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 A Guide to the PROJECT
MANAGEMENT BODY OF
KNOWLEDGE

(PMBOK® GUIDE)
Sixth Edition

This book was printed utilizing a patented anti-counterfeit print technology designed to
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Library of Congress Cataloging-in-Publication Data
Names: Project Management Institute, publisher.
Title: A guide to the project management body of knowledge (PMBOK guide) / Project Management
Institute.
Other titles: PMBOK guide
Description: Sixth edition. | Newtown Square, PA: Project Management Institute, 2017. | Series:
PMBOK guide | Includes bibliographical references and index.
Identifiers: LCCN 2017032505 (print) | LCCN 2017035597 (ebook) | ISBN 9781628253900 (ePUP) |
ISBN 9781628253917 (kindle) | ISBN 9781628253924 ( Web PDF) | ISBN 9781628251845
(paperback)
Subjects: LCSH: Project management. | BISAC: BUSINESS & ECONOMICS / Project
Management.
Classification: LCC HD69.P75 (ebook) | LCC HD69.P75 G845 2017 (print) | DDC 658.4/04--dc23
LC record available at https://lccn.loc.gov/2017032505

ISBN: 978-1-62825-184-5
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TABLE OF CONTENTS

PART 1.
A GUIDE TO THE PROJECT MANAGEMENT BODY OF
KNOWLEDGE (PMBOK® Guide)
1. INTRODUCTION
1.1 Overview and Purpose of this Guide
1.1.1 The Standard for Project Management
1.1.2 Common Vocabulary
1.1.3 Code of Ethics and Professional Conduct
1.2 Foundational Elements
1.2.1 Projects
1.2.2 The Importance of Project Management
1.2.3 Relationship of Project, Program, Portfolio, and
Operations Management
1.2.4 Components of the Guide
1.2.5 Tailoring
1.2.6 Project Management Business Documents
2. THE ENVIRONMENT IN WHICH PROJECTS OPERATE
2.1 Overview
2.2 Enterprise Environmental Factors
2.2.1 EEFs Internal to the Organization
2.2.2 EEFs External to the Organization
2.3 Organizational Process Assets
2.3.1 Processes, Policies, and Procedures
 2.3.2 Organizational Knowledge Repositories
2.4 Organizational Systems
2.4.1 Overview
2.4.2 Organizational Governance Frameworks
2.4.3 Management Elements
2.4.4 Organizational Structure Types
3. THE ROLE OF THE PROJECT MANAGER
3.1 Overview
3.2 Definition of a Project Manager
3.3 The Project Manager's Sphere of Influence
3.3.1 Overview
3.3.2 The Project
3.3.3 The Organization
3.3.4 The Industry
3.3.5 Professional Discipline
3.3.6 Across Disciplines
3.4 Project Manager Competences
3.4.1 Overview
3.4.2 Technical Project Management Skills
3.4.3 Strategic and Business Management Skills
3.4.4 Leadership Skills
3.4.5 Comparison of Leadership and Management
3.5 Performing Integration
3.5.1 Performing Integration at the Process Level
3.5.2 Integration at the Cognitive Level
3.5.3 Integration at the Context Level
3.5.4 Integration and Complexity
4. PROJECT INTEGRATION MANAGEMENT
4.1 Develop Project Charter
4.1.1 Develop Project Charter: Inputs
4.1.2 Develop Project Charter: Tools and Techniques
4.1.3 Develop Project Charter: Outputs
4.2 Develop Project Management Plan
4.2.1 Develop Project Management Plan: Inputs
4.2.2 Develop Project Management Plan: Tools and
Techniques
4.2.3 Develop Project Management Plan: Outputs
4.3 Direct and Manage Project Work
4.3.1 Direct and Manage Project Work: Inputs
4.3.2 Direct and Manage Project Work: Tools and
Techniques
4.3.3 Direct and Manage Project Work: Outputs
4.4 Manage Project Knowledge
4.4.1 Manage Project Knowledge: Inputs
4.4.2 Manage Project Knowledge: Tools and Techniques
4.4.3 Manage Project Knowledge: Outputs
4.5 Monitor and Control Project Work
4.5.1 Monitor and Control Project Work: Inputs
4.5.2 Monitor and Control Project Work: Tools and
Techniques
4.5.3 Monitor and Control Project Work: Outputs
4.6 Perform Integrated Change Control
4.6.1 Perform Integrated Change Control: Inputs
 4.6.2 Perform Integrated Change Control: Tools and
Techniques
4.6.3 Perform Integrated Change Control: Outputs
4.7 Close Project or Phase
4.7.1 Close Project or Phase: Inputs
4.7.2 Close Project or Phase: Tools and Techniques
4.7.3 Close Project or Phase: Outputs
5. PROJECT SCOPE MANAGEMENT
5.1 Plan Scope Management
5.1.1 Plan Scope Management: Inputs
5.1.2 Plan Scope Management: Tools and Techniques
5.1.3 Plan Scope Management: Outputs
5.2 Collect Requirements
5.2.1 Collect Requirements: Inputs
5.2.2 Collect Requirements: Tools and Techniques
5.2.3 Collect Requirements: Outputs
5.3 Define Scope
5.3.1 Define Scope: Inputs
5.3.2 Define Scope: Tools and Techniques
5.3.3 Define Scope: Outputs
5.4 Create WBS
5.4.1 Create WBS: Inputs
5.4.2 Create WBS: Tools and Techniques
