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 Project Management

F01 Project Management 88433.indd 1 20/09/2021 15:36

 At Pearson, we have a simple mission: to help people
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F01 Project Management 88433.indd 2 20/09/2021 15:36

 Project Management
Fifth Edition

Harvey Maylor
Neil Turner

Harlow, England • London • New York • Boston • San Francisco • Toronto • Sydney
Dubai • Singapore • Hong Kong • Tokyo • Seoul • Taipei • New Delhi
Cape Town • São Paulo • Mexico City • Madrid • Amsterdam • Munich • Paris • Milan

F01 Project Management 88433.indd 3 20/09/2021 15:36

 PEARSON EDUCATION LIMITED
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KAO Park
Harlow CM17 9NA
United Kingdom
Tel: +44 (0)1279 623623
Web: www.pearson.com/uk
_______________________________

First published in Great Britain in 1996 (print)

Second edition published 1999 (print)
Third edition published 2003 (print)
Third edition published 2003 with MS Project 2005 (print)
Fourth edition published 2010 (print)
Fifth edition published 2022 (print and electronic)

© Pearson Education Limited 1996, 1999, 2003, 2010 (print)

© Pearson Education Limited 2022 (print and electronic)

The rights of Harvey Maylor and Neil Turner to be identified as authors of this work have been asserted by them in accordance with the
Copyright, Designs and Patents Act 1988.

The print publication is protected by copyright. Prior to any prohibited reproduction, storage in a retrieval system, distribution or transmission
in any form or by any means, electronic, mechanical, recording or otherwise, permission should be obtained from the publisher or, where
applicable, a licence permitting restricted copying in the United Kingdom should be obtained from the Copyright Licensing Agency Ltd,
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ISBN: 978-1-292-08843-3 (print)

978-1-292-08847-1 (PDF)
978-1-292-08844-0 (ePub)

British Library Cataloguing-in-Publication Data

A catalogue record for the print edition is available from the British Library

Library of Congress Cataloging-in-Publication Data

Names: Maylor, Harvey, author. | Turner, Neil, 1970- author.
Title: Project management / Harvey Maylor, Neil Turner.
Description: Fifth edition. | Harlow, England ; New York : Pearson, 2022. |
Includes bibliographical references and index.
Identifiers: LCCN 2021033340 (print) | LCCN 2021033341 (ebook) | ISBN
9781292088433 (paperback) | ISBN 9781292088471 (ebook) | ISBN
9781292088440 (epub)
Subjects: LCSH: Project management.
Classification: LCC HD69.P75 .M3796 2022 (print) | LCC HD69.P75 (ebook) |
DDC 658.4/04—dc23
LC record available at https://lccn.loc.gov/2021033340
LC ebook record available at https://lccn.loc.gov/2021033341

10 9 8 7 6 5 4 3 2 1
26 25 24 23 22

Front cover image: wellsie82/Moment Open/Getty Images

Cover designed by Kelly Miller
Print edition typeset in 9.5/12.5pt Charter ITC Pro by Straive
Printed in Slovakia by Neografia

NOTE THAT ANY PAGE CROSS REFERENCES REFER TO THE PRINT EDITION

F01 Project Management 88433.indd 4 20/09/2021 15:36

 Brief contents

List of figures and tables xiii

Guided tour xviii
Preface xx
Acknowledgements xxi

Making sense of the project context 1

1 Introduction 2
2 Structures and frameworks 25
3 Projects and organisations 57

Managing the project process: the 4-D model 83

D1: Define it 83

4 Setting up for success 84

5 Planning for success 109

D2: Design it 143

6 Time planning and scheduling 144

7 Making time planning robust: Advanced Project Thinking (APT) 170
8 Building a business case for a project 195
9 Engaging stakeholders 222
10 Managing risks and opportunities 243

D3: Do it 269

11 Organising people in the project 270

12 Leading people in projects 295
13 Monitoring and controlling the project 317
14 Procuring, contracting, and working with supply chains 343
15 Problem-solving and decision-making 369

D4: Develop it 393

16 Completing projects and learning to improve 394

Index 430
Publisher’s acknowledgements 444

F01 Project Management 88433.indd 5 20/09/2021 15:36

F01 Project Management 88433.indd 6 20/09/2021 15:36
 Contents

List of figures and tables xiii

Guided tour xviii
Preface xx
Acknowledgements xxi

Making sense of the project context 1

1 Introduction 2
Introduction 3
1.1 Basic definitions 4
1.2 Importance of successful project management to an organisation
and to you 10
1.3 Project management past and present 14
Summary 19
Key terms 20
Project management in practice: Four managers with distinctly different roles 20
Topics for discussion 22
Further information 22
References 23

2 Structures and frameworks 25

Introduction 26
2.1 Describing the project context: high-level frameworks 27
2.2 Describing the project process: activity models 31
2.3 Describing the project management challenge: managerial complexity 42
Summary 46
Key terms 46
Relevant areas of the Bodies of Knowledge 46
Project management in practice: The rescue of Crossrail 50
Project management in practice: Using the 7-S approach in the review
of a real project 50
Topics for discussion 54
Further information 55
References 56

3 Projects and organisations 57

Introduction 58
3.1 Organisational strategy and projects 59

F01 Project Management 88433.indd 7 20/09/2021 15:36

 viii Contents

3.2 Portfolios and programmes 64

3.3 Project roles and governance 70
Summary 75
Key terms 76
Relevant areas of the Bodies of Knowledge 76
Project management in practice: The Airbus A380 development 76
Project management in practice: Selecting a personal project 79
Topics for discussion 80
Further information 80
References 81

Managing the project process: the 4-D model

D1: Define it 83

4 Setting up for success 84

Introduction 85
4.1 Stakeholders: success and failure 86
4.2 Managing strategic choices 95
4.3 Benefits analysis, value and justification 100
Summary 102
Key terms 103
Relevant areas of the Bodies of Knowledge 103
Project management in practice: Managing stakeholders at European
transport infrastructure provider 104
Project management in practice: A new campus for the University
of Rummidge (with apologies to David Lodge) 105
Topics for discussion 107
Further information 107
References 108

5 Planning for success 109

Introduction 110
5.1 Models of planning 111
5.2 The planning process 116
5.3 Basic project landscapes: stages and gates, activities and maps 123
Summary 132
Key terms 132
Relevant areas of the Bodies of Knowledge 133
Project management in practice: Norway’s QA process for major
project procurement 134
Project management in practice: The Mini project – the brief and the PID 135
Topics for discussion 141
Further information 141
References 141

F01 Project Management 88433.indd 8 20/09/2021 15:36

 Contents ix

Managing the project process: the 4-D model

D2: Design it 143

6 Time planning and scheduling 144

Introduction 145
6.1 Deconstruction of a project 146
6.2 Constructing a time plan 150
6.3 Using Gantt charts 159
Summary 163
Key terms 164
Relevant areas of the Bodies of Knowledge 164
Project management in practice: The Balti Experience 165
Project management in practice: The mobile phone development 167
Topics for discussion 167
Further information 168
Reference 169

7 Making time planning robust: Advanced

Project Thinking (APT) 170
Introduction 171
7.1 Limitations of current approaches to project planning 172
7.2 Managing by constraints in projects 177
7.3 Using the APT approach 183
Summary 186
Key terms 187
Relevant areas of the Bodies of Knowledge 187
Project management in practice: A major road project delivered early –
success with APT 187
Topics for discussion 193
Further information 193
References 194

8 Building a business case for a project 195

Introduction 196
8.1 Basics of a cost planning process 198
8.2 Business case development 206
8.3 Challenges for the received wisdom 213
Summary 216
Key terms 217
Relevant areas of the Bodies of Knowledge 217
Project management in practice: Justify IT! 218
Topics for discussion 218
Further information 219
References 219
Appendix: Present value of £1 220

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 x Contents

9 Engaging stakeholders 222

Introduction 223
9.1 The concept of quality and quality management 224
9.2 Quality performance and conformance 230
9.3 Towards quality improvement 236
Summary 238
Key terms 239
Relevant areas of the Bodies of Knowledge 239
Project management in practice: Adopting a standard for project
planning – useful discipline or unnecessary constraint? 240
Topics for discussion 241
Further information 241
References 242

10 Managing risks and opportunities 243

Introduction 244
10.1 The nature of risk and risk management 245
10.2 Qualitative and quantitative approaches 249
10.3 Opportunities management 258
Summary 259
Key terms 260
Relevant areas of the Bodies of Knowledge 260
Project management in practice: It’s a risky business 262
Topics for discussion 263
Further information 264
References 265
Appendix: PERT factor tables 266

Managing the project process: the 4-D model

D3: Do it 269

11 Organising people in the project 270

Introduction 271
11.1 Teams 272
11.2 Structures 279
11.3 Managing people 283
Summary 288
Key terms 289
Relevant areas of the Bodies of Knowledge 289
Project management in practice: Matrix management at Cardiff Bay
Development Corporation 290
Project management in practice: Alternative options for problem solving –
open innovation and crowdsourcing 291
Topics for discussion 292
Further information 293
References 293

F01 Project Management 88433.indd 10 20/09/2021 15:36

 Contents xi

12 Leading people in projects 295

Introduction 296
12.1 Leadership in projects 297
12.2 Leading and motivation 300
12.3 Leading and you 306
Summary 312
Key terms 313
Relevant areas of the Bodies of Knowledge 313
Project management in practice: Doesn’t time fly? 313
Topics for discussion 315
Further information 315
References 316

