Organisation of Project Control Figure 13.3 indicates the chain of command for the complete project incorporating the horticultural management. The latter element is included in this example in view of the involvement of the local directors and shareholders in the estate farming side of the project. Such collaboration is not always feasible with some overseas projects and here the raw material is contracted for with a multiplicity of smaller growers, whose farms are visited throughout the growing and harvesting period by fieldsmen employed by the facto these fieldsmen being under the supervision of the senior horticulturist of the factor Estate farming and the participation of the growers with the financing of the processing plant sometimes works very satisfactorily but not always. The intending processor must be the final arbiter of the system of raw material procurement which suits the local situation most effectively Figure 13.4 shows the Management Organisation Chart where the processing factory is independent of the farming operation and management and where the vegetables are purchased from several sources on contracts hich are entered into seasonally. In this instance the contract conditions and supervision of the crops are supervised by the agronomist, assisted by hi fieldsmen- all under the overall control of the factory general manager Several photographs appear in this chapter illustrating the many functions undertaken by the technical consultant and horticulturalist in evaluating the infra-structure, the cropping potential of new regions, availability of labour and services, before Feasibility Studies can be prepared These Studies have ranged over four Continents- South America Western and Eastern Europe, India, The Middle East and Africa- but the illustrations indicate only the very early steps in a vastly complicated exercise that of collaborating with seed breeders, seed merchants, organising field trials, logging fertiliser, herbicide and pesticide treatment, irrigation trials and harvesting yields. In the course of these exercises, the services of the local Horticultural Institutes and their staff are essential, and usually invaluable otherwise the project leaders would have to become permanent expatriates for two or three years, as horticultural problems are not solved in one growing cvcle It is only then that attention has to be focused on the viability, or lack of same, which has to be assessed by an equally convoluted proce Some of the illustrations in this chapter would appear to show less than encouraging horticultural prospects, and whether one is looking at State farming, estate farming, or husbandry more closely related to oxen-power,or irrigation methods centuries old by application of an ancient Archimedes screw made by a village blacksmith from oil cans with hand-fashioned bladesOrganisation of Project Control Figure 13.3 indicates the chain of command for the complete project incorporating the horticultural management. The latter element is included in this example in view of the involvement of the local directors and shareholders in the estate farming side of the project. Such collaboration is not always feasible with some overseas projects and here the raw material is contracted for with a multiplicity of smaller growers, whose farms are visited throughout the growing and harvesting period by fieldsmen employed by the factory - these fieldsmen being under the supervision of the senior horticulturist of the factory. Estate farming and the participation of the growers with the financing of the processing plant sometimes works very satisfactorily but not always. The intending processor must be the final arbiter of the system of raw material procurement which suits the local situation most effectively. Figure 13.4 shows the Management Organisation Chart where the processing factory is independent of the farming operation and management, and where the vegetables are purchased from several sources on contracts which are entered into seasonally. In this instance the contract conditions and supervision of the crops are supervised by the agronomist, assisted by his fieldsmen - all under the overall control of the factory general manager. Several photographs appear in this chapter illustrating the many functions undertaken by the technical consultant and horticulturalist in evaluating the infra-structure, the cropping potential of new regions, availability of labour and services, before Feasibility Studies can be prepared. These Studies have ranged over four Continents - South America, Western and Eastern Europe, India, The Middle East and Africa - but the illustrations indicate only the very early steps in a vastly complicated exercise - that of collaborating with seed breeders, seed merchants, organising field trials, logging fertiliser, herbicide and pesticide treatment, irrigation trials and harvesting yields. In the course of these exercises, the services of the local Horticultural Institutes and their staff are essential, and usually invaluable - otherwise the project leaders would have to become permanent expatriates for two or three years, as horticultural problems are not solved in one growing cycle. It is only then that attention has to be focused on the viability, or lack of same, which has to be assessed by an equally convoluted process. Some of the illustrations in this chapter would appear to show less than encouraging horticultural prospects, and whether one is looking at State farming, estate farming, or husbandry more closely related to oxen-power, or irrigation methods centuries old by application of an ancient Archimedes screw made by a village blacksmith from oil cans with hand-fashioned blades 264