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Project Management
Processes, Methodologies, and Economics

Third Edition

Avraham Shtub

Faculty of Industrial Engineering and Management

The Technion–Israel Institute of Technology

Moshe Rosenwein

Department of Industrial Engineering and Operations Research

Columbia University

Boston Columbus San Francisco New York Hoboken

Indianapolis London Toronto Sydney Singapore Tokyo Montreal
Dubai Madrid Hong Kong Mexico City Munich Paris
Amsterdam Cape Town
Vice President and Editorial Director, Engineering and Computer Science:
Marcia J. Horton

Editor in Chief: Julian Partridge

Executive Editor: Holly Stark

Editorial Assistant: Amanda Brands

Field Marketing Manager: Demetrius Hall

Marketing Assistant: Jon Bryant

Managing Producer: Scott Disanno

Content Producer: Erin Ault

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Manager, Rights and Permissions: Ben Ferrini

Cover Designer: Black Horse Designs

Cover Photo: Vladimir Liverts/Fotolia

Printer/Binder: RRD/Crawfordsville

Cover Printer: Phoenix Color/Hagerstown

Full-Service Project Management: SPi Global

Composition: SPi Global

Typeface: Times Ten LT Std Roman 10/12

Copyright © 2017, 2005, 1994 Pearson Education, Inc. Hoboken, NJ

07030. All rights reserved. Manufactured in the United States of America.
This publication is protected by copyright and permissions should be
obtained from the publisher prior to any prohibited reproduction, storage in a
retrieval system, or transmission in any form or by any means, electronic,
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regarding permissions, request forms and the appropriate contacts within the
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The author and publisher of this book have used their best efforts in preparing
this book. These efforts include the development, research, and testing of
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publisher make no warranty of any kind, expressed or implied, with regard to
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Library of Congress Cataloging-in-Publication Data

Names: Shtub, Avraham, author. | Rosenwein, Moshe, author.

Title: Project management : processes, methodologies, and economics /
Avraham Shtub, Faculty of Industrial Engineering and Management, The
Technion-Israel Institute of Technology, Moshe Rosenwein, Department of
Industrial Engineering and Operations Research, Columbia University.
Other titles: Project management (Boston, Mass.)
Description: 3E. | Pearson | Includes bibliographical references and index.
Identifiers: LCCN 2016030485 | ISBN 9780134478661 (pbk.)
Subjects: LCSH: Engineering—Management. | Project management.
Classification: LCC TA190 .S583 2017 | DDC 658.4/04—dc23 LC record
available at https://lccn.loc.gov/2016030485

10 9 8 7 6 5 4 3 2 1
ISBN-10: 0-13-447866-5

ISBN-13: 978-0-13-447866-1
This book is dedicated to my grandchildren Zoey, Danielle, Adam, and Noam
Shtub.

This book is dedicated to my wife, Debbie; my three children, David,

Hannah, and Benjamin; my late parents, Zvi and Blanche Rosenwein; and my
in-laws, Dr. Herman and Irma Kaplan.
Contents
1. Nomenclature xv

