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Process Intelligence For Dummies Software AG Special
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Software AG is a global leader in Business Process Excellence.
Their 40 years of innovation include the invention of the first
high-performance transactional database, Adabas; the first
business process analysis platform, ARIS; and the first B2B
server and SOA-based integration platform, webMethods.

They are unique in offering the world’s only end-to-end

business process management (BPM) solutions, with a low
Total-Cost-of-Ownership. Their brands, ARIS, webMethods,
Adabas, Natural, and IDS Scheer Consulting, represent a
unique portfolio for: process strategy, design, integration
and control; SOA-based integration and data management;
process-driven SAP implementation; and strategic process
consulting and services.

Software AG had revenues of 847 million euros (IFRS, unaudited)

in 2009 and has more than 6,000 employees serving 10,000
enterprise and public institution customers across 70 countries.
Their comprehensive software and services solutions allow
companies to continuously achieve their business results faster.

The company is headquartered in Germany and listed on the

Frankfurt Stock Exchange (TecDAX, ISIN DE 0003304002 / SOW).

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 Process
Intelligence
FOR

DUMmIES
‰

SOFTWARE AG SPECIAL EDITION

by Tobias Blickle, Helge Hess,

Joerg Klueckmann, Mike Lees, and
Bruce Williams

Foreword by Dr. Carsten Bange

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 Process Intelligence For Dummies®
, Software AG Special Edition
Published by
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 About the Authors
Dr. Tobias Blickle is Director of Product Management for
Process Intelligence at Software AG. Dr. Blickle studied
Electrical Engineering in Saarbrücken and received his diploma
in 1993. His PhD on Evolutionary Algorithms was awarded with
the prize medal of the Swiss Federal Institute of Technology
Zurich in 1996. He has published several articles about
Process Intelligence.
Dr. Helge Hess is Senior Vice President of Product & Solutions
Management at Software AG and has over 20 years of experi-
ence in the consulting and software business. In parallel to
different management positions within the product division,
he was in charge of IDS Scheer’s BPM Consulting and Academy
for some years. Dr. Hess graduated from the Universität des
Saarlandes in Germany with an MSc in Computer Science and
was a fellow of the Studienstiftung des Deutschen Volkes. He
obtained his PhD in Economics and was the recipient of the
Dr.-Eduard-Martin Award from the department of Business
Administration for his research concerning the reusability of
software components. He is a frequent speaker at BPM confer-
ences and events and has written numerous articles and co-
authored books about Business Process Management, Process
Intelligence, Performance Management, and Organizational
Analysis.
Joerg Klueckmann is Director of Product Marketing for
Process Intelligence Solutions at Software AG. He studied
Sociology, Business Administration, and Intercultural
Communication at FSU, Jena, Germany, and LSU, Baton Rouge,
USA, graduating with distinction. Prior to joining Software AG,
he was Head of Product Marketing at Intershop and IDS
Scheer. He has written numerous articles about Business
Process Management, Business Innovation, and Process
Intelligence.
Mike Lees is Vice President of Enterprise BPM Solutions at
Software AG and was previously responsible for the BPM
Business Line at webMethods/Software AG. Prior to joining
webMethods he was Founder and CEO of the market-leading
metadata and knowledge management vendor Cerebra, Inc.,
which was acquired by webMethods in 2006. He has held
senior positions in technology analysis and fund management
organizations. Michael is a qualified UK Chartered Accountant

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01_876206-ffirs.indd iii 6/1/10 10:25 AM

 (ACA) and has a degree in Business Economics from Durham
University, England. He is co-author of BPM Basics For
Dummies.
Bruce D. Williams is Senior Vice President and General
Manager of Strategic Programs for Software AG and was previ-
ously the Vice President of BPM Solutions for webMethods. He
has graduate degrees in Engineering Computing and Technical
Management from Johns Hopkins University and the University
of Colorado and a BS in Physics also from Colorado. Bruce fre-
quently writes and speaks on topics about business and tech-
nology trends. He is co-author of Six Sigma For Dummies, The
Six Sigma Workbook For Dummies, Lean For Dummies, and BPM
Basics For Dummies.

Dedications
Tobias Blickle: To my family.
Helge Hess: To my wife, Anette, and my children, Jana and
Henri.
Joerg Klueckmann: To my parents Baerbel and Gerd.
Mike Lees: To those I love.
Bruce Williams: To everyone with the vision and dedication to
unite process improvement with information technology.

Authors’ Acknowledgments
The authors acknowledge Nancy Beckman, Mike Burns, Ruth
Ann Femenella, Aleksandra Georgieva, Kevin Iaquinto, Bryan
Quinn, and Annette Rebellato for their guidance and assistance
in the preparation of this work.
We thank Wolfram Jost, Susan Ganeshan, Markus von den
Driesch, Frank Gahse, Andreas Kronz, Ricardo Passchier, Matt
Green, Andrea Nygren, Patrik Hachmann, Andreas Koch,
Winfried Barth, Michael Timpe, and Ian Walsh for their sup-
port in the development of the book.

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01_876206-ffirs.indd iv 6/1/10 10:25 AM

 Table of Contents
Foreword . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . vii

Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .1
About This Book ........................................................................ 1
Icons Used in This Book ............................................................ 2

Chapter 1: Get Smart about Process Intelligence . . . . . .3

Understanding Process Intelligence ........................................ 3
Making the Process-Driven Organization a Reality ............... 6
The Three Levels of Process Intelligence ............................... 7
The Cycle of Business Process Excellence (BPE) .................. 9

Chapter 2: What Process Intelligence Can Do for You . . . 11

Think Process — See Process ................................................ 11
Black Box and White Box: Two Views of a Process ............. 12
Process Intelligence Revealed ................................................ 13
Intelligence Capabilities ......................................................... 25

Chapter 3: The Information Architecture of Process

Intelligence . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .31
The Process Intelligence Information Architecture ............ 31
Process Intelligence Collection .............................................. 33
Process Intelligence Processing............................................. 34
Process Intelligence Visualization ......................................... 37

Chapter 4: Developing Your Process Intelligence . . . .39

Learning about Process .......................................................... 39
From Knowledge to Intelligence............................................. 43
Implementing Process Intelligence Technology .................. 43

Chapter 5: Process Intelligence in Action . . . . . . . . . . .49

Sales Challenges at UMG ........................................................ 49
Sales Process Intelligence at UMG ......................................... 51

Chapter 6: Ten Application Scenarios for Process

Intelligence . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .57
Contact-to-Order ..................................................................... 57
Procure-to-Pay .......................................................................... 58

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 vi Process Intelligence For Dummies, Software AG Special Edition

