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 Manager'
Emergency
s
Kit
Emergency K
Ralph L. Kliem

ST. LUCIE PRESS

A CRC Press Company
Boca Raton London New York Was ngton, D.C.
 Library of Congress Cataloging-in-Publication Data

Kliem, Ralph L.
The project manager's emergency kit I by Ralph L. Kliem.
p. cm.
ISBN 1-57444-333-X
1. Project management. I. Title.

T56.8 .K54 2002

658.4'04-dc21 2002069717

This book contains information obtained from authentic and highly regarded sources. Reprinted material
is quoted with permission, and sources are indicated. A wide variety of references are listed. Reasonable
efforts have been made to publish reliable data and information, but the author and the publisher cannot
assume responsibility for the validity of all materials or for the consequences of their use.
Neither this book nor any part may be reproduced or transmitted in any form or by any means, electronic
or mechanical, including photocopying, microfilming, and recording, or by any information storage or
retrieval system, without prior permission in writing from the publisher.
The consent of CRC Press LLC does not extend to copying for general distribution, for promotion, for
creating new works, or for resale. Specific permission must be obtained in writing from CRC Press LLC
for such copying.
Direct all inquiries to CRC Press LLC, 2000 N.W. Corporate Blvd., Boca Raton, Florida 33431.
lkademark Notice: Product or corporate names may be trademarks or registered trademarks, and are
used only for identification and explanation, without intent to infringe.

Visit the CRC Press Web site at www.crcpress.com

O 2003 by CRC Press LLC

St. Lucie Press is an imprint of CRC Press LLC

No claim to original U.S. Government works

International Standard Book Number 1-57444-333-X
Library of Congress Card Number 2002069717
Printed in the United States of America 1 2 3 4 5 6 7 8 9 0
Printed on acid-free paper
 Dedication

To Jan, Jenny, and Jessica Replogle

Preface
Being a project manager is one of the most challenging and rewarding experiences
of one's professional life. It is challenging because there is always a shEtagCofjrist
about everything, from time to people. In the midst of these shortages is the increas-
ing pressure to deliver a product or service at the right moment to the right people
in the right way while meeting the right standards. It is rewarding because of the
opportunity to overcome those challenges by delivering a product or service in a
manner that satisfies everyone who has a stake in the outcome of a project - the
project manager, the team, the customer, senior management, and others.
Unfortunately, most projects do not overcome their challenges, and, if they do,
everyone has a feeling of "Thank God, it's over." Of course, it does not have to be
that way, which is why I wrote this book. As a project manager myself, I know that
successful outcomes require good knowledge and reliable application of the tools,
techniques, and principles of project management. This book provides everything
you need to get a project off to a solid start, put it in cruise control, get it to its
destination, and overcome any emergencies that arise along the way. It is truly your
emergency kit to keep handy while maneuvering down that long road called the
project life cycle. The contents of this book have worked successfully for me and
other project managers.
How so? Here is what you get in this book. Over 200 tools, techniques, and
principles are presented in alphabetical order. Each entry presents an overview, the
goals to achieve, a list of the benefits and possible obstacles you will encounter,
and, finally, steps for its application. You can reference the List of Figures following
this Preface to find the proper tool, technique, or principle to apply in a particular
situation. The matrix lists the four major functions of project management (planning,
organizing, controlling, and leading) plus a miscellaneous column. Each function,
in turn, is divided into four categories: cost, schedule, quality, and people. Running
down the left column are the topics covered in the text of the book. Check marks
in the individual cells indicate relevant topics for the function and corresponding
category in which you are interested. For example, look up bar (Gantt) charts. Notice
that this entry has check marks under the category "schedule" for both the planning
and controlling functions. The matrix tells you when to use a particular tool - in
this case, when planning or controlling a project. You can then refer to the entry in
the book (for example, bar [Gantt] charts) to learn more about the topic. Or, better
yet, if you are having a particular problem (for example, with bar charts during
planning), you can refer to the relevant topic for ideas on how to overcome it.
Like all emergency kits, it is important to keep this one available throughout
the life cycle of your project. That way when you need something, either to get
off to a good start or to overcome an obstacle, you can simply refer to the applicable
tool, technique, or principle and apply it in a way that helps you to arrive at your
destination. Used properly, it can be the emergency kit that helps you deliver a
project or service at the right moment to the right people in the right way while
meeting the right standards. What is more, you will satisfy everyone who has a
stake in the outcome of your project - yourself, the team, the customer, and
senior management.
Happy travels.

Ralph Kliem, PMP

Practical Creative Solutions, Inc.
List of Figures
Figure 1 Affinity diagram..................................................................................... 2
Figure 2 Bar chart..................................................................................................5
Figure 3 Breakeven analysis .................................................................................8
Figure 4 Cause-and-effect graph.........................................................................13
Figure 5 Chunking............................................................................................... 18
Figure 6 Communication diagram......................................................................20
Figure 7 Core team ..............................................................................................28
Figure 8 Critical issues and action items log......................................................31
Figure 9 Decision table. (From Project Management Seminar presented
by Practical Creative Solutions. Inc.. 1996.) ........................................34
Figure 10 Decision tree.........................................................................................35
Figure 11 Dependency relationships. (From Project Management Seminar
presented by Practical Creative Solutions. Inc.. 1996.) ........................36
Figure 12 .
Early and late start and finish dates (From Project Management
Seminar presented by Practical Creative Solutions. Inc.. 1996.)..........39
Figure 13 Entity-relationship diagrams.................................................................43
Figure 14 Fast tracking .......................................................................................... 48
Figure 15 Fishbone diagram.................................................................................. 49
Figure 16 Functional hierarchy diagram...............................................................52
Figure 17 Golden vs. iron triangle of project management..................................57
Figure 18 Issue-action diagram.................................................................... LC

Figure 19 Key contact listing ........................................................................