2. Preface xvii

3. What’s New in this Edition xxi

4. About the Authors xxiii

1. 1 Introduction 1

1. 1.1 Nature of Project Management 1

2. 1.2 Relationship Between Projects and Other Production Systems 2

3. 1.3 Characteristics of Projects 4

1. 1.3.1 Definitions and Issues 5

2. 1.3.2 Risk and Uncertainty 7

3. 1.3.3 Phases of a Project 9

4. 1.3.4 Organizing for a Project 11

4. 1.4 Project Manager 14

1. 1.4.1 Basic Functions 15

2. 1.4.2 Characteristics of Effective Project Managers 16

5. 1.5 Components, Concepts, and Terminology 16

6. 1.6 Movement to Project-Based Work 24

7. 1.7 Life Cycle of a Project: Strategic and Tactical Issues 26

 8. 1.8 Factors that Affect the Success of a Project 29

9. 1.9 About the book: Purpose and Structure 31

1. Team Project 35

2. Discussion Questions 38

3. Exercises 39

4. Bibliography 41

5. Appendix 1A: Engineering Versus Management 43

6. 1A.1 Nature of Management 43

7. 1A.2 Differences between Engineering and Management 43

8. 1A.3 Transition from Engineer to Manager 45

9. Additional References 45

2. 2 Process Approach to Project Management 47

1. 2.1 Introduction 47

1. 2.1.1 Life-Cycle Models 48

2. 2.1.2 Example of a Project Life Cycle 51

3. 2.1.3 Application of the Waterfall Model for Software

Development 51

2. 2.2 Project Management Processes 53

1. 2.2.1 Process Design 53

2. 2.2.2 PMBOK and Processes in the Project Life Cycle 54

3. 2.3 Project Integration Management 54

 1. 2.3.1 Accompanying Processes 54

2. 2.3.2 Description 56

4. 2.4 Project Scope Management 60

1. 2.4.1 Accompanying Processes 60

2. 2.4.2 Description 60

5. 2.5 Project Time Management 61

1. 2.5.1 Accompanying Processes 61

2. 2.5.2 Description 62

6. 2.6 Project Cost Management 63

1. 2.6.1 Accompanying Processes 63

2. 2.6.2 Description 64

7. 2.7 Project Quality Management 64

1. 2.7.1 Accompanying Processes 64

2. 2.7.2 Description 65

8. 2.8 Project Human Resource Management 66

1. 2.8.1 Accompanying Processes 66

2. 2.8.2 Description 66

9. 2.9 Project Communications Management 67

1. 2.9.1 Accompanying Processes 67

2. 2.9.2 Description 68
 10. 2.10 Project Risk Management 69

1. 2.10.1 Accompanying Processes 69

2. 2.10.2 Description 70

11. 2.11 Project Procurement Management 71

1. 2.11.1 Accompanying Processes 71

2. 2.11.2 Description 72

12. 2.12 Project Stakeholders Management 74

1. 2.12.1 Accompanying Processes 74

2. 2.12.2 Description 75

13. 2.13 The Learning Organization and Continuous Improvement 76

1. 2.13.1 Individual and Organizational Learning 76

2. 2.13.2 Workflow and Process Design as the Basis of

Learning 76

1. Team Project 77

2. Discussion Questions 77

3. Exercises 78

4. Bibliography 78

3. 3 Engineering Economic Analysis 81

1. 3.1 Introduction 81

1. 3.1.1 Need for Economic Analysis 82

2. 3.1.2 Time Value of Money 82

 3. 3.1.3 Discount Rate, Interest Rate, and Minimum Acceptable
Rate of Return 83

2. 3.2 Compound Interest Formulas 84

1. 3.2.1 Present Worth, Future Worth, Uniform Series, and

Gradient Series 86

2. 3.2.2 Nominal and Effective Interest Rates 89

3. 3.2.3 Inflation 90

4. 3.2.4 Treatment of Risk 92

3. 3.3 Comparison of Alternatives 92

1. 3.3.1 Defining Investment Alternatives 94

2. 3.3.2 Steps in the Analysis 96

4. 3.4 Equivalent Worth Methods 97

1. 3.4.1 Present Worth Method 97

2. 3.4.2 Annual Worth Method 98

3. 3.4.3 Future Worth Method 99

4. 3.4.4 Discussion of Present Worth, Annual Worth and Future

Worth Methods 101

5. 3.4.5 Internal Rate of Return Method 102

6. 3.4.6 Payback Period Method 109

5. 3.5 Sensitivity and Breakeven Analysis 111

6. 3.6 Effect of Tax and Depreciation on Investment Decisions 114

 1. 3.6.1 Capital Expansion Decision 116

2. 3.6.2 Replacement Decision 118

3. 3.6.3 Make-or-Buy Decision 123

4. 3.6.4 Lease-or-Buy Decision 124