13 Monitoring and controlling the project 317

Introduction 318
13.1 The concepts of monitoring and control 319
13.2 Techniques of control 324
13.3 Limits of control 334
Summary 336
Key terms 337
Relevant areas of the Bodies of Knowledge 337
Project management in practice: The Lifter project 338
Topics for discussion 340
Further information 341
References 342

14 Procuring, contracting, and working with supply chains 343

Introduction 344
14.1 The supply chain 345
14.2 Purchasing and contracts 347
14.3 Modern approaches to supply chain management 355
Summary 360
Key terms 360
Relevant areas of the Bodies of Knowledge 360
Project management in practice: Heathrow Terminal 5 362
Topics for discussion 366
Further information 367
References 368

15 Problem-solving and decision-making 369

Introduction 370
15.1 Structuring problems 371
15.2 Problem analysis 377
15.3 Decision support 382
Summary 385
Key terms 386

F01 Project Management 88433.indd 11 20/09/2021 15:36

 xii Contents

Relevant areas of the Bodies of Knowledge 387

Project management in practice: The use of cause–effect–cause analysis 387
Topics for discussion 390
Further information 390
References 391

Managing the project process: the 4-D model

D4: Develop it 393

16 Completing projects and learning to improve 394

Introduction 395
16.1 Completion and handover 397
16.2 Reviews and learning 401
16.3 Improving and maturing 412
Summary 420
Key terms 421
Relevant areas of the Bodies of Knowledge 422
Project management in practice: IT all goes pear-shaped at VCS 423
Topics for discussion 428
Further information 428
References 429

Index 430
Publisher’s acknowledgements 444

F01 Project Management 88433.indd 12 20/09/2021 15:36

 List of figures and tables

Figures
1.1 Project characteristics 7
1.2 Volume versus variety and projects 9
1.3 Project organisational structure (for internal project) 12
1.4 Innovation and maintenance activities in project and line management 13
2.1 Describing the project environment: the 5-C model 28
2.2 The project as a conversion process 31
2.3 Four phases of project lifecycle 34
2.4 Graph showing how level of activity varies with time 35
2.5 Graph of cumulative expenditure against time – the S-curve 36
2.6 Project lifecycle example from IDeA in Armenia 39
3.1 Organisational strategy process 59
3.2 Traditional versus strategic approaches 60
3.3 Projects and organisational strategy 62
3.4 Arrangements of projects in programmes 69
3.5 Basic project governance structure 71
3.6 Relationship between the project and the project office 72
3.7 Comparative size of Boeing 747 and Airbus A380 77
3.8 Sourcing the components of the A380 78
4.1 Stakeholder groups 88
4.2 Stakeholder grouping for World Cup 2022 89
4.3 Power: interest stakeholder map 94
4.4 Trade-offs in project management 96
4.5 Time priority project 96
4.6 Quality priority project 96
4.7 Cost priority project 97
4.8 Time AND quality priority 97
4.9 Benefits map for PPM capability improvement 101
4.10 Stakeholder map 104
4.11 Outline structure – University of Rummidge 106
5.1 Initial planning 111
5.2 Concept development in NPD 112
5.3 Scope creep 114
5.4 Balancing costs and benefits (1) 116
5.5 Balancing costs and benefits (2) 118
5.6 Activity model using ICOMs 119
5.7 The project planning process 120
5.8 Stage-gate model of projects 124
5.9 Conventional approach to new product development 128
5.10 Effect of miscommunication on new product development 128
5.11 Engineering activity 128
5.12 Sequential versus concurrent models for new product development 129
5.13 The use of FFM/DFC in planning the introduction of a new coating material 131
5.14 Work breakdown structure 136
5.15 Four fields map 137
5.16 Gantt chart 140

F01 Project Management 88433.indd 13 20/09/2021 15:36

 xiv List of figures and tables

6.1 Core planning elements 147

6.2 Example of a work breakdown structure (WBS) 148
6.3 Organisational breakdown structure 149
6.4 Product breakdown structure 149
6.5 Task dependency 151
6.6 Logical activity linkages 152
6.7 Representing multiple dependencies (1) 152
6.8 Representing multiple dependencies (2) 152
6.9 Representing multiple dependencies (3) 153
6.10 Activity notation 153
6.11 Activity network with durations included 154
6.12 Results from the forward pass 155
6.13 Results of the forward and reverse passes 156
6.14 Completed network analysis including floats and highlighted critical path 156
6.15 Microsoft Project output 157
6.16 Schedule development process 158
6.17 Horizontal bar chart: Activity A starts at Time 1 and finishes at Time 3 159
6.18 Project plan in graphical form 160
6.19 Logical links indicated by arrows 161
6.20 Planning the launch of a new food project 166
7.1 Activity completion profiles – assumed and actual 173
7.2 Components of a time estimate 174
7.3 Activities completed in strict sequence 176
7.4 The effects of multi-tasking 176
7.5 Resource contention 179
7.6 Plan with resolved resource contention 180
7.7 Five focusing steps applied to projects 182
7.8 Buffering the feeder paths 185
7.9 APT implementation 188
7.10 Weekly project management process 191
7.11 Improvement effect throughout the project – Months 0–3 192
7.12 Improvement effect throughout the project – Months 6–9 192
8.1 Top-down and ground-up approaches to costing 199
8.2 Learning curve effects on time taken 203
8.3 Elements of cost 204
8.4 Cost build-up 205
8.5 NPV profile 210
8.6 NPV profile: large discount rate range 210
8.7 Multiple benefit and payment points 211
9.1 Bridge model of project quality management 226
9.2 Trade-off options 229
9.3 Quality planning process 231
9.4 RACI matrix 233
10.1 Risk management schema 246
10.2 Probability impact chart 250
10.3 Examples of the use of Monte Carlo analysis 253
10.4 Network showing optimistic, most probable and pessimistic times 254
10.5 Distribution of estimated times for an activity 255
11.1 Management silos 272
11.2 Classic hierarchical pyramid 273
11.3 Effectiveness profile of team lifecycle 276
11.4 Spectrum of team/group performance 278
11.5 Project organisation 279
11.6 Mixed organisational structure 282

F01 Project Management 88433.indd 14 20/09/2021 15:36

 List of figures and tables xv

11.7 The nine team roles 285

12.1 The role of leadership and management 298
12.2 Main theories of work motivation 301
12.3 Maslow’s hierarchy of needs 303
12.4 Effects of time management on the behaviour of individuals 309
13.1 Basic model of cybernetic control 320
13.2 Instability 322
13.3 Stable system 322
13.4 Hierarchy of control systems 323
13.5 Buffer penetration 329
13.6 Bar chart showing work completed 333
13.7 Control limits applied to progress in budget spend 334
13.8 A summary of the project against the baseline set on 31 August 2020 339
13.9 Cost control curves for Lifter project 340
14.1 Scope of influence of purchasing, materials management and supply
chain management 346
14.2 Example of a purchasing process for materials 348
14.3 Establishment of contracts 354
14.4 BAA’s approach to risk 363
15.1 Systematic problem-solving model 372
15.2 Pareto analysis 378
15.3 Ishikawa/fishbone diagram applied to late delivery problem 379
15.4 Entity A 381
15.5 IF A THEN B 381
15.6 IF A THEN B AND C 381
15.7 IF A AND B THEN C 381
15.8 Logic diagram for Bill’s performance 381
15.9 Decision tree: project X versus project Y 382
15.10 Force-field analysis on standing for election 384
15.11 Current reality tree 388
15.12 Future reality tree: selling effectiveness 389
16.1 Project knowledge framework (adapted from Turner et al., 2014) 402
16.2 Process improvement 403
16.3 Performance groups 414
16.4 The three pillars of change 416
16.5 Complex information flow around systems 419
16.6 Simplified information flow through system 419

Tables
1.1 Accidental profession or profession of choice? 11
1.2 Project versus general management 12
1.3 Historical development of project management 15
2.1 The 7-S of project management 30
2.2 The four phases of project management 35
2.3 Development of the project lifecycle 37
2.4 Supply of a management information system to a hospital project 37
2.5 Comparison of approach (adapted from Dybå and Dingsøyr, 2008) 41
2.6 The complexity framework 44
2.7 Assessing project complexity 45
2.8 The APM Body of Knowledge 7th edition (2019) and the relationship
with topic coverage in this text 47
2.9 The PMI Body of Knowledge and the relationship with topic coverage
in this text 48

