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CONNECTED
PLANNING
CONNECTED
PLANNING
A PLAYBOOK FOR AGILE
DECISION MAKING

SECOND EDITION

Ron Dimon
Copyright © 2021 by Ron Dimon. All rights reserved.
Published by John Wiley & Sons, Inc., Hoboken, New Jersey.
Published simultaneously in Canada.
No part of this publication may be reproduced, stored in a retrieval system, or transmitted in
any form or by any means, electronic, mechanical, photocopying, recording, scanning, or
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Limit of Liability/Disclaimer of Warranty: While the publisher and author have used their best
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Library of Congress Cataloging-in-Publication Data is available:

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Cover Design: Wiley
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10 9 8 7 6 5 4 3 2 1
For my mom and dad, Gwen & Colin “Bill” Dimon, who connected
me to the world.
 CONTENTS

FOREWORD: CHRISTOPHER NECK xi

FOREWORD FROM THE FIRST EDITION: GEBHARD RAINER xii

PREFACE xv

ACKNOWLEDGMENTS xxiii

CHAPTER 1 What’s Broken and What’s Possible? 1

Strategy-Execution Gap 1
Buckets of Pain 5
Impact 6
Notes 7

CHAPTER 2 Connected Planning 9

CHAPTER 3 A Planning Operating System 13

Context 14
Impact 15
Responsibility 15
The Planning Operating System 16
Macro and Micro 25
The Middle 26
Summary 27
Notes 28

CHAPTER 4 Debate: What Can We Do and What Should We Do? 29

People 31
The Process 33
Scenarios 35
Resilience 38
Drivers: What Moves the Needle? 39
Debate Management 41

vii
viii CONTENTS

Enabling Technologies 44
Potential Quick Wins 44
Summary 45
Note 46

CHAPTER 5 Commit: Who Will Deliver What, by When? 47

Accountability 50
Gaming the System 53
Enterprise Planning and Forecasting 54
Enabling Technologies 58
Ingredients for Your EPM Roadmap 58
Potential Quick Wins 58
Summary 59
Notes 60

CHAPTER 6 Visualize: Where Are We, Right Now? 61

Management by Exception 63
Your Point of View 65
Information Qualities 68
Information Delivery 70
Management and Statutory Reporting 74
Sustainability Reporting 77
Enabling Technologies 81
Rationalization 83
Potential Quick Wins 83
Summary 84
Notes 84

CHAPTER 7 Understand: Why Did We Get the Results We Got? 85

Business Questions 86
Patterns and New Insights 90
Big Data and Predictive Analytics 99
Data Visualization 101
Enabling Technologies 102
Components for Your Connected Planning Roadmap 102
 CONTENTS ix

Potential Quick Wins 103

Summary 104
Notes 104

CHAPTER 8 Execute: From Insights to Actions to Results 105

The 10-Step Insight Process 105
Everything Is Connected 108
Sales Performance Management 110
Sales Operations Performance 111
Order-to-Cash Performance Management 113
Supply Chain Performance Management 115
Marketing Performance Management 121
Summary 124
Notes 126

CHAPTER 9 Strategy: Everyone Aligned to the Right Outcomes 127

The Language of Strategy 127
Functional Value Maps 128
Optics: Line of Sight 130
Metrics Equal Focus 132
Profitability 134
Strategic Flexibility 135
Closing the Gap 136
Summary 138
Notes 138

CHAPTER 10 Digital Planning 139

Cloud Computing 140
Blockchain 141
Robotic Process Automation 142
Cognitive Technologies 143
Predictive Analytics 145
Cybersecurity 146
Notes 147
x CONTENTS

CHAPTER 11 Bringing It All Together 149

Alignment 150
A Common Business Language 157
Maturity Is in the Arrows 159
Return on Investment and Total Cost of Ownership 162
Standard Architecture 164
Your Connected Planning Roadmap 166
Organizational Readiness: The Connected Planning Center of
Excellence 169
Paralyzed by Feuds? 170
Connected Planning and Incentive Plans 171
How Do You Get Started? 172
Summary 173
Notes 176