Figure 20 Lag. (From Project Management Seminar presented
by Practical Creative Solutions. Inc.. 1996.) ........................................or
Figure 21 Unleveled histogram............................................................................. 82
Figure 22 Leveled histogram................................................................................82
Figure 23 Managerial grid.....................................................................................85
Figure 24 Hierarchy of needs................................................................................87
Figure 25 Matrix structure. (From Project Management Seminar presented
by Practical Creative Solutions. Inc.. 1996.) ........................................88
Figure 26 Task force structure. (From Project Management Seminar
presented by Practical Creative Solutions. Inc.. 1996.)........................88
Figure 27 Mind mapping.......................................................................................94
Figure 28 Arrow diagram. (From Project Management Seminar presented
by Practical Creative Solutions. Inc.. 1996.) ...................................... 101
Figure 29 Precedence diagram. (From Project Management Seminar
presented by Practical Creative Solutions. Inc.. 1996.)......................101
Figure 30 Neural net ............................................................................................ 102
Figure 31 Objectives and their relationship to goals...........................................106
Figure 32 Organization chart..............................................................................107
Figure 33 Pareto analysis chart........................................................................... 113
Figure 34 PDCA cycle........................................................................................ 114
Figure 35 PERT estimating technique. (From Project Management
Seminar presented by Practical Creative Solutions. Inc.. 1996.) ........116
Figure 36 Project life cycles................................................................................ 129
Figure 37 Approach for selecting software.........................................................131
Figure 38 Project wall layout.............................................................................. 136
Figure 39 Responsibility matrix. (From Project Management Seminar
presented by Practical Creative Solutions. Inc.. 1996.) ......................145
Figure 40 Scattergram......................................................................................... 152
Figure 41 Scope creep.........................................................................................154
Figure 42 Skills matrix........................................................................................ 158
Figure 43 Span of control. (From Project Management Seminar presented
by Practical Creative Solutions. Inc.. 1996.) ......................................160
Figure 44 Statement of understanding. (From Project Management
Seminar presented by Practical Creative Solutions. Inc.. 1996.) ........165
Figure 45 Statistical process control...................................................................166
Figure 46 Top-down and bottom-up thinking. (From Project Management
Seminar presented by Practical Creative Solutions. Inc.. 1996.) ........180
Figure 47 Typical work breakdown structure. (From Project Management
Seminar presented by Practical Creative Solutions. Inc.. 1996.) ........194
Figure 48 Work breakdown structure by deliverables.
(From Project Management Seminar presented
by Practical Creative Solutions. Inc.. 1996.) ......................................195
Figure 49 Work breakdown structure by phase. (From Project Management
Seminar presented by Practical Creative Solutions. Inc.. 1996.) ........196
Figure 50 Work breakdown structure by responsibility......................................197
Figure 51 Workflow symbols..............................................................................198
Figure 52 Example of work flow ........................................................................199
 Contents

Activity-Based Costing and Traditional Accounting ................................................1

Affinity Diagram ........................................................................................................2
f Alternative Working Schedules ................................................................................. 3

i Bar (Gantt) Charts ..................................................................................................... 5

Benchmarking............................................................................................................ 6
Body Language ..........................................................................................................7
Brainstorming ............................................................................................................7
Breakeven Analysis.................................................................................................... 8
Budgeting...................................................................................................................
9

Capability Maturity Model...................................................................................... 11

Capacity Planning ....................................................................................................12
Categories of Change .............................................................................................. 12
Cause-and-Effect Graph .......................................................................................... 13
Change Board .......................................................................................................... 14
Change Control ........................................................................................................ 15
Change Implementation........................................................................................... 16
Checkpoint Review Meeting ................................................................................... 16
Chunking.................................................................................................................. 17
Client ........................................................................................................................
18
Collecting Statistics .................................................................................................19
Communication Diagram ........................................................................................20
Communications Process.........................................................................................21
Configuration Management ..................................................................................21
Conflict Resolution.................................................................................................. 22
Consultants and Contractors....................................................................................23
J Contingency Planning.............................................................................................. 24
Continuous Improvement ........................................................................................24
Contracts .................................................................................................................. 25
Controlling ............................................................................................................... 26
Controls ....................................................................................................................27
Core Team ................................................................................................................ 28
Cost Analysis ........................................................................................................... 29
Creativity.................................................................................................................. 29
0 Critical Chain ...........................................................................................................30
Critical Issues and Action Items Log......................................................................31
d critical Path ............................................................................................................32

Decision Making...................................................................................................... 33
Decision Tables ........................................................................................................
34
Decision Trees ....................................................................................................... 35
JDependency Relationships....................................................................................... 36

JEarly and Late Start and Finish Dates ....................................................................

39
J Earned Value ............................................................................................................
40
E-Mail ......................................................................................................................41
Emotional Intelligence.............................................................................................42
Enneagram ...............................................................................................................42
Entity-Relationship Diagrams .................................................................................43
Estimating ................................................................................................................ 44

Facilitation ............................................................................................................... 47
Fast Tracking ........................................................................................................... 48
Fishbone Diagram....................................................................................................49
Forms ....................................................................................................................... 50
Forward and Backward Passes ...............................................................................51
Frameworks and Methodologies ............................................................................. 51
Functional Hierarchy Diagram ............................................................................... 52

Globalization of Projects ......................................................................................... 55

Goal ..........................................................................................................................
55
Golden vs. Iron triangle of Project Management ...................................................56
Groupthink ...............................................................................................................57

Herzberg Theory of Motivation............................................................................... 59

Heuristics .................................................................................................................
59

Imagineering ...........................................................................................................61
Information Life Cycle............................................................................................ 61
Internal Rate of Return............................................................................................ 62
Interviewing ............................................................................................................63
 Intuition.................................................................................................................... 64
IS0 9000 .................................................................................................................. 64
Issue-Action Diagram ............................................................................................. 65

Key Contact Listing .................................................................................................67

J Lag ...........................................................................................................................
69
Lateral and Vertical Thinking ................................................................................ 70
Leadership Skills ..................................................................................................... 71
Leadership: Communicating Skills ......................................................................... 71
Leadership: Interpersonal Skills .............................................................................. 72
Leadership: Modeling Skills ................................................................................... 73
Leadership: Team Bonding Skills ........................................................................... 73
Leading ....................................................................................................................
74
Leading: Being Supportive ......................................................................................74
Leading: Communicating ........................................................................................75
Leading: Maintaining Direction .............................................................................76
Leading: Making Effective Decisions..................................................................... 76
Leading: Motivating ................................................................................................77
Leading: Providing Vision ....................................................................................... 77
Leading: Using Delegation Properly .......................................................................78
Learning Curve ....................................................................................................... 78
Learning Style ..........................................................................................................79
Left and Right Brain Thinking ...............................................................................80
/Lessons Learned ......................................................................................................81
'/ Leveling ...................................................................................................................
81
Listening and Hearing ............................................................................................ 83
Logical and Physical Designs ................................................................................. 84