F01 Project Management 88433.indd 15 20/09/2021 15:36

 xvi List of figures and tables

3.1 Strategy deployment table 63

3.2 Definitions of ‘programme’ (PMI ‘program’) 68
3.3 Strategy matrix 70
3.4 PMO roles 73
3.5 Relevant areas of the APM Body of Knowledge 76
3.6 Decision matrix 80
4.1 Stakeholders, requirements and measures 86
4.2 Input, process and outcome requirements 90
4.3 New product development (NPD) metrics 90
4.4 Conventional versus participatory project monitoring and evaluation 91
4.5 Conformance versus performance: attributes of time, cost and quality 98
4.6 Relevant areas of the APM Body of Knowledge 103
4.7 Relevant areas of the PMI Body of Knowledge 103
5.1 Stage gate questions based on the IDeA Foundation 125
5.2 Relevant areas of the APM Body of Knowledge 133
5.3 Relevant areas of the PMI Body of Knowledge 133
5.4 Risk assessment and management 140
6.1 The nature, role and accuracy of estimate types 151
6.2 Relevant areas of the APM Body of Knowledge 164
6.3 Relevant areas of the PMI Body of Knowledge 164
6.4 Project activities, precedence and duration 168
6.5 Project activities, precedence and duration 168
7.1 Relevant areas of the APM Body of Knowledge 187
8.1 Improvement over time 204
8.2 Recommended cost uplift for different project types 215
8.3 Relevant areas of the APM Body of Knowledge 217
8.4 Relevant areas of the PMI Body of Knowledge 217
Present value of £1 220
9.1 Perspectives on quality management 227
9.2 Manufacturing and service approaches to quality 231
9.3 Management of expectations and perceptions 235
9.4 Communication plan 235
9.5 Quality cost categories 236
9.6 Relevant area of the APM Body of Knowledge 239
9.7 Relevant areas of the PMI Body of Knowledge 239
10.1 Numerical analysis 251
10.2 Sensitivity analysis 252
10.3 Three-point estimates for tasks 255
10.4 Three-point estimates and variances for tasks 257
10.5 Probabilities of completing tasks 257
10.6 Relevant areas of the APM Body of Knowledge 260
10.7 Relevant areas of the PMI Body of Knowledge 260
10.8 Simple risk management table 262
PERT factor tables 266
11.1 Team lifecycle 276
11.2 Requirements of team structure 278
11.3 Relating project structures to project objectives 281
11.4 Relevant areas of the APM Body of Knowledge 290
11.5 Relevant areas of the PMI Body of Knowledge 290
12.1 Time usage analysis 310
12.2 Techniques to keep to a plan 311
12.3 Relevant area of the APM Body of Knowledge 313
12.4 Relevant area of the PMI Body of Knowledge 313

F01 Project Management 88433.indd 16 20/09/2021 15:36

 List of figures and tables xvii

13.1 Project overrun data 318

13.2 Tasks and budgets 326
13.3 Weekly plan 331
13.4 Weekly review 332
13.5 Relevant areas of the APM Body of Knowledge 337
13.6 Relevant areas of the PMI Body of Knowledge 337
14.1 Examples of supply chains 346
14.2 The advantages of centralised and localised purchasing 349
14.3 Adversarial versus partnership relationships 356
14.4 Relevant areas of the APM Body of Knowledge 361
14.5 Relevant areas of the PMI Body of Knowledge 361
15.1 The use of mathematical modelling techniques 378
15.2 Supplier selection using unweighted attributes 383
16.1 Review and audit criteria 410
16.2 Elements of quality cost 412
16.3 Project management maturity stages 414
16.4 Key change issues 416
16.5 Lean principles applied to project management 418
16.6 Relevant areas of the APM Body of Knowledge 422
16.7 Relevant areas of the PMI Body of Knowledge 422

F01 Project Management 88433.indd 17 20/09/2021 15:36

 Guided tour

Each part opening page contains a part diagram

Making sense of the
mapping the structure of the book, which allows you
project context
to get a clear picture of how the book is set out and
how each part and chapter in the book relates to
each other.
Making sense of the project context

1 Introduction
2 Structures and frameworks
3 Projects and organisations

Managing the project process: the 4-D model

D1: Define it
4 Setting up for success
5 Planning for success

D4: Develop it D2: Design it

16 Completing projects and learning to 6 Time planning and scheduling
improve 7 Making time planning robust: Advanced
Project Thinking (APT)
8 Building a business case for a project
9 Engaging stakeholders
10 Managing risks and opportunities

D3: Do it
11 Organising people in the project
12 Leading people in projects
13 Monitoring and controlling the project
14 Procuring, contracting, and working with
supply chains
15 Problem-solving and decision-making

A list of Principles sets forth and defines

M01 Project Management 88433.indd 1 30/07/2021 14:09 the fundamentals of what will be covered
in the chapter.

Introduction 3

1
Sustainable Development Goals

Introduction
In 2015 the United Nations Member States adopted
17 Sustainable Development Goals (SDGs).1 These

A chapter diagram
replaced the Millennium Development Goals, and
focused on major worldwide targets to be achieved
by 2030 as part of the Agenda for Sustainable

serves as a reminder of Development. These include ‘No poverty’, ‘Zero

hunger’, ‘Gender equality’, ‘Clean water and
sanitation’, ‘Affordable and clean energy’, ‘Sustainable

where you are in the book Making sense of the

project context
‘Life is one big project.’ The trick is in managing it.
cities and communities’, ‘Responsible consumption and production’, ‘Climate action’ and ‘Peace,
justice and strong institutions’.
The UN call these goals a ‘universal call to action’, and they represent a huge challenge for the
and the relation of the Managing the project process:
Principles
1 What is and is not a project needs to be defined so that we know
planet in a relatively short period of time (15 years). Few would argue that these are incredibly
important issues, yet the action necessary requires coordinated policies and implementation
the 4-D model

chapter to the other parts

whether the practices known as ‘project management’ (PM) are across the globe. The Sustainable Development Goals Report (2019)2 showed that progress was
D1: relevant. being made in some areas, but the UN Secretary General warned bluntly that, ‘It is abundantly
2 Project management has a fundamental role in modern organisations clear that a much deeper, faster and more ambitious response is needed to unleash the social

of the book.
and the careers of the people working in them. and economic transformation needed to achieve our 2030 goals.’
D4: D2: 3 The past 70 years of PM development should be understood to help Projects can range from the small and relatively mundane, to those that impact the very fab-
Develop it Design it understand the current state and the opportunities for the future. ric of our civilization. Getting them right matters. If your new kitchen is late or over budget,
that is exasperating, but it is unlikely to be life-threatening. The SDGs, on the other hand, are a
D3: Learning objectives different order of magnitude entirely, both in terms of significance, and difficulty. Despite the
Do it
By the time you have completed this chapter, you should be able to: obvious differences, both have similarities. We are looking to take our aspiration, be it a home

A bulleted list of ➔ identify the definitions of a project and the task of management within
a range of projects
improvement or ensuring quality primary school education, and turn it into reality. Individuals,
organisations and governments turn ideas into reality through projects.
➔ demonstrate the importance of successful project management to

Learning Objectives individuals, organisations and economies

➔ recognise the development of the modern subject along with some of
Introduction
will enable you to
the challenges and limitations.

Contents The Sustainable Development Goals represent an enormous challenge, yet it is difficult to bring

focus on what you can Introduction 3

1.1 Basic definitions 4
1.2 Importance of successful project management to an organisation
together the relevant stakeholders without such a guiding set of goals and ways to track progress. At
the time of writing the latest report still makes it clear that there is significant work to do, but ongoing
data points highlight successes and shortfalls. Of course, none of this is easy. More straightforward

expect to learn from the and to you 10

1.3 Project management past and present 14
Summary 19
pieces of work regularly fail, and the press internationally usually carries a plentiful supply of pro-
ject failure stories. It would be tempting to believe that all projects fail. Indeed, there are well-cited
studies, notably Standish Group’s Chaos reports,3 that show how the majority do not meet their
chapter. Key terms 20
Project management in practice: Four managers with distinctly
different roles 20
initial objectives. Yet this ‘project’ approach to carrying out work continues to gain in popularity for
individuals, corporations and governments.
Topics for discussion 22 The SDGs illustrate some of the features that we will see as being applicable to a wide range of other
Further information 22 projects. They have a finite duration, with an end date of 2030. They involve a vast array of interlinked
References 23 activities carried out by an incredible array of people. There are measurable outcomes, but success
is dependent as much on perception as reality – what people believe about the SDGs matters. All the
work has to be carried out while countries face their own particular challenges. The consequences of
failure are frightening, but human beings naturally focus on the here-and-now far more easily than
the far away or life decades hence.

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For quick and easy reference, a brief Contents Short Case Studies explore the topics
list of the topics covered within each chapter with introduced in the chapter and enable
corresponding book page numbers is provided. you to put the information into context.

F01 Project Management 88433.indd 18 20/09/2021 15:36

 Guided tour xix

Real World boxes show how the theory To help you consolidate your learning, the
discussed in the chapter relates to and can Summary section reflects on what the chapter has
be applied to cases in the real world. covered and provides an important revision tool.

8 Chapter 1 Introduction 46 Chapter 2 Structures and frameworks

emergence and uncertainty) or the means by which it is delivered (through a temporary

organisation, which is a social construction involving integration). Further exploration of Summary
the means for delivery shows that this is rarely entirely random and that managers use
combinations or systems of activities, people and organisations to deliver the project. Such
■ The world in which projects operate grows in complexity. This places additional chal-
a system of delivery is termed a process. The process is the main unit of analysis here.
lenges on project leaders in delivering and at the same time has increased expectations
about delivery. It is no wonder, perhaps, that stories of ‘failed projects’ seem to have such
A project as a process presence in the media. Having frameworks or mental models enables us to make sense of
complexity. This is not to say that we can ever completely describe something that is very
The characteristics described above are useful to determine what is and is not a project.
complex, just as in the common aphorism: ‘All models are wrong. Some are useful.’ This
Further description of a project comes from analysing the system of delivery, including
is the utility this chapter has sought to provide in an attempt to facilitate the objective
consideration of how activities in the project are identified, planned and executed, and
identified at the start – get the thinking right.
how issues such as change and uncertainty are handled by the project team.
There are significant advantages to considering projects in this way (see Real World box).
A basic classification of processes considers volume and variety.6 Volume is the quan- Key terms
tity of throughput for that process. For a petrochemical plant, this is very high, whereas for
a chauffeur service, it is low. The variety is the number of different variations of process 4-D p. 35 emergent complexity project/product lifecycle
possible. For instance, a petrochemical process is likely to have relatively little flexibility, 5 Cs p. 27 models p. 44 p. 39
while for a small operation such as the chauffeur service, the process will have far more 7-S p. 29 framework p. 29 sense-making p. 26
flexibility to respond to the needs of individual passengers. change p. 26 ICOM p. 33 socio-political complexity
The relationship between volume and variety is shown in Figure 1.2. As you can see, integrator p. 33 p. 43
Competitiveness p. 29
there is generally an inverse relationship between volume and variety. For example, a issues p. 26 structural complexity p. 43
Completeness p. 29
noodle bar has a high-volume, low-variety process – it provides a high volume of products
complexity p. 42 managerial challenge p. 42 structures p. 29
with very limited variety in the process for preparing the noodles and serving the custom- subjective p. 45
context p. 28 model p. 31
ers. A strategic management consultancy, meanwhile, may operate at the other end of the
Customer focus p. 29 PESTEL p. 28
scale, providing a low volume of services, with the process tailored to the needs of each
client, and is therefore a high-variety process.

