CHAPTER Ill, SECTION 1 governed by policies and procedures promulgated at the Corporate level. In addition, major engineering design was subject to review by the Vice President, Engineering, and the Chief Design Engineer (Corporate) to insure a high level of professional quality. The Project organization in the HomeOffice was divided into three major divisions based upon the functions to be performed in support of the overseas operations: (1) Engineering and Design, headed by the Engineering Manager; (2) Accounting, Contract Administration, and Budgets, headed by the Project Controller; and (3) Estimating, Purchasing, Construction & Planning, Honolulu Office, and Field Operations, headed by the Manager, Construction & Facili- ties. Each of these Division Heads in turn was assisted by Department Heads who exercised the close supervision and control of detailed functions necessary for the satisfactory prosecution of a “crash” program of extreme magnitude. The Jobsite organization was headed by the Resident Manager, reporting directly to the Manager, Construction & Facilities. The com- on 20 and 21 February. Thereafter, conferences pertaining to specific facets of the Operation were frequent. Numerous other conferences for planning and review purposes were held with representatives of the AEC, DOD, and Scientific Users and within the Holmes & Narver Project Management staff in the Home Office and Job- site. Liaison groups were established on a fulltime basis at both UCRL and LASL, and two former Resident Engineers were assigned the responsibility for keeping Project Management and the Engineering staff fully informed of scientific criteria changes. Among the major Management problems of the Operation were those resulting from the late availability of funds. Procurement of long leadtime materials and equipment was retarded and construction was delayed well beyond the starting dates necessary for orderly and econo- mical prosecution of the work. It was necessary to order a temporary delay in the shipment of personnel to Jobsite, thus causing the loss of a numberof highly qualified applicants and later increasing the burden of overtime work and the cost of construction. At the AEC-H&N Manage- ment meeting held 11-12 December 1956 in Los plexity of the EPG activities necessitated a Angeles, the necessity for the early release of quartered at Elmer. Four of these divisions — Supply, Communications, Service Operations, and Industrial Relations — were supervised by the Assistant Resident Manager, Eniwetok Atoll, while the other three division — Accounting, Engineering, and Construction & Maintenance — in the FY 1958 program. The early release of funds would have obviated many logistic and construction problems that existed. breakdown of functions to seven divisions, head- reported directly to the Resident Manager. Be- cause of the distance separating Eniwetok and Bikini Atolls it was necessary to assign an Assis- tant Resident Managerat Bikini Atoll for supervision and control. Later in the Operation, when the TEAK and ORANGEevents were relocated, an Assistant Resident Manager was appointed for Johnston Island. General planning for Operation HARDTACK: was initiated soon after completion of REDWING, and several conferences during the winter of 1956-1957 touched on anticipated HARDTACK requirements. Principal among these conferences was the AEC-H&N Manage- ment meeting on 11-12 December 1956 which outlined the problems experienced during the support of REDWING and offered recommendations for changes to be effected before HARD- TACK. These early conferences referenced HARDTACK in only a general way, and it was not until the early part of 1957 that specific conferences for the approaching Operation were initiated. A Logistic and Construction Conference was held at Headquarters, JTF-7, Washington, D.C., on 19 February 1957 followed by a conference on Preliminary Support Requirements Page 328 funds, among other things, was emphasized. It was pointed out that the expansion of electrical generating facilities and additional water distillation equipment were items of prime importance Coordination of the various elements of the project, both in the Home Office and at Jobsite, was effected through frequent conferences of supervisory personnel, close supervision and re- view of all important functions by the Project Manager, the Resident Manager, and the De- partment Heads, and frequent liaison and coordination trips of Home Office personnel to Jobsite. In the case of Engineering, at approxi- mately the time that the Users moved to Job- site, the Assistant Engineering Manager, with a small staff of Engineers, was dispatched to EPG to serve as Technical Facilities Coordinator on the staff of the Resident Manager. This move greatly simplified the interpretation of criteria and designs and provided additional skilled pro- fessional personnel to assist in the rapid design of facilities for Johnston Island. During the height of the build-up, the Project Manager and the Manager, Construction and Facilities, were at Jobsite for extended periods assisting in the direction of H&N activities. Through adequate supervisory staffing, wide dissemination of per- tinent data, and constant liaison with User agencies, H&N Management was able to cope with the myriad problems of a “crash” program thousands of miles from the Home Office.