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COURSE CODE: AGRI 61

COURSE TITLE: Introduction to Agricultural Commodity and Enterprise Development
CREDIT UNITS: 3 units
COURSE DESCRIPTION: Application of the principles in agricultural entrepreneurship, marketing,
and financial management in the development of enterprise for the different agricultural
commodities in the country.

CHAPTER I
INTRODUCTION:
A. Definition of a Project
B. Project Proposal Development
C. Causes of Project Failure

At the end of the unit, the students must:

1. Define project and differentiate it from other government initiatives
2. List and explain the five different stages of the project lifecycle
3. Determine the possible causes of project failure

Values Infused/ Competencies

 Prudence
 Responsible resources stewardship
 Rational Judgment
 Social Awareness
 Deeper world perspective
 Logical reasoning in problem solving
 Teamwork

DEFINITION OF A PROJECT

According to Project Management Institute (PMI) (n.d.). A PROJECT(S) constitutes of

temporary efforts to create value through unique products, services, and resources. Some are
engineered quickly to resolve problems while others require extended timelines to produce
outcomes that will not need major improvements outside of projected maintenance.
There are instances that a certain project will be a mixture of both quick and extended to
achieve the desired outcome. Breaking down its definition shows that projects are combinations of
tasks, activities, and deliverables that must be structured and executed carefully to achieve a desired
outcome.
Before a result is accomplished, each part of a certain project must go through phases of
initiation, planning and execution. This process is known as the PROJECT MANAGEMENT LIFECYCLE.
The Project Management Lifecycle is the lifeblood of all successful projects, this allows project
managers to plan each task and activity carefully to ensure the highest chances of success. Overall, a
project is a well-planned effort that follows a lifecycle with a definite beginning and end.

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According to the Dictionary’s definition. A project is something that is contemplated,

devised, or schemed. It is also a major undertaking, especially one involving considerable money,
personnel, and equipment.

As defined also by Malsam (2023) of the Project Manager, it is a set of tasks that must be
completed within a defined timeline to accomplish a specific set of goals completed by a group of
people known as the project team.
Aside from the project team, it also require resources such as labor, materials, and
equipment. Organizations and individuals manage projects with a wide range of objectives which can
take in many forms.

CHARACTERISTICS OF A PROJECT
A projects characteristics and unique features differentiates them from other types of activities of an
organization.
1. A PROJECT NEEDS A PROJECT MANAGER AND A PROJECT TEAM – Project is a team effort, and it
needs a team of individuals with the necessary skills to implement and execute tasks that are
needed.
2. EVERY PROJECT NEEDS A PROJECT PLAN – There is a need for the members to receive clear
directions from the manager and project leaders to perform the work that is expected thus a need
for a project plan. Its not just a set of instructions but a comprehensive document that describes
every aspect of the project such as its goals, schedule, and budget among other important details.
3. ALL PROJECTS GO THROUGH THE SAME PROJECT LIFECYCLE- This refers to five phases all projects
must progress through, from start to finish. This serves as the most basic outline that gives a project
definition. Specifically, INITIATION, PLANNING, EXECUTION, MONITORING AND CLOSURE
4. ALL PROJECTS SHARE THE SAME PROJECT CONSTRAINTS – No matter their size of complexity they
share the three main constraints: time, scope, and cost. This means that it must be completed with a
defined timeline, achieved a defined set of tasks and goals, and be delivered under a certain budget.
5. EVERY PROJECT NEEDS RESOURCES- Completing a certain project needs every resources it can get
such as labor, raw materials, machinery, equipment as well as time. The project manager must be
able to identify all the project resources to create a resource plan and manage the resources
accordingly. Unaccounted resources causes project failure.

PROJECT VS. INITIATIVE

Although often used interchangeably, initiatives and projects have distinct meanings in the
context of business and organizational management.
INITIATIVE- “a new plan or action to improve something or solve a problem.”
PROJECT- “temporary effort to create value through unique products, services and processes.”

Initiatives refer to a plan or action which underlines its strategic nature. Projects can be far
more precise, indicating their rather operational character.

Career Development (2022) An initiative is a comprehensive plan for reaching strategic and
long-term goals which outlines how one wants to achieve a company's objectives.

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EXAMPLE: If a clothing retailer wants to expand its customer base, its initiative may raise
brand awareness using social media marketing and targeted advertising. A strategic initiative can
comprise multiple projects, and several initiatives may function together to reach a vision.

Meanwhile a project is a temporary endeavor conducted to reach a unique goal. This goal is
typically specific to an organization, such as creating a new product or service.

EXAMPLE: One may establish a project to build or renovate a new home. Projects typically
require a collective effort from managers, coordinators, planners, and members. They also have
defined scopes, constraints, budgets, and delivery timeframes. Implementing a project typically
addresses a stakeholder's need and contributes toward a larger initiative.

THE PROJECT LIFECYCLE

There are various types of projects, but they all have one thing in common, they all go
through the same cycle known as the project life cycle of project management life cycle.

The project life cycle is made up of five project stages: project initiation, project planning,
project execution, monitoring & control, and project closing. Each of these phases is necessary for
the effective delivery of the project.

5 PROJECT LIFE CYCLE PHASES

1. PROJECT INITIATION PHASE - This is the start of the project for the project manager, who is
responsible for defining the project at a high level. This usually begins with a business case,
feasibility study, cost-benefit analysis, and other types of research to determine whether the project
is feasible and should or shouldn’t be undertaken. Stakeholders provide input. If the project is
approved, then a project charter is created, which provides an overview of the project and sets up
the stage for your project plan.

BUSINESS CASE- a project management document that explains how the benefits of a
project overweigh its costs and why its should be executed. It is usually prepared during the project
initiation phase and its purpose is to include all the projects objectives, costs, and benefits to
convince stakeholders of its value.
It is an important project document to prove the stakeholder that the project being pitched is a
sound investment. It is also needed because it collects the financial appraisal, proposal strategy and
marketing plan in one document and offers a full look at how the project will benefit the
organization.

2. PROJECT PLANNING PHASE - This is where the project plan is created, and all involved in the
project will follow it. This phase begins by setting SMART (specific, measurable, attainable, realistic,
timely) goals. The scope of the project is defined, and a project management plan is created,
identifying cost, quality, resources, and a timetable. Some of the features of this phase include a
scope statement, setting of milestones, communication, risk management plans and a work
breakdown structure.

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PROJECT PLAN- A series of formal documents that define the execution and control stages of
a project. The plan includes considerations for risk management, resource management and
communications, while also addressing scope, cost, and schedule baselines. It answers the who,
what, where, why, how, and when of the project, and its purpose is to guide the execution and
control project phases.

3