REAL WORLD Benefits of the application of process thinking Relevant areas of the Bodies of Knowledge

It is now possible to build a McDonald’s drive-through restaurant in Two Bodies of Knowledge are referenced throughout this book as they are used by many
just 24 hours. One project went from ‘clear site’ to ‘open for business’ organisations as the basis for their own project management systems and as a knowledge
in less than 48 hours, including foundations. Whatever your views of base for accrediting their people. For instance, in some UK government organisations they
the proliferation of these outlets, they do represent a good case of require project managers to be licensed – that is to have passed a basic knowledge test of
what can be achieved when the true level of uniqueness of a project project management, such as those from the APM.
is assessed. The contractors who actually build the outlets are Yorkon
Source: Mark Richardson/Alamy

The standards do not set out to be comprehensive about everything that is known
and Britspace, and they have done so over 300 times in the UK alone.
about project management; rather they provide guidance on some of the common ground
If each one had been considered to be a unique project, then we could
reasonably expect the build time to be very long – months would be
between projects that covers ‘most projects most of the time’. PMI’s Standard17 (American
completely normal for such a space to be constructed. Recognising that National Standards Institute) is Part 2 of its Guide to the Project Management Body of
this was likely to be Knowledge – generally referred to as ‘the pimbok guide.’ The guide itself is relatively
a project that was extensive compared with the APM version, but both are valuable and very widely-used
repeated meant that resources.
it was worth the companies investing in finding ways to improve Written by committee, one feature is that they tend to be focused on aspects of first-time
the process. So, instead of trying to build a unique store on projects (see Chapter 1) rather than the vast majority of project management activity that
Source: Alex Segre/Alamy

each site, the firms considered the opportunities for making the takes place in ‘as . . . but . . . ’ and ‘painting by numbers’ projects. They also assume that the
building modular and manufacturing the modules off site. One relationship between the party carrying out the project and the ‘customer’ is contractual.
store typically consists of six modules and these are shipped to
Many projects are not ‘direct revenue earners’, instead being change projects (reorganis-
the site and ‘assembled’ on site, rather than involving traditional
ing a firm, a merger or acquisition, or an individual undertaking a course of study, for
building techniques. Each time it was done, the processes for
instance). As a result of these factors, the application of the Bodies of Knowledge is a long
carrying this out could be improved.
way from universal. However, both are associated with professional qualifications and

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The Key Terms list is another useful revision aid and

helps you create a bank of essential terminology.
Project Management in Practice boxes at the end
of the chapter provide you with a practical function of Topics for Discussion offer a set of useful questions
the points learned throughout the chapter. and tasks for self-assessment and revision.

References 141
50 Chapter 2 Structures and frameworks

Topics for discussion

PROJECT MANAGEMENT IN PRACTICE
The rescue of Crossrail 1 Why would creativity be essential in a personal 7 Why is it important to know the customer for a pro-
project, such as an assignment or dissertation? How posal document?
might this be incorporated into your plan of work?
The brief was nowhere near this simple for Crossrail, 8 What is the benefit to be gained from mapping
but at one level this was what was required. The pro- 2 Why should the plan be viewed as a value-adding a process before proceeding with the detailed
ject team needed to just: activity? planning?

1 Dig a tunnel under the centre of London, of course 3 Identify the costs and potential negative effects of 9 From a project with which you are familiar, how
avoiding all the existing infrastructure (water the misuse of plans. might providing gates and gate criteria have helped in
mains, train tunnels, sewers, burial grounds, its management?
4 Why is getting scope ‘sign-off’ so important?
reclaimed land,) whether or not we know they are
10 Should the activities in a project be run sequen-
there. 5 To whom does the project manager have to ‘sell’ a
tially or concurrently? Choose a project and analyse
2 Fit the tunnel out with stations, interchanges, rails, proposal?
power, signalling. Make sure the signalling is up to the options for the outline plan.
the latest safety standards. 6 When is it important for the brief to be highly pre-
3 Get some trains that will run on the system, work Source: Guy Corbishley/Alamy Stock Photo cise and when should it be left as loose as possible?
with the signalling to the east of London, the underground, and the west (all completely different).
4 And do not run late or over-budget.
Further information
How hard can it be?
As it turns out, it was ridiculously hard. This is a case study worth following as it has been a saga that
has claimed reputations, careers and vast amounts of public and private money. It is, of course, nowhere Andriopoulos, C., Gotsi, M., Lewis, M.W., and Ingram Papke-Shields, K.E. and Boyer-Wright, K.M (2017)
near as good in this regard as the Sydney Opera House or the Canadian Gun Control Register (also A.E. (2017) ‘Turning the Sword: How NPD Teams Cope ‘Strategic planning characteristics applied to project
with Front-End Tensions’, Journal of Product Innovation management’, International Journal of Project
worth looking up).
Management, Vol. 35, No.3, pp. 427–445. Management, Vol. 35, No. 2, pp. 169–179.
The case came to one of its many crunch points in 2018. The costs of the scheme had already risen
Cooper, R.G. and Edgett, S.J. (2012) ‘Best Practices PMI (2006) Practice Standard for Work Breakdown
from the previous estimate by £2.8 billion to £17.6 billion. It was due to open in late 2018. However, in the Idea-to-Launch Process and Its Governance’, Structures, 2nd edition, PMI, Upper Darby, PA.
during the summer of 2018, it became clear that this was not going to happen. Following a review, the Research-Technology Management, Vol. 55, No. 2, Sobek, D.K. II, Liker, J.K. and Ward, A.C. (1998)
developing company, Crossrail Limited, had to admit that even up until July 2018 this had been hugely pp. 43–54. ‘Another Look at How Toyota Integrates Product
optimistic. They ‘reset’ the schedule to ‘between October 2020 and March 2021’. As of March 2021, this Cooper, R.G. and Sommer, A.F. (2016) ‘The Agile- Development’, Harvard Business Review, July–August,
is now looking more like ‘sometime in 2022’. Stage-Gate Hybrid Model: A Promising New Approach pp. 36–49.
and a New Research Opportunity’, Journal of Product
Points for discussion Innovation Management, Vol 33, No. 5, pp. 513–526. Websites
The following aspects of this case are worth exploring further: Drucker, P.F. (1998) ‘The Discipline of Innovation’, https://www.axelos.com/best-practice-solutions/
1 Just how optimistic were the original forecasts for schedule and budget? Harvard Business Review, November–December, prince2/prince2-templates – downloads of PID
pp. 149–157. documents. See also prince2.wiki
2 Why did this optimism prevail in Crossrail Ltd.?
www.teamflow.com – FFM/DFC software.
3 Who is to blame for this? Is it Transport for London, the UK Department for Transport, Crossrail Ltd.,
the contractors or individual leaders?
4 What approach should the project have taken, that might have contributed to a better outcome? References
5 Will the problems be remembered once it is open and operating?
1 Nonaka, I. (1990) ‘Redundant, Overlappping and Pfizer’s at https://www.pfizer.com/science/
Organisation: A Japanese Approach to Managing the drug-product-pipeline
Innovation Process’, California Management Review, 4 Von Hippel, E. et al. (1999) ‘Creating Breakthroughs at
Spring, pp. 27–38. 3M’, Harvard Business Review, September–October,
PROJECT MANAGEMENT IN PRACTICE 2 Much fuller discussion of this can be found in pp. 47–57 and interview with 3M VP Innovation.
Maylor, H. and Blackmon, K. (2015) Researching 5 See www.prince2.com
Using the 7-S approach in the review of a real project21 Business & Management, 2nd edition, Palgrave 6 National Audit Office https://www.nao.org.uk/report/
Macmillan, London, Chapter 2. national-audit-office-strategy-our-strategy-2019-
3 GSK’s pipeline can be seen at https://www.gsk.com/ 20-to-2021-22/
The Arson Task Force (ATF) was the name given to a 24-month project to reduce the incidence of arson en-gb/research-and-development/our-pipeline/ 7 Variously attributed to Admiral Lord Nelson and
in one area. During the project, the incidence of arson there declined and the team built an extensive General Eisenhower.
knowledge base of cases of arson, its impact, effects and, most importantly, the causes and patterns of
occurrence.

M05 Project Management 88433.indd 141 30/07/2021 14:26

Further Information and References suggest books,

M02 Project Management 88433.indd 50 30/07/2021 14:12

websites and journals that may be of interest to you;

information about the references used throughout the
chapter is brought together here.