7. 3.7 Utility Theory 125

1. 3.7.1 Expected Utility Maximization 126

2. 3.7.2 Bernoulli’s Principle 128

3. 3.7.3 Constructing the Utility Function 129

4. 3.7.4 Evaluating Alternatives 133

5. 3.7.5 Characteristics of the Utility Function 135

1. Team Project 137

2. Discussion Questions 141

3. Exercises 142

4. Bibliography 152

4. 4 Life-Cycle Costing 155

1. 4.1 Need for Life-Cycle Cost Analysis 155

2. 4.2 Uncertainties in Life-Cycle Cost Models 158

3. 4.3 Classification of Cost Components 161

4. 4.4 Developing the LCC Model 168

5. 4.5 Using the Life-Cycle Cost Model 175

 1. Team Project 176

2. Discussion Questions 176

3. Exercises 177

4. Bibliography 179

5. 5 Portfolio Management—Project Screening and Selection 181

1. 5.1 Components of the Evaluation Process 181

2. 5.2 Dynamics of Project Selection 183

3. 5.3 Checklists and Scoring Models 184

4. 5.4 Benefit-Cost Analysis 187

1. 5.4.1 Step-By-Step Approach 193

2. 5.4.2 Using the Methodology 193

3. 5.4.3 Classes of Benefits and Costs 193

4. 5.4.4 Shortcomings of the Benefit-Cost Methodology 194

5. 5.5 Cost-Effectiveness Analysis 195

6. 5.6 Issues Related to Risk 198

1. 5.6.1 Accepting and Managing Risk 200

2. 5.6.2 Coping with Uncertainty 201

3. 5.6.3 Non-Probabilistic Evaluation Methods when

Uncertainty Is Present 202

4. 5.6.4 Risk-Benefit Analysis 207

5. 5.6.5 Limits of Risk Analysis 210

 7. 5.7 Decision Trees 210

1. 5.7.1 Decision Tree Steps 217

2. 5.7.2 Basic Principles of Diagramming 218

3. 5.7.3 Use of Statistics to Determine the Value of More

Information 219

4. 5.7.4 Discussion and Assessment 222

8. 5.8 Real Options 223

1. 5.8.1 Drivers of Value 223

2. 5.8.2 Relationship to Portfolio Management 224

1. Team Project 225

2. Discussion Questions 228

3. Exercises 229

4. Bibliography 237

5. Appendix 5A: Bayes’ Theorem for Discrete Outcomes 239

6. 6 Multiple-Criteria Methods for Evaluation and Group Decision

Making 241

1. 6.1 Introduction 241

2. 6.2 Framework for Evaluation and Selection 242

1. 6.2.1 Objectives and Attributes 242

2. 6.2.2 Aggregating Objectives Into a Value Model 244

3. 6.3 Multiattribute Utility Theory 244

 1. 6.3.1 Violations of Multiattribute Utility Theory 249

4. 6.4 Analytic Hierarchy Process 254

1. 6.4.1 Determining Local Priorities 255

2. 6.4.2 Checking for Consistency 260

3. 6.4.3 Determining Global Priorities 261

5. 6.5 Group Decision Making 262

1. 6.5.1 Group Composition 263

2. 6.5.2 Running the Decision-Making Session 264

3. 6.5.3 Implementing the Results 265

4. 6.5.4 Group Decision Support Systems 265

1. Team Project 267

2. Discussion Questions 267

3. Exercises 268

4. Bibliography 271

5. Appendix 6A: Comparison of Multiattribute Utility Theory with

the AHP: Case Study 275

6. 6A.1 Introduction and Background 275

7. 6A.2 The Cargo Handling Problem 276

1. 6A.2.1 System Objectives 276

2. 6A.2.2 Possibility of Commercial Procurement 277

3. 6A.2.3 Alternative Approaches 277

 8. 6A.3 Analytic Hierarchy Process 279

1. 6A.3.1 Definition of Attributes 280

2. 6A.3.2 Analytic Hierarchy Process Computations 281

3. 6A.3.3 Data Collection and Results for AHP 283

4. 6A.3.4 Discussion of Analytic Hierarchy Process and Results

284

9. 6A.4 Multiattribute Utility Theory 286

1. 6A.4.1 Data Collection and Results for Multiattribute Utility

Theory 286

2. 6A.4.2 Discussion of Multiattribute Utility Theory and

Results 290

10. 6A.5 Additional Observations 290

11. 6A.6 Conclusions for the Case Study 291

12. References 291

7. 7 Scope and Organizational Structure of a Project 293

1. 7.1 Introduction 293

2. 7.2 Organizational Structures 294

1. 7.2.1 Functional Organization 295

2. 7.2.2 Project Organization 297

3. 7.2.3 Product Organization 298

4. 7.2.4 Customer Organization 298

