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There is no project procurement. There is procurement and the project will add the activities related to procurement. No more than that. Is the procurement department is saying that they will not perform the activities which are the reason of their existence inside a company then you have to put it clear with all the stakeholders, raise a risk/issue and to scale it to project steering committee.
The PM means well, but I would consider that an unacceptable solution. It is unsustainable from a division of labor perspective, may introduce other issues such as labor contracts and cost accounting, and the effort consumed by managing procurement is time that cannot be spent managing projects. On a large manufacturing project, it usually requires many procurement agents, not just one.
The PM should elevate the problem as a resource constraint issue. Either additional resources are required, or more efficient processes and tools are required, but a PM can’t just do the jobs of every functional organization that lacks resources.
I have been in nearly the exact same situation as the one you’re describing. When an organization permits a critical department like Procurement to tell departments that depend on it that it can’t do its job, the organization’s leadership isn’t likely to respond to a PM’s complaints about that department. I’m guessing that even if your PM were to elevate the procurement issue to the Sponsor he or she would just be told to get the job done anyway, particularly because your PM appears to have no power within the organization.
You should do the procurement for the project - consider this as a chance to boost your skills by getting some hands-on procurement experience.
Seems like a very dysfunctional organization. The company needs to determine project priority and establish a project governance which should detail the roles and responsibilities. Without that, the project is doomed to fail.
I am not the project manager for the project but I have been give responsibility to help PM if required. As I am looking for small projects within organization. I agree that PM might want some boost in career so he trying everything. But it doesn’t help project then it has very high risk.
In your case, I think the man who manages project does not have enough authority to be called as project manager; he is a Project Expediter or may be a Project Coordinator. The project is organized and carried out in a weak matrix structure. Because of that and for it has a separate procurement department so you should not do procurement by yourself; you do not have authority to do that. As Sergio mentioned above, you should raise risk/issue to Board of Steering Committee to get help and actively plan to accept risk of having procured items late in your plan by adding more buffer time for items to be procured. But as you described, I think the organization culture should be changed, it does not support doing projects.
Get onto the sponsor and fast.
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