F01 Project Management 88433.indd 19 20/09/2021 15:36

 Preface

Projects are hugely important to the world. Our recent analysis showed that global annual
spend on projects is in the region of US$22 trillion. For countries, whether it is deliver-
ing on climate change or any other aspect of policy, projects are the means by which
society changes. For organisations, the success or otherwise of their projects will provide
key determinants of their futures. And for individuals, either leading or contributing to
projects is almost certain to feature at least once in their career, even if it is not their
specialism.
The first edition of this book was published in 1996. Back then, the title was obvious
as it reflected the thinking of the time – projects needed managing, we had a growing
group of people who were identifiable project managers, and ‘Project Management’ was
the ‘field’ in which we worked. The world, our thinking about it, and how we operate
in it, have all changed significantly. Today, the title of so many courses is still ‘Project
Management’ but our field is widely known as ‘Project Studies’, reflecting a broadening
of the interests of those involved in the field. We could entitle this book ‘realising strategy’
or ‘delivering benefits’ or ‘leading change’. Regrettably, we cannot change the title but this
doesn’t mean that we don’t recognise that leadership in projects is active – and it should
be a verb, not a noun.
Since the last edition, our thinking has developed, our analysis gets more powerful, our
databases of experience fuller. Projects are not just process sets, but human systems of
activity. In addition, I am reminded that a synonym for ‘project’ is ‘enterprise’. The original
promises of project management included delivering both discipline and enterprise. It is
notable how often the very skills of the entrepreneur are needed, but neither recognised
nor developed. I trust that this will come through here, showing that we need to respond to
the complexities inherent in projects through all three of our facets of project leadership:
managerial, relational AND entrepreneurial.
Finally, this 5th edition was very close to not happening. The level of copyright theft
experienced with the fourth edition obliterated any financial rationale for spending many
hundreds of hours updating the content. Fortunately, my co-author believed in the project
and was prepared to look beyond this. Neil – you are a star!
We wish you great projects. After all, they are hugely important.
Harvey Maylor
Oxford
August 2021

F01 Project Management 88433.indd 20 20/09/2021 15:36

 Acknowledgements

We wish to acknowledge the many individuals, events and conversations that have had an
impact on the thinking reflected here. Many of the individuals are participants on our pro-
grammes, whose willingness to question and share insights is always so much appreciated
and both energises and supports the ongoing development of our work. Events such as the
pandemic have raised great questions about the very way that we work and conversations
around the future of the field always raise so many possibilities.
We are immensely grateful to all of the contributors to this edition. Mark Winter from
Manchester Business School, Anne Live Vaagaasar from BI Norway and Cuong Quang
from Octant AI deserve special mention.

F01 Project Management 88433.indd 21 20/09/2021 15:36

F01 Project Management 88433.indd 22 20/09/2021 15:36
 Making sense of the
project context

Making sense of the project context

1 Introduction
2 Structures and frameworks
3 Projects and organisations

Managing the project process: the 4-D model

D1: Define it
4 Setting up for success
5 Planning for success

D4: Develop it D2: Design it

16 Completing projects and learning to 6 Time planning and scheduling
improve 7 Making time planning robust: Advanced
Project Thinking (APT)
8 Building a business case for a project
9 Engaging stakeholders
10 Managing risks and opportunities

D3: Do it
11 Organising people in the project
12 Leading people in projects
13 Monitoring and controlling the project
14 Procuring, contracting, and working with
supply chains
15 Problem-solving and decision-making

M01 Project Management 88433.indd 1 31/08/2021 11:13

 1 Introduction

Making sense of the

‘Life is one big project.’ The trick is in managing it.
project context

Principles
Managing the project process: 1 What is and is not a project needs to be defined so that we know
the 4-D model whether the practices known as ‘project management’ (PM) are
D1: relevant.
2 Project management has a fundamental role in modern organisations
and the careers of the people working in them.
D4: D2: 3 The past 70 years of PM development should be understood to help
Develop it Design it understand the current state and the opportunities for the future.

D3: Learning objectives

Do it
By the time you have completed this chapter, you should be able to:
➔ identify the definitions of a project and the task of management within
a range of projects
➔ demonstrate the importance of successful project management to
individuals, organisations and economies
➔ recognise the development of the modern subject along with some of
the challenges and limitations.

Contents
Introduction 3
1.1 Basic definitions 4
1.2 Importance of successful project management to an organisation
and to you 10
1.3 Project management past and present 14
Summary 19
Key terms 20
Project management in practice: Four managers with distinctly
different roles 20
Topics for discussion 22
Further information 22
References 23

M01 Project Management 88433.indd 2 31/08/2021 11:13

Other documents randomly have
different content
distracted him. He squeezed himself into a corner, stepping aside to
let the girls pass, who went by him as if they did not notice him.
Their clothes grazed his legs. The half-dressed bodies, painted and
already sweaty, lazily floated by in oppressive heaps. Their eyes set
in pencilled lids turned in their orbits. The eyes were all large,
though dead and uniform, notwithstanding their various colors.
"Students?" asked a reddish girl of her companion, a stout
brunette with a high bare bosom and a blue ribbon about her neck.
The one who whispered in her ear made a grimace at Yevsey. He
turned away from her, and asked Zarubin in annoyance:
"Do they know who we are?"
"Yes, of course. That's why they take only half the price for
entrance, and discount twenty-five per cent. from the bill."
Yevsey emptied two beakers of the sparkling beverage. Though it
did not make him merrier, everything around him, nevertheless,
assumed a more uniform, less irritating aspect. Two girls seated
themselves at their table, Lydia and Kapitolina, the one tall and
strong, the other broad and heavy. Lydia's head was absurdly small
in proportion to her body; her forehead, too, was small, her chin was
sharp and prominent, her mouth round, her teeth, little and fine, like
those of a fish, and her eyes dark and cunning. Kapitolina seemed
put together from a number of balls of various sizes. Her protruding
eyes were also like balls, and dull as a blind person's.
Little black Zarubin was restless as a fly. He smelt of everything,
turned his head from side to side, moved his legs up and down, back
and forth, sent his thin dark hands flying over the table to seize
everything and feel everything. Yevsey suddenly began to feel a
heavy dull irritation rising in him against Zarubin.
"The skunk!" he thought. "He brought me a monster for my
money, and chose a pretty one for himself."
But Yevsey knew that his annoyance at Zarubin had a deeper-
seated cause than this. He filled a large glass of cognac, swallowed
it, and opened his burned mouth and rolled his eyes.
"Capital!" shouted Yakov.
The girls laughed, and for a minute Yevsey was deaf and blind, as
if he had fallen fast asleep.
 "This Lydia, Yevsey, my true friend, is a wise girl, oh, so wise!"
Zarubin pulled Yevsey's sleeve to rouse him. "Whenever I merit the
attention of the officials, I will take her away from here, will marry
her, and will establish her in my business. Yes, Lydia darling? Ugh!"
"We'll see," replied the girl, languidly, looking sidewise at his oily
eyes.
"Why are you silent, friend Yevsey?" asked Kapitolina, slapping
Yevsey's shoulder with her heavy hand.
"She addresses everybody by the first name," Yakov remarked.
"All the same to me," said Yevsey, without looking at the girl, and
moving away from her. "Only tell her that I don't like her, and she
should go away."
For a few seconds all kept silence.
"To the devil with you!" said Kapitolina, thickly and calmly.
Propping herself on the table with her hands, she slowly lifted her
heavy body from the chair. Yevsey was annoyed because she was
not offended. He looked at her, and said:
"A species of elephant."
"How impolite!" shouted Lydia compassionately.
"Ugh! Yes, Yevsey. That's impolite, brother. Kapitolina Nikolayevna
is an excellent girl. All connoisseurs value her."
"To me it's all the same," said Yevsey. "I want beer."
"Hey, there, beer!" shouted Zarubin. "Kapa dear, be so kind as to
see we get beer."
The stout girl turned, and left scraping her feet. Zarubin bending
over to Yevsey began insinuatingly and didactically:
"You see, Yevsey, of course this is an establishment of such a kind,
and so on, but still the girls are human beings like you and me. Why
should you insult them uselessly? Ugh! They're not all here of their
own accord."
"Stop!" said Klimkov.
He wanted everything around him to be quiet. He wanted the girls
to cease floating in the air, like melancholy drifts of spring clouds
torn by the wind. He wanted the shaven pianist with the dark blue
face, like that of a drowned person, to stop rapping his fingers on
the yellow teeth of the piano, which resembled the jaw of a huge
monster, a monster that roared and shrieked loud laughter. He
wanted the curtains of the windows to cease flapping so strangely,
as if someone's unseen and spiteful hand were pulling at them from
the street. Olga dressed in white should station herself at the door.
Then he would rise, walk around the room, and would strike
everybody in the face with all his might. Let Olga see that they were
all repulsive to him, and that she wasn't right, and understood
nothing.
The complaining words of Zarubin settled themselves obstinately
in his ears:
"We came here to make merry, but you at once begin a scandal."
Yevsey, his whole body swaying, gave a dull glance into Yakov's
face, and suddenly said to himself with cold precision:
"On account of that—sneak, I fell into this pit of an infernal life. All
on account of him!"
He took a full bottle of beer into his hands, filled a glass for
himself, drank it out, and without letting go of the bottle, rose from
his seat.
"The money is mine, not yours, you skunk!"
"What of it? We are comrades!"
Zarubin's black head, cropped and prickly, fell back. Yevsey saw
the sharp gleaming little eyes on the swarthy face, saw the set
teeth.
"You wait. Sit down."
Klimkov waved the bottle, and hit him in the face, aiming at his
eyes. The ruddy blood gleamed oily and moist, awakening a
ferocious joy in Klimkov. He swung his hand once again, pouring the
beer over himself. Everybody began to cry "Oh, oh!" to scream, and
rock. Somebody's nails drove themselves into Klimkov's face. He was
seized by the arms and legs, lifted from the floor, and carried off.
Somebody spat warm sticky saliva into his face, squeezed his throat,
and tore his hair.
He came to his senses in the police station, all in tatters,
scratched, and wet. He at once remembered everything.
"What will happen now?" was his first thought, though
unaccompanied by alarm.
 A police officer whom he knew advised him to wash his face and
ride home.
"Are they going to try me?"
"I don't know," said the police officer, who sighed, and added
enviously, "Hardly. Your department is a power. It is permitted
everything. So they'll take care of you."
Yevsey smiled.
After several days of a sort of even indistinct life without
impressions and excitement, Yevsey was summoned to the presence
of Filip Filippovich, who shouted shrilly a long time.
"You, idiot, you ought to set other people an example of good
conduct. You ought not to make scandals. Please remember that. If
I learn anything of the same kind about you, I'll place you under
arrest for a month. Do you hear?"
Klimkov was frightened. He shrank within himself, and began to
live quietly, silently, unobserved, trying to exhaust himself as much
as possible, in order to escape thought.
When he met Yakov Zarubin, he saw a small red scar over his
right eye; which new feature on the mobile face was pleasant to
him. The consciousness that he had found the courage and the
power to strike a person raised him in his own eyes.
"Why did you do it to me?" asked Yakov.
"So," said Yevsey. "I was drunk."
"Oh, you devil! You know what a face means in our service. We
can't afford to spoil it."
Zarubin demanded a treat for a good dinner from Yevsey.
 CHAPTER XXIV