 5. 7.2.5 Territorial Organization 299

6. 7.2.6 The Matrix Organization 299

7. 7.2.7 Criteria for Selecting an Organizational Structure 302

3. 7.3 Organizational Breakdown Structure of Projects 303

1. 7.3.1 Factors in Selecting a Structure 304

2. 7.3.2 The Project Manager 305

3. 7.3.3 Project Office 309

4. 7.4 Project Scope 312

1. 7.4.1 Work Breakdown Structure 313

2. 7.4.2 Work Package Design 320

5. 7.5 Combining the Organizational and Work Breakdown Structures

322

1. 7.5.1 Linear Responsibility Chart 323

6. 7.6 Management of Human Resources 324

1. 7.6.1 Developing and Managing the Team 325

2. 7.6.2 Encouraging Creativity and Innovation 329

3. 7.6.3 Leadership, Authority, and Responsibility 331

4. 7.6.4 Ethical and Legal Aspects of Project Management 334

1. Team Project 335

2. Discussion Questions 336

3. Exercises 336
 4. Bibliography 338

8. 8 Management of Product, Process, and Support Design 341

1. 8.1 Design of Products, Services, and Systems 341

1. 8.1.1 Principles of Good Design 342

2. 8.1.2 Management of Technology and Design in Projects 344

2. 8.2 Project Manager’s Role 345

3. 8.3 Importance of Time and the Use of Teams 346

1. 8.3.1 Concurrent Engineering and Time-Based Competition

347

2. 8.3.2 Time Management 349

3. 8.3.3 Guideposts for Success 352

4. 8.3.4 Industrial Experience 354

5. 8.3.5 Unresolved Issues 355

4. 8.4 Supporting Tools 355

1. 8.4.1 Quality Function Deployment 355

2. 8.4.2 Configuration Selection 358

3. 8.4.3 Configuration Management 361

4. 8.4.4 Risk Management 365

5. 8.5 Quality Management 370

1. 8.5.1 Philosophy and Methods 371

2. 8.5.2 Importance of Quality in Design 382

 3. 8.5.3 Quality Planning 383

4. 8.5.4 Quality Assurance 383

5. 8.5.5 Quality Control 384

6. 8.5.6 Cost of Quality 385

1. Team Project 387

2. Discussion Questions 388

3. Exercises 389

4. Bibliography 389

9. 9 Project Scheduling 395

1. 9.1 Introduction 395

1. 9.1.1 Key Milestones 398

2. 9.1.2 Network Techniques 399

2. 9.2 Estimating the Duration of Project Activities 401

1. 9.2.1 Stochastic Approach 402

2. 9.2.2 Deterministic Approach 406

3. 9.2.3 Modular Technique 406

4. 9.2.4 Benchmark Job Technique 407

5. 9.2.5 Parametric Technique 407

3. 9.3 Effect of Learning 412

4. 9.4 Precedence Relations Among Activities 414

 5. 9.5 Gantt Chart 416

6. 9.6 Activity-On-Arrow Network Approach for CPM Analysis 420

1. 9.6.1 Calculating Event Times and Critical Path 428

2. 9.6.2 Calculating Activity Start and Finish Times 431

3. 9.6.3 Calculating Slacks 432

7. 9.7 Activity-On-Node Network Approach for CPM Analysis 433

1. 9.7.1 Calculating Early Start and Early Finish Times of

Activities 434

2. 9.7.2 Calculating Late Start and Late Finish Times of

Activities 434

8. 9.8 Precedence Diagramming with Lead–Lag Relationships 436

9. 9.9 Linear Programming Approach for CPM Analysis 442

10. 9.10 Aggregating Activities in the Network 443

1. 9.10.1 Hammock Activities 443

2. 9.10.2 Milestones 444

11. 9.11 Dealing with Uncertainty 445

1. 9.11.1 Simulation Approach 445

2. 9.11.2 Pert and Extensions 447

12. 9.12 Critique of Pert and CPM Assumptions 454

13. 9.13 Critical Chain Process 455

14. 9.14 Scheduling Conflicts 457

 1. Team Project 458

2. Discussion Questions 459

3. Exercises 460

4. Bibliography 467

5. Appendix 9A: Least-Squares Regression Analysis 471

6. Appendix 9B: Learning Curve Tables 473

7. Appendix 9C: Normal Distribution Function 476

10. 10 Resource Management 477

1. 10.1 Effect of Resources on Project Planning 477

2. 10.2 Classification of Resources Used in Projects 478

3. 10.3 Resource Leveling Subject to Project Due-Date Constraints

481

4. 10.4 Resource Allocation Subject to Resource Availability

Constraints 487

5. 10.5 Priority Rules for Resource Allocation 491