APPENDIX: AN EPM MATURITY MODEL 177

BIBLIOGRAPHY 183
ABOUT THE AUTHOR 187
INDEX 189
 FOREWORD

I’ve spent the last 30 years researching and writing within the organizational
domain. During this time, I have educated nearly 70,0000 aspiring busi-
nessmen and women in the fundamentals and theories of management and
leadership and how to put such knowledge into real-world practice. One
concept that has been the focal point of my research and teaching involves
the topic of self-leadership. Self-leadership is an empowerment process of
leading yourself to overcome obstacles to your goals. In the same way that
one needs to be self-leading to finish a grueling marathon, an organization
must be self-leading in order to execute its plans in an efficient and effective
manner. What drives self-leadership at all levels in an organization? The
people within the organization of course—and those people must be involved
in the planning occurring in an organization. Without a plan, an organization
has no direction. Without a plan that involves employees at all levels of the
company and thus encouraging self-leadership, an organization not only
has no direction, but it has uncommitted employees that lack the passion
and energy needed for success. As Dr. Laurie Buchanan once stated, “No
involvement means no commitment—no exception.”
The planning system is where an organization defines and decides what
it wants to accomplish and who will do the work to make the accomplish-
ment happen. In a plethora of organizations, planning systems do not fos-
ter self-leadership. People are often drafted into a process that is disjointed,
unorganized, manually tedious, and political. It is many times facilitated by
different point solutions and legacy tools that don’t speak the same language.
Rather than debating the art of the possible for the business, teams often argue
about the sources of data, assumptions, and drivers. The current planning sys-
tem in numerous companies is a top-down, nonempowering drag on culture,
morale, and organizational effectiveness. How is an organization able to lever-
age its planning system to overcome impending obstacles when the planning
system is an obstacle itself? How is an organization going to remain compet-
itive in the chaotic times of today? These questions suggest that in order to
thrive, companies today need to think about planning in a different, innovative
way—planning that encourages individuals to lead themselves and be part of
the planning process. Connected Planning is a wonderful step in this direction.
In a Connected Planning environment, the answer to the question “what’s
possible?” comes from a much more democratic debate than what we are used
to seeing, involving stakeholders at the top of the organization and the subject
matter experts with boots on ground. This begins a cycle of collaboration and

xi
xii FOREWORD

calibration that leads to new insights, enabling greater agility and resilience.
In the words of a timeless proverb, “If you want to go fast, go alone. If you
want to go far, go together.”
Today’s marketplace is fraught with stiff competition, pandemic, and
increasingly uncertain geopolitical dynamics. Connected Planning provides
the framework for leaders to adopt and implement an agile decision-making
environment—an environment that encourages employees to lead themselves
while driving the organization forward amidst the velocity and uncertainty of
the market.

Christopher Neck, PhD

Associate Professor of Management and Entrepreneurship
Arizona State University
Tempe, Arizona
October 2020

Foreword from the First Edition

I have been involved with what is now called Enterprise Performance Man-
agement (EPM) in one way or another my entire career, whether it was in
financial reporting and analysis or formulating strategy for our global busi-
ness. I am a strong proponent of closing the gap between high-level strategy
and day-to-day decisions, and of completing the cycle from a decision to its
effectiveness. All too often we devise great plans and set out to execute them
and then get overcome by events or sidetracked without coming back to see
how relevant our plans were or how effective our decisions are.
Current economic demands and competitive pressure now require that
we pay more attention to this cycle of Strategy, Plan, Execute, Analyze, and
Improve. We must be more flexible and adaptable and be able to react to
changing market conditions and customer preferences. And we must have a
new level of accountability at all levels of our organizations. And with more
mature and advanced EPM tools and the vast amounts of data at our disposal,
there is no reason we should not be using this to give us more insight into the
business and make faster, better decisions.
At Hyatt, we use our EPM capabilities to optimize all of our resources
in pursuit of our goal of becoming the most preferred brand in each cus-
tomer segment that we serve, not just for our guests but also for our managers,
associates, and investors. The general managers at our full-service owned and
managed hotels have an average tenure of more than 21 years at Hyatt. They
are supported by regional management teams that use information, planning,
 FOREWORD xiii

analytics, and what-if modeling to support our general managers in achieving

their goals. EPM is one of the foundational elements of our success and helps
us focus on our mission of providing authentic hospitality.
EPM is not just another management fad or another technology buzz-
word. This is doing commonsense, fact-based management right. In this book,
Ron Dimon shows us a way to think about EPM holistically and directly con-
nects it to what’s important in the business: sustainably delivering stakeholder
value. The book provides a framework to hang your EPM roadmap onto, and
helps you prioritize what’s next on your journey to managing and improving
performance. I wish you luck on that journey.