Order-to-Cash ........................................................................... 59
Problem-to-Resolution............................................................. 60
Logistics — Order Processing ............................................... 61
Process Intelligence in Financials .......................................... 62
Transaction Banking ................................................................ 62
Straight-Through Processing .................................................. 63
Risk and Compliance ............................................................... 63
Insurance................................................................................... 64

Chapter 7: Ten Best Practices of Process Intelligence . . .67

Get Process Savvy ................................................................... 67
Create Value ............................................................................. 67
Engage the Stakeholders ......................................................... 68
Establish the Wellspring of Knowledge................................. 68
Intelligence Is for Everyone .................................................... 68
Measure First ............................................................................ 69
Keep Things Simple ................................................................. 69
Sync Up with Strategy ............................................................. 70
SOA It Goes ............................................................................... 70
Intelligence Is Forever ............................................................. 70

Chapter 8: Ten Process Intelligence Pitfalls to Avoid . . . 71

Taking Your Eye Off the Ball................................................... 71
Lonesome Cowboy................................................................... 71
We Already Have This ............................................................. 72
It’s an IT Thing.......................................................................... 72
It’s a Secret Weapon ................................................................ 73
You Forgot the K in KPI ........................................................... 73
Baaad Data ................................................................................ 74
Measure Everything! ................................................................ 74
IT Doesn’t Know Process ........................................................ 75
Being Scatterbrained ............................................................... 75

Appendix A: Glossary . . . . . . . . . . . . . . . . . . . . . . . . . . . . .77

Appendix B: Resources . . . . . . . . . . . . . . . . . . . . . . . . . . .83

Web Resources ......................................................................... 83
Blogs and Community Forums ............................................... 84
Books ......................................................................................... 84
Conferences .............................................................................. 85
Technology Vendors ............................................................... 85
Analyst Firms ............................................................................ 85
Look around You! ..................................................................... 86
Software AG .............................................................................. 86

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 Foreword
P rocess Intelligence is the answer to the organization’s
need for timely process information and the ability to
make the rapid decisions demanded by today’s dynamic eco-
nomic developments.

Traditionally, business intelligence concepts focused on inter-

nal and external reporting. Most notably, data warehouses
were developed in the early 1990s to provide integrated and
consistent data to support management decisions. At about
the same time, technology for On-Line Analytical Processing
(OLAP) started to gain mainstream adoption to enable
end-users with fast, interactive analysis of their business
data. Both concepts form the foundation of many Business
Intelligence systems today but are limited to report on infor-
mation from the past.

Ten years later, around the year 2000, there was a growing
understanding that the collection and creation of strategic
planning data reflecting an organization’s future is also an
important part of Business Intelligence. Planning was added
to reporting and analysis applications that mostly reported on
the deviations between plan and actual data.

Now in 2010, the unpredictable and ever-changing economy

also forces organizations to look at the present. Processes
are now under closer scrutiny and need to be monitored and
analyzed in real time to enable organizations to react more
quickly to business events. Organizations also want to auto-
mate decision making when possible during process execu-
tion. Process Intelligence systems offer a solution to this by
combining the technologies for monitoring past and present
performance, planning support for the future, and supporting
the immediate operational needs of processes.

Both from a conceptual and technological point of view, the

emergence of Process Intelligence has just begun. Research at
the Business Application Research Center (BARC) shows that
many organizations lack the fundamental prerequisites to be

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 viii Foreword

in a position to implement Process Intelligence. This starts

with defining and measuring Key Performance Indicators for
processes and ends with the implementation of the neces-
sary technology, for example, the ability to quickly integrate
and analyze business process data. But the need to integrate
Process Intelligence into Business Intelligence and process
management strategies will grow quickly, so it is essential to
start looking at it today.

This book provides a good starting point for companies

that want to adopt the concepts and technology for Process
Intelligence. It provides an excellent overview on Process
Intelligence concepts and technology and will help you to
take the first steps into an exciting new chapter of Business
Intelligence and decision support. I hope you enjoy reading this
book and wish you every success in implementing its ideas.

Dr. Carsten Bange

Founder and CEO
Business Application Research Center (BARC)

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03_876206-flast.indd viii 6/1/10 10:25 AM

 Introduction
I t’s a process world. In 21st-century business, you must
have a process-oriented view of your enterprise. You must
have access to process information and make it comprehen-
sible and applicable because the very essence of business
performance is based on the effectiveness of your processes.
Hundreds or even thousands of processes are active across
your business enterprise; how well you understand and
manage them defines your success.

To excel in this environment, you have to have more than

just an education and some skills. Those will get you started,
but you need to be process-smart and process-aware. Even
process smarts aren’t quite enough, though. You have to be
instantly up-to-the-minute knowledgeable. And even with all
this, you’ve got to be able to apply this process savvy with
insightful reasoning and goal-directed problem-solving ability.

Putting all this together means you need to have intelligence

in a process-driven enterprise. In other words, you have to
have Process Intelligence.

Process Intelligence (PI) has quickly emerged on the busi-

ness landscape as the way for people to excel in the modern
process-oriented world. PI is a well-designed and engineered
set of tools and techniques for understanding an enterprise
from a process perspective, characterizing active processes,
and knowing what’s happening within and around them.

About This Book

We wrote this book as a primer and as a reference for you.
You may be a business manager, or an IT practitioner, or
maybe an ambitious career individual who wants to know
what Process Intelligence is and how to apply it. This book is
for you!

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04_876206-intro.indd 1 6/1/10 10:25 AM

 2 Process Intelligence For Dummies, Software AG Special Edition

Process Intelligence For Dummies, Software AG Special Edition

is more than just an overview or survey of Process Intelligence.
It describes both the business management and information
technology sides of the story and delves into the process-
centric foundation upon which Process Intelligence is built. As
a basics book, it is necessarily brief, so you’ll want to follow up
in some of the areas that are most interesting or important to
you. This book is also a reference book that’s organized into
chapters, so you can flip right to what you need.

We use some business management, process improvement,

and information technology concepts and language in this
book. To get extra smart on some of these aspects, check
out BPM Basics For Dummies by Kiran Garimella, Mike Lees,
and Bruce Williams; SOA Adoption For Dummies by Miko
Matsumura, Bjoern Brauel, and Jignesh Shah; Six Sigma For
Dummies by Craig Gygi and Bruce Williams; and Lean For
Dummies by Bruce Williams and Natalie Sayer. Also check
out Balanced Scorecard Strategy For Dummies by Charles
Hannabarger, Frederick Buchman, and Peter Economy (all
published by Wiley).

Icons Used in This Book

In the margins of this book, you will see some helpful little icons
that can help you pinpoint particular types of information:

Key points for implementing Process Intelligence successfully.

Caution — a risk or pitfall could get you into trouble.

When you see this, it’s an indication of a technical detail.

This is where we’ve summarized a concept for you.