6. 10.6 Critical Chain: Project Management by Constraints 496

7. 10.7 Mathematical Models for Resource Allocation 496

8. 10.8 Projects Performed in Parallel 499

1. Team Project 500

2. Discussion Questions 500

3. Exercises 501
 4. Bibliography 506

11. 11 Project Budget 509

1. 11.1 Introduction 509

2. 11.2 Project Budget and Organizational Goals 511

3. 11.3 Preparing the Budget 513

1. 11.3.1 Top-Down Budgeting 514

2. 11.3.2 Bottom-Up Budgeting 514

3. 11.3.3 Iterative Budgeting 515

4. 11.4 Techniques for Managing the Project Budget 516

1. 11.4.1 Slack Management 516

2. 11.4.2 Crashing 520

5. 11.5 Presenting the Budget 527

6. 11.6 Project Execution: Consuming the Budget 529

7. 11.7 The Budgeting Process: Concluding Remarks 530

1. Team Project 531

2. Discussion Questions 531

3. Exercises 532

4. Bibliography 537

5. Appendix 11A: Time–Cost Tradeoff with Excel 539

12. 12 Project Control 545

 1. 12.1 Introduction 545

2. 12.2 Common Forms of Project Control 548

3. 12.3 Integrating the OBS and WBS with Cost and Schedule Control
551

1. 12.3.1 Hierarchical Structures 552

2. 12.3.2 Earned Value Approach 556

4. 12.4 Reporting Progress 565

5. 12.5 Updating Cost and Schedule Estimates 566

6. 12.6 Technological Control: Quality and Configuration 569

7. 12.7 Line of Balance 569

8. 12.8 Overhead Control 574

1. Team Project 576

2. Discussion Questions 577

3. Exercises 577

4. Bibliography 580

13. Appendix 12A: Example of a Work Breakdown Structure 581

14. Appendix 12B: Department of Energy Cost/Schedule Control Systems

Criteria 583

15. 13 Research and Development Projects 587

1. 13.1 Introduction 587

2. 13.2 New Product Development 589

 1. 13.2.1 Evaluation and Assessment of Innovations 589

2. 13.2.2 Changing Expectations 593

3. 13.2.3 Technology Leapfrogging 593

4. 13.2.4 Standards 594

5. 13.2.5 Cost and Time Overruns 595

3. 13.3 Managing Technology 595

1. 13.3.1 Classification of Technologies 596

2. 13.3.2 Exploiting Mature Technologies 597

3. 13.3.3 Relationship Between Technology and Projects 598

4. 13.4 Strategic R&D Planning 600

1. 13.4.1 Role of R&D Manager 600

2. 13.4.2 Planning Team 601

5. 13.5 Parallel Funding: Dealing with Uncertainty 603

1. 13.5.1 Categorizing Strategies 604

2. 13.5.2 Analytic Framework 605

3. 13.5.3 Q-Gert 606

6. 13.6 Managing the R&D Portfolio 607

1. 13.6.1 Evaluating an Ongoing Project 609

2. 13.6.2 Analytic Methodology 612

1. Team Project 617

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 It was a cold December day in the year 188-, when the snow
whirled without rest from morning chapel till the end of the day was
signified by the first splutter of gas-jets. Among the hills where I was
born that office was left to the sunsets and twilights, who had a
manner of doing it, a certain broad nobility, a courtesy and grace.
“One of God's days is over. This is our sister, the night.” The gas-jets
were fretful, coquettish, affected. “It is an outrage! One is simply
turned on and turned off!” Horatius Flaccus was social and intimate
with me that day. “Exegi monumentum,” he remarked. “You will find
it not easy to forget me.”
Monuments! At the University we lived among commemorative
buildings; many a silent dusty room was dim with accumulation of
thought; and there men labored for what but to make a name?
The statue outside represented one who took life seriously in his
day, now with the whirling snow about it, the gas-jet in front
snapping petulantly. “One is simply turned on and turned off!”
“Exegi monumentum,” continued Horatius Flac-cus. “This is my
work, and it is good. I shall not all die, non omnis moriar.” It seemed
natural to feel so. But how honorably the sunsets and twilights used
to go their ways among the hills, contented and leaving not a wrack
behind.
