The project manager controls the interfacing and overlapping areas of the organization's procurement processes, along with the project schedule. Saving Changes...
The procurement processes themselves are usually defined by the organization, not the PM. The PM however must ensure that those processes are planned and executed such that they support the project needs including the schedule.
Essentially, as the PM I don't tell the procurement people how to do their jobs. I do identify when critical tasks of the procurement department (like when the materials must arrive for assembly on the job) must be completed so that the project requirements are met. Saving Changes...
Sergio Luis ConteHelping to create solutions for everyone| Worldwide based OrganizationsBuenos Aires, Argentina
@Keith has put it clear, very clear. Just trying to add something, remember PM is in charge of project procurement. What PM have to do is "to instantiate" the organizational procurement process to fit in project procurement. Saving Changes...
Peter RapinSubject Matter Expect; Project Delivery| Independent ConsultantOntario, Canada
The Procurement Department is a project stakeholder. As a PM you need to ensure that you advise the PD of the project procurement needs, identify the consequences of PD not meeting the needs and recognizing any constraints on the PD. The project schedule has to accommodate the PD constraints. The PM does not 'control' but 'manages' all stakeholder needs towards the success of project delivery. When the PM excuse is that PD took too long to place contracts and deliver materials it usually means that the PM did not initially allow sufficient time - possibly by not collaborating with PD, maybe second guessing them or failing to impress the critical nature of the procurement tasks.
I don't like the concept of "control". The only thing one controls is one's personal actions and activity. Saving Changes...