5.4.3 Create WBS: Outputs
5.5 Validate Scope
5.5.1 Validate Scope: Inputs
5.5.2 Validate Scope: Tools and Techniques
 5.5.3 Validate Scope: Outputs
5.6 Control Scope
5.6.1 Control Scope: Inputs
5.6.2 Control Scope: Tools and Techniques
5.6.3 Control Scope: Outputs
6. PROJECT SCHEDULE MANAGEMENT
6.1 Plan Schedule Management
6.1.1 Plan Schedule Management: Inputs
6.1.2 Plan Schedule Management: Tools and Techniques
6.1.3 Plan Schedule Management: Outputs
6.2 Define Activities
6.2.1 Define Activities: Inputs
6.2.2 Define Activities: Tools and Techniques
6.2.3 Define Activities: Outputs
6.3 Sequence Activities
6.3.1 Sequence Activities: Inputs
6.3.2 Sequence Activities: Tools and Techniques
6.3.3 Sequence Activities: Outputs
6.4 Estimate Activity Durations
6.4.1 Estimate Activity Durations: Inputs
6.4.2 Estimate Activity Durations: Tools and Techniques
6.4.3 Estimate Activity Durations: Outputs
6.5 Develop Schedule
6.5.1 Develop Schedule: Inputs
6.5.2 Develop Schedule: Tools and Techniques
6.5.3 Develop Schedule: Outputs
6.6 Control Schedule
 6.6.1 Control Schedule: Inputs
6.6.2 Control Schedule: Tools and Techniques
6.6.3 Control Schedule: Outputs
7. PROJECT COST MANAGEMENT
7.1 Plan Cost Management
7.1.1 Plan Cost Management: Inputs
7.1.2 Plan Cost Management: Tools and Techniques
7.1.3 Plan Cost Management: Outputs
7.2 Estimate Costs
7.2.1 Estimate Costs: Inputs
7.2.2 Estimate Costs: Tools and Techniques
7.2.3 Estimate Costs: Outputs
7.3 Determine Budget
7.3.1 Determine Budget: Inputs
7.3.2 Determine Budget: Tools and Techniques
7.3.3 Determine Budget: Outputs
7.4 Control Costs
7.4.1 Control Costs: Inputs
7.4.2 Control Costs: Tools and Techniques
7.4.3 Control Costs: Outputs
8. PROJECT QUALITY MANAGEMENT
8.1 Plan Quality Management
8.1.1 Plan Quality Management: Inputs
8.1.2 Plan Quality Management: Tools and Techniques
8.1.3 Plan Quality Management: Outputs
8.2 Manage Quality
 8.2.1 Manage Quality: Inputs
8.2.2 Manage Quality: Tools and Techniques
8.2.3 Manage Quality: Outputs
8.3 Control Quality
8.3.1 Control Quality: Inputs
8.3.2 Control Quality: Tools and Techniques
8.3.3 Control Quality: Outputs
9. PROJECT RESOURCE MANAGEMENT
9.1 Plan Resource Management
9.1.1 Plan Resource Management: Inputs
9.1.2 Plan Resource Management: Tools and Techniques
9.1.3 Plan Resource Management: Outputs
9.2 Estimate Activity Resources
9.2.1 Estimate Activity Resources: Inputs
9.2.2 Estimate Activity Resources: Tools and Techniques
9.2.3 Estimate Activity Resources: Outputs
9.3 Acquire Resources
9.3.1 Acquire Resources: Inputs
9.3.2 Acquire Resources: Tools and Techniques
9.3.3 Acquire Resources: Outputs
9.4 Develop Team
9.4.1 Develop Team: Inputs
9.4.2 Develop Team: Tools and Techniques
9.4.3 Develop Team: Outputs
9.5 Manage Team
9.5.1 Manage Team: Inputs
9.5.2 Manage Team: Tools and Techniques
 9.5.3 Manage Team: Outputs
9.6 Control Resources
9.6.1 Control Resources: Inputs
9.6.2 Control Resources: Tools and Techniques
9.6.3 Control Resources: Outputs
10. PROJECT COMMUNICATIONS MANAGEMENT
10.1 Plan Communications Management
10.1.1 Plan Communications Management: Inputs
10.1.2 Plan Communications Management: Tools and
Techniques
10.1.3 Plan Communications Management: Outputs
10.2 Manage Communications
10.2.1 Manage Communications: Inputs
10.2.2 Manage Communications: Tools and Techniques
10.2.3 Manage Communications: Outputs
10.3 Monitor Communications
10.3.1 Monitor Communications: Inputs
10.3.2 Monitor Communications: Tools and Techniques
10.3.3 Monitor Communications: Outputs
11. PROJECT RISK MANAGEMENT
11.1 Plan Risk Management
11.1.1 Plan Risk Management: Inputs
11.1.2 Plan Risk Management: Tools and Techniques
11.1.3 Plan Risk Management: Outputs
11.2 Identify Risks
11.2.1 Identify Risks: Inputs
11.2.2 Identify Risks: Tools and Techniques
 11.2.3 Identify Risks: Outputs
11.3 Perform Qualitative Risk Analysis
11.3.1 Perform Qualitative Risk Analysis: Inputs
11.3.2 Perform Qualitative Risk Analysis: Tools and
Techniques
11.3.3 Perform Qualitative Risk Analysis: Outputs
11.4 Perform Quantitative Risk Analysis
11.4.1 Perform Quantitative Risk Analysis: Inputs
11.4.2 Perform Quantitative Risk Analysis: Tools and
Techniques
11.4.3 Perform Quantitative Risk Analysis: Outputs
11.5 Plan Risk Responses
11.5.1 Plan Risk Responses: Inputs
11.5.2 Plan Risk Responses: Tools and Techniques
11.5.3 Plan Risk Responses: Outputs
11.6 Implement Risk Responses
11.6.1 Implement Risk Responses: Inputs
11.6.2 Implement Risk Responses: Tools and Techniques
11.6.3 Implement Risk Responses: Outputs
11.7 Monitor Risks
