Agricultural project planning


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why some agricultural project fail and others do not?

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Agricultural project planning

  1. 1. Department of Agribusiness and Information System PRESENTERFaculty of Agriculture UPM By: MAMMA SAWANEH GS31415 .
  2. 2. PRESENTATION OUTLINEIntroduction Why do some agricultural projects fail and some do not? Should we blame the failure and how to reward for the success? What actions or decisions should be taken? Conclusion
  3. 3. INTRODUCTION A project is a non-repetitive enterprise, characterized by a clear and logical sequence of events, with a beginning, middle, and end, focused onthe accomplishment of a clear and defined objective on deadline, with costs, resources, and quality parameters specified
  4. 4. HOW DO WE DEFINE PROJECT FAILURE AND SUCCESS FAILURE SUCCESS Not meeting project goals, delivering requirements / Delivery on time and within budget scope Not matching stakeholder requirements reliable and maintainable Poor implementation and management Satisfies the users Meets project goals, completed to Not hitting quality standards specification / quality requirements
  5. 5. PROJECT FAILURE VS SUCCESS Failure Success It has not deliver to cost, delivered what to quality, and was required on time deliver the Not in line with benefits expectations. presented in the business case
  6. 6. AGRICULTURAL PROJECT An agricultural project is a unique set of agricultural coordinated activities with definite beginning and endpoint example Integrated Rice Fish farming project (IRFFP)
  7. 7. CHARACTERISTICS OF ANAGRICULTURAL PROJECT Non repetitive enterprise • Clear and logical sequence of events • Follows a certain life cycle Clear and defined objective • Satisfies the users Projects use resources • Predefined parameters
  8. 8. WHY AGRICULTURAL PROJECTS FAIL Poor strategy •Ineffective planning •Inappropriate organizational design Poor technology •Inappropriate organizational design •Lack of customer commitment to project Poor execution •Inadequate senior management oversight •Lack of well-defined and delegated authority and responsibility •Inefficient system for monitoring, evaluating, and controlling the use of resources
  9. 9. SHOULD WE BLAME FOR THE FAILURE? When projects get behind schedule always find a solution rather than assign blame Blame should be assigned especially for poor strategic and execution of project plans.
  10. 10. ACTIONS/DECISIONS Insiston the right to select key project team members. Develop commitment and a sense of mission from the outset. Coordinate and maintain a good relationship with the farmers, government, and other stakeholders. Have key team members assist in decision-making and problem-solving.
  11. 11. ACTIONS/DECISIONS Develop realistic cost, schedule, and performance estimates and goals. Employ a workable set of project planning and control tools. Avoid overreliance on one type of control tool. Give priority to achieving the mission or function of the end-item. Keep changes under control.
  12. 12. CONCLUSIONIn conclusion, applying good strategy, the right technology, and good project management can ensure that theorganization performs agricultural projects that will provide the capacity and capabilities that stakeholders need
  14. 14. T HANK Y OU
  15. 15. REFERENCES are-the-reasons-for-and-statistics-on-it-871395.html Kerzner, H. (2003). Project Management: A Systems Approach to Planning, Scheduling, and Controlling. New York: Wiley, : New York: Wiley, . Lester, A. (2003). Project Planning and Control Fourth Edition Smith, P. (1984). Agricultural project management: monitoring and control of implementation Retrieved from Vargas, R. V. (2008). Practical Guide to Project Planning