Gebhard Rainer, EVP and CFO

Hyatt Hotels Corporation
Chicago, IL
November 2012
 PREFACE

This is the second edition of the book originally entitled Enterprise Perfor-
mance Management Done Right published in 2012. Since that time, much has
changed in the world of connecting strategy with improved performance:
new, cloud-based, in-memory technologies have been adopted by the largest
organizations in the world, more unstructured data and ways of handling it,
and an even faster pace of business disruption and competition. Since the first
edition was published, I’ve noticed more emphasis has been placed on the
planning, modeling, and analytics components of Enterprise Performance
Management, as organizations are eager to improve their ability to react
quickly to changing markets and customers, changing competition, and
changing employee needs. The desire to improve readiness for change as
a core competency among my clients is driving more interest in planning
processes and technologies.
What’s changed in the second edition:
■ There is more emphasis on the debate and commit sections of the
Enterprise Performance Management framework. I am using the term
“connected planning” to emphasize that;
■ There is less emphasis on the statutory consolidation and reporting
process, as the audience for this is limited to the Finance department,
and Connected Planning appeals more to business managers and
teams;
■ Chapters have been reordered to provide better flow of the Connected
Planning process;
■ A new chapter on digital planning, and those new technologies that
impact planning and forecasting, has been added;
■ As most planning systems are now cloud-based, or most organizations
are moving to the cloud, the cloud architecture diagrams have been
removed;
■ Whiteboard drawings have been updated and standardized by the
steady hand of Meredith Dimon, Greenware Press Studios.

Who Should Read This Book?

This book is for CFOs, CIOs, their direct reports, and any organizational
visionary or aspiring leader who wants to “bring it all together” and cre-
ate an actionable vision and plan for improving readiness and performance.

xv
 WHAT’S BROKEN AND WHAT’S POSSIBLE? 3

■ Low buy-in to the budgets, plans, and forecasts (usually due to man-
agement overrides after a bottoms-up exercise), resulting in low buy-in
to the strategy from lower levels in the organization.
■ Low agreement on what the right measures are to see how well we’re
doing, and no visible connection between those measures and strategic
objectives.
■ Low belief that the numbers seen are accurate (or at least the same
version), as well as a lot of manual effort to get at the numbers.
■ Low understanding of the root causes as to why the company achieves,
underachieves, or overachieves results.
■ Little connection between root-cause analysis and tweaking the strat-
egy (“hey, we are losing money on product X, and it’s not a loss-leader,
should we be in that business?”).
■ Low accountability for results. Some organizations don’t have targets
or owners for their key objectives.

When it does work, I’ve seen things like accounts receivable associates
having a Business Intelligence (BI) dashboard that shows how they have a daily
impact on days sales outstanding and cash collections, which directly impacts
strategic objectives like profitable revenue growth.
According to Roger Martin, Dean of the Rotman School of Management
at the University of Toronto, in his article “The Execution Trap,”4 as oper-
ational and frontline employees have to make decisions every day involving
customers and operations, they become de facto strategists. Or, in my view,
at least de facto strategy executioners, and I don’t mean they have to kill the
strategy!
Imagine if your number-one strategic objective is “profitable revenue
growth,” and the target is 10% year-over-year improvement in both revenue
and operating margin. Also imagine that every employee knows this—they
even have it written on a laminated card they carry around in their wallets and
purses. And then one of your customer service reps gets a phone call from an
irate customer. Typically, the customer service rep is measured on customer
satisfaction including low call time, low time-to-resolution, high marks on
the net promoter score scale for each interaction, and so on. But what if the
phone call from the irate customer was accompanied by a dashboard that
automatically popped up on the customer service rep’s screen that showed:

■ Customer lifetime value (CLV) (how much the customer’s company

had spent on your products and services) was 50% lower than the aver-
age CLV.
■ Cost to serve (the amount spent on support, maintenance, returns, etc.)
was 50% higher than the average cost to serve.
Another random document with
no related content on Scribd:
The Project Gutenberg eBook of Steamships
and their story
This ebook is for the use of anyone anywhere in the United States
and most other parts of the world at no cost and with almost no
restrictions whatsoever. You may copy it, give it away or re-use it
under the terms of the Project Gutenberg License included with this
ebook or online at www.gutenberg.org. If you are not located in the
United States, you will have to check the laws of the country where
you are located before using this eBook.