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04_876206-intro.indd 2 6/1/10 10:25 AM

 Chapter 1

Get Smart about Process

Intelligence
In This Chapter
▶ Defining Process Intelligence
▶ Discussing why companies use Process Intelligence
▶ Understanding the three stakeholders
▶ Looking at the cycle of Business Process Excellence

P rocess Intelligence is a special combination of savvy

and information. You learn the savvy part through edu-
cation, training, mentoring, and continuously applied experi-
ence (refer to Chapter 4). The information part is captured
and brought to you by information systems and technologies
(see Chapter 3 for more on this). These systems are part of
the information infrastructure of your business. They’re also
part of the information universe that includes systems within
the businesses of your customers and suppliers, and even
other information and systems out across the Internet.

Process Intelligence satisfies your hunger for knowledge

about your business by feeding you the information you need,
anytime you need it, in the way you can digest it and turn it
into energy going forward.

Understanding Process
Intelligence
Process Intelligence (PI) is the ability to understand business
processes and knowing how to use them effectively. When you

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05_876206-ch01.indd 3 6/1/10 10:25 AM

 4 Process Intelligence For Dummies, Software AG Special Edition

have Process Intelligence, you can use your business processes

to improve product and service quality, productivity, and prof-
itability by making process information more accessible and
comprehensible, and then directly applying it to your business
activities. Process Intelligence is a cornerstone of Business
Process Excellence (BPE), enabling you to better leverage your
investments in management methods, information systems,
and technology infrastructure to improve operational perfor-
mance at every level and more precisely execute on your stra-
tegic intent. In short, Process Intelligence helps to adjust and
apply your processes to compelling business advantage.

Process Intelligence assists everyone involved in a process

to make better decisions every day — including process
engineers, managers, operations folks, and technical staff. PI
includes technologies that use intelligent software to enable
better and faster reasoning about process data. PI software
applies sophisticated tools to tasks such as knowledge acqui-
sition, data analysis, system control, and process optimiza-
tion. PI tools gather process data, provide interpretations,
and make both historic and real-time results available across
your enterprise and even to your suppliers and customers.

Process Intelligence is enabled through technologies and

practices that are the culmination and evolution of tools like
Business Intelligence (BI), Business Activity Monitoring (BAM),
and Process Discovery, combined with analytical methods like
Six Sigma, and enabled through Business Process Management
(BPM) solutions. In PI solutions, the technologies are seam-
lessly integrated, rapidly deployed, and easy to use, leading to
dramatic improvements in business performance.

With Process Intelligence, you can

✓ Discover opportunities for savings by seeing precisely

where waste and loss is occurring in your business
✓ Know immediately when a business process, activity, or
transaction encounters a delay or commits an error
✓ Uncover weaknesses and areas of exposure in any part of
a process or activity
✓ Understand the connections between high-level strategy
and operational activities
✓ See the how value streams between you, your customers,
and your suppliers are working

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 Chapter 1: Get Smart About Process Intelligence 5
Because Process Intelligence is so powerful, you can apply
it to any business process or function. People use Process
Intelligence for everything from order processing, service
management, transaction banking, sales, insurance, health
care, energy and utilities, logistics, and more. In a process
world, everyone seeks Process Intelligence.

Outcomes like revenues, profit, and customer turnover are the

visible results of the many intermediate activities and events
within a business. Figure 1-1 paints the picture. Countless influ-
encers lurk beneath the surface of your business to affect these
outcomes. Of the many operational activities and business pro-
cesses active in an enterprise, what’s the connection between
these few lagging financial indicators and the many leading
process-oriented indicators? When you have the ability to
understand these connections, interpret the leading indicators,
and derive the proper immediate concrete actions to improve
your results, you have Process Intelligence.

Revenue
Profit Turnover

Productivity
Error Rates Cycle Times
Customer Satisfaction
Capabilitie sts
s Process Co

Reliability Levels

Figure 1-1: The tip of the performance iceberg.

Process Intelligence is sought by every corporate manager so

they can effectively interpret operational Key Performance
Indicators (KPIs) in the context of their real-world business
processes. You want process efficiencies and operational
performance to be transparent at all times. If your KPIs aren’t
where you need them to be, you want to immediately identify
and resolve the anomalies. People can’t wait until the end of
the quarter, the end of the day, or sometimes even another
ten minutes to know whether the factors influencing their

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05_876206-ch01.indd 5 6/1/10 10:25 AM

 6 Process Intelligence For Dummies, Software AG Special Edition

targets are on track. With Process Intelligence, you can con-

stantly check how all the pieces of your enterprise are per-
forming. Replace crisis management with the intelligence to
correct errors before problems become serious.

Tools of the past, such as traditional Business Intelligence (BI)

software, are too cumbersome and time-consuming. They don’t
allow you to see the direct link between KPIs and the end-to-
end processes causing these indicators, or immediately take
action to improve your business processes and outcomes.

Making the Process-Driven

Organization a Reality
Successful process-driven organizations share a sense of
purpose and priority. They can translate strategy into action,
define the key indicators of performance at every level within
a coherent hierarchy, and manage the processes that drive
performance. Successful enterprises can synchronize their
long-term strategic goals with the everyday tactical execution
of their related processes. And they accomplish this by apply-
ing Process Intelligence.

Intelligence is power
With Process Intelligence, you can assess your business pro-
cesses in terms of speed, cost, quality, quantity, and other key
measures, and turn your business into a higher-performing
enterprise. You have the power to continuously adjust and
improve the way your internal and external business processes
perform. By understanding KPIs as they happen in live business
processes, you can make objective decisions and realize your
improvement potential. Just imagine the impact you can have
by easily identifying the factors that impact process effective-
ness, and by discovering and reusing best practices.

What’s in it for me?

You aren’t born with Process Intelligence, and you don’t just
suddenly wake up one day with a towering process IQ. You

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 Chapter 1: Get Smart About Process Intelligence 7
develop your process knowledge and analytical capabilities
over time. And what do you get as a result?

✓ Better performance: Improved processes lead to

improved business performance; you’re more competi-
tive and make more money.
✓ An efficient early-warning system: Get out from under
reactive responses by seeing critical key indicators of
performance (quantity, time, cost, quality) in real time —
or even predict potential outcomes.
✓ Faster and better decisions: Identify process deficien-
cies more quickly, and take immediate corrective action
before things get out of hand.
✓ More with less: Get more out of your people, time, and
money by reducing waste and eliminating mistakes in
how work gets done.
✓ Informative benchmarks: Understand what’s happening
now. Benchmark your processes so you know where to
apply improvements and best practices.

Developing Process Intelligence is the best and fastest way to

achieve these benefits. But you don’t have to train to become
a Six Sigma Black Belt or hire a bevy of programmers to make
this happen! The methods and tools of Process Intelligence
are now available to everyone.

