Lf CHAPTER Ill MANAGEMENT AND ADMINISTRATION SECTION | MANAGEMENT The Holmes & Narver General Manager, through the Heads of five Home Office Depart- ments supervised and executed Contract Obligations. The Home Office Organization Chart, Figure 3-1, shows this managerial arrangement, which wasprecisely planned to assure coordination between such relevant functions as research, design, construction, accounting, procurement and security. In any operation of this magnitude, a large part of the work is experimental, and when the site of operations is isolated from all normal sources of supply, both personnel and material, certain inherent difficulties must be considered at the outset. Management-planning was based on the realization that these difficulties would be minimized by maintaining close liaison with the Commission, the Jobsite, and the Home Office. Close liaison was likewise essential between the various participants, including Military, Scientific, and transportation agencies. Examples of the essential inter-relation between the H&N Management and other agencies are borne out in the manner in which overseas communications and transportation of men and materiel were handled. Transportation activities were closely coordinated through a system of advance estimates which were periodically revised to meet chang- ing conditions. The Contractor’s representatives at Travis Air Force Base, the Naval Supply Center in Oakland, and at Hickam Field in Honolulu were in close contact with Task Group representatives as well as with shipping agency officials. This closely integrated liaison greatly assisted in the orderly flow of air freight ship- ments which, at times, far exceeded advance estimates, particularly in those instances where last-minute revisions in Scientific Stations required the expeditious supply of material, the requirements for which had not been previously indicated. In addition to the close liaison maintained by Management, Home Office supervisory personnel were alerted to the need for the immediate transmission of information to the field forces at the Proving Ground. Critical information was normally transmitted via teletype over Military networks or by AECteletype cir- cuits; less critical information was sent by written memorandums. Discussions were the most beneficial media for the maintenance of complete understanding of developments and criteria constantly undergoing revision, and were an organizational policy established near the close of OPERATION IVY, and continued throughout OPERATION CASTLE, i. e., the rotational assignments of certain supervisory personnel between the Jobsite and Home Office. It was found that an interchange of key individuals in these categories (at approximately three-month intervals) broadened their knowledge of the over-all job relevant to current developments in the Continental United States, and minimized the fatigue which occurred after prolonged duty at the Proving Ground. The Contract made provisions for the wid- . est possible latitude to the Commission in the scope and location of work. As the engineering and construction work progressed, various modifications to the Contract were received. New items were added, others were increased in scope, and still others were reduced or deleted entirely. Modifications to certain Scientific Stations presented particular difficulties because of the short period of time allocated for their completion. While some of these modifications were not unexpected by Management, they imposed frequent changes in the distribution of supervisory personnel at the Jobsite, and in some cases in the Home Office as well, particularly in such functions as purchasing, expediting, and transportation. The General Manager delegated to the Manager of Construction-Operations the authority to coordinate all activities affecting the construction and operation of all features of the project. The Chief of Operations in the Home Office represented the overseas Project Manager in coordinating the various Home Office departments in matters pertaining to Jobsite operations. Part of this coordinating activity included the summarizing of all information necessary for scheduling design, procurement, and construction in order to meet the Commission’s program requirements. After schedules were formulated, they were checked frequently against various reports and Page 3-1