Title: Steamships and their story

Author: E. Keble Chatterton

Release date: November 5, 2023 [eBook #72045]

Language: English

Original publication: London: Cassell and company, ltd, 1910

Credits: Peter Becker, Charlie Howard, and the Online Distributed

Proofreading Team at https://www.pgdp.net (This file was
produced from images generously made available by The
Internet Archive)

*** START OF THE PROJECT GUTENBERG EBOOK

STEAMSHIPS AND THEIR STORY ***
 Transcriber’s Note
Larger versions of most illustrations may be seen by right-
clicking them and selecting an option to view them separately, or
by double-tapping and/or stretching them.
Additional notes will be found near the end of this ebook.
STEAMSHIPS AND THEIR
STORY
THE WHITE STAR LINER “OLYMPIC”
(Drawn by Charles Dixon, R.I.)
 STEAMSHIPS
AND THEIR STORY
BY
E. KEBLE CHATTERTON
Author of “Sailing Ships and Their Story”
WITH 153 ILLUSTRATIONS

CASSELL AND COMPANY, LTD.

London, New York, Toronto and Melbourne
1910
ALL RIGHTS RESERVED
 PREFACE
The exceptionally kind reception on the part of both Press and
public which greeted the appearance of my history of the sailing ship
last year, and the numerous expressions of appreciation that have
reached me from so many parts of the world, have encouraged me
to attempt in a similar manner to set out the story of the steamship
from the earliest times to the present day.
I am by no means unaware that between the sailing ship and the
steamship there is a wide difference, as well in character as in their
respective development. But that is no reason for supposing that the
steamship is less interesting in her history or less deserving of
admiration in her final presentation. Around the sailing ship there
hovers eternally a halo of romance; that is undeniable even by the
most modern enthusiast. But, on the other hand, the sailing ship in
the whole of her career has not done more for the good of humanity
than the steamship within a century or less. It requires but a moment
of thought to realise the truth of this statement; and for that reason
alone, the history of the steamship makes its appeal not to a special
class of reader, but to all who interest themselves in progress, in the
development of their own country and empire, in the welfare of the
world generally, and the evolution from stagnation to beneficial
activity and prosperity. There are but few civilised people nowadays
who have not been brought into contact with the steamship in one
way or another. Perhaps sometimes it has been unwillingly, though
at other times to their great gain. In some of those moments which
have seemed to drag on wearily during the enforced idleness of a
voyage, the inquiring mind has over and over again exhibited a
desire to know something of the nature of the fine creature which is
carrying him from one distant country to another. He has desired to
know in plain, non-technical language, how the steamship idea
began; how it developed; how its progress was modified, and what
were the influences at work that moulded its character as we know it
to-day. Further, he has felt the desire to show an intelligent interest in
her various characteristics and to obtain a fair grasp of the principles
which underlay the building and working of the steamship. As a
normal being himself, with mind and sympathy, he has wished to be
able to enter into the difficulties that have been overcome so
splendidly by the skill and enterprise of others, both past and
present. If he talks to the professional sailor or marine engineer, they
may not, even if they have the inclination to unbend, be able easily
to separate their explanation from the vesture of technicality, and the
inquirer is scarcely less satisfied than before. It is, then, with a view
of supplying this want that I have aimed to write such a book as will
interest without, I trust, wearying, the general reader.
The plan on which I have worked has been to give the historical
continuity of the steamship from the most reliable and authoritative
material obtainable, and to supplement and correct a number of false
statements by comparison with the latest researches. At the same
time, my object has been not merely to ensure absolute historical
accuracy, but to show how in a special manner and peculiar to itself
the steamship is every bit as romantic, and equally deserving of our
affectionate regard, as her predecessor the sailing ship, whose
sphere of utility she has succeeded so materially in limiting. After