11.7.1 Monitor Risks: Inputs
11.7.2 Monitor Risks: Tools and Techniques
11.7.3 Monitor Risks: Outputs
12. PROJECT PROCUREMENT MANAGEMENT
12.1 Plan Procurement Management
12.1.1 Plan Procurement Management: Inputs
 12.1.2 Plan Procurement Management: Tools and
Techniques
12.1.3 Plan Procurement Management: Outputs
12.2 Conduct Procurements
12.2.1 Conduct Procurements: Inputs
12.2.2 Conduct Procurements: Tools and Techniques
12.2.3 Conduct Procurements: Outputs
12.3 Control Procurements
12.3.1 Control Procurements: Inputs
12.3.2 Control Procurements: Tools and Techniques
12.3.3 Control Procurements: Outputs
13. PROJECT STAKEHOLDER MANAGEMENT
13.1 Identify Stakeholders
13.1.1 Identify Stakeholders: Inputs
13.1.2 Identify Stakeholders: Tools and Techniques
13.1.3 Identify Stakeholders: Outputs
13.2 Plan Stakeholder Engagement
13.2.1 Plan Stakeholder Engagement: Inputs
13.2.2 Plan Stakeholder Engagement: Tools and
Techniques
13.2.3 Plan Stakeholder Engagement: Outputs
13.3 Manage Stakeholder Engagement
13.3.1 Manage Stakeholder Engagement: Inputs
13.3.2 Manage Stakeholder Engagement: Tools and
Techniques
13.3.3 Manage Stakeholder Engagement: Outputs
13.4 Monitor Stakeholder Engagement
 13.4.1 Monitor Stakeholder Engagement: Inputs
13.4.2 Monitor Stakeholder Engagement: Tools and
Techniques
13.4.3 Monitor Stakeholder Engagement: Outputs
REFERENCES
PART 2.
THE STANDARD FOR PROJECT MANAGEMENT
1. INTRODUCTION
1.1 Projects and Project Management
1.2 Relationships Among Portfolios, Programs, and Projects
1.3 Linking Organizational Governance and Project
Governance
1.4 Project Success and Benefits Management
1.5 The Project Life Cycle
1.6 Project Stakeholders
1.7 Role of the Project Manager
1.8 Project Management Knowledge Areas
1.9 Project Management Process Groups
1.10 Enterprise Environmental Factors and Organizational
Process Assets
1.11 Tailoring the Project Artifacts
2. INITIATING PROCESS GROUP
2.1 Develop Project Charter
2.2 Identify Stakeholders
2.2.1 Project Management Plan Components
2.2.2 Project Documents Examples
2.2.3 Project Management Plan Updates
 2.2.4 Project Documents Updates
3. PLANNING PROCESS GROUP
3.1 Develop Project Management Plan
3.2 Plan Scope Management
3.2.1 Project Management Plan Components
3.3 Collect Requirements
3.3.1 Project Management Plan Components
3.3.2 Project Documents Examples
3.4 Define Scope
3.4.1 Project Management Plan Components
3.4.2 Project Documents Examples
3.4.3 Project Documents Updates
3.5 Create WBS
3.5.1 Project Management Plan Components
3.5.2 Project Documents Examples
3.5.3 Project Documents Updates
3.6 Plan Schedule Management
3.6.1 Project Management Plan Components
3.7 Define Activities
3.7.1 Project Management Plan Components
3.7.2 Project Management Plan Updates
3.8 Sequence Activities
3.8.1 Project Management Plan Components
3.8.2 Project Documents Examples
3.8.3 Project Documents Updates
3.9 Estimate Activity Durations
3.9.1 Project Management Plan Components
 3.9.2 Project Documents Examples
3.9.3 Project Documents Updates
3.10 Develop Schedule
3.10.1 Project Management Plan Components
3.10.2 Project Documents Examples
3.10.3 Project Management Plan Updates
3.10.4 Project Documents Updates
3.11 Plan Cost Management
3.11.1 Project Management Plan Components
3.12 Estimate Costs
3.12.1 Project Management Plan Components
3.12.2 Project Documents Examples
3.12.3 Project Documents Updates
3.13 Determine Budget
3.13.1 Project Management Plan Components
3.13.2 Project Documents Examples
3.13.3 Project Documents Updates
3.14 Plan Quality Management
3.14.1 Project Management Plan Components
3.14.2 Project Documents Examples
3.14.3 Project Management Plan Updates
3.14.4 Project Documents Updates
3.15 Plan Resource Management
3.15.1 Project Management Plan Components
3.15.2 Project Documents
3.15.3 Project Documents Updates
3.16 Estimate Activity Resources
 3.16.1 Project Management Plan Components
3.16.2 Project Documents Examples
3.16.3 Project Documents Updates
3.17 Plan Communications Management
3.17.1 Project Management Plan Components
3.17.2 Project Documents Examples
3.17.3 Project Management Plan Updates
3.17.4 Project Documents Updates
3.18 Plan Risk Management
3.18.1 Project Management Plan Components
3.18.2 Project Documents Examples
3.19 Identify Risks
3.19.1 Project Management Plan Components
3.19.2 Project Documents Examples
3.19.3 Project Documents Updates
3.20 Perform Qualitative Risk Analysis
3.20.1 Project Management Plan Components
3.20.2 Project Documents Examples
3.20.3 Project Documents Updates
