the past,
and still every emotion of other days, by a life of self-denial, I went
to Rome, I entered the Propaganda. In the course of time I became
a priest, and then,——well! twenty-one years passed in the service
of the church have left me as I am. Your hand, brave Martin Fulmer!
Think not that your course has been unknown to me! You have been
watched,—your every step marked,—your very thoughts recorded,—
and now it is the Legate of the Pope, who takes you by the hand,
and calls you by a title, which it is beyond the power of Pope or King
to create,—an honest man! Twenty times I have been near you in
the course of twenty-one years,—once in Paris, when you were there
on business of the estate,—once in Mexico,—once in China,—once
on the Ocean,—once in Rome! How my heart yearned to disclose
myself to you! But I left you go your way, and now at the end of
twenty-one years, we stand face to face. And thou, my child,—" he
gazed tenderly into the face of the girl, whose eyes were upraised to
meet his own,—"my beautiful! my own! Think not that the garment
of the priest, chills the heart of the father!"
"Father!" she whispered, putting her hands upon his shoulder,—"how
my heart yearned to you, when I first met you, in the dark streets,—
when friendless and homeless, I was flying to the river, as my only
friend!"
It was a touching picture,—the priest, who for twenty-one years,
had never permitted his heart to throb with one pulse that would
remind him of the word "Home," and the daughter, who, educated to
serve the dark purposes of Tarleton, had never before felt her heart
bound at the sight of her Father's face.
Martin Fulmer's face grew sad,—

"Do you regret my return?" said the Legate with a smile.
"I was thinking," said Martin, and his soul was in his eyes as he
spoke,—"I was thinking of—Rome!"
Godlike stepped forward, with a smile on his somber visage,
—"Rome!" he echoed,—"of course, now that the dead has returned
to life, the heirs need not think of dividing the estate. And you as
priest of the Roman Church, as one of her lords, can think of but
one disposition of your immense property It will go to the church,—
to Rome!"
"To Rome!" echoed Israel Yorke. Randolph, with his face from the
light, did not seem to hear a word that was spoken. And Martin
Fulmer, with his finger on his lips, awaited in evident suspense, the
answer of the Legate.
"To Rome!" echoed the Legate and disengaging himself from the
arms of his daughter, he stood erect. His entire face changed. His
nostrils quivered, his lips curled, there was a glow on his pale cheek,
and an intenser fire in his eyes. He passed his hand over his
forehead, and brushing back his dark hair, stood for a moment,
motionless as a statue, his eyes fixed, as though he saw passing
before his soul, a panorama of the future.
"Within that brutal Rome which plants its power upon human skulls,
there is a higher, mightier Rome! Within that order which uses and
profanes the name of Jesus, as the instrument of its frauds, there is
a higher, mightier Order of Jesus! I see this mightier church,—I see
this mightier Order moving onward, through the paths of the future,
combating the false Rome, and trampling under foot the false Order
of Jesus! Yes, in the future, I see armed for the last battle, those
friends of humanity, who have sworn to use the Roman Church as
the instrument of Human Progress, or to drive forward the
movement over her ruins."
The effect of these words, coupled with the look and the attitude of
the Legate, was electric. They were followed by a dead stillness. The

spectators gazed into each other's faces, but no one ventured to
break the silence.
The silence was interrupted, however, by a strange voice,—
"Lor bress you, massa, de nigga hab arribe!" It was Old Royal, who
emerged from the curtains, with a broad grin on his black face,
—"You know dis nigga war on de ribber in a boat, fetchin ober from
Jarsey shore, a brack gemman who didn' like to trabel by de ferry
boat—yah—whah! Well de nigga did it,—"
He advanced a step,—passed his hand through his white wool,—
surveyed his giant-like form clad in sleek broadcloth,—showed his
white teeth, and continued, with an accent and a gesticulation that
words cannot describe—
"Well, as we come across,—lor-a-massy how de storm did storm,
and de snow did snow! As we come across, dis nigga cotched by de
har ob his head, a young white gemman, who war a-drownin'. An'
dis same young white gemman, Massa Fulmer,—" he pointed over
his shoulder, "am out dar!"
"What mean you, Royal?" cried Martin Fulmer, and he shook with the
conflict of hope and suspense,—"whom did you rescue?"
"Dar's de white pusson," said Old Royal.
Leaning on the arm of Mary Berman, whose face was rosy with joy,
whose bonnet had fallen on her neck, while her hair, glittering with
snow-drops, strayed over her shoulders,—leaning on the arm of his
wife, Nameless, or Carl Raphael, came through the doorway, and
advanced toward the group.
He was clad in black, which threw his pale face, shaded by brown
hair, boldly into view. His eyes were clear and brilliant; his lip firm.
As he advanced, every eye remarked the resemblance between him
and the Legate; and also between him, and the disguised girl, who
stood by the Legate's side.
"Rescued from death by the hands of this good friend,—" his voice
was clear and bold, "I returned home, and found the note which

you,—" he looked at Martin Fulmer, "caused to be left there. And in
obedience to the request contained in that note, I am here."
At first completely thunderstruck, the venerable man had not power
to frame a word.
"Fatality!" he cried at last, "but a blessed fatality! I knew that
Providence would not desert us! Come to my heart, my child! Carl,
—" trembling with emotion, he took Nameless by the hand, "Carl,
behold your father, who, after a lapse of twenty-one years, has
appeared among us, like one risen from the grave! Behold your
sister, born like you, in your mother's death-agony,—separated from
you for twenty-one years,—she now rejoins you, in presence of your
father!"
It was now the turn of Nameless to stand spell-bound and
thunderstruck. He stood like one in a dream, until the voices of the
Legate and the young girl broke on his ear, voices so like his own.
"My son!"
"Brother!"
He was gathered to the Legate's breast, who kissed him on the
brow, and surveying every line of his face, felt his bosom swell with
pride as he called him, "my son!" Then his sister's arms were upon
his neck, and Nameless, as he saw her face, so touching, in its quiet
loveliness, felt his heart swell with a rapture, never felt before, as he
found himself encircled in that atmosphere which is most like
heaven,—the atmosphere of a sister's love.
"Listen to me, my son," said the Legate, as he took Nameless by the
hand, and his eyes lit up with a new fire, while in abrupt and broken
sentences, he poured forth the story of his life. His tone was
impassioned, his words electric. Carl Raphael listened, while the
emotions of his soul, were written in his changing features.
"And now, my son," concluded the Legate, as he put his arm about
the neck of Nameless, "twenty-one years are gone, and I appear
again. The estate, from two millions, has swelled into one hundred

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