having been brought safe and sound through gales of wind, across
many thousands of miles of ocean, past cruel coast, and through
treacherous channels, until at last the fairway and the harbour of
safety have been reached, no one who has any heart at all can step
ashore without feeling that he is parting from one of the noblest and
best friends that a man ever had. True, there are some people, as an
officer on one of the crack liners once remarked to me, who, as soon
as ever the big ship is tied up alongside the landing-stage, hurry
ashore from her as if she were a plague-ship. But such, let us hope,
are the few rather than representative of the majority who have been
brought into intimate relationship with the steamship.
Nor only to the history and the glamour of the great steam-driven
vessel have I confined myself. The sea is not merely a wide ocean,
but contains within its mighty bosom many smaller areas such as
channels and bays wherein the steamboat is able to ply as well for
pleasure as for profit; and besides the big, brave sisters with their
enormous displacement and their powerful engines, there are other
children which run across smaller sea-ways, and these, too, are not
to be passed over lightly. Then there are fleets of special steamships
which in a quiet, unostentatious manner do their noble work, and are
none the less efficient, even if they escape the limelight of general
publicity. I shall seek to show in the following pages not merely the
conditions which in the past have hindered or helped the ship-maker,
but to indicate the modern problems which have still to be faced and
overcome.
The difficulty that awaits an author who writes on a technical
subject for the benefit of the non-technical, average reader, is always
to make himself intelligible without being allowed the full use of the
customary but technical terms. In order that, as far as possible, the
present volume may be both a full and accurate account of the
steamship, in all times and in all the phases of her development,
whilst yet being capable of appreciation by those to whom
technicalities do not usually appeal, I have endeavoured whensoever
possible to explain the terms employed.
The story of the steamship may at the first mention seem to be
bereft of any interest beyond that which appeals to an expert in
marine engineering. Pipes and boilers and engines, you are told, are
not suggestive of romance. To this one might reply that neither were
sails and spars during the first stages of their history; and I shall
hope that after he has been so kind as to read the following pages,
the reader may feel disposed to withdraw the suggestion that the
steamship is a mere inanimate mass of metal. On the contrary, she
is as nearly human as it is possible to made a steel shell, actuated
by ingenious machinery; and, after all, it is the human mind and hand
which have brought her into being, and under which she is kept
continuously in control. It would be surprising, therefore, since she
has been and continues to be related so closely to humanity, if she
should not exhibit some of the characteristics which a human
possesses.
 It is fitting that the history of the steamship should be written at
this time, for if final perfection has not yet arrived, it cannot be very
far distant. It is but three or four years since the Lusitania and
Mauretania came into being, and only during the present year have
they shown themselves to possess such exceptional speed for
merchant ships. On the 20th of October, 1910, will be launched the
Olympic, whose size will dominate even the Mauretania. Much
further than a 45,000-ton ship, surely, it cannot be possible to go;
and the likelihood is that with the commercial steamship’s
manifested ability to steam at the rate of over thirty-one land miles
per hour, we are in sight of the limitations which encompass her. As
to the future of transport, changes happen so quickly, and possess
so revolutionary a character, that it is hardly safe to prophesy; but it
is significant that the week before this preface was written, an
aeroplane succeeded in flying, in perfect ease and safety, the 150
miles which separate Albany from New York; and thus, just a century
after Fulton had convinced the incredulous by traversing the same
course through water in his steamship, the latest means of travelling
from one place to another has caused to look insignificant the
wonderful record which Fulton, in his Clermont, was the first to set
up. If, then, as will be seen from this volume, the steamship has