Managerial Grid .................................................................................................. 8 5

Maslow Hierarchy of Needs .................................................................................... 86
Matrix and Task Force Structures ...........................................................................87
Matrix ...................................................................................................................... 89
Mean, Median. and Mode ...................................................................................... 89
Meetings................................................................................................................... 90
Memo ....................................................................................................................... 91
Memorization ........................................................................................................... 92
Mentoring vs. Coaching .......................................................................................... 92
Metrics ............................................................................................ ..........93
Mind Mapping ................................................................................ ..........94
Modeling ......................................................................................... ..........95
 Multiple Intelligences.............................................................................................. 96
Multivoting...............................................................................................................97
Myers-Briggs n p e Indicator..................................................................................97

Negotiating ...............................................................................................................
99
Net Present Value...................................................................................................100
JNetwork Diagram ................................................................................................. 100
Neural Nets ............................................................................................................
102
Nominal Group Technique .................................................................................... 103

Object and Process Models ................................................................................... 105

Objectives...............................................................................................................
106
Organization Chart.................................................................................................107
Organizational Engineering ...................................................................................108
Organizing..............................................................................................................109
Outsourcing............................................................................................................109

P2M2 .......................................................................................................................111
Paradigm ................................................................................................................ 111
Pareto Analysis Chart ..........................................................................................112
Parkinson's Law.....................................................................................................113
PDCA Cycle ..........................................................................................................114
Peak Experience ....................................................................................................115
. JPERT Estimates .................................................................................................... 116
Peter Principle........................................................................................................ 117
Planning .............................................................................................................. 118
Post-Implementation Review ................................................................................. 118
Power .................................................................................................................... 119
Presentation ............................................................................................................ 120
Presentation: Perception ........................................................................................ 120
Presentation: Performance ..................................................................................... 121
Presentation: Perspective ................................................................ ........................121
Presentation: Planning ........................................................................................... 122
Presentation: Practice ............................................................................................ 122
Presentation: Preparation ....................................................................................... 123
Priorities of Change............................................................................................... 123
Probability ............................................................................................................. 124
Problem Solving ................................................................................................... 125
Procedures..............................................................................................................126
Project ................................................................................................................... 126
Project History Files.............................................................................................. 127
 Project Library....................................................................................................... 128
Project Life Cycle .................................................................................................. 128
Project Management..............................................................................................129
Project Management Software ..............................................................................130
Project Manager.....................................................................................................132
Project Manual......................................................................................................132
Project Newsletter ..................................................................................................133
Project Office ......................................................................................................134
Project Sponsor ....................................................................................................134
Project Team .....................................................................................................1 3 5
Project Wall ............................................................................................................
136
Project Website ...................................................................................................... 137
Prototyping.............................................................................................................
137

Quality Assurance .................................................................................................. 139

Quality...................................................................................................................140

Reengineering....................................................................................................... 1 4 1
Regression and Correlation Analysis ..................................................................141
Replanning ............................................................................................................142
Reports ................................................................................................................... 143
Requirements Definition ........................................................................................ 143
Resource Allocation.............................................................................................. 144
Responsibility Matrix ............................................................................................ 145
Reuse ......................................................................................................................146
Risk Analysis ......................................................................................................... 147
Risk Assessment .................................................................................................... 147
Risk Control ........................................................................................................... 148
Risk Management.................................................................................................. 148
Risk Reporting .......................................................................................................149

Sampling ...............................................................................................................151
Scattergram ...........................................................................................................152
Scheduling............................................................................................................153
/Scope Creep ........................................................................................................... 154
Security ..................................................................................................................155
Self-Directed Work Teams .................................................................................... 156
Senior Management............................................................................................... 156
Six Hats ................................................................................................................. 157
Skills Matrix ..........................................................................................................158
Social Behavior Typology ..................................................................................... 159
 Another Random Document on
Scribd Without Any Related Topics
 CHAPTER LII
LIFE IN SOUTH AMERICA