3.21 Perform Quantitative Risk Analysis
3.21.1 Project Management Plan Components
3.21.2 Project Documents Examples
3.21.3 Project Documents Updates
3.22 Plan Risk Responses
3.22.1 Project Management Plan Components
3.22.2 Project Documents Examples
3.22.3 Project Management Plan Updates
 3.22.4 Project Documents Updates
3.23 Plan Procurement Management
3.23.1 Project Management Plan Components
3.23.2 Project Documents Examples
3.23.3 Project Documents Updates
3.24 Plan Stakeholder Engagement
3.24.1 Project Management Plan Components
3.24.2 Project Documents Examples
4. EXECUTING PROCESS GROUP
4.1 Direct and Manage Project Work
4.1.1 Project Management Plan Components
4.1.2 Project Documents Examples
4.1.3 Project Management Plan Updates
4.1.4 Project Documents Updates
4.2 Manage Project Knowledge
4.2.1 Project Management Plan Components
4.2.2 Project Documents
4.2.3 Project Management Plan Updates
4.3 Manage Quality
4.3.1 Project Management Plan Components
4.3.2 Project Documents Examples
4.3.3 Project Management Plan Updates
4.3.4 Project Documents Updates
4.4 Acquire Resources
4.4.1 Project Management Plan Components
4.4.2 Project Documents Examples
4.4.3 Project Management Plan Updates
 4.4.4 Project Documents Updates
4.5 Develop Team
4.5.1 Project Management Plan Components
4.5.2 Project Documents Examples
4.5.3 Project Management Plan Updates
4.5.4 Project Documents Updates
4.6 Manage Team
4.6.1 Project Management Plan Components
4.6.2 Project Documents Examples
4.6.3 Project Management Plan Updates
4.6.4 Project Documents Updates
4.7 Manage Communications
4.7.1 Project Management Plan Components
4.7.2 Project Documents Example
4.7.3 Project Management Plan Updates
4.7.4 Project Documents Updates
4.8 Implement Risk Responses
4.8.1 Project Management Plan Components
4.8.2 Project Documents Examples
4.8.3 Project Documents Updates
4.9 Conduct Procurements
4.9.1 Project Management Plan Components
4.9.2 Project Documents Examples
4.9.3 Project Management Plan Updates
4.9.4 Project Documents Updates
4.10 Manage Stakeholder Engagement
4.10.1 Project Management Plan Components
 4.10.2 Project Documents Examples
4.10.3 Project Management Plan Updates
4.10.4 Project Documents Updates
5. MONITORING AND CONTROLLING PROCESS GROUP
5.1 Monitor and Control Project Work
5.1.1 Project Management Plan Components
5.1.2 Project Documents Examples
5.1.3 Project Management Plan Updates
5.1.4 Project Documents Updates
5.2 Perform Integrated Change Control
5.2.1 Project Management Plan Components
5.2.2 Project Documents Examples
5.2.3 Project Management Plan Updates
5.2.4 Project Documents Updates
5.3 Validate Scope
5.3.1 Project Management Plan Components
5.3.2 Project Documents Examples
5.3.3 Project Documents Updates
5.4 Control Scope
5.4.1 Project Management Plan Components
5.4.2 Project Documents Examples
5.4.3 Project Management Plan Updates
5.4.4 Project Documents Updates
5.5 Control Schedule
5.5.1 Project Management Plan Components
5.5.2 Project Documents Examples
5.5.3 Project Management Plan Updates
 5.5.4 Project Documents Updates
5.6 Control Costs
5.6.1 Project Management Plan Components
5.6.2 Project Documents Examples
5.6.3 Project Management Plan Updates
5.6.4 Project Documents Updates
5.7 Control Quality
5.7.1 Project Management Plan Components
5.7.2 Project Documents Examples
5.7.3 Project Management Plan Updates
5.7.4 Project Documents Updates
5.8 Control Resources
5.8.1 Project Management Plan Components
5.8.2 Project Documents Examples
5.8.3 Project Management Plan Updates
5.8.4 Project Documents Updates
5.9 Monitor Communications
5.9.1 Project Management Plan Components
5.9.2 Project Documents Examples
5.9.3 Project Management Plan Updates
5.9.4 Project Documents Updates
5.10 Monitor Risks
5.10.1 Project Management Plan Components
5.10.2 Project Documents Examples
5.10.3 Project Management Plan Updates
5.10.4 Project Documents Updates
5.11 Control Procurements
 5.11.1 Project Management Plan Components
5.11.2 Project Documents Examples
5.11.3 Project Management Plan Updates
5.11.4 Project Documents Updates
5.12 Monitor Stakeholder Engagement
5.12.1 Project Management Plan Components
5.12.2 Project Documents Examples
5.12.3 Project Management Plan Updates
5.12.4 Project Documents Updates
6. CLOSING PROCESS GROUP
6.1 Close Project or Phase
6.1.1 Project Management Plan Components
6.1.2 Project Documents Examples
6.1.3 Project Documents Updates
PART 3.
APPENDICES, GLOSSARY, AND INDEX
APPENDIX X1
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Title: The Foundling of the Wreck