done so much within a hundred years, what, we may legitimately
ask, will be accomplished by the airship or aeroplane before another
century has come to an end? Those who have the temerity to give
expression to their opinions, suggest that the steamship will
ultimately be made obsolete by the flying craft. If that be a true
forecast, it is perhaps as well that the steamship’s story should be
told here and now whilst yet she is at her prime.
Of the matter contained within this volume, much has been
obtained at first hand, but much has also been derived from the
labours of others, and herewith I desire to acknowledge my
indebtedness. I would especially wish to mention in this connection:
“A Chronological History of the Origin and Development of Steam
Navigation, 1543–1882,” by Geo. Henry Preble, Rear-Admiral U.S.N.
(1883); certain articles in the “Dictionary of National Biography”;
“Ancient and Modern Ships: Part II., The Era of Steam, Iron and
Steel,” by Sir George C. V. Holmes, K.C.V.O., C.B. (1906); “The
Clyde Passenger Steamer: Its Rise and Progress,” by Captain
James Williamson (1904); “The History of American Steam
Navigation,” by John H. Morrison (1903); “The History of North
Atlantic Steam Navigation,” by Henry Fry (1896); “The American
Merchant Marine,” by W. L. Martin (1902); “The Atlantic Ferry: Its
Ships, Men, and Working,” by Arthur J. Maginnis (London, 1893);
“Ocean Liners of the World,” by W. Bellows (1896); “Life of Robert
Napier,” by James Napier (1904); “Handbook on Marine Engines and
Boilers,” by Sir G. C. V. Holmes (1889); “The Royal Yacht Squadron,”
by Montague Guest and W. B. Boulton (1903); “The Rise and
Progress of Steam Navigation,” by W. J. Millar (1881); “Practical
Shipbuilding,” by A. Campbell Holms; “The Boy’s Book of
Steamships,” by J. R. Howden (1908); “The Steam Turbine,” by
R. M. Neilson (1903); “Our Ocean Railways, or Ocean Steam
Navigation,” by A. Macdonald (1893); “Life of R. Fulton and a History
of Steam Navigation,” by T. Wallace Knox (1887); “Life on the
Mississippi,” by Mark Twain; “American Notes,” by Charles Dickens;
“The Orient Line Guide,” by W. J. Loftie (1901); “The History of the
Holyhead Railway Boat Service,” by Clement E. Stretton (1901); the
“Catalogue of the Naval and Marine Engineering Collection in the
Science Division of the Victoria and Albert Museum, South
Kensington” (1899); “Catalogue of the Mechanical Engineering
Collection in the Science Division” of the above (1907); “The
Progress of German Shipbuilding” (1909); “Leibnizens und Huygens
Briefwechsel mit Papin,” by G. W. Von Leibnitz (1881); “British
Shipbuilding,” by A. L. Ayre (1910); “Lloyd’s Calendar.” In addition to
the above, I have laid myself under obligation to a number of articles
which have appeared at one time and another in the newspapers
and periodicals within the last century, and especially to certain
contributions in the Century Magazine, the Yachting Monthly, the
Engineer and in Engineering. For the rest, I have relied on material
which I have myself collected, as well as on much valuable matter
which has been courteously supplied to me by the various
shipbuilding firms and steamship lines.
My thanks are also due for the courteous permission which has
been given to reproduce photographs of many of the steamships
seen within these pages. To the authorities at South Kensington I am
indebted for the privilege of reproducing a number of the exhibits in
the Victoria and Albert Museum. I wish also to thank the City of
Dublin Steam Packet Company for permission to reproduce the
Royal William; Mr. James Napier for the illustration of the British
Queen; the Cunard Steamship Company for the various photographs
of many of their fleet; also the Royal Mail Steam Packet Company,
the Peninsular and Oriental Steam Navigation Company, Messrs.
Ismay, Imrie and Co., Messrs. Anderson, Anderson and Co., the
American Line, the Norddeutscher Lloyd Company, the Liverpool
Steam Towing and Lighterage Company, Messrs. L. Smit and Co.,
the Ymuiden Tug Company, Messrs. Lobnitz and Co., Renfrew, the
Mersey Docks and Harbour Board, Liverpool, Sir W. G. Armstrong,
Whitworth and Co., Messrs. William Doxford and Sons, Sir Raylton
Dixon and Co., Messrs. Cochrane and Sons, Selby, the Fall River
Line, Messrs. A. and J. Inglis, Messrs. Thos. Rhodes and Co., the
Caledon Shipbuilding and Engineering Co., Messrs. Camper and
Nicholson, Messrs. Cammell, Laird and Co., the Great Western
Railway Company, the London and North Western Railway
Company, the London and South Western Railway Company, the