The Three Levels of Process

Intelligence
Orient your perspective on processes according to three
levels: strategic, tactical, and operational, which naturally
align to three classes of stakeholders: strategic, tactical and
operational.

The strategic stakeholders

The senior-most managers need easy-to-interpret KPIs that
deliver relevant facts to help them make informed decisions.

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 8 Process Intelligence For Dummies, Software AG Special Edition

Strategic stakeholders need to answer questions like:

✓ Where are we now, relative to plan?

✓ What’s working? What isn’t working?
✓ Will we achieve our goals?

Top managers respond best to visuals like dashboards, so

they can assimilate information easily. For them, Process
Intelligence is how all the tactical and operational processes
roll up to these top-level outcomes. A view that provides
interactive traffic lights, trend charts, and deviations from
planned performance levels (such as time, cost, quality, quan-
tity, risk) is what managers need in order to understand the
status of their performance-driven organization.

The tactical stakeholders

Process owners need end-to-end detailed information. They
must ensure process efficiency and effectiveness — which
they can only achieve by continuously monitoring whole live
processes and evaluating them in terms of quantity, time,
cost, quality, and risk.

Process owners seek Process Intelligence in order to rig-

orously analyze their processes — even down to a single
instance. An average process cycle time of 15 days from ten
processes might be caused by two of the processes needing
10 days while eight processes needed just 5 days. Process
owners must be able to find out what causes the two pro-
cesses to need 10 days. After identifying the root cause, they
can then address the causes and fix the running processes.

What tactical stakeholders want to know is:

✓ Where do we need to intervene?

✓ Are our interventions, changes, and improvements
working?
✓ What further changes do we need to make?

Looking just at the KPIs won’t identify the nature of weak-

nesses and areas for improvement. You have to see and
understand the structure of your processes and find out
which activities are performed, in what order, who is

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 Chapter 1: Get Smart About Process Intelligence 9
involved, and what’s happening. Every individual process
instance can be processed in its own way, so you need to see
each process instance and have the ability to examine the
precise details to discover the real issues.

You don’t learn much from looking at averages. You need to

see the whole landscape — the ranges, the distributions, and
the individual instances. Most often, it’s the outliers that drive
your overall performance, so be sure you see the big picture.

The operational stakeholders

The largest group of stakeholders is the operations staff. They
need to know what’s happening within their individual work
processes right now, in real-time, on an event-by-event basis.
They also need to know where they stand in the end-to-end
value stream. People in operational roles need to manage
current transactions and respond to critical issues as they
happen. They need the knowledge of incoming events and
downstream results, and to be aware of critical situations in a
way that frees them to perform their work but also to respond
to important exceptions and take immediate action. The oper-
ational stakeholders seek answers to questions like:

✓ How well is everything working right now?

✓ What’s going wrong? What action should I take to fix it?
✓ What’s coming next? What do I need to be ready for?

Truly understanding a process isn’t simple. Gaining the insight

needed for Process Intelligence takes time and skill. Managers
need to ensure the operations staff have the support and assis-
tance they need to be successful “process engineers.”

The Cycle of Business Process

Excellence(BPE)
The continuous cycle of improvement, may be a phrase you’ve
heard again and again. But you’ve heard it many times
because it’s important. Take a moment to examine the life-
cycle diagram in Figure 1-2.

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 10 Process Intelligence For Dummies, Software AG Special Edition

Strategize Design

Business
Monitor
Implement
& Control
IT

Execute Compose

Figure 1-2: The life cycle of Business Process Excellence.

You can’t have one

without the other
Everyone used to look at improvement cycles as being con-
tained within either a business area or confined to the IT
world. But these days, you can’t do one without the other.
Process improvement life cycles are part business and part
IT, and there’s a synergy in how they work together. Figure 1-2
shows the lead responsibility lies with the business, but it’s
collaboration between business and IT, all the way through.

Staying on point
Life-cycles go round and round, but change isn’t really sup-
posed to be constant. Just like the rest of us, processes need
stability, too. The result of process improvement is in achiev-
ing a point of stability; you then stay on point to monitor and
control the improved process. That’s why this phase appears
largest in Figure 1-2. Process Intelligence lives at this point
of performance. During the improvement life cycle, you must
design-in the intelligence capabilities (See Chapter 4), but you
apply Process Intelligence most as you monitor and control.

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Other documents randomly have
different content
 12. In compounds of self : e.g., self-esteem, self-respecting, etc.,
but not in selfhood, selfish, selfsame, or oneself.
13. In connecting ex, vice, general, elect, etc., constituting parts
of titles, with the chief noun: e.g., ex-Governor Draper, Governor-
elect Wilson, etc.
14. In compounds of by : e.g., by-laws, by-products, etc.
15. In connection with prefixes co, pre, and re when followed by
words beginning with the same vowel as that in which they
terminate, but not when followed by a {48} different vowel or a
consonant: e.g., co-operation, but coeducation ; pre-empted, but
prearranged ; re-elected, but recast. Exceptions: combinations with
proper names, long or unusual formations, and words where the
hyphen defines the meaning: e.g., re-creation and recreation, re-
form and reform, re-collect and recollect, pre-Raphaelite.
16. In writing ordinal numbers when compounded with such
words as first-rate, second-hand, etc.
17. In connection with the word quasi prefixed to a noun or to an
adjective: e.g., quasi-corporation, quasi-compliant, etc.
18. In connection with the Latin prepositions extra, infra, semi,
supra, and ultra : e.g., extra-hazardous but extraordinary ; ultra-
conservative but Ultramontane.
19. In spelling out fractional numbers involving more than two
words: e.g., The supply is three-quarters exhausted ; but, This
leaves twenty-five hundredths.
20. In compounding numerals of one syllable with self-explanatory
words of various meanings: e.g., three-legged, four-footed, one-
armed, etc.
Also in combining numerals with nouns, to form an adjective: e.g.
twelve-inch rule, hundred-yard dash, two-horse team, etc.
21. In compounding a noun in the possessive case with another
noun: e.g., jews’-harp, crow’s-nest, etc. {49}
 22. In some compounds with tree : e.g., apple-tree ; but
whippletree, crosstree, etc.
23. In compounding personal epithets: e.g., hard-headed, bow-
legged, etc.
24. Use the hyphen in the following words:
after-years bas-relief birth-rate blood-feud blood-
relations common-sense cross-examine cross-reference
cross-section death-rate feast-day folk-song food-stuff
fountain-head guinea-pig horse-power page-proof pay-
roll poor-law post-office sea-level sense-perception
son-in-law subject-matter man-of-war object-lesson
thought-process title-page wave-length well-being well-
nigh will-power

Do not use the hyphen:

