needed for the purpose for which originally acquired, and which is recommended for sale or transfer outside the naval service. The section, however, also handles property found to be in excess of local naval needs and not required elsewhere under the jurisdiction. of the project manager having cognizance.

THE PROJECT MANAGERS.

3-125. Project managers form part of executive staff. The project managers are not assigned to any of the divisions of the bureau but form a part of the executive staff of the office of the chief of the bureau, reporting direct to the chief and to the assistant chief as his executive officer. They do not have authority over the heads of the various divisions or sections of the bureau. Their principal relation is with the design division, but they also have relations with the maintenance and operating division as to financial matters, with the construction division as to the carrying out of projects under contract, and with the clerical division as to clerical assistance required.

3-126. The duties of a project manager are:

To follow through, from inception to completion, each project assigned him. To keep the chief of the bureau fully informed as to progress, and on important projects to confer with him frequently so that projects may represent his views.

To confer, as representing the chief of the bureau, with representatives of other bureaus or offices of the Navy Department in regard to designs for public works, in order that the completed structure may meet the needs of the bureau or office concerned.

To make a total estimate, as early as practicable, of the cost of every project being developed, and before any actual obligation is incurred; to ascertain the correct title and number of the appropriation to be used and whether a sufficient unobligated balance exists; no obligation shall be incurred in excess of an unobligated balance. (R. S. 3733; R. S. 3679, amended by acts Mar. 3, 1905, sec. 4, 33 Stat. 1257, and Feb. 27, 1906, sec. 3, 34 Stat. 48). To plan expenditures of funds so that the project as laid out may be completed without incurring a deficit and without leaving uncompleted such features of the project as are necessary or desirable to its use when placed in service. To conduct correspondence with reference to the same through the channels laid down in the bureau correspondence rules.

To supervise the designs in preparation for contract work or construction by yard labor, and changes in designs found necessary at any stage.

To submit to the architectural committee all drawings of buildings or other structures which involve architectural or landscape features while in process of being made, or when submitted to the bureau by yards, stations, or outside designers, and to follow the advice of the committee.

To examine, and pass upon, for action by the chief of the bureau, all drawings,
specifications, and estimates prepared by the yards or stations or by outside
engineers or architects.

To outline the general features of the specifications for proposed public works
contracts for final preparation by the specification section of the design
division, and thereafter to examine same and indicate approval when they
are considered to meet the needs; or, where necessary, to revise or prepare
specifications in part or in their entirety for the specification section.
To sign all drawings prepared under his cognizance, as an indication that such
drawings are satisfactory for approval by the chief of the bureau.

To confer with the divisions of the bureau and with the other project managers
as necessary, in order that any matter necessary to the completion of the
project may not lag.

To indicate to the financial section allotments that should be made.
To supervise projects during the construction period except as to factors spe-
cifically assigned to the maintenance and operating or construction divisions.
To conform to bureau standard practice, and to recommend changes in such
practice as may seem necessary or advisable.

To suggest to the head of the design division what plans and specifications
could with advantage be developed into bureau standards, and to assist in
their preparation when decided on.

To keep a complete list of all projects coming under his cognizance, together with information relating to the progress of the work.

To prepare periodic estimates, for the head of the design division, of the time in man-days required to complete designs and other technical work under his cognizance.

To place in the bureau files all data or information that may be of future service
to the bureau in his own or other sections.

To keep himself informed, generally, as to the needs of the other bureaus or
offices of the Navy Department within the project groups assigned.
To bring to attention of other project managers and the head of the specification
section developments of interest, and information as to features that might
well be made a part of bureau projects, or, particularly, errors that should be
avoided. This requirement is important, as it tends to elevate the bureau's
practice and bring about greater uniformity.

3-127. Cognizance as to maintenance and operation. The project managers shall be consulted as to the technical and engineering matters that arise in connection with maintenance and operation of completed projects, cognizance being the same as for design.

3-128. Assistant project manager. Each project manager shall have an assistant, whose duties shall be prescribed by the project manager, and who shall keep himself fully informed as to the status of the work under the cognizance of the project manager, and shall perform the duties of the project manager in his absence. No other personnel will be assigned to the project manager except by temporary detail from the design or clerical divisions.

3-129. Relations of project manager to divisions of bureau. Project managers will apply to the chief clerk for proper clerical assistance. The head of the design division will place under the supervision of the project manager available personnel from the design division as requested by him to carry out designs for the various projects. The project managers shall utilize the established filing system of the bureau in every particular, and will not establish any files of their own except that they may retain copies of papers in the official files or copies of data and plans filed elsewhere in the bureau which pertain to their work.

