خبايا مشروع أبولو وخدعة الوصول للقمر

Quote: Funding was not the only critical component for Project Apollo. To realize the goal of Apollo under the strict time constraints mandated by the president, personnel had to be mobilized. This took two forms. First, by 1966 the agency's civil service rolls had grown to 36,000 people from the 10,000 employed at NASA in 1960. Additionally, NASA's leaders made an early decision that they would have to rely upon outside researchers and technicians to complete Apollo, and contractor employees working on the program increased by a factor of 10, from 36,500 in 1960 to 376,700 in 1965. Private industry, research institutions, and universities, therefore, provided the majority of personnel working on Apollo. This management concept under Phillips orchestrated more than 500 contractors working on both large and small aspects of Apollo. For example, the prime contracts awarded to industry for the principal components of just the Saturn V included the Boeing Company for the S-IC, first stage; North American Aviation--S-II, second stage; the Douglas Aircraft Corporation--S-IVB, third stage; the Rocketdyne Division of North American Aviation--J-2 and F-1 engines; and International Business Machines (IBM)--Saturn instruments. These prime contractors, with more than 250 subcontractors, provided millions of parts and components for use in the Saturn launch vehicle, all meeting exacting specifications for performance and reliability. The total cost expended on development of the Saturn launch vehicle was massive, amounting to $9.3 billion. So huge was the overall Apollo endeavor that NASA's procurement actions rose from roughly 44,000 in 1960 to almost 300,000 by 1965.