1. When writing points of the compass: e.g., northeast,
southwest ; but north-northeast, etc.
2. In words ending in like, unless compounded with nouns
containing more than one syllable (except when ending in l ): e.g.,
childlike, lifelike ; but business-like, bell-like, etc.
3. In compounds ending with man or woman : e.g., workman,
needlewoman, etc.
4. In phrases such as by and by, by the bye, good morning,
attorney at law, coat of arms, etc.
5. In words ending in boat, house, look, room, side, yard, shop,
mill, field, work, chair, maker, holder, keeper, skin, store, book,
fold, score, penny, pence when the prefixed noun {50} contains but
a single syllable: e.g., twofold, schoolroom, handbook, windmill,
bookkeeper, workshop, etc. Exceptions: Court-house and State
House.
When prefixed noun contains two syllables, use the hyphen: e.g.,
bucket-shop, twenty-fold, ante-room, mason-work, paper-mill, etc.9
 When prefixed noun contains three or more syllables write as two
separate words: e.g., policy shop.
6. In compounds of bi, tri, semi, or demi : e.g., bimonthly,
tricolor, semiannual, demijohn. Exceptions: long or unusual
formations: e.g., bi-centennial, etc.
7. In today, 10 tonight, tomorrow, viewpoint, or standpoint.
9 See page 47, Sec. 5.
10 Cf. the old English words to-morn, to-year, etc.

8. In connection with the negative prefixes un, in, and a : e.g.,

unrepublican, inanimate, etc., but the prefix non requires the
hyphen except in words which have become common: e.g., non-
conductor, but nonsense.
9. In connection with the words over and under employed as
prefixes: e.g., overestimate, undersecretary ; but over-soul, over-
spiritual, under-man.
10. In connection with the Latin prepositions ante, anti, inter,
intra, post, sub, and super : e.g., antedate, antidote, subtitle, etc.;
but ante-room, anti-imperialistic, intra-atomic. {51}
11. In spelling out a series of fractions: e.g., I can secure you one,
two, or three fifths, not one-, two-, or three-fifths.
Nor in writing ordinary fractions: e.g., one half, five eighths, etc.
But another class of fractions require the hyphen: e.g., twenty-
fifth, twenty-two one-hundredths.
12. In compounds ending with holder or monger : e.g.,
stockholder, ironmonger.
13. In compounds beginning with eye : e.g., eyeglass, eyebrow,
eyelash, eyewitness, etc.
14. In compounds with the word school : e.g., schoolmates,
schoolmaster, etc. Exceptions: when made with a participle: e.g.,
school-teaching ; or in combinations where separate words are more
clear: e.g., school committee, school children, etc.
 15. In compounds with deutero, electro, pseudo, sulpho, thermo,
etc., unless the compound is unusual: e.g., electrotype, pseudonym,
etc.
16. In compound adverbs: e.g., meantime, moreover, forever,
everywhere, etc. But in phrases like after a while, in the mean time,
for ever and ever, the words should be separated.
17. In words like anybody, anyhow, anything, anyway, anywhere,
somebody, somehow, something, sometime, somewhat,
somewhere. But any one and some one are written as separate
words.
 {52}

DIVISION OF WORDS

THE unnecessary division of a word should always be avoided. The

whole word should be carried over whenever possible.
2. A word should be divided in accordance with its natural division
in correct pronunciation, rather than according to derivation: e.g.,
knowl-edge, not know-ledge ; but divide according to meaning and
derivation as far as is compatible with good spacing and
pronunciation: e.g., dis-pleasure, not displeas-ure.
3. A single consonant between two vowels should be joined with
the first vowel if short, but with the latter if long: e.g., riv-er, ri-val ;
but avoid dividing words as short as these if possible.
4. When two consonants come together between two vowels the
consonants should be divided: e.g., mil-lion, struc-ture.
5. When three consonants come together between two vowels the
first of which is short, all which can be pronounced together go with
the last syllable: e.g., han-dle, chil-dren, frus-trate, etc.
6. Whenever practicable, and always when the pronunciation of a
word is peculiar, the division should come upon the vowel: e.g., pro-
duct, colo-nel, sepa-rate, peo-ple, pro-gress. {53}
Exceptions: words ending in -able and -ible, which should carry
the vowel over into the next line.
7. The letters c and g must never be separated from the vowels
e, i, and y upon which their soft sound depends: e.g., re-li-gion, ca-
pa-ci-ty, etc.
 8. X must never begin a syllable, j must never end one, and q
must not be separated from u, which invariably follows it.
9. When used as terminations, ing, en, ed, er, est, and the plural
es are considered as syllables, except when the preceding
consonant is doubled, or when they follow c or g soft: e.g., speak-
ing, tak-en, long-er ; but lat-ter, for-cing, ran-ging.
10. Two-letter divisions should always be avoided. These words
should never be divided: eleven, heaven, power, faster, finer,
houses, given, flower, prayer, soften, liken, verses, listen, often,
voyage, nothing, even, etc.
11. When a derivative word ends in t, the t is carried over when
the accent changes: e.g., instinc-tive (instinct); but not otherwise:
e.g., construct-ive (construct).
12. More than two divisions in successive lines should be avoided.
13. A division at the end of the last full line of a paragraph should
be avoided.
14. A word of four letters is not divisible. Dividing words of five or
six letters should be avoided if possible. {54}
15. An amount that is stated in figures should not be divided.
16. A word in the past tense, pronounced as one syllable, should
not be divided: e.g., beamed.
17. The separation of two initials of a person’s name, or such
combination as B.C., A.M., should be avoided.
18. A divided word that will appear on the last line of one page
and the top line of the next page is to be avoided.
19. Separating a divisional mark (a ) or (b ) from the matter to
which it pertains should be avoided.
20. Adjectives ending in -ical should be divided upon the i : e.g.,
musi-cal, not music-al or mu-sical.
21. Word endings -tion, -sion, -tial, -cial, -tive, etc., are treated
as one syllable.
22. In compound words additional hyphens should be avoided:
e.g., music-lesson, not music-les-son.
 Keep prefixes, roots, suffixes, etc., as distinct as possible.
N OTE. Division of words in French, Italian, German, and Spanish, may be found
in De Vinne’s “Correct Composition,” pp. 434–446.
 {55}

INDENTION AND PARAGRAPHING

IN prose manuscript, each paragraph should be written with regular

indention.
2. When paragraphs are numbered, the figure should be written
where the capital letter of the first word would otherwise be placed.
3. In poetry, lines which overrun should be written with reverse
indention.
4. When poetry is quoted in a prose composition, it should begin
on a new line. If the continuation of the prose writing does not call
for a new paragraph, the next line of prose text begins without
indention.
5. When a prose quotation is introduced, it should be treated as in
Rule 4 if it contains more than a single sentence; otherwise it is “run
in,” with the proper quotation-marks and punctuation.
6. There are different forms of indention in typography which are
used for different purposes, viz.:
Irregular indention.— For this form
of in­den­tion there are no spec­i­fied rules,
and it is used prin­ci­pal­ly in cer­tain styles
of po­et­ry and in dis­play work. {56}
En échelon indention is largely
used for dis­play in post­ers and ad­ver­‐
tise­ments. It con­sists in the di­ag­o­nal ar­‐
range­ment of words, thus:
 CARPETS
CHAIRS
TABLES
STOVES
Hanging indention, which makes the
first line of full width and in­dents all
the fol­low­ing lines one or more ems
on the left, as shown in these four
lines.