While the variety of conditions in South America makes any

treatment of this subject necessarily superficial, a few words beyond
those already said may not be out of place, since it is evident that for
the successful conduct of our trade many persons from the United
States must spend some years or reside permanently in the several
countries. From the descriptions given one should have a fair idea as
to climatic conditions in these and make an intelligent choice of
locality if any is offered. Some persons will be happy in warm Rio or
even in more tropical Pará. Others will prefer Andean heights, from
7000 to 14,000 feet altitude, the higher for persons with sound hearts
only. Most of the cities where one is likely to be stationed have a
fairly temperate climate, and good health conditions, except as
previously indicated.
In respect to social advantages there is considerable variety. In
general the smaller the city the greater the hospitality and the more
will one’s society be cultivated, as is true in the United States also.
On the other hand in the important commercial cities, the English-
speaking folk are numerous enough to make an agreeable society
for themselves, and some South Americans have made the criticism
that the English and Americans hold aloof, apparently preferring their
own company: a mistake from a business point of view and also
nationally. One must, however, have the right qualifications for
cordial recognition anywhere. It has been stated of Buenos Aires that
the fact of membership in the diplomatic corps did not entitle the
gentleman and his family to more than official courtesies; to be
received socially he must be persona grata. This is true to some
extent everywhere. At the same time one who is at the head of a
large commercial establishment is more likely to have social
opportunities than members of the office staff, one of whom, a young
man of unusually good manners and attractive personality
complained to me in Lima some years ago, that he had no social
opportunities. It is different now. On the other hand a young dentist in
a city of Argentina where Americans are few associated with the best
people and married into one of the first families.
At the mining camps of the Americans provision is now made for
the social life of the employes and for exercise and recreation, also
by other large corporations. In general I believe that men enjoy the
life in South America better than their wives. Some of the latter
decline to go or to remain after being there a while: a great mistake if
they have any regard for their husband’s welfare, unless the care of
children or other serious matter compels their return. Many women
are perfectly contented, this depending in some degree on their
location, but chiefly upon their disposition. In the town of Sorata,
Bolivia, I chanced to meet one who seemed perfectly happy, though
she was the only English speaking woman in the place, or within 100
miles.
It is desirable for banks and business houses to give their young
men sufficient salaries to permit them to marry and take their wives
along. It will be better for both parties in the long run. Perhaps there
are no more temptations than in our own large cities, but in most
places there are fewer forms of wholesome recreation. Too many
men in cities and in mining camps have gone to pieces as they say.
Some men prefer life abroad for the reason that they feel less
restraint than in their native home or even in our metropolis, rather
than the responsibility which a real patriot should recognize of
presenting the highest American ideals of manners, conduct, and
business practices. If one cannot be contented without going
somewhere every night, except in Rio or Buenos Aires he might be
unhappy or worse. It would be well if persons everywhere had
sufficient intelligence to enjoy themselves at home with a good book,
a quiet game of cards, even cribbage; but especially books that are
worth while, valuable as literature or as containing information about
the world in general or on matters connected with business. “Movies”
are found almost everywhere; in the larger cities, theatres and a long
or short season of opera; clubs with opportunities for golf, tennis,
and other sports; often horse races. In smaller towns horseback
riding is a common, sometimes the chief diversion; but in such
places one sooner enters the social life of the community. Some
Americans say they would not take a wife to such a place, but if she
is wise she will go.
Punctiliousness in dress as well as in manners is more highly
regarded in South America than in the United States. Evening dress
is more general in large cities than in most of ours, and correct
afternoon dress for men is a more rigid requirement. Some persons
on important missions have astonished the Latins by their
negligence in this regard. Of course a gentleman is a gentleman the
world over and such an one will have no trouble. It is unnecessary to
imitate certain mannerisms of many South Americans, yet a little
more effusiveness is easily acquired and may be an improvement on
the coldness of the Anglo Saxon. It will be noticed that men regularly
lift their hats to each other, that they shake hands much oftener,
when you come and when you go, make more inquiries after your
health, etc. That they pat each other on the back, give mild hugs, or
at times kiss one another (not you), will perhaps not seem so terrible
as formerly, now that so much has been written about brave
marshals and generals kissing soldiers on both cheeks when
conferring decorations.
Courtesy must not be considered hypocrisy because phrases like
“The house is yours” mean no more than our remarks “I am glad to
see you” or “How are you?” though we may wish the caller in Africa
and have no real interest in his health. Not everywhere is the same
courtesy evident. On my first visit to La Paz in 1903 I noticed that
men frequently stepped from the narrow sidewalk into the gutter to
allow a lady to pass. More recently in a much larger city, still with
some narrow sidewalks, I frequently stepped into the street myself to
avoid crowding past a gentleman (?) who made no move to give
way.
The cost of living is an item of practical interest. Some remarks on
this subject have seemed to me exaggerated. Great diversity exists
in this respect in the different cities: the larger the more expensive,
as in the world generally. In most of the capital cities and chief ports
rents are high; in some places many articles of food are dear with
others cheap; similarly with dry goods and other articles, some
higher than in New York, others lower. Recent unusual conditions
have made sudden changes which may be repeated. Living
expenses were increased by the War, and on account of the influx of
foreigners for business houses. In 1916 rents in Buenos Aires were
lowered in the business centre; but they have now advanced to their
former price or higher. Years ago one of our diplomats there paid
more for his house rent than his entire salary on which others
perhaps have managed to live.
In remote sections, for instance in the Huailas Valley, Peru, in
1906, a sheep cost $1, a lamb 40 cents, a chicken 15 cents,
beefsteak, 9 cents a pound. The cook received $1.50 a month and
board. Fresh fruit and vegetables were almost given away. In Lima
then as now it was very different, some kinds of food were
expensive, others cheap. Coal and kerosene oil are dear everywhere
except in the Huailas Valley where coal is abundant with no market.
In Buenos Aires a few apartment houses and hotels have hot water
heating, but in many places in winter one freezes, or uses an oil
stove or an electric heater, the former the cheaper and more
effective.
Persons of adaptable disposition may spend a few years in South
America with pleasure and profit, returning with broader minds, and
with the ability to command higher salaries than if they had remained
at home.
 APPENDIX I
POSTAL REGULATIONS

Much repetition is avoided and probably greater convenience

secured by presenting a summary of the Postal Regulations. All of
the South American Republics are members of the Postal Union. In
November, 1920, a Pan American Postal Federation was formed.
According to the convention adopted, domestic rates will apply to
letters, postal cards, and printed matter, among the various countries
of Latin America and the United States, as soon as they have ratified
the agreement. At present, October, 1921, this has been done by the
United States and by the South American Republics, Argentina,
Bolivia, Brazil, Colombia, and Peru. To these the letter rate is two
cents, postal cards, one cent, return cards two cents; printed matter,
newspapers and periodicals, one cent for four ounces. The old rates
now effective in the other countries will doubtless soon be reduced,
and should therefore be investigated.
Parcel post service has been extended so that parcels weighing
up to 22 pounds may be sent to Argentina, Brazil, Colombia,
Paraguay, and Peru. To Ecuador 20 pounds is the limit; to Bolivia,
Chile, British, Dutch, and French Guiana, Uruguay, and Venezuela,
11 pounds is the maximum. The rate to all is 12 cents a pound or a
fraction thereof; except that to Paraguay, on account of transit
through Argentina, 30 cents additional must be paid for a parcel
weighing 11 pounds or less, and 60 cents for one above that to 22
pounds. In Brazil, this service is limited to Bahia, Bello Horizonte,
Curityba, Manaos, Pará, Pelotas, Pernambuco, Porto Alegre, Rio de
Janeiro (including Petropolis), Rio Grande do Sul, and São Paulo.
Parcels are subject to customs duties, and these with other details
should be investigated. Parcels may be registered for Bolivia, Brazil,
British Guiana, Chile, Ecuador, Peru, Venezuela, but not for the other
countries.
 Money orders may be sent to Peru, Bolivia, and Uruguay.
Changes resulting from the Pan American Postal Congress at
Buenos Aires in 1921 will be inaugurated January, 1923 or earlier.