Author: Anonymous

Engraver: Edward Whymper

Release date: May 11, 2022 [eBook #68050]

Language: English

Original publication: United Kingdom: Groombridge and Sons, 1845

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*** START OF THE PROJECT GUTENBERG EBOOK THE

FOUNDLING OF THE WRECK ***
Gerald at Court.
Page 35.
 THE
FOUNDLING OF THE WRECK.

The Happy Discovery.

Page 41.

London:

GROOMBRIDGE AND SONS,

PATERNOSTER ROW.
 THE

FOUNDLING OF THE WRECK.

 CHAPTER I.
A SHIPWRECK.

If our young readers will take a map of Europe, and look to the
west, they will see a broad wide sea called the Baltic, stretching
northward and separating the countries of Norway and Sweden from
Russia. To the east of this sea is a gulf, called the Gulf of Finland,
and at the extremity of that gulf, at the mouth of the river Neva,
stands the city of St. Petersburg, the capital of Russia in Europe.
St. Petersburg is at the present time a populous and beautiful city.
It contains so many splendid buildings, that it is sometimes called a
city of palaces, but about the beginning of the eighteenth century
(which is a hundred and fifty years ago,) the ground on which it
stands was an immense bog, or marsh, surrounded by dreary
forests. The only persons who dwelt on the then desolate spot were
some fishermen who built a few little cabins near the water’s edge;
but as the river at certain seasons of the year frequently overflowed
its banks, and the cabins were sometimes washed away, even these
few little tenements were often deserted.
I dare say most of our young readers have heard or read of Peter
the Great, the celebrated Emperor, or Czar of Russia. He built the
city of St. Petersburg, and called it after his own name; but of that we
shall speak hereafter, at present we have to do with a humble
individual, named Michael Kopt, who lived in one of the cabins we
have spoken of.
Michael’s father was a Swede, and could read and write, and was
therefore far in advance of the ignorant Russian serfs, among whom
he lived. Having been carried prisoner to Russia, during one of the
numerous wars between the Russians and Swedes, he had been
compelled to obtain his living as a fisherman. He taught his son
Michael all that he had himself learned, and also brought him up to
his trade. When Michael became a man, he married a young
woman, the daughter of one of the same craft; they were very poor,
but they lived happily together, for Margaret was thrifty and
affectionate, and Michael steady, sober and industrious. During the
fishing season, Michael applied himself very diligently to his
business, and with his wife’s assistance, dried and salted the greater
part of the fish which he caught, then, when the floods were
expected, they removed to a village some miles distant, and lived on
the produce of their joint labour.
One season Michael and his wife remained in the fishing-hut, a
few weeks later than usual, on account of the fineness of the
weather, and there being no signs of the floods. However, on the day
before that fixed for their departure, a violent storm suddenly arose,
and it was evident that the cabins were in danger of being swept
away, either by the strong gale which blew from the sea, or by the
water. Terrified by the prospect, the two or three fishermen who had
been their companions hurried off, even in the midst of the storm,
hoping to reach a place of safety, before the floods overtook them;
and Michael and Margaret were preparing to follow their example,
when they were startled by hearing the firing of guns as from a ship
in distress. The fisherman and his wife looked at each other in deep
concern, but neither spake. What could they do to assist the
unhappy mariners, and the delay of one hour might be death to
themselves.
‘Shall we go Margaret?’ Michael at length broke the silence by
saying.
‘Can we help those poor creatures?’ she asked.
‘We cannot do anything to save the ship,’ he replied, ‘but we may
perhaps be of some service should any of the people be thrown
upon the strand.’
‘Then we will stop awhile, and trust to God’s protecting care,’ she
nobly rejoined; and as she spoke, she laid down the little bundle of
clothes which she had hastily put together, intending to carry with
them.
 Michael now ran to the front window of the cottage, with the idea
of getting a view of the vessel in distress, but he only reached the
spot in time to see her go down. The wind had driven her with
violence against a rock, which had made a large opening in her keel,
through which the water rushed so fast, that all attempts to check it
proved vain, and she sunk almost instantly to the bottom.
‘All are lost!’ exclaimed Margaret, who had followed her husband,
and was now standing behind him with her hands clasped together,
and her eyes raised toward heaven in an attitude of prayer.
‘Nay, dear Madgy, it is possible that some poor creature may be
drifted on the shore,’ cried Michael; ‘I will at all events go and see.’
Margaret’s heart quailed with fear, lest her husband’s life should