Lozenge in­den­tion re­quires an ar­‐

range­ment of the lines in this manner:
 {57}

PARAGRAPHING
Indention and Display are the methods employed in typography to
secure clearness and to add distinction to the printed page, but
clearness in the body of the text is dependent upon the skill of the
writer in properly dividing his composition into paragraphs. Just as
correct punctuation assists the reader in his understanding of a
sentence, so does correct paragraphing add to the understanding of
the composition as a whole. The following rules may be formulated,
based upon the practice of the most careful writers:
1. A sentence which continues the topic of the sentence which
precedes it rather than introduces a new topic should never begin a
paragraph.
2. Each paragraph should possess a single central topic, to which
all the statements in the paragraph should relate. The introduction
of a single statement not so related to the central topic violates the
unity.
3. A sentence or short passage may be detached from the
paragraph to which it properly belongs if the writer wishes
particularly to emphasize it.
4. For ease in reading, a passage which exceeds three hundred
words in length may be broken into two paragraphs, even though no
new topic has been developed.
5. Any digression from the central topic, or any change in the
viewpoint in {58} considering the central topic, demands a new
paragraph.
6. Coherence in a paragraph requires a natural and logical order of
development.
 7. Smoothness of diction in a paragraph calls for the intelligent use
of proper connective words between closely related sentences. A
common fault, however, is the incorrect use of such words as and or
but between sentences which are not closely related.
8. In developing the paragraph, emphasis is secured by a careful
consideration of the relative values of the ideas expressed, giving to
each idea space proportionate to its importance to the whole. This
secures the proper climax.
9. The paragraph, like the composition itself, should possess
clearness, unity, coherence, and emphasis. It is a group of related
sentences, developing a central topic. Its length depends upon the
length of the composition and upon the number of topics to be
discussed.
 {59}

SPACING

EACH line should be spaced evenly throughout.

2. The spaces in a line should never vary more than the difference
between a three to em space and an en quad.11
11 See page 60.

3. Uniformity in appearance shows excellence in printing. To have

one line thin-spaced and the next wide-spaced is in bad taste. Even
in narrow measure this inequality can be avoided with proper care.
4. In fonts of type where ends of hyphens and dashes touch the
adjoining letters, hair-spaces should be used. Also use hair-spaces
before colons, semicolons, interrogation-points, exclamation-marks,
and inside quotation-marks.
5. No space should be left between superior letters, or letters
indicating powers, and inferior figures or letters; or between letters
forming products.
6. No space should be left between the abbreviations A.D. and B.C.,
A.M. and P.M., between titles, such as LL.D., Ph.D., etc., or between
the abbreviations of States, such {60} as N.Y., R.I., N.H., etc., except
in a wide-spaced line.
7. Scripture references should be spaced as follows: II Sam.
1 : 2–6; 2 : 8–12.
8. No space should be left between the symbols $ and £ and the
succeeding figures.
 9. An indention of one or more ems should be allowed at the end
of the last line of a paragraph.
10. The same space should be left on each side of short words,
such as a, an, etc.
11. It is poor typography to thin-space or wide-space a line in
order to avoid a turn-over.
12. Beginning and ending a line with the same word in wide
measure should be avoided, but not at the expense of good spacing.
13. The kerned letters f and j require a hair-space before them
when they begin a line. When kerned letters end a line a hair-space
is necessary after them to prevent breaking off in printing.
14. Should wide spacing be necessary, it should occur where it will
be least noticed; viz., between words ending or beginning with tall
letters.
15. This is an en dash: –
This is an em dash: —
This is a 2 em dash: ——
This is a 3 em dash: ———
{61}
16. This line is hair-spaced.
This line is spaced with 5-em spaces.
This line is spaced with 4-em spaces.
This line is spaced with 3-em spaces.
This line is spaced with en quads.
This line is spaced with em quads.
 {62}

ITALIC

THE first italic types were designed and used by Aldus Manutius,
the celebrated Italian printer, of the fifteenth century. It is said that
the style was suggested by the handwriting of Petrarch. In the first
fonts only the lower case letters were italic, the capitals being
roman; but this irregularity soon gave way to the more regular style
of italic capitals and lower case.
1. Italic is not used for the text of a book, but it is permissible for
the preface, extracts, etc.
2. For poetry and other matter of a literary character italic has a
decorative effect.
3. Italic is used for emphasis in roman composition and vice versa.
4. Italic is used frequently for subheads, running-heads, and side-
heads, as well as for important paragraphs or extracts.
5. Italic is often used instead of roman-quoted for the titles of
books, magazines, newspapers, and names of ships.
6. Signatures or credits are often placed in italic at the end of an
article.
7. Foreign words and phrases are often required to be set in italic,
but there are many which are now so familiar to English readers {63}
that they are kept in the ordinary text. The following is a list of the
most familiar words:
à propos ad valorem addenda aide-de-camp alias
alibi alma mater anno domini ante-bellum beau idéal
billet-doux bon-ton bona fide bravo café canto carte
 blanche chapeau chaperon chargé d’affaires
chiaroscuro cicerone contra corrigenda data débris
début depot diarrhœa diatum dilettante dramatis
personæ ennui entrepôt erratum et cetera facsimile
fête finis gratis hoi polloi imprimatur innuendo
literati mandamus manœuvre mignonette naïve
ollapodrida onus paterfamilias patois per annum per
capita per cent. per centum per se post-mortem pro
rata protégé quondam régime rendezvous rôle
savant seraglio sobriquet ultimatum verbatim vice
vice versa viva voce
8. The following expressions, which are not as a rule so well
known, should be italicized:
ab ovo ancien régime bête noire comme il faut de quoi
vivre de trop en passant fait accompli grand monde
hors de combat inter alia jeu d’esprit locum tenens mise
en scène noblesse oblige raison d’être sans cérémonie
tour de force
{64}
9. Italic is used in the following words, phrases, and abbreviations
employed in literary and legal references: e.g., ibid, idem, loc. cit.,
op. cit., ad loc., s.v., supra, infra, passim, vide, circa (ca. ).
Exceptions: cf., i.e., e.g., v. (versus), viz., etc., which are always
roman.
10. Punctuation marks which are placed after italicized words
should be italic.
Italic is used:
1. For the names of plaintiff and defendant in the citation of legal
causes.
2. In algebraic, geometric, and similar matter to designate
unknown quantities, lines, etc.
 3. For s. and d. (shilling and pence ) following the figures: e.g.,
1s. 6d.
4. For specific names in Botany, Zoölogy, and Geology.
5. In medical matter roman is used instead of italic for scientific
terms.
6. For names of stars or constellations in astronomical matter.
7. In resolutions for the word Resolved.
In MS. one line drawn beneath a word or sentence signifies that it
is to be put in italic.
 {65}