Cable Facilities

On the North Coast, Cartagena has direct cable connection with

Colon and so with New York. To Puerto Colombia a cable has been
laid, which, however, December, 1921, has not yet been opened. A
French company has a line from Salinas near Pará to Cayenne,
Paramaribo, and Martinique, another from La Guaira, to Curaçao,
and Santo Domingo. The Venezuelan Government has its own cable
along the coast from Maracaibo, to La Guaira, Barcelona, and other
points. A British line connects Georgetown, Guiana, with the Port of
Spain, Trinidad.
The West Coast is connected with North America by three lines of
the All America system: one from Nicaragua and two from Panamá
to Santa Elena, Ecuador, one of the latter by way of Buenaventura
and Esmeraldas. The three lines continue south to Callao, one
touching at Paita. Two go on to Iquique and Valparaiso, one touching
at Antofagasta, while a branch comes north from Iquique to Arica to
make connection with La Paz. A cable of another company from
Callao touches at Mollendo, Arica, Antofagasta, La Serena,
Valparaiso, and Concepción.
The East Coast is connected with the cables of the West Coast by
three private wires of the All America Cables over the Andes from
Valparaiso to Buenos Aires, so that they can handle messages to the
Argentine metropolis, 7452 miles from New York, by automatic
methods in 15 minutes. Another cable company has a land line from
Valparaiso to La Plata, where connection is made with its Trans-
Atlantic cable to Africa and Europe. Both companies have short lines
to Montevideo, the focus of the East Coast lines. From here the All
America has a cable to Santos and one to Rio de Janeiro. The other,
the Western Telegraph, has one to Chuy, Uruguay, thence to Rio
Grande do Sul, Santa Catharina, Santos, Rio de Janeiro, Bahia,
Pernambuco, Fortaleza, Maranhão, and Pará, Brazil; and one from
Chuy direct to Rio de Janeiro and Pernambuco. Four cables from the
latter port connect with Africa and Europe. The Western Telegraph
was to lay a cable from Maranhão to Barbados, there to connect with
the Western Union line to Florida. The All America expects to lay a
cable from Cuba south to Rio de Janeiro. The Amazon Company
has a cable up that river from Pará.

Metric System

The Metric System of weights and measures is legal and official in

all the Republics and obligatory in most, in Argentina, Brazil, Chile,
Colombia, Peru, and Venezuela. In the other countries and in some
of these, the old Spanish measures (Portuguese in Brazil) are more
or less used, but these differ in the various countries and are
nowhere like ours. Always to employ the metric system is highly
important and in the above mentioned countries necessary, though
for shipping to some, the weight in pounds must also be given. In
Chile the use of other weights and measures is prohibited; also in
Uruguay, where their importation is forbidden.
 APPENDIX II
LEADING BANKS OF SOUTH AMERICA

Including the branches and affiliations of American banks and

banking houses, British banks, and the most important local banks of
each country.

United States Banks

The National City Bank, 55 Wall St., New York City, which led the
way, has branches in six of the South American Republics,
The Mercantile Bank of the Americas, 44 Pine St., New York,
The American Foreign Banking Corporation, 53 Broadway, New
York,
W. R. Grace and Company’s Bank, 7 Hanover Square, New York,
The First National Bank, 70 Federal St., Boston,
The American Express Company, 65 Broadway, New York, with
offices in Buenos Aires, Argentina; Montevideo, Uruguay; and
Valparaiso, Chile; and with correspondents in other cities, performs
some banking service.

British Banks

Important banks with New York offices and with many branches in
South America are:
The Anglo South American Bank, 49 Broadway, New York,
affiliated with
The British Bank of South America, and with
 The Commercial Bank of Spanish America, 49 Broadway, New
York;
The London and River Plate Bank, 51 Wall St., New York,
The London and Brazilian Bank, 56 Wall St., New York,
The Royal Bank of Canada, 68 William St., New York.

Branches and Affiliations

National City Bank, Branches: Argentina, Buenos Aires, Rosario;

Brazil, Rio de Janeiro, Santos, São Paulo, Pernambuco; Chile,
Santiago, Valparaiso; Peru, Lima; Uruguay, Montevideo; Venezuela,
Caracas.
Mercantile Bank of the Americas: Affiliated Banks: Colombia,
Banco Mercantil Americano de Colombia, Bogotá Barranquilla,
Cartagena, Medellín, Cali, Girardot, Manizales; Peru, Banco
Mercantil Americano de Peru, Lima, Arequipa, Chiclayo, Callao,
Piura, Trujillo; Venezuela, Banco Mercantil Americano de Caracas,
Caracas, La Guaira, Maracaibo, Puerto Cabello, Valencia; Agency in
Ecuador.
The American Foreign Banking Corporation: Argentina, Buenos
Aires; Brazil, Rio de Janeiro.
W. R. Grace and Company’s Bank: Argentina, Buenos Aires, W. R.
Grace y Cia.; Bolivia, La Paz, W. R. Grace and Company; Brazil, Rio
de Janeiro, Grace and Company; Chile: Santiago, Grace y Cia.,
Valparaiso, W. R. Grace and Company, Iquique, Nitrate Agencies,
Ltd.; Ecuador, Guayaquil, Guayaquil Agencies Company; Peru,
Lima, W. R. Grace and Company; Venezuela, Caracas, Venezuela
Commercial Company.
The First National Bank, Boston: Argentina, Buenos Aires.
The Anglo South American Bank: Chile, Antofagasta, Chillán,
Concepción, Copiapó, Coquimbo, Iquique, Punta Arenas, Santiago,
Talcahuano, Valparaiso; Argentina, Buenos Aires, Bahia Blanca,
Comodoro Rivadavia, Mendoza, Puerto Deseado, Rio Gallegos,
Rosario de Santa Fé, San Julian, San Rafael, Santa Cruz, Trelew;
Peru, Lima; Uruguay, Montevideo.
The British Bank of South America: Argentina, Buenos Aires,
Rosario de Santa Fé; Brazil, Rio de Janeiro, Bahia, Pernambuco,
Porto Alegre, Rio Grande do Sul, São Paulo; Uruguay, Montevideo.
The Commercial Bank of Spanish America: Colombia, Bogotá,
Barranquilla, Medellín; Ecuador, Guayaquil, Manta; Peru, Iquitos;
Venezuela, Caracas, Puerto Cabello.
The London and River Plate Bank: Argentina, Buenos Aires,
Rosario de Santa Fé, Mendoza, Bahia Blanca, Concordia, Córdoba,
Paraná, Tucumán; Brazil, Rio de Janeiro, Pará, Maceió,
Pernambuco, Bahia, Santos, São Paulo, Curityba, Pelotas, Porto
Alegre, Rio Grande do Sul; Chile, Santiago, Valparaiso, Antofagasta;
Colombia, Bogotá; Paraguay, Asunción; Uruguay, Montevideo, Salto,
Paysandú.
The London and Brazilian Bank: Argentina, Buenos Aires, Rosario;
Brazil, Rio de Janeiro, Manaos, Pará, Maranhão, Ceará,
Pernambuco, Bahia, Santos, São Paulo, Curityba, Rio Grande do
Sul, Pelotas, Porto Alegre; Uruguay, Montevideo.
The Royal Bank of Canada: Argentina, Buenos Aires; Brazil, Rio
de Janeiro, Santos, São Paulo; British Guiana, Georgetown, Rose
Hall (Corentyn); Colombia, Barranquilla; Uruguay, Montevideo;
Venezuela, Caracas, Ciudad Bolívar, Maracaibo, Puerto Cabello.
Most if not all of the banks mentioned have correspondents or
agents in the chief cities of the countries where they have no
branches and some have connections in the smaller cities.
The Irving National Bank, Woolworth Building, New York, has
correspondents in the principal cities of South America.
The Guaranty Trust Company, 140 Broadway, New York, is
affiliated with the Mercantile Bank of the Americas and has other
correspondents.