South Eastern and Chatham Railway Company, Messrs. Harland
and Wolff, and Messrs. C. A. Parsons and Co. To the Right Hon. the
Earl of Stanhope, to the New Jersey Historical Society, and also to
the proprietors of the Century Magazine I wish to return thanks for
being allowed to reproduce certain illustrations connected with
Fulton’s early experiments in steam navigation, and to the Yachting
Monthly for permission to reproduce the diagrams of steam yachts
and lifeboats.
Finally, I have to apologise if through any cause it should be
found that in spite of extreme carefulness errrors should have found
their way into this narrative. The nature of the subject is necessarily
such that to have erred herein would have been easy, but I have
been at great pains to prevent such a possibility occurring.
E. Keble Chatterton.
June, 1910.
 CONTENTS
CHAPTER PAGE
1. Introduction 1
2. The Evolution of Mechanically-Propelled
Craft 12
3. The Early Passenger Steamships 63
4. The Inauguration of the Liner 104
5. The Liner in her Transition State 145
6. The Coming of the Twin-Screw Steamship 165
7. The Modern Mammoth Steamship 183
8. Smaller Ocean Carriers and Cross-Channel
Steamers 215
9. Steamships for Special Purposes 233
10. The Steam Yacht 266
11. The Building of the Steamship 282
12. The Safety and Luxury of the Passenger 297
13. Some Steamship Problems 309
 LIST OF ILLUSTRATIONS
Page
The “Olympic” Frontispiece
Hero’s Steam Apparatus 18
Jonathan Hulls’ Steam Tug Boat 30
The Marquis de Jouffroy’s Steamboat 40
Patrick Miller’s Double-hulled Paddle-boat 42
Symington’s First Marine Engine 42
Outline of Fitch’s First Boat 45
The “Charlotte Dundas” 46
The “Clermont” in 1807 46
Fulton’s design for a Steamboat submitted to the
Commission appointed by Napoleon in 1803 51
Fulton’s First Plans for Steam Navigation 57
Fulton’s design of Original Apparatus for determining
the Resistance of Paddles for the propulsion of the
“Clermont,” dated 1806 64
The Reconstructed “Clermont” at the Hudson-Fulton
Celebrations, 1909 70
Paddle-wheel of the Reconstructed “Clermont” 70
Fulton’s Preliminary Study for the Engine of the
“Clermont” 75
Fulton’s plans of a later Steamboat than the “Clermont-
North-River,” showing application of the square side
connecting rod Engine 77
The “Comet” 78
Engine of the “Comet” 78
S.S. “Elizabeth” (1815) 84
Russian Passenger Steamer (1817) 84
The “Prinzessin Charlotte” (1816) 90
The “Savannah” (1819) 90
The “James Watt” (1821) 94
Side-Lever Engines of the “Ruby” (1836) 94
The “Sirius” (1838) 96
The “Royal William” (1838) 96
The “Great Western” (1838) 100
Paddle-wheel of the “Great Western” 100
The “British Queen” (1839) 102
The “Britannia,” the First Atlantic Liner (1840) 102
The “Teviot” and “Clyde” (1841) 110
Side-lever Engine 110
Launch of the “Forth” (1841) 112
The “William Fawcett” and H.M.S. “Queen” (1829) 112
Designs for Screw Propellers prior to 1850 118
The “Robert F. Stockton” (1838) 120
The “Archimedes” (1839) 120
Stern of the “Archimedes” 122
The “Novelty” (1839) 122
The “Great Britain” (1843) 126
Propeller of the “Great Britain” 126
Engines of the “Great Britain” 128
Engines of the “Helen McGregor” 128
The “Scotia” (1862) 130
The “Pacific” (1853) 130
Maudslay’s Oscillating Engine. 132
Engines of the “Candia” 132
The “Victoria” (1852) 134
The “Himalaya” (1853) 134
Coasting Cargo Steamer (1855) 134
The “Great Eastern” (1858) 138
Paddle Engines of the “Great Eastern” 140
Screw Engines of the “Great Eastern” 140
The “City of Paris” (1866) 148
The “Russia” (1867) 148
The “Oceanic” (1870) 152
The “Britannic” (1874) 154
The “Servia” (1881) 154
The “Umbria” (1884) 158
The “Orient” (1879) 158
The “Austral” (1881) 162
The “Victoria” (1887) 162
The “Majestic” (1889) 162
The “City of Paris” (1893) (now the “Philadelphia”) 166
The “Ophir” (1891) 166
The “Lucania” (1893) 170
The “Kaiser Wilhelm der Grosse” (1897) 174
The “Oceanic” (1899) 176
The “Cedric” 176
The “Celtic” 178
The “Kaiser Wilhelm II.” 180
Giovanni Branca’s Steam Engine (1629) 184
The Blades of a Parsons Turbine 185
The Parsons Turbine 186
The “Carmania” (1905) 188
Lower half of the fixed portion of one of the
“Carmania’s” Turbines 188
A Study in Comparisons: the “Magnetic” and “Baltic” 192
The “Mauretania” when completing at Wallsend-on-
Tyne 198
Stern of the “Mauretania” 200
The “Lusitania” 202
The “Adriatic” 206
The “George Washington” 208
The “Berlin” 208
The “Laurentic” on the Stocks 210
The “Mooltan” 216
The Starting Platform in the Engine Room of the
“Mooltan” 218