3-130. The project manager must bear in mind that he is at all times acting for the bureau and is responsible for the carrying out of the bureau's duties, so far as assigned him, in an energetic and efficient manner and in compliance with all laws, Navy Regulations, and requirements which govern the bureau's actions. Particularly is it the duty of the project manager to conform to article 487 of the United States Navy Regulations.

DISTRIBUTION OF PROJECTS.

3-131. The projects of the bureau shall be distributed among sections as shown below. Each section will be placed under a project manager. When the volume of work permits, more than one section may be assigned to a single project manager; but all records and data must conform to the sectional arrangement so as to facilitate expansion when necessary. Assignments of project managers and their assistants are made by bureau order. It is through the project-manager system that the bureau obtains flexibility in its organization and the power to expand to a wide limit. SECTION A.-YARD AND STATION DEVELOPMENT.

Embraces cognizance of matters pertaining to

General plans and estimates for development or extension of bases, navy yards, and naval stations.

General characteristics and layout plans of all new bases, navy yards, and naval stations, involving vessels of the Navy or forming a part of or adjoining other stations.

Examination of annual report plans as affecting yard development.

Examination of hydrographic surveys, subsurface surveys, or reports thereon submitted to bureau, and taking necessary action thereon.

The duty of the section comprises (a) all general layouts or development plans of yards and stations, particularly where conformity to the requirements of the fleet or accord with the plans for national defense is necessary; (b) all layouts which involve

the placing of two or more shore units in a given area or as a part of a naval district or operating base; and (c) all plans prepared for the navy yard development board, the navy yard commission, or for any other board, commission, or body having to do with naval shore establishment development.

SECTION B.-FLEET FACILITIES.

Embraces cognizance of matters pertaining to

Channels and channel markings.

Anchorages.

Moorings and buoys.

Berthing facilities.

Landing facilities at navy yards and naval stations, and at points of fleet ren

Collecting and placing in bureau file information as to improvement projects of special interest to the Navy in the various United States harbors.

Information as to needed improvements of various harbors and channels to fit them for naval use.

Collecting and placing on file data as to various national, State, or municipal harbors or canals.

SECTION C.-SHIPBUILDING AND REPAIR FACILITIES.

Embraces cognizance of matters pertaining to

Shipbuilding ways.

Shipbuilding cranes and handling equipment.

Piers, wharves.

Sea walls and retaining walls.

Shop buildings.

Foundries.

Railway track systems.

General development of shipbuilding and repair facilities.

SECTION D.-STORAGE.

Embraces cognizance of matters pertaining to

Public works projects generally, applying to the Bureau of Supplies and

Accounts, except fuel plants.

Storehouses.

Supply bases.

Wharves, piers, and landings for supplies and stores.

SECTION E.-DRY DOCKS.

Embraces cognizance of matters pertaining to

Graving dry docks.

Floating dry docks, including their moorings, shore connections, and basins. Marine railways.

Shipbuilding dry docks.

Handling facilities at dry docks and marine railways.

Approaches to dry docks and marine railways.

Approach piers at dry docks and marine railways.
Crane tracks at dry docks and marine railways.

SECTION F.-POWER PLANTS.

Embraces cognizance of matters pertaining to

Central power and heating plants.

Distributing systems for electricity, steam, compressed air, and water for heating and hydraulic pressure; underground tunnels and conduits for distributing systems.

Electric lighting and power systems.
Heating and ventilating of buildings.
Refrigerating and ice making plants.
Buildings for central power plants.
Heating and boiler plants.

Chimneys.

Mechanical and electrical equipment.
Elevators.

Bridge cranes.

Dry dock and other pumping plants.

Telephone installations.

Operation of central power plants.

Fire protection installations and equipment, except at fuel-oil storage plants.

SECTION G.-FUEL STORAGE.

Embraces cognizance of matters pertaining to

Coal storage plants.

Coal handling equipment.

Fuel-oil tanks.

Fuel-oil plants and pipe lines.

Fuel-oil wharves, piers, and handling facilities.

Gasoline storage.

Lubricating-oil storage plants.

Public works generally, involved in fuel storage for the fleet.

Does not include cognizance of storage forming a part of power plant installations or storage of coal, oils, or gasoline for local use, or storage of paints, oils, and gasoline in containers.