Other Important Banks in South America

 Argentina: Buenos Aires, Banco de la Nación Argentina, with 18
branches in as many Argentine cities, Ernesto Tornquist and
Company, Banco de la Provincia de Buenos Aires, American Bank of
the River Plate; La Plata, the Central Bank of the Provincia de
Buenos Aires, which has branches in many cities of the Province.
Bolivia: La Paz, Banco de la Nación Boliviana, branches in
Cochabamba, Oruro, Potosí, Tarija, Uyuni; Banco Francisco
Argandoña, also in Cochabamba and Oruro; Banco Mercantil, also in
Cochabamba, Oruro, Potosí, Tarija, Tupiza, Uyuni; Banco Nacional
de Bolivia, branches in Cochabamba, Oruro, Potosí, Tupiza, Uyuni.
Brazil: Rio de Janeiro, Banco do Brasil, with branches in most of
the Brazilian cities, Banco Nacional Brasileiro; São Paulo, Banco
Commercial do Estado de São Paulo; Bahia, Banco de Bahia; Pará,
Banco de Pará; Pernambuco, Banco do Recife; Bello Horizonte,
Banco Hypothecario e Agricola de Estado de Minas Geraes; etc.
Chile: Santiago, Banco de Chile, branches in many cities; Banco
Español de Chile with branches; Banco de A. Edwards y Cia.;
Valparaiso, Banco de Chile y Argentina, branches in Punta Arenas,
and also in San Julian and Santa Cruz, Argentina.
Colombia: Bogotá, Banco de Bogotá, Banco de Colombia. These
banks have fewer branches, if any, than the Bancos de la Nación
Argentina, de Brasil, or de Chile, Medellín has the Banco de la
Mutualidad, Banco Dugand, and Banco Lopez, found also in
Bucaramanga, and in other cities.
Ecuador: Guayaquil, Banco Comercial y Agricola, Banco del
Ecuador, Mercantile Overseas Corporation, Juan Marcas y Cia.,
correspondent of the Guaranty Trust Company.
Guiana: British, Georgetown, Colonial Bank of London (22 William
St., New York), branches in Henrietta and New Amsterdam; Dutch,
Paramaribo, De Surinaamsche Bank; French, Cayenne, Banque de
la Guyane.
Peru: Lima, Banco del Peru y Londres, branches in most of the
Peruvian cities, Credito Hipotecario del Peru.
 Paraguay: Asunción, Banco Mercantil del Paraguay, branches in
Concepción, Encarnación, Pilar, Villa Rica; Banco de la Republica,
branch in Encarnación.
Uruguay: Montevideo, Banco de la Republica Oriental del
Uruguay, with branches in many cities of the country.
Venezuela: Caracas, Banco de Venezuela, many branches; Banco
de Caracas, some branches.

Other American Banks

with facilities for South American Trade are:

New York, American Exchange National Bank, 128 Broadway,
Bank of New York, 48 Wall St., Battery Park National Bank of New
York, 2 Broadway, Canadian Bank of Commerce, 16 Exchange
Place, Lincoln Trust Company, 7 Wall St.
Boston, The Merchants National Bank, 28 State St.
Chicago, Central Trust Company of Illinois, 125 West Monroe St.,
Great Lakes Trust Company.
Cincinnati, The Fifty-Third National Bank.
Detroit, The Peoples State Bank, Fort & Shelby Sts.
Philadelphia, The Philadelphia National Bank, 421 Chestnut St.
Pittsburgh, Mellon National Bank, 514 Smithfield St.
San Francisco, The Crocker National Bank.
Additional banking information may be found in the Exporters’
Encyclopaedia, annual edition; in Commercial Travelers’ Guide to
Latin America, containing lists of banks for each city; and in the
Bankers’ Almanac and Year Book, London, annual, with complete
lists of banks in the cities of all countries.
 APPENDIX III
STEAMSHIP LINES TO SOUTH AMERICA

The North Coast

Colombia: Passenger and Freight Lines

New York to Puerto Colombia and Cartagena, Caribbean

Steamship Company, 10 Bridge St., weekly, Five Continent
Steamship Company, 2 Stone St., weekly, United Fruit
Steamship Company Service, 17 Battery Place, weekly, also
to Santa Marta.
Boston to Cartagena, Puerto Colombia, Santa Marta,
United Fruit Company Steamship Service, Long Wharf.
New Orleans to Puerto Colombia, Pacific-Caribbean-Gulf
Line, 630 Common St., fortnightly; Caribbean Steamship
Company, Lykes Bros., monthly.
Grace Line, to Colombian ports, monthly.

