Procurement of amalgamated organics

Procurement project that I have worked on over the past twelve months is that of Amalgamated Organics, a startup greenhouse project on Oahu. The project aims to build multiple greenhouses at its facility to grow a number of different crops. There will also be "learning gardens" that will be used to teach locals about organic farming and instill in them an appreciation for the work that Amalgamated does.

The organizational chart for the project is as follows. There are essentially three major VPs, and they each have multiple units beneath them.

The responsibility assignment matrix takes the list of tasks and ensures that there is a person responsible for the completion of each task.

Executive Level

Managerial Level

WBC Element

CEO

COO

CFO

CMO

VP, HR

VP, GH Ops

VP, SC & L

VP, Fin

VP, Accg

VP, Mark

VP, Comm

Secure financing x x x

Land purchase x x

Determine crops x x x

Procurement

x x

Build GH

x x

Build GH

x x

Build GH 3

x x

Hiring

x x x

Grow crops x x

Communications Plan

x x

Marketing Plan

x x

Secure retail channels x x

2. Wong describes three key elements of a successful team. These are content, process and behavior. What is meant by this is that Wong feels the content of the work and the team are both important and must be aligned. Further, the process is defined by the team members, but again it needs to be aligned with the project's needs. Behavior is important because if the team is working together on the project, with a high level of communication and accountability, then the project is more likely to succeed. For this project, the key is to have the right team members working together. For example, a lot of the initial investment requires the input of the VP, Finance, but only when working with the CEO, who has the broad vision. Also, the COO must be involved in this process because that is the person with the expertise to determine what needs to be done, and how much all of that work will cost the organization.

Wong also highlights three spaces of project management, which provide the scope and boundaries for the project and for the leadership roles. The first space is the organizational space. This is where the structure of the organization is developed, with meeting the needs of the organization in mind. For example, determining what talent needs to be on the executive team is an important step in this part of the process. Further, determining what the roles will be within the context of the organization is important as well. As an example, even though we are hiring an outside firm to build the greenhouses, the COO is still ultimately responsible for that work, and in part the COO will simply be translating the CEO's vision into a workable greenhouse.