fall a sacrifice to his humanity; but she could not oppose his
generous resolve, so she suffered him to go without a word of
remonstrance.
As soon as he left the door, she fell on her knees and prayed that
he might be protected in his perilous enterprise.
She arose in a more composed state of mind, and then sat down
to await her husband’s return. Her patience was not long tried, he
came in shortly after, bearing in his arms a wicker-basket bound up
in a sheet of oil-cloth. The poor woman’s first words were an
exclamation of thankfulness for his safe return; she next eagerly
inquired what he had brought with him.
‘I have brought thee a child, Madgy, what say you to that?’ cried
the fisherman looking at her with a smile.
 ‘A child!’ she repeated.
‘Yes, a brave boy. I found him in one of the holes in the rock.’
‘Is he alive?’ asked Margaret, drawing back the oil-cloth that she
might get a sight of the babe.
‘Alive, yes; the urchin seemed to be quite enjoying his new home.’
‘Don’t jest, dear Michael,’ cried Margaret; ‘the mother of this poor
little creature has most likely found a watery grave.’
‘True, but you will be a mother to him, won’t you?’
‘Aye, that I will,’ responded the kind-hearted woman, catching the
child in her arms, and folding him to her bosom. ‘Aye, that I will,
Miche, I’ll carry him myself, if you will take the baggage. But is this
poor babe the only creature who has escaped?’
 ‘I have reason to believe so,’ returned the fisherman; ‘but I could
not remain longer on the shore, the water flowed in so fast. We must
haste now, dear Madgy, or we shall be too late.’
Margaret wanted not a second bidding, but after having hastily
wrapped the babe in a bear’s skin, she and her husband quitted the
hut.
 CHAPTER II.
A JOURNEY AND A WELCOME HOME.

Michael and Margaret had, as our young readers may suppose, a

very unpleasant and perilous journey over boggy land, in the midst of
a violent storm too. The charge of an infant of three or four months
old, of course added to their cares and difficulties; but both the
fisherman and his wife had stout hearts which would not soon sink
under dangers; and the Russians are naturally a hardy people. Their
winter abode was the cottage in which Margaret had spent her
childhood and early youth, which was still occupied by her parents,
they were therefore sure of a hearty and affectionate welcome when
their journey was over. The old people had been very anxious about
them, fearing from their long stay, that some evil had overtaken
them, so the present meeting was every way delightful.
‘We have brought some live-stock with us, mother,’ said Michael,
smiling and looking significantly at his wife’s mother.
‘Live stock,’ repeated the dame, ‘why, what have you got?’
Margaret here took off the bearskin covering and displayed her
little charge to view.
‘What, a baby!’ cried the old woman in a tone of amazement.
Wet and weary as the travellers were, it was not a time to keep up
a jest, otherwise Michael would have let the old people guess for a
while, before he told them in what way the little foundling had been
thrown upon their protection, as it was, he explained all in a
sentence, and then begged that they would let him have something
to eat.
Margaret felt more disposed for taking rest than for sharing in the
meal, so she and her mother retired together into one of the
sleeping-rooms, taking the infant with them.
 The storm subsided in the course of the night, but no effort could
be made to rescue the shipwrecked people, even should any of them
have drifted to the shore, for the river had by this time so far
overflowed its banks, that the path the fisherman and his wife had so
recently trodden, was not now to be seen. As there appeared but
little probability that the child would ever be claimed, Michael and his
wife resolved on adopting him, and treating him in every respect as if
he were their own. The little fellow seemed very well satisfied with
his new friends. He smiled and cooed at Margaret, in return for her
caresses, and tried to imitate Michael’s loud ringing laugh. With
Margaret’s mother too, he was an especial favourite, and even the
old man was much pleased with this addition to their family.
The matter to be decided on next was, what name the little
stranger should bear. Margaret was reminded by his wicker-cradle
and the perils of his infancy of Moses in his ark of bulrushes, on the
banks of the Egyptian river. She could not help thinking, she said,
that a mother’s tender hand had fastened him so securely in his little
bed, and that a mother’s prayers had saved him from a watery
grave, and she proposed that he should be called by the name of
Moses. However, when the swaddling-clothes in which he had been
found were closely examined, an almost indistinct mark was found
on one of them, which after some little difficulty, was discovered to
be Gerald. It was therefore determined to call him by that name.
 CHAPTER III.
A GLANCE AT RUSSIAN HISTORY.