Colombia: Freight Only

New York to Cartagena and Puerto Colombia, Tropical

Steamship Corporation, 44 Whitehall St.
Seattle to Cartagena and Puerto Colombia, Tropical
Steamship Pacific-Caribbean-Gulf Line, A. M. Gillespie, Inc.,
Arctic Building, monthly.

Venezuela: Passengers and Freight

 New York to La Guaira, Puerto Cabello, Maracaibo, Red
“D” Line, 82 Wall St., weekly to La Guaira, fortnightly to the
other ports.
To Ciudad Bolívar, Trinidad Line, 29 Broadway, fortnightly to
Port of Spain, transshipment.
To Curaçao, Puerto Cabello, La Guaira, Cumaná,
Carupano, and Port of Spain, Trinidad, Royal Netherlands
West India Mail, Funch, Edye, and Company, 25 Broadway,
fortnightly.
New Orleans to La Guaira, Puerto Cabello, Maracaibo,
New Orleans and South American Steamship Company,
Queen and Crescent Bldg., semi-monthly.
Grace Line to Venezuelan ports, monthly.

Venezuela: Freight Only

New York to La Guaira, Puerto Cabello, Maracaibo,

Caribbean Steamship Company, 10 Bridge St., fortnightly.
New Orleans to La Guaira, Puerto Cabello, Maracaibo,
Caribbean Steamship Company, Lykes Bros., monthly.

Guiana: British, Dutch, and French

British Guiana Passengers and Freight

New York to Georgetown, Quebec Steamship Company,

34 Whitehall St., every 10-14 days; Trinidad Line, 22 Pearl
St., fortnightly; Royal Netherlands West India Mail, monthly,
25 Broadway.
New York to Georgetown, Paramaribo, Cayenne, Clyde
Steamship Company, leave Pier 44 North River; fortnightly,
freight only.
 Mobile to Georgetown, Windward Island Line, Passengers
and freight, every three weeks.

Dutch and French Guiana: Passengers and Freight

New York to Paramaribo, Royal Netherlands West India

Mail Line, 25 Broadway, monthly.
New York to Cayenne, Trinidad Line, 22 Pearl St.,
transshipment at Port of Spain.

The West Coast

Through Lines to Chile by Panama Canal, and from Pacific

Ports.

Passengers and Freight

New York: Grace Line, 10 Hanover Square, fortnightly to

Callao and Mollendo, Peru; Arica, Iquique, Antofagasta,
Valparaiso, Talcahuano, Chile; 20 days to Valparaiso.
Pacific Steam Navigation Company, Sanderson and Son,
26 Broadway, monthly to Callao, Mollendo, Peru; Arica,
Iquique, Antofagasta, Valparaiso, Chile; 20 days; a line from
Liverpool to same ports, also a line every three weeks from
Arica to Iquique, Antofagasta, Valparaiso, Talcahuano,
Coronel, Corral, Puerto Montt, Punta Arenas.
Compañia sud Americana de Vapores, Wessel, Duval, and
Company, 25 Broad St., monthly to Guayaquil, Ecuador,
Salaverry, Callao, Mollendo, Peru; Arica, Iquique,
Antofagasta, Valparaiso, Chile.
Seattle and San Francisco: Grace Line, Hoge Building,
Seattle, monthly to Talara, Paita, Salaverry, Callao, Pisco,
Mollendo, Peru; Arica, Iquique, Antofagasta, Valparaiso,
Chile; also to Ecuador.
 Portland and San Francisco: South American Line, to
Guayaquil, Ecuador; Talara, Callao, Mollendo, Peru;
Antofagasta, Chile.

Freight Only

New York to Peru and Chile, New York and Isthmian

Steamship Lines, J. W. Ryan, 39 Cortland St., monthly.
West Coast Line, Wessel, Duval, and Company, 25 Broad
St., monthly or oftener to Paita, Etén, Salaverry, Callao,
Pisco, Mollendo, Peru; Arica, Iquique, Antofagasta, Taltal,
Chañaral, Coquimbo, Valparaiso, Talcahuano, Chile.
Grace Line, Paita, Etén, Salaverry, Callao, Coquimbo,
Valparaiso, Talcahuano, monthly.
Also from Baltimore, Clarence Cottman Company,
according to demand.
Baltimore to Peru and Chile, Pacific Steam Navigation
Company, Furness, Withy, and Company, 19 South St.,
monthly.
New Orleans to Ecuador, Peru, and Chile, New Orleans
and South American Steamship Line Company, Queen and
Crescent Bldg., monthly to Guayaquil, Ecuador, Callao,
Mollendo, Peru; Arica, Iquique, Antofagasta, Valparaiso,
Chile.
Grace Line, monthly to Ecuador, Peru, and Chile.
Seattle, Portland, San Francisco, and San Pedro to
Colombia, Ecuador, Peru, and Chile, General Steamship
Corporation, Colman Bldg., Seattle, every 20 days to
Buenaventura, Colombia; Guayaquil, Ecuador; Paita, Callao,
Mollendo, Peru; Arica, Antofagasta, Valparaiso, Chile.
Seattle to Colombia, Ecuador, Chile, Rolph Steamship
Company, Hind, Rolph and Company, Henry Building,
monthly to Buenaventura, Colombia; Bahia, Manta,
Guayaquil, Ecuador; Arica, Iquique, Antofagasta, Valparaiso,
Chile.
Portland, Oregon, and San Francisco to Peru and
Chile, Toyo Kisen Kaisha Oregon Pacific Company, Wilcox
Bldg., monthly to Callao, Mollendo, Peru; Arica, Iquique,
Valparaiso, Chile.

Colombia, Ecuador, and Peru

New York to Cartagena, Buenaventura, Guayaquil, Paita,

Etén, Pimentel, Pacasmayo, and Salaverry, every three
weeks; freight only, Grace Line, 10 Hanover Square.