K limkov did not succeed in hiding himself from the power of hostile
thoughts. They appeared again.
The news spread among the spies that some of the ministers had
also been bribed by the enemies of the Czar and Russia. They had
formed a cabal to take his power from him, and replace the existing
good Russian order of life by another order borrowed from foreign
governments, which of course would be pernicious to the Russian
people. Now these ministers issued a manifesto in which they
claimed that with the will and consent of the Czar they announced
that soon freedom would be given to the people to assemble
wherever they pleased, to speak about whatever interested them,
and to write and publish everything they needed to in newspapers.
Moreover, they would even be granted the liberty not to believe in
God.
The authorities, dismal and demoralized, again began to rush
about anxiously. They again spoke kindly to the spies; and though
they did not demand anything of the agents, nor advise them what
to do, it was apparent that preparations were being made for the
disclosure of something significant and important. For whole hours
Filip Filippovich would consult secretly with Krasavin, Sasha,
Solovyov, and other experienced agents; after which they all went
about gloomy and preoccupied, and gave brief, unintelligible
responses to the questions of their comrades.
Once the voice of Sasha, virulent and breaking with excitement
leaked through the door standing slightly ajar between the outer
office and the cabinet of Filip Filippovich.
 "It's not about the constitution, not about politics that we ought to
speak to them. We must tell them that the new order would destroy
them—the quiet among them would die of starvation, the more
forward would rot in prison. What sort of men have we in our
service? Hybrids, degenerates, the psychically sick, stupid animals."
"You talk God knows what," Filip Filippovich piped aloud.
The mournful voice of Yasnogursky was heard next.
"What a scheme you have! My good man, I can't understand what
you're driving at."
Piotr, Grokhotov, Yevsey, and two new spies were sitting in the
office. One of the novices was a reddish, hook-nosed man with large
freckles on his face and gold glasses; the other shaven, bald, and
red-cheeked with a broad nose and a purple birthmark on his neck
near his left ear. They listened attentively to Sasha's talk, glancing at
each other sidewise. All kept silent. Piotr rose a number of times,
and walked to the door. Finally he coughed aloud near it, upon which
an invisible hand immediately closed it. The bald spy carefully felt his
nose with his thick fingers, and asked quietly:
"Who was it he called hybrids?"
At first nobody responded, then Grokhotov sighing humbly said:
"He calls everybody hybrid."
"A smart beast!" exclaimed Piotr smiling dreamily. "Rotten to the
core, but just see how his power keeps rising! That's what education
will do for you."
The bald-headed spy looked at everybody with his mole eyes, and
again asked hesitatingly:
"What does he mean—eh, eh—does he mean us?"
"Politics," said Grokhotov. "Politics is a wise business. It's not
squeamish."
"If I had received an education, I too, would have turned up
trumps," declared Piotr.
The red-headed spy carelessly swung himself on his chair, his
mouth frequently gaping in a wide yawn.
Sasha emerged from the cabinet, livid and dishevelled. He stopped
at the door, and looked at everybody.
"Eavesdropping, eh?" he asked sarcastically.
 The rest of the spies dropped into the office one by one, wearily
and dismally, flinging various remarks at one another. Maklakov
came in an ill humor. The look in his eyes was sharp and insulting.
He passed quickly into the cabinet, and banged the door behind him.
"Tables are going to be turned," Sasha said to Piotr. "We'll be the
secret society, and they'll remain patent fools. That's what's going to
happen. Hey," he shouted, "no one is to leave the office. There's
going to be a meeting."
All grew still. Yasnogursky came out from the cabinet with a broad
smile widening his large mouth. His protuberant fleshy ears reached
to the back of his neck. All sleek and slippery, he produced the
impression of a large piece of soap. He walked among the crowd of
spies pressing their hands and kindly and humbly nodding his head.
Suddenly he walked off into a corner, and began to address the
agents in a lachrymose voice:
"Good servants of the Czar, it is with a heart penetrated by grief
that I address myself to you—to you, men without fear, men without
reproach, true children of the Czar, your father, and of the true
Orthodox Church, your mother,—to you I speak."
"Look at him howling!" somebody whispered near Yevsey, who
thought he heard Yasnogursky utter an ugly oath.
"You already know of the fresh cunning of the enemy, of the new
and baneful plot. You read the proclamation of Minister Bulygin, in
which it is said that our Czar wishes to renounce the power
entrusted to him by our Lord God over Russia and the Russian
people. All this, dear comrades and brothers, is the infernal game of
people who have delivered over their souls to foreign capitalists. It is
a new attempt to ruin our sacred Russia. What do they want to
attain with the Duma they have promised? What do they want to
attain by this very constitution and liberty?"
The spies moved closer together.
"In the name of the Father, Son, and Holy Ghost, let us examine
the snares of the devils in the light of truth. Let us look at them with
our simple Russian mind, and we'll see how they scatter like dust
before our eyes. Just look! They want to deprive the Czar of his
divine power, his liberty to rule the country according to the dictates
from on High. They want to arrange popular elections, so that the
people should send to the Czar their representatives, who would
promulgate laws abridging his power. They hope that our people,
ignorant and drunk, will permit themselves to be bought with wine
and money, and will bring into the Czar's palace those who are
pointed out to them by the traitors, liberals and revolutionists. And
whom will they point out? Jews, Poles, Armenians, Germans, and
other strangers, enemies of Russia."
Klimkov observed that Sasha standing in back of Yasnogursky,
smiled sardonically like the devil. He inclined his head, to keep the
sick spy from noticing him.
"This band of venal swindlers will surround the bright throne of
our Czar and will close his wise eyes to the destiny of our country.
They will deliver Russia over into the hands of strangers and
foreigners. The Jews will establish their government in Russia, the
Poles their government, the Armenians and the Georgians theirs, the
Letts theirs, and other paupers whom Russia took under the shelter
of her powerful hand, theirs. They will establish their governments,
and when we Russians remain alone—then—then—it means—"
Sasha standing at Yasnogursky's side, began to whisper into his
ear. The old man waved him off in annoyance, and said aloud:
"Then the Germans, and the English will rush upon us, and will
clutch us in their greedy paws. The destruction of Russia is
threatening us, dear comrades, my friends. Have a care!"
The last words of his speech were uttered in a shout, then he
lapsed into silence lasting about a minute, after which he raised his
hand over his head and resumed:
"But our Czar has friends. They watch over his power and over his
glory like faithful dogs unbought. They have organized a society for
war upon the dastardly conspiracies of the revolutionists, upon the
constitution, and every abomination destructive to us, the true
Russian people. Counts and princes celebrated for their services to
the Czar in Russia are entering this organization, governors
submissive to the will of the Czar and faithful to the covenant of our