It was a better attitude and conduct, that serene security of
clouds in their absolute death. “Non omnis moriar” was not only a
boast, but a complaint and a protest.
Still, as to monuments, one would rather be memorialized by one's
own work than by the words of other men, or the indifferent labor of
their chisels.
“M'las ca-andy!”
“Come in, Tobin!”
He opened the door and said, tentatively, “Peanuts.”
He always spoke in a more confident tone of the candy than of the
peanuts. There was no good reason for his confidence in either.
“Tobin,” I said, “you don't want a monument?”
 He kicked his feet together and murmured again, “Peanuts.”
His shoes were cracked at the sides. The cracks were full of snow.
The remark seemed to imply that he did not expect a monument,
having no confidence in his peanuts. As a rule they were soggy and
half-baked.
Tobin's life, I thought, was too full of the flux of things; candy
melted, peanuts decayed, complexion changed from day to day, his
private wars were but momentary matters. I understood him to have
no artificial desires. Death would be too simple an affair for
comment. He would think of no comment to make. Sunsets and
twilights went out in silence; Tobin's half of humanity nearly as
dumb. It was the other half that was fussy on the subject.
“Your feet are wet, Tobin. Warm them. Your shoes are no good.”
Tobin picked the easiest chair with good judgment, and balanced
his feet over the coals of the open stove, making no comment.
“I won't buy your peanuts. They're sloppy. I might buy you
another pair of shoes. What do you think?”
He looked at me, at the shoes, at the wet basket on his knees, but
nothing elaborate seemed to occur to him. He said:
“A'right.” He had great mental directness. I had reached that point
in the progress of young philosophy where the avoidance of
fussiness takes the character of a broad doctrine: a certain Doric
attitude was desired. Tobin seemed to me to have that attitude.
“If I give you the money, will you buy shoes or cigarettes?”
“Shoes.”
“Here, then. Got anything to say?”
He put the bill into his pocket, and said:
“Yep, I'll buy 'em.”
His attitude was better than mine. The common wish to be
thanked was pure fussiness.
“Well, look here. You bring me back the old ones.”
 Even that did not disturb him. The Doric attitude never questions
other men's indifferent whims.
“A'right.”
I heard him presently on the lower floor, crying, “M'las ca-andy!
Peanuts.”
“I shall be spoken of,” continued Horatius Flaccus, calmly, “by that
wild southern river, the Aufidus, and in many other places. I shall be
called a pioneer in my own line, princeps Æolium carmen deduxisse.”
The night was closing down. The gas-light flickered on the half-
hidden face of the statue, so that its grave dignity seemed changed
to a shifty, mocking smile.
I heard no more of Tobin for a month, and probably did not think
of him. There were Christmas holidays about, and that week which
is called of the Promenade, when one opens Horatius Flaccus only to
wonder what might have been the color of Lydia's hair, and to
introduce comparisons that are unfair to Lydia.
It was late in January. Some one came and thumped on the
cracked panel. It was not Tobin, but a stout woman carrying Tobin's
basket, who said in an expressionless voice:
“Oi! Them shoes.”
“What?”
“You give 'im some shoes.”
“Tobin. That's so.”
“I'm Missus Tobin.”
She was dull-looking, round-eyed, gray-haired. She fumbled in the
basket, dropped something in wet paper on a chair, and seemed
placidly preparing to say more. It seemed to me that she had much
of Tobin's mental directness, the Doric attitude, the neglect of
comment. I asked: “How's Tobin?”
“Oi! He's dead.”
“I am very sorry, Mrs. Tobin. May I—”
 “Oi! Funeral's this afternoon. He could'n' be round. He was sick.