Ten years glided away and very little change took place in the
fisherman’s family, excepting that the infant foundling grew up, by
degrees, into a fine intelligent boy. In the long nights of the Russian
winter, unless there is some kind of mental employment, time passes
very wearily. Michael had so far profited by his father’s instructions,
as to be able to impart the elements of useful knowledge to Gerald,
who was both an apt and eager scholar. His natural intelligence had
thus been quickened, and his thirst for knowledge increased by the
humble but useful instructions of his kind foster father. While they
used to sit round the large warm stove, when they had read from the
Bible or some other of the one or two books, which Michael inherited
from his father, Michael would then relate incidents in the history of
Sweden, or talk about the great protestant reformers—or the learned
men his father had known or heard of at Upsal, his native city.
Gerald was never tired of hearing about these things, and the
thoughts that came into his mind when Michael talked about the
famous university of Upsal, where so many people passed their time
in acquiring or imparting knowledge were quite exciting, and he
could not help hoping that something or other might occur that would
place him in the way of acquiring more knowledge than he was likely
to obtain in the hut of a poor fisherman, dearly as he loved his kind
benefactors. Gerald was a good and grateful child, and desirous of
doing all he could to assist those generous friends who had acted
the part of parents to him. Even when quite a little boy, he tried to
help his father, as he called him, in his craft. He was very fond too, of
his good mother, as he called Margaret, and you may be sure they
loved him very dearly.
Previous to the reign of Peter the great, the Russian empire had
been far behind the other nations of Europe in the progress of
civilization. Even the highest classes amongst the people were
extremely ignorant, very few of them could even read or write, and
they spent the principal part of their time in feasting and drinking.
They had neither ships, nor sailors, and no manufacturing class of
people, except a few of the serfs who worked for the sole benefit of
their masters. The fine arts were unknown, and the most useful arts
were very imperfectly understood. At that time Peter, shared the
throne with his elder brother, Ivan; but Ivan, being only a little above
an idiot in mind, was a mere cipher. Peter, on the contrary, was
possessed of a powerful intellect and great sagacity, and he had
moreover an enterprising spirit. One of his early acts on ascending
the throne, was, to send a number of the young nobles of his court
into Italy, Germany, and Holland, to gain instruction in military and
naval affairs. He also sent to foreign countries for ship-builders and
various artisans, but not satisfied with that, he afterwards resolved
on visiting some of those countries himself, for the express purpose
of learning how his own kingdom might best be benefited.
In pursuance of this plan, he, together with a few chosen
associates, first went to Holland, at which place he worked as a
common labourer in the dockyards, no one but those of his own
party knowing who he was. He next came to England. It was his
purpose to visit Italy likewise, but a revolt amongst his people at
home, and rumours that his sister Sophia was trying to make herself
empress of Russia, obliged him to return after an absence of only
two years.
Having now acquired considerable knowledge in ship-building and
other valuable arts, Peter began to see the advantages which would
accrue to his country, by the establishment of a port on the Baltic
sea, at the mouth of the Neva. There were many difficulties in the
way of such an undertaking, and one of the most formidable was, the
low marshy state of the land. These difficulties however, he
determined upon conquering. Had the Czar attempted to accomplish
the same ends by justifiable means, we should admire his
forethought and genius, but as on the contrary, he carried them out
by force and cruelty, every humane heart must condemn the act as
one of tyranny and oppression. No seemingly desirable end can
justify us in using unlawful means.
To provide workmen for the undertaking, the Emperor in the year
1703, sent bands of soldiers into the villages with orders to compel
those men who were capable of labour to engage in the task. Our
young friends have no doubt heard of the press gangs which were at
one time allowed in England, and of the conscription in France. Well,
this was a somewhat similar procedure, only instead of being forced
to become sailors and soldiers, as the pressed men and conscripts
were, these poor people were compelled to make roads and rear a
city in an immense bog. The peasants, or serfs, as they are called in
Russia, were at that period in a very degraded state. They were
considered as much the property of the nobles on whose estates
they lived, as any other live stock. Their houses mostly consisted of
but one room. In the centre of this room was a large brick oven: in
this they baked their black rye bread; and the top served for a bed
for the whole family at night. Their only articles of furniture were, a
lamp suspended from the ceiling, and a rough bench or two fastened
to the walls. They were clothed in sheepskins, and their food was of
the coarsest kind. Bad as was their lot, however, very few, if any of
them, were willing to exchange it for labour on public works of any
kind, especially in such an unhealthy situation as the marshes we
have spoken of. The impure air which rises from swampy ground is
almost sure to bring on fevers and other disorders. Then no care
was taken to make them as comfortable as the circumstances would
have permitted; no houses were provided for them to sleep in, and
the tools they had given them to work with were so unsuitable and
bad, that their labours were thereby made much harder than they
would otherwise have been.
Exposed thus to hardships of every kind, the men, as might be
expected, perished by hundreds. But these disastrous results were
not allowed to interrupt the work: for as fast as they died off, others
were pressed into the service and marched off to the place. In
Russia the Emperor has absolute power over all his subjects: even
the nobles, therefore, dared not to oppose the mandate, had they
been so disposed. Among the unhappy individuals who were chosen
for the purpose of filling up vacancies made by the sick and
deceased, was our friend Michael Kopt. His general home being
away from any of the villages, he, for some time, escaped
observation; but when strong, healthy men became scarce in the
neighbourhood, he and some of his companions were pressed into
the service, only a few minutes being given them for preparing, and
bidding adieu to their weeping friends.
Poor Margaret was for some time inconsolable, and Gerald was
almost in as much grief at seeing her suffer. He tried to cheer her by
every means in his power; but finding that she was hopeless of ever
having her husband back again, he formed a resolution which our
young readers shall hear at another time.
 CHAPTER IV.
A GENEROUS RESOLVE.