ABBREVIATIONS

DATES

DATES are not usually abbreviated in writing or in regular text

matter; but when necessary the following rules may be followed:
1. Do not use st, d, rd, or th after a date given in figures; e.g.,
June 3, not June 3d or 3rd. If a date is spelled out, the rule is as
follows: e.g., June the third, not June three.
2. Do not use ult., inst., or prox., but always name the month:
e.g., Oct. 25, not 25th ult., Nov. 10, not 10th inst.
3. Use generally accepted abbreviations for the names of months
when the day of the month is also given, and prefer dates in order
of day, month, and year: e.g., 7 Jan., 1912. When the name of the
month is used alone or followed only by the year, do not abbreviate:
e.g., February, 1912, not Feb., 1912.
4. For ordinary purposes use these as the generally accepted
abbreviations for the months and days of the week:
Jan. Feb. Mar. Apr. May June July Aug. Sept.
Oct. Nov. Dec.
Sun. Mon. Tues. Wed. Thurs. Fri. Sat.
5. In tables and wherever matter must be greatly condensed use
the Dewey dates, {66} which are the briefest possible without
ambiguity, in the order of (a ) day of week, (b ) day of month, (c )
month, (d ) year. These abbreviations are not desirable except in
tabular matter.
Ja. F. Mr. Ap. My. Je. Ju. Ag. S. O. N. D.
Sn. M. Tu. W. Th. F. St.

PROPER NAMES
1. Abbreviate company in firm names: e.g., John Brown & Co.
2. Spell out names of companies, railroads, etc., using the
ampersand (&) only between proper names: e.g., Brown & Sharpe
Manufacturing Company ; Norfolk & Western Railroad ; but American
Smelting and Refining Company. If names of railroads are
abbreviated, use no space between the letters: e.g., N.Y., N.H. &
H.R.R.
3. Abbreviate United States when immediately associated with the
name of an officer of the army or navy, as Lieut. John Doe, U.S.A. ;
when it is the name of an organization of the army or navy, as First
Regiment U.S.V. ; when preceding the name of a government vessel,
as U.S.S. Brooklyn.
4. In referring to plays, specify act, scene, and line, also part if
necessary: e.g., 2 Henry IV, I, ii, 1–7.
5. Christian names should be spelled in full, as John, George,
Charles, except in an {67} original signature, or when following copy
in a quotation.
6. When necessary to abbreviate Christian names, use the forms
Dan., Edw., Sam., Thos., etc. Alex, Ben, Ed, and Sam are not
always abbreviations, and copy should be followed as regards
period. Use the following list:
Alex. Alexander
And. Andrew
Anth. Anthony
Ap. Appius
Arch. Archibald
Aug. August, Augustus
Benj. Benjamin
C. Caesar
Caes. Aug. Caesar Augustus
Cath. Catherine
Chas. Charles
Dan. Daniel
Eben. Ebenezer
Edm. Edmund
Edw. Edward
Eliz. Elizabeth
Esd. Esdras
Esth. Esther
Ez. Ezra
Ezek. Ezekiel
Ferd. Ferdinand
Fran. Francis
Fred. Frederic, Frederick
Geo. George
Herbt. Herbert
Hos. Hosea
Jas. James
Jona. Jonathan
Jos. Joseph
Josh. Joshua
Matt. Matthew
Nath. Nathaniel
Pet. Peter
Phil. Philip, Philander
Philem. Philemon
Reg. Reginald
 Richd. Richard
Robt. Robert
Sam. Samuel
Theo. Theodore
Thos. Thomas
Tim. Timothy
Wm. William