Five weeks three days.”
She went out and down the stair, bumping back and forth
between the wall and the banister.
On the misty afternoon of that day I stood on that corner where
more than elsewhere the city and the University meet; where
hackmen and newsboys congregate; where a gray brick hotel looks
askance at the pillared and vaulted entry of a recitation hall. The
front of that hall is a vainglorious thing. Those who understand,
looking dimly with halfshut eyes, may see it change to a mist, and in
the mist appear a worn fence, a grassless, trodden space, and four
tall trees.
The steps of the hall were deserted, except for newsboys playing
tag among the pillars. I asked one if he knew where Tobin lived.
“He's havin' a funeral,” he said.
“Where?”
“10 Clark Street.”
“Did you know him?”
The others had gathered around. One of them said:
“Tobin licked him.”
The first seemed to think more than ordinary justice should be
done a person with a funeral, and admitted that Tobin had licked
him.
No. 10 Clark Street was a door between a clothing shop and a
livery stable. The stairway led up into darkness. On the third landing
a door stood open, showing a low room. A painted coffin rested on
two chairs. Three or four women sat about with their hands on their
knees. One of them was Mrs. Tobin.
“Funeral's over,” she said, placidly.
The clergyman from the mission had come and gone. They were
waiting for the city undertaker. But they seemed glad of an
interruption and looked at me with silent interest.
“I want to ask you to tell me something about him, Mrs. Tobin.”
 Mrs. Tobin reflected. “There ain't nothin'.”
“He never ate no candy,” said one of the women, after a pause.
Mrs. Tobin sat stolidly. Two large tears appeared at length and
rolled slowly down.
“It made him dreadful sick when he was little. That's why.”
The third woman nodded thoughtfully.
“He said folks was fools to eat candy. It was his stomach.”
“Oi!” said Mrs. Tobin.
I went no nearer the coffin than to see the common grayish pallor
of the face, and went home in the misty dusk.
The forgotten wet bundle had fallen to the floor and become
undone.
By the cracks in the sides, the down-trodden heels, the marks of
keen experience, they were Tobin's old shoes, round-toed, leather-
thonged, stoical, severe.
Mrs. Tobin had not commented. She had brought them merely,
Tobin having stated that they were mine.
They remained with me six months, and were known to most
men, who came to idle or labor, as “Tobin's Monument.” They stood
on a book-shelf, with other monuments thought to be aere
perennius, more enduring than brass, and disappeared at the end of
the year, when the janitor reigned supreme. There seemed to be
some far-off and final idea in the title, some thesis which never got
itself rightly stated. Horatius Flaccus was kept on the shelf beside
them in the notion that the statement should somehow be worked
out between them. And there was no definite result; but I thought
he grew more diffident with that companionship.
“Exegi monumentum. I suppose there is no doubt about that,” he
would remark. “Ære perennius. It seems a trifle pushing, so to
trespass on the attention of posterity. I would rather talk of my
Sabine farm.”
THE CONCLUSION BY THE
WAYFARERS
All honest things in the world we greet
With welcome fair and free;
A little love by the way is sweet,
A friend, or two, or three;

Of the sun and moon and stars are glad,

Of the waters of river and sea;
We thank thee, Lord, for the years we've had,
For the years that yet shall be.

These are our brothers, the winds of the airs;

These are our sisters, the flowers.
Be near us at evening and hear our.prayers.,
O God, in the late gray hours.
 *** END OF THE PROJECT GUTENBERG EBOOK THE DELECTABLE
MOUNTAINS ***

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