At the mouth of the river Neva were several little islands; on one of
these islands the Emperor had a hut built for himself, and a wooden
house for his favourite minister Prince Mentzikoff, who was his
companion in all his enterprises. It was Peter’s fancy to take up his
abode on that wild spot and watch the progress of the city he had
planned. On another of these little islands a fortress was reared,
surrounded by a rampart of earth. This fortress was the station of the
engineer who directed the works, and the home of a few of the
soldiers. The inhabitants of Moscow were at first jealous of the new
city. They foresaw that it would, in the course of time, from its very
situation, be a more desirable abode for purposes of trade than the
ancient capital; and they greatly opposed the plan, lest their dignity
should decrease as well as their interests suffer; but the Czar was
not a man to yield to any, however high their rank might be; and he
persevered with his plans without regarding the dissatisfaction which
was so generally expressed. The houses of the new city were at first
built wholly of wood, and chiefly inhabited by foreign artisans. Peter,
seeing that the Russian nobles and wealthy merchants would not of
their own free-will take houses in St. Petersburg, published a decree
obliging them to do so. At the same time, however, he gave orders
that the houses in the best part of the city should be built of bricks
and roofed with tiles. He also made a law (there being no stone-
quarries in the neighbourhood) that every large vessel which came
into the port should bring thirty stones, and every boat ten, towards
the erection of bridges and other public buildings. Every peasant’s
cart was likewise compelled to bring three stones; and by these
means materials were raised free of cost for the public works.
As the place at which Michael was set to work was not many miles
distant from the abode of his family, he had an opportunity of seeing
them occasionally, which was a pleasure denied to most of the
labourers. Margaret and Gerald often went together, and though it
was frequently the case that they were only allowed to speak with
him for a few minutes, they were glad to undertake the journey even
for that brief joy.
As Gerald was too young to carry on the fishing craft alone, he
and Margaret resided wholly with her parents. Gerald helped the old
man to make and mend fishing-tackle, which was now their principal
means of support; and Margaret did anything she could to earn a
trifle, still their circumstances were very much worse than when
Michael was at home following his trade. Though Michael was
naturally strong, and had all his life been used to hardship, he could
not bear the labour to which he was set, so well as many of his
companions. The air of the marshes was very different from the sea-
breezes, but the principal cause of his sinking under his toil was, his
spirit was crushed. While a man possesses a feeling of
independence, he may meet difficulties and hardships with a bold
front; but when he feels himself to be a slave, (and these poor
people were slaves though they bore not the name,) his energies are
in most cases benumbed, and his spirit is broken.
Margaret used to look very sad and often to weep, when she and
Gerald returned from their visits to the works, for with the keen eye
of affection she saw what he was suffering, though he said not a
word. On the contrary, when in her presence, he put on as cheerful
an aspect as possible. At such seasons Gerald always tried to
comfort her, ‘Good mother,’ he said one day, ‘do not, I beg of you,
give way so to grief, I am sure you will have father at home again
before very long.’
‘How can that be child?’ she asked. ‘You see the Emperor does
not let any of the men give up the work until they are carried off by
death. No, there is no hope for my poor Michael; for he will die
before this huge city is finished.’
‘Oh no, he will not die, mother,’ cried the boy, ‘I feel sure he will not
die! You know you have yourself taught me that God takes care of
good people, and I am sure father and you are good. You have
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