TITLES
1. In ordinary body matter use generally accepted abbreviations of
titles when they are immediately prefixed to names.
2. Do not abbreviate a title used as part of a name: e.g., Bishop
Lawrence, not Bp. Lawrence.
3. Such titles as Mr., Mrs., Messrs., Gen., Dr., Hon., Rev., when
prefixed to names, may be abbreviated; but Colonel, Major,
Professor, President, ex-President, etc., are better spelled in full.
Compound titles, such as Major-General, Lieutenant-Colonel, Rear-
Admiral, etc., should also be spelled and both {69} words capitalized.
Where a person has been mentioned by name and title, and is
afterward mentioned by title only, the title should be capitalized.
Where initials of a name are used, abbreviate the title: e.g., Col. T.
G. Benson, of the Second Illinois Regiment, has returned from
Havana. The Colonel’s friends gave him a warm reception.
4. When the names of sovereigns of a country are mentioned only
occasionally, such names may be given in full: e.g., George the Fifth,
Charles the First. When such names occur frequently, they may be
printed with roman numerals without a period: e.g., George V,
Charles I
5. The following is a full list of the usual abbreviations:
A.B. or B.A. (Artium Baccalaureus ) Bachelor of Arts
Abp. Archbishop
A.C. Archchancellor
A.D. Archduke
A.D.C. Aide-de-camp
Adjt. Adjutant
Adm. Admiral
Admr. Administrator
Admx., Admrx. Administratrix
Adv. Advocate
Agt. Agent
Aldm. Alderman
A.M. or M.A. (Artium Magister ) Master of Arts
Amb. Ambassador
A.P.A. American Protective Association
Asst. Assistant
A.T. Archtreasurer
Atty. Attorney
B.A. or A.B. Bachelor of Arts
Bart. Baronet
B.C.L. Bachelor of Civil Law
B.D. (Baccalaureus Divinitatis ) Bachelor of Divinity
B.LL. (Baccalaureus Legum ) Bachelor of Laws
B.M. (Baccalaureus Medicinae ) Bachelor of Medicine
Bp. Bishop
B.R. (Banco Regis or Reginae ) the King’s or
Queen’s Bench
Brig.-Gen. Brigadier-General
Bro(s). Brother(s)
B.S. Bachelor of Science or Bachelor of Surgery
B.V. (Beata Virgo ) Blessed Virgin
Cantab. (Cantabrigia ) Cambridge
Capt. Captain
Capt.-Gen. Captain-General
Cash. Cashier
C.B. Companion of the Bath
C.C.P. Court of Common Pleas
C.E. Civil Engineer
C.J. Chief Justice
C.M.G. Companion of the Order of St. Michael and St.
George
Col. Colonel
Com. Commander, Commodore
Cor. Sec. Corresponding Secretary
Corp. Corporal
C.S. Court of Sessions
C.S. (Custos Sigilli ) Keeper of the Seal
D.C.L. Doctor of Civil Law
D.D. Doctor of Divinity
D.D.S. Doctor of Dental Surgery
Dea. Deacon
Dep. Deputy
D.F. Defender of the Faith
D.M. Doctor of Music
Dr. Doctor
D.Sc. Doctor of Science
D.T. (Doctor Theologiae ) Doctor of Divinity
D.V.M. or M.D.V. Doctor of Veterinary Medicine
E. (after titles ) Edinburgh
Esq. Esquire
F.D. (Fidei Defensor ) Defender of the Faith
F.G.S. Fellow of the Geological Society
Fr. Father
F.R.G.S. Fellow of the Royal Geographical Society
F.R.S. Fellow of the Royal Society
F.R.S.A. Fellow of the Royal Society of Arts
F.S.A. Fellow of the Society of Arts
G.C.B. Knight of the Grand Cross of the Bath
G.C.H. Knight of the Grand Cross of Hanover
G.C.M.G. Knight of the Grand Cross, Order of St. Michael
and St. George
Gen. General
Gov. Governor
Govt. Government
G.R. (Georgius Rex ) King George
H.B.M. His or Her Britannic Majesty
H.M. His or Her Majesty
H.M.S. His or Her Majesty’s Service
Hon. Honorable
H.R. House of Representatives
H.R.E. Holy Roman Emperor
H.R.H. His or Her Royal Highness
H.S.H. His or Her Serene Highness
I.N.R.I. (Jesus Nazarenus Rex Judaeorum ) Jesus of
Nazareth, King of the Jews
Insp. Inspector
Insp. Gen. Inspector General
I.O.O.F. Independent Order of Odd Fellows
J.A. Judge-Advocate
J.P. Justice of the Peace
J. Prob. Judge of the Probate
Jr. or Jun. Junior
K. King
K.A. Knight of St. Andrew, in Russia
K.A.N. Knight of Alexander Newski, in Russia
K.B. King’s Bench; Knight of the Bath
K.B.A. Knight of St. Bento d’Avis, in Portugal
K.B.E. Knight of the Black Eagle, in Prussia
K.C. King’s Council; Knight of the Crescent, in
Turkey
K.C.B. Knight Commander of the Bath
K.C.H. Knight Commander of Hanover
K.C.M.G. Knight Commander of Order of St. Michael and
St. George
K.C.S. Knight of Charles III, in Spain
K.E. Knight of the Elephant, in Denmark
K.F. Knight of Ferdinand of Spain
K.F.M. Knight of Ferdinand and Merit, in Sicily
K.G. Knight of the Garter
K.G.C. Knight of the Grand Cross
K.G.C.B. Knight of the Grand Cross of the Bath
K.G.F. Knight of the Golden Fleece
K.G.H. Knight of the Guelph of Hanover
K.G.V. Knight of Gustavus Vasa of Sweden
K.H. Knight of Hanover
K.J. Knight of St. Joachim
K.L.H. Knight of the Legion of Honor
K.M. Knight of Malta
K. Mess. King’s Messenger
K.M.H. Knight of Merit, in Holstein
K.M.J. Knight of Maximilian Joseph of Bavaria
K.M.T. Knight of Maria Theresa of Austria
K.N.S. Knight of the Royal North Star, in Sweden
K.P. Knight of St. Patrick
K.R.E. Knight of the Red Eagle, in Prussia
K.S. Knight of the Sword, in Sweden
K.S.A. Knight of St. Anne of Russia
K.S.E. Knight of St. Esprit, in France
K.S.F. Knight of St. Fernando of Spain
K.S.F.M. Knight of St. Ferdinand and Merit, in Naples
K.S.G. Knight of St. George of Russia
K.S.H. Knight of St. Hubert of Bavaria
K.S.J. Knight of St. Janarius of Naples
K.S.L. Knight of the Sun and Lion, in Persia
K.S.M. & S.G. Knight of St. Michael and St. George of the
Ionian Isles
K.S.P. Knight of St. Stanislaus of Poland
K.S.S. Knight of the Southern Star of the Brazils;
Knight of the Sword, in Sweden
K.S.W. Knight of St. Wladimir of Russia
Kt. Knight
K.T. Knight of the Thistle
K.T.S. Knight of the Tower and Sword, in Portugal
K.W. Knight of William of the Netherlands
K.W.E. Knight of the White Eagle, in Poland
L. (after titles ) London
L.C. Lord Chancellor
L.C.J. Lord Chief Justice
Leg. Legate
Legis. Legislature
Lieut. Lieutenant
Lieut.-Col. Lieutenant-Colonel
Lieut.-Gen. Lieutenant-General
Litt.D. (Litterarum Doctor ) Doctor of Literature
LL.B. (Legum Baccalaureus ) Bachelor of Laws
LL.D. (Legum Doctor ) Doctor of Laws
M. Monsieur
M.A. Master of Arts
Maj. Major
Maj.-Gen. Major-General
M.B. (Medicinae Baccalaureus ) Bachelor of
Medicine; (Musicae Baccalaureus ) Bachelor
of Music
M.C. Member of Congress
M.D. (Medicinae Doctor ) Doctor of Medicine
Messrs. Messieurs
Mgr. Manager; Monsignor
Min. Plen. Minister Plenipotentiary
Mlle. Mademoiselle
Mme. Madame
M.P. Member of Parliament
M.R. Master of the Rolls
Mr. Mister or Master
Mrs. Mistress
Mus. Doc. Doctor of Music
Oxon. (Oxonensis ) Oxford
P.C. (Patres Con­scrip­ti ) Con­script Fath­ers; Sen­a­‐
tors; Privy Coun­sel­lor
Ph.D. Doctor of Philosophy
Ph.G. Graduate in Pharmacy
P.M. Postmaster
P.M.G. Postmaster-General
P.R.A. President of the Royal Academy
Pres. President
Prof. Professor
Prov. Provost
P.R.S. President of the Royal Society
Q. Queen
Q.M. Quartermaster
R.A. Royal Academician
R.E. Royal Engineers
Reg. Prof. Regius Professor
Rev. Reverend
R.M. Royal Marines
R.N. Royal Navy
R.N.O. (Riddare af Nordstjerneorden ) Knight of the
Order of Polar Star
R.S.S. (Regiae Societatis Socius ) Fellow of the Royal
Society
Rt. Hon. Right Honorable
Rt. Rev. Right Reverend
Rt. Wpful. Right Worshipful
R.W. Right Worthy
R.W.O. (Riddare af Wasa Orden ) Knight of the Order
of Wasa
Sec. Secretary
Sec. Leg. Secretary of Legation
Serg. Sergeant
Serg.-Maj. Sergeant-Major
S.J. Society of Jesus
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