Q MANAGEMENT AND ADMINISTRATION. The Contract was a Cost Plus Fixed Fee, Architect - Engineer - Construction - Management contract with the Atomic Energy Com- mission (AEC), administered by the Manager, Albuquerque Operations Office through the Deputy Director, Test Division. Within the framework of this contract, the AEC had wide latitude to change the scope of work or services to be performed by the Contractor, and at the same time, to protect all the rights and interests of the Government insofar as control of expenditure of funds is concerned. This contract, which was originally executed to provide for the IVY Operation, was first modified and extended for CASTLE and subsequently for REDWING. In general, modifications to the contract represent- ed a continuation of the Holmes & Narver re- sponsibility for engineering, construction, operation, and maintenance of the facilities at the Pacific Proving Ground. The centralization of authority and responsibility for all features of the project permitted simultaneous action on architect-engineering services, procurement of construction equipment and materials, recruiting and processing of manpower, and various elements required for planning a complex operation against a rigid end date. The Holmes & Narver organizational structure js illustrated in Charts 3-1 and 3-2 Chapter III. This organization provided for the executive and administrative control of all related functions assigned under this contract. The administrative relationships of organizational units were further clarified by a standard system of Home Office and Jobsite procedures CHAPTER I, SECTION 1 responsibilities for photography, pass and badge office, stevedoring, radiological safety, and communications. To administer these added responsibilities, a regrouping and reassignment of divisional duties of the Jobsite organization was effected and a new Administration Division was established. Each succeeding Operation develops different characteristics than its predecessor and new problems must be analyzed and resolved. As in previous operations, difficulties were overcome by maintaining close liaison with the representatives of the Commission and the other agencies involved in the Operation. Frequent meetings held at Albuquerque, Los Angeles, and Jobsite, for the purpose of frankly discussing problems and plans, were most beneficial towards effecting a mutual understanding of problems and contributed to a good working relationship. A separate set of accounting records was maintained in accordance with generally accepted principles and directives issued by the Atomic Energy Commission. Procedures were improved to provide the Contractor and the AEC with more effective control over funds, property, and other assets. A Chart of Accounts was the basis for the recording and reporting of costs and also provided a uniform method of identifying all drawings and/or documents issued or used for authorized work. Since a com- mon account number (identification number) was used on all documents pertaining to a specified item of work, immediate identification, simplified control. Cost estimates were submitted to the Atom- and bulletins. These outlined procedures or methods and delegated authority. Of particular ic Energy Commission for each item of work that the responsibility for both engineering and construction resided in one organization, was were formulated. Physical progress for each item of construction was reported weekly. From these neering service - including inspection of con- for the various increments of the project were prepared monthly to indicate predicted and actual progress. A composite curve was then derived from the weighted progress of all items. The progress charts were includedin a historical importance in this respect, in view of the fact the necessity of making certain that the engi- struction, progress reporting and related functions - was effective. Organizational changes to existing structures evolved from experience and from the assignment of additional functional responsibilities with respect to Proving Ground activities. A significant change effected to strengthen the over-all organization after completion of the CASTLE Operation, established the Pacific Proving Ground as a self-contained unit within the H&N organization under a Project Manager. This change consolidated into one administrative unit all the elements necessary to service com- pletely the requirements of this project and thereby facilitated the manner in which the HomeOffice participated in the overseas work. The solution of problems encountered in previous operations led to the assignment of the proposed. From these estimates, manpower, plant, equipment, and material requirements reports, progress charts containing separate bars Monthly Narrative Report which covered all features of the project. The advance scheduling of all expendable construction and the ensuing progress reporting proved to be effective. The follow-up of schedules and the need for revisions were determined from key information assembled in the Home Office Operations Department. This office acted as a clearing house between the Jobsite and Home Office activities on all opera- tion and construction matters. Essential data regarding scheduled and actual progress were closely watched and, where necessary, priorities were established for design, procurement, and/or shipping space. The Chief of Operations kept Page 1-21