Colombia and Ecuador

New York: Pacific Line every three weeks to

Buenaventura, Colombia; Esmeraldas, Bahia, Manta,
Guayaquil, Ecuador; freight.

Colombia

New York to Buenaventura and Tumaco, Caribbean

Steamship Company, 10 Bridge St., passengers and freight,
monthly.

Other Lines with Transshipment at Colon

New York to Colon, Panama Railroad Steamship Line, 24

State St., weekly, passengers and freight; United Fruit
Company Steamship Service, twice a week to Colon,
passengers and freight; other service to Colon from Boston
and New Orleans.

West Coast Lines from Colon and Panama

 Pacific Steam Navigation, 26 Broadway, New York,
fortnightly, to Paita, Pimentel, Etén, Pacasmayo, Salaverry,
Callao, Cerro Azul, Tambo de Mora, Pisco, Lomas, Chala,
Mollendo, Peru; Arica, Iquique, Antofagasta, Coquimbo,
Valparaiso, Talcahuano, Penco, Tomé, Coronel, Chile;
another line fortnightly to Buenaventura, Tumaco, Colombia;
Esmeraldas, Bahia de Caraquez, Manta, Cayo, Machalilla,
Manglar Alto, Ballenita, P. Bolívar, Guayaquil, Ecuador.
Compañia Peruana de Vapores (Peruvian Line), 32
Broadway, New York, every ten days to Guayaquil, Ecuador;
Paita, Pimentel, Etén, Pacasmayo, Salaverry, Chimbote,
Samanco, Casma, Callao, Cerro Azul, Tambo de Mora, Pisco,
Lomas, Chala, Mollendo, Ilo, Peru.
Compañia Sud Americana de Vapores, 25 Broad St.,
New York, fortnightly to Guayaquil, Ecuador, and primary
ports of Peru and Chile; and by transfer to caletero boats
serving Paita, Pimentel, Etén, Pacasmayo, Salaverry,
Chimbote, Samanco, Casma, Huarmey, Supe, Huacho,
Callao, Cerro Azul, Tambo de Mora, Pisco, Lomas, Chala,
Mollendo, Ilo, Peru; Arica, Pisagua, Caleta Buena, Iquique,
Tocopilla, Gatico, Antofagasta, Taltal, Chañaral, Caldera,
Huasco, Coquimbo, Valparaiso, Talcahuno, Penco, Tomé,
Coronel, Lota, Chile.
The Colombian Maritime Company serves Buenaventura
and Tumaco, Colombia.

The East Coast

Lines to Brazil, Uruguay, Argentina

From New York, Passenger and Freight

Lamport and Holt Line, 42 Broadway, fortnightly to

Pernambuco, Bahia, Rio de Janeiro, Santos, Rio Grande do
Sul, Brazil; Montevideo, Uruguay; Buenos Aires, Argentina.
 Munson Steamship Line, 67 Wall St., fortnightly to Rio de
Janeiro, Brazil; Montevideo, Buenos Aires.
Lloyd Brasileiro, 44 Whitehall St., fortnightly to
Pernambuco, Bahia, Rio de Janeiro, Santos, Brazil.
Booth Steamship Company, 17 Battery Place, monthly or
oftener to Pará, Manaos (transshipment for Iquitos, Peru),
Maranhão, Ceará, Parnahyba, Maceió, Pernambuco,
Cabedello, Natal; also semi-monthly service to Rio de
Janeiro, Santos, and Rio Grande do Sul, with calls when
required at Bahia, Victoria, Paranaguá, Florianopolis, and São
Francisco.
Norton Line, Norton, Lilly, and Company, 26 Beaver St.,
passenger and freight service expected bi-monthly to
Montevideo and Buenos Aires; sometimes to Rosario. Freight
service semi-monthly to Montevideo, Buenos Aires, Rosario,
occasionally to Santa Fé.
The Royal Mail Steam Packet Company has services from
Liverpool and from Southampton to Brazil, Uruguay, and
Argentina; also a Line around South America by the Straits of
Magellan and through the Panama Canal, and vice versa,
calling at the principal East and West Coast ports.

From New York, Freight Only

Munson Line, 67 Wall St., fortnightly to Rio de Janeiro,

Santos, Montevideo, Buenos Aires.
Donald Line, Oriental Navigation Company, 39 Broadway,
to Rio de Janeiro, Santos, Montevideo, La Plata, Buenos
Aires, Rosario.
Ward Line, New York and Cuba Mail Steamship Company,
foot of Wall St., fortnightly to Pará, Maranhão, Ceará, Natal,
Cabedello, Pernambuco, Maceió, Bahia, Montevideo, La
Plata, Buenos Aires, Rosario.
 Prince Line, Furness, Withy and Company, 34 Whitehall
St., fortnightly to Rio de Janeiro, Santos, Rio Grande do Sul,
Porto Alegre, Pelotas, La Plata, Buenos Aires, Rosario.
Commercial South American Line, Moore and McCormack,
Inc., 5 Broadway, monthly to Pernambuco, Bahia, Rio de
Janeiro, Santos, Paranaguá, Rio Grande do Sul, Montevideo,
La Plata, Buenos Aires, Rosario.
National Line, National Steamship Lines, 11 Broadway,
monthly to Pernambuco, Bahia, Rio de Janeiro, Santos, La
Plata, Buenos Aires, Rosario.
New York and Argentine Steamship Company, 50
Broadway, fortnightly to Rio de Janeiro, Santos, Buenos
Aires.
North and South Line, P. Kleppe and Company, 11
Broadway, monthly to Rio de Janeiro, Santos, Buenos Aires.

To Brazil Only

United States and Brazil Steamship Line, Arthur Lewis, 39

Cortlandt St., fortnightly to Bahia, Rio de Janeiro, Santos.
Prince Line, 34 Whitehall St., monthly to Pará,
Pernambuco, Bahia.
Lamport and Holt Line, 42 Broadway, monthly to Pará,
Maranhão, Ceará, Natal, Cabedello, Pernambuco, Maceió,
Bahia.
Ward Line, foot of Wall St., monthly to Rio de Janeiro and
Santos.

Argentina and Uruguay

Barber Steamship Line, 17 Battery Place, fortnightly to

Montevideo, La Plata, Buenos Aires, Rosario.
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