sacred past. Perhaps even the very highest—"
 Sasha again stopped Yasnogursky. The old man listened to him,
grew red, waved his hands, and suddenly shouted:
"Well, speak yourself. What does it mean? What right have you—I
don't want to—"
He gave an odd little leap, and pushing the crowd of spies apart,
walked away. Sasha now took his place, and stood there tall and
stooping with head thrust forward. Looking around with his red eyes,
and rubbing his hands, he asked sharply:
"Well, did you understand?"
"We did—we did," several voices sounded sullenly and half-
heartedly.
"Of course!" exclaimed Sasha in derision. Then he began to speak,
pronouncing every word with the precision of a hammer-blow. His
voice rang with malice.
"Let those also listen who are wiser. Let them explain my words to
the fools. The revolutionists, the liberals, our Russian gentry in
general, have conquered. Do you understand? The administration
has resolved to yield to their demands, it wants to give them a
constitution. What does a constitution mean to you? Starvation,
death, because you are idlers and do-nothings, you are no good for
any sort of work. It means prison for the most of you, because most
of you have merited it; for a few others it means the hospital, the
insane asylum, because there are a whole lot of half-witted men,
psychically sick, among you. The new order of life, if established, will
make quick work of you all. The police department will be destroyed,
the Department of Safety will be shut down, you will be turned out
into the street. Do you understand?"
All were silent, as if turned to stone.
"Then I would go away somewhere," Klimkov thought.
"I think it's plain," said Sasha, after a period of silence. As he
again embraced his audience in his look, the red band on his
forehead seemed to have spread over his whole face, and his face to
become covered with a leaden blue.
"You ought to realize that this change is not advantageous to you,
that you don't want it. Therefore you must fight against it now. Isn't
that so? For whom, in whose interest, are you going to fight? For
your own selves, for your interests, for your right to live as you have
lived up to this time. Is what I say clear? What can we do? Let
everyone think about this question."
A heavy noise suddenly arose in the close room, as if a huge sick
breast were sighing and rattling. Some of the spies walked away
silently and sullenly, with drooping heads. One man grumbled in
vexation:
"They tell us this and they tell us that. Why don't they increase
our salaries instead?"
"They keep frightening us, always frightening us."
In the corner near Sasha about a dozen men had gathered.
Yevsey quietly moved up to the group, and heard the enraptured
voice of Piotr:
"That's the way to speak! Twice two are four, and all are aces."
"No, I'm not satisfied," said Solovyov sweetly with a prying note in
his voice. "Think! What does it mean to think? Everyone may think in
his own way. You should tell me what to do."
"You have been told!" put in Krasavin roughly and sharply.
"I don't understand," Maklakov declared calmly.
"You?" shouted Sasha. "You lie! You do understand!"
"No."
"And I say you do, but you're a coward, you're a nobleman—and—
and—and I know you."
"Maybe," said Maklakov. "But do you know what you want?" He
spoke in so cold a tone, and put so much significance into his voice,
that Yevsey trembled and thought:
"Will Sasha strike him?"
Sasha, however, merely repeated the question in a screeching
voice:
"I? Do I know what I want?"
"Yes."
"I will tell you." Sasha raised his voice threateningly. "I am soon
going to die. I have nobody to fear. I am a stranger to life. I live with
hatred of good people before whom you in your thoughts crouch on
your knees. Don't you know? You lie. You are a slave, a slave in your
soul. A lackey, though you are a nobleman, and I am a muzhik, a
perspicacious muzhik. Even though I attended the university, nothing
has corrupted me."
Yevsey felt that Sasha's words crawled in his heart like spiders,
enmeshing him in gluey threads, squeezing him, tying him up, and
drawing him to Sasha. He pressed through to the front, and stood
alongside the combatants trying to see the faces of both at the same
time.
"I know my enemy. It's you, the gentry. You are gentlemen, even
as spies. You are abhorrent everywhere, everywhere execrable, men
and women, writers and spies. But I know a means for having done
with you gentlemen, the gentry. I know a way. I see what ought to
be done with you, how to destroy you."
"That's the very point that's interesting, not your hysterics," said
Maklakov thrusting his hands in his pockets.
"Yes, it's interesting to you? Very well. I'll tell you."
Sasha evidently wanted to sit down, for he vacillated like a
pendulum. He looked around as he spoke without pause, breathless
from quick utterance.
"Who orders life? The gentry. Who spoiled the pretty animal man?
Who made him a dirty beast, a sick beast? You, the gentry. Hence all
this, the whole of life, ought to be turned against you. So we must
open all the ulcers of life, and drown you in the stream of
abomination that will flow from them, in the vomit of the people you
have poisoned. A curse on you! The time of your execution and
destruction has come. All those who have been mutilated by you are
rising against you, and they'll choke you, crush you, you
understand? Yes, that's how it will be. Nay, it already is. In some
cities they have already tried to find out how firmly the heads of the
gentlemen are fixed on their shoulders. You know that, don't you?"
Sasha staggered back, and leaned against the wall, stretching his
arms forward, and choking and gasping over a broken laugh.
Maklakov glanced at the men standing around him, and asked also
with a laugh:
"Did you understand what he said?"
"One can say whatever he pleases," replied Solovyov, but the next
instant added hastily, "In one's own company. The most interesting
thing would be to find out for certain whether a secret society has
actually been organized in St. Petersburg and for what purpose."
"That's what we want to know," said Krasavin in a tone of
demand. "And what sort of people are in it, too."
"In reality, brothers, the revolution has been transferred to other
quarters," exclaimed Piotr, merrily and animatedly.
"If there really are princes in that society," Solovyov meditated
dreamily, "then our business ought to improve."
"You have twenty thousand in the bank anyway, old devil."
"And maybe thirty. Count again," said Solovyov in an offended
tone, and stepped aside.
Sasha coughed dully and hoarsely; while Maklakov regarded him
with a scowl. Yevsey gradually freed himself from the thin shackles
of the attraction that the sick spy had unexpectedly begun to exert
upon him. His talk, which at first had seized Klimkov, now dissolved
and disappeared from his soul like dust under rain.
"What are you looking at me for?" shouted Sasha at Maklakov.
Maklakov turned and walked away without answering. Yevsey
involuntarily followed him.
"Did you understand anything?" Maklakov suddenly inquired of
Yevsey.
"I don't like it."
"No? Why?"
"He's always rancorous, and there's rancor enough without him."
"Yes, so there is," said Maklakov, nodding his head. "There's
rancor enough."
"And it's impossible to understand anything," Klimkov continued,
looking around cautiously. "Everybody speaks differently—"
The words had scarcely left his mouth when he grew alarmed, and
glanced sidewise at Maklakov's face. The spy pensively brushed the
dust from his hat with his handkerchief, apparently oblivious of the
dangerous words.
"Well, good-by," he said, holding out his hand to Yevsey. Yevsey
wanted to accompany him, but the spy put on his hat, and twirling
his mustache, walked out without so much as looking at him.
 CHAPTER XXV

S omething strange, like a dream, grew in the city, rushing onward

with irresistible rapidity. People lost their fear completely. On the
faces which only a short time ago had been flat and humble, an
expression of conscious power and preoccupation now appeared
sharply and clearly. All recalled builders preparing to pull down an
old structure, and busily considering the best way of beginning the
work.
Almost every day the workingmen in the factory suburb openly
arranged meetings, at which known revolutionists appeared, who in
the very presence of the police and officials of the Department of
Safety sharply censured the order of life, and pointed out that the
manifesto of the minister convoking the Duma was an attempt of the
administration to pacify the people, who were stirred up by
misfortune, in order to deceive them in the end, as always. The
speakers urged their listeners not to believe anybody except their
own reason.
Once when a rebel orator shouted, "The people alone are the true
and legal masters of life; to them belong the whole earth and all
freedom," a triumphant roar came in reply, "True, brother!"
Yevsey deafened by the shouts turned away, and met Melnikov
who had been standing in back of him. His eyes burned, he was
black and dishevelled. He flapped his arms, as a crow flaps its wings,
and bawled:
"Tr-r-r-ue!"
Klimkov pulled the skirt of his coat in amazement, and whispered
in a low voice:
 "What ails you? The speaker is a Socialist. He's under
surveillance."
Melnikov blinked his eyes, and asked:
"He?" Without awaiting a reply, he shouted again, "Hurray! True!"
Then to Yevsey very angrily, "Get out! It's all the same who speaks
the truth."
Yevsey smiled timidly at the new speeches. He looked around
helplessly for some person in the crowd with whom he might speak
openly; but on finding a pleasant face that inspired confidence, he
sighed and thought:
"I'll begin to talk with him, and he'll at once understand that I'm a
spy."
He frequently heard the revolutionists speak of the necessity of
arranging another life upon earth. Dreams of his childhood returned,
broadened and filled with a clear content. He believed in the hot
fearless words. But the faith grew feebly and lazily upon the shaky,
slimy soil of his soul, choked with impressions, poisoned by fear, and
exhausted by violence. His faith was like a child suffering with
rachitis, bow-legged, with large eyes always gazing into the
distance.
Yevsey admired the beautiful growth of the rebellion. But he
lacked the power to fall in love with it. He believed words. He did not
believe people. The dreams stirring his heart died the instant they
touched it. A timorous spectator he walked along the shore of a
stream without the desire to plunge into its soul-refreshing waves.
At the same time he longed wistfully for someone to triumph, for
someone to make life calm and pleasing, and point out a
comfortable place in it where he might find repose.
At first he could not comprehend why both the revolutionists and
the officers of the spies censured the administration, why both
asserted that someone wanted to deceive the people. When the
people themselves, however, came out into the street, and began to
speak, Yevsey stopped to think about this question.
The spies walked about slowly, indolently; they all grew strange to
one another, maintaining sullen silence, and looking into the eyes of
their comrades suspiciously, as if expecting something dangerous
from one another. The officials ceased to talk, and sank into the
background. They gave out no plans of action, and said nothing
new.
"Has nothing been heard in regard to this St. Petersburg league of
princes?" Krasavin asked almost every day.
Once Piotr joyously announced:
"Boys, Sasha has been summoned to St. Petersburg. He'll fix up a
game there, you'll see."
Viakhirev, the hook-nosed, reddish spy, remarked lazily:
"The League of Russian People has been permitted to organize
fighting bands to kill the revolutionists. I'll go there, I'm a good
shot."
"A pistol is a fine thing," said someone. "You shoot, and then run
away."
"How simply they speak about everything," thought Yevsey. He
involuntarily recalled other conversations—Olga and Makarov—which
he impatiently pushed away from himself.
Sasha returned from St. Petersburg, as it were stronger.
Concentrated green sparks gleamed in his dim eyes. His voice had
become deeper, his entire body seemed to have straightened and
grown sounder.
"What are we going to do?" asked Piotr.
"You'll soon find out," answered Sasha, showing his teeth.
Autumn came as always quiet and melancholy. But the people did
not remark its advent. Yesterday bold and noisy, to-day they came
out into the streets still bolder, still more confident, and upheld
Yevsey's faith in their victory, in the nearness, of a calm, peaceful,
comfortable life.
Then came the fabulously terrible and marvellous days, when all
the people ceased to work, and the customary life that for so long
had held oppressive sway, oppressive in its cruelty and aimless play,
suddenly ceased, as if crushed by a giant embrace. The people
refused the city, their ruler, bread, fire, and water. And for a number
of nights it stood in darkness, hungry, thirsty, sullen, and affronted.
During those dark, insulting nights, the working-people walked
through the streets with song, childish joy shining in their eyes. For
the first time they clearly saw their power, and themselves were
amazed at its significance. They understood their might over life,
and good-naturedly exulted, looking at the blinded houses, the
motionless dead machines, the dumbfounded police, the closed,
ever-hungry jaws of the shops and restaurants, the frightened faces,
the humble figures of those persons who had never learned to work,
but only to eat much, and who therefore considered themselves the
best blood in the city. Their power over people had been torn from
their impotent hands in these days, yet their cruelty and cunning
remained. Klimkov looked at the men accustomed to command now
silently submitting to the will of the hungry, poor, and unwashed. He
understood that it had become a shame for the lords to live. So
trying to cover up their shame, they smiled approvingly upon the
working-people, and lied to them. They were afraid of the workers.
In spite of the lords, however, it seemed to Yevsey that the past
would not return. He felt that new masters had arisen, and if they
had been able all of a sudden to stop the course of life, then they
would now be able to arrange it differently, more freely, and more
easily for themselves and for all.
The old, the cruel, and the malicious abandoned the city. It melted
away in the darkness. The people perceptibly grew better, and
though the city remained without illumination, yet the nights were
stirring, merry as the days.
Everywhere crowds of people gathered and spoke animatedly, in
free, bold, human speech, of the approaching days of the triumph of
truth. They believed in it hotly. The unbelievers were silent, but
looked into the new faces, impressing the new speech upon their
minds.
Often Klimkov observed the spies in the crowds. Not wishing to be
seen by them, he walked away. He met Melnikov more frequently
than the others. This man roused his particular interest. A dense
crowd always gathered around him, and his thick voice flowed from
the centre of the group like a dark stream.
"There, you see! The people wanted it, and everything is up. If
the people want it, they will take everything into their own hands.
They're a power, the people are. Remember this—don't let what you
have obtained slip from your grasp. Take care! More than everything,
guard against the cunning of various gentlemen. Away with them.
Drive them off! If they dispute, beat them to death."
When Klimkov heard this, he thought:
"For such talk people used to be put in prison. What numbers
have been put in prison! And now they speak that way themselves."
He wandered about in the crowd alone from morning until late at
night. Sometimes he had an irresistible yearning to speak; but as
soon as he felt the desire coming upon him, he immediately walked
off into empty by-streets and dark corners.
"If I speak, they'll recognize me," he thought with importunate
dread. And he comforted himself by reflecting, "No hurry. I'll have
time enough yet to speak."
One night while walking along the street, he saw Maklakov hidden
in a gateway, looking up to a lighted window on the opposite side of
the street like a hungry dog waiting for a sop.
"Keeps at his work," thought Yevsey, then said to Maklakov: "Do
you want me to take your place, Timofey Vasilyevich?"
"You, me, Yevsey?" exclaimed the spy in a subdued voice, and
Klimkov felt that something was wrong, for it was the first time that
the spy had ever addressed him by the first name. Moreover
Maklakov's voice was not his own. "No, go," he said.
The spy always so smooth and decorous now had a shabby
appearance. His hair, as a rule carefully and prettily combed behind
his ears, lay in disorder over his forehead and temples. He smelt of
whiskey.
"Good-by," said Yevsey raising his hat and walking off slowly. He
had taken only a few steps, however, when he heard a call behind
him.
"Listen!"
Yevsey turned back noiselessly, and stood beside Maklakov.
"Let's walk together."
"He must be very drunk," thought Yevsey.
"Do you know who lives in that house?" asked Maklakov, looking
back.
"No."
 "Mironov, the writer. Do you remember him?"
"I do."
"Well, I should think you would. He made you out a fool so
simply."
"Yes," agreed Yevsey.
They walked slowly with noiseless tread. The narrow street was
quiet, deserted, and cold.
"Let's go back," continued Maklakov. Then he adjusted his hat on
his head, buttoned his overcoat, and declared thoughtfully, "Brother,
I am going away—to Argentine. That's in America."
Klimkov heard something hopeless, dismal in his words, and he,
too, began to feel gloomy and awkward.
"Why—so far?"
"I must."
Maklakov again stopped opposite the illuminated window, and
looked up to it silently. Like a huge, solitary eye on the black face of
the house, it cast a peaceful beam of light into the darkness—a
small island amid black and heavy waters.
"That's his window, Mironov's," said Maklakov quietly. "That's the
way he sits at night all by himself and writes. Come."
Some people advanced toward them singing softly:
"It comes, it comes, the last decisive fight!"
"We ought to cross to the other side," Yevsey proposed in a
whisper.
"Are you afraid?" asked Maklakov, though he was the first to step
from the pavement to cross the frozen dirt of the middle of the
street. "No reason to be afraid. These fellows with their songs of war
and all such things are peaceful people. The wild beasts are not
among them, no. It would be good to sit down now in some warm
place, in a café, but everything is closed, everything is suspended,
brother."
"Come home," Klimkov suggested.
"Home? No thank you. You can go if you want to."
Yevsey remained, submissively yielding to the sad expectation of
something inevitable. From the other side of the street came the
sound of the people's talk.
 "Misha, is it possible you don't believe?" one asked in a ringing,
joyous voice.
A soft bass answered:
"I do believe, but I say it won't happen so soon."
"Listen! What the devil of a spy are you, eh?" Maklakov suddenly
demanded nudging Yevsey with his elbow. "I've been watching you a
long time. Your face always looks as if you had just taken an
emetic."
Yevsey grew glad at the possibility of speaking about himself
openly.
"I am going away, Timofey Vasilyevich," he quickly mumbled. "Just
as soon as everything is arranged, I am going away. I'll gradually
settle myself in business, and I'm going to live quietly by myself—"
"As soon as what is arranged?"
"Why, all this about the new life. When the people start out all for
themselves."
"Eh, eh," drawled the spy, waving his hand and smiling. His smile
robbed Yevsey of the desire to speak about himself.
They walked in silence again, and turned again. Both were
gloomy.
"There, now," Maklakov exclaimed with unexpected roughness and
acerbity as they once more approached the author's house. "I'm
really going away, forever, entirely from Russia. Do you understand?
And I must hand over some papers to this—this author. You see this
package?"
He waved a white parcel before Yevsey's face, and continued
quickly, in a low growl. "I won't go to him myself. This is the second
day I've been on the watch for him, waiting for him to come out. But
he's sick, and he won't come out. I would have given it to him in the
street. I can't send it by mail. His letters are opened and stolen in
the Post Office and given over to the Department of Safety. And it's
absolutely impossible for me to go to him myself. Do you
understand?"
The spy pressing the package to his breast bent his head to look
into Yevsey's eyes.
 "My life is in this package. I have written about myself—my story
—who I am, and why. I want him to read it—he loves people."
Taking Yevsey's shoulder in a vigorous clutch the spy shook him,
and commanded:
"You go and give it to him, into his own hands—go, tell him that
one—" Maklakov broke off, and continued after a pause—"tell him
that a certain agent of the Department of Safety sent him these
papers, and begs him most humbly—tell him that way, 'begs him
most humbly' to read them. I'll wait here for you, on the street. Go.
But look out, don't tell him I'm here. If he asks, say I've escaped,
went to Argentine. Repeat what I've told you."
"Went to Argentine."
"And don't forget, 'begs most humbly.'"
"No, I won't."
"Go on, quick!"
Giving Klimkov a gentle shove on the back he escorted him to the
door of the house, walked away, and stopped to observe him.
Yevsey agitated and seized with a fine tremor, lost consciousness
of his own personality crushed by the commanding words of
Maklakov. He pushed the electric button, and felt ready to crawl
through the door in the desire to hide himself from the spy as
quickly as possible. He struck it with his knee, and it opened. A dark
figure loomed in the light, a voice asked testily:
"What do you want?"
"The writer, Mr. Mironov—him personally. I have been told to
deliver a package into his own hands. Please, quick!" said Yevsey,
involuntarily imitating the rapid and incoherent talk of Maklakov.
Everything became confused in his brain. But the words of the spy
lay there, white and cold as dead bones. And when a somewhat dull
voice reached him, "What can I do for you, young man?" Yevsey said
in an apathetic voice, like an automaton, "A certain agent of the
Department of Safety sent you these papers, and begs you most
humbly to read them. He has gone off to Argentine." The strange
name embarrassed Yevsey, and he added in a lower voice,
"Argentine, which is in America."
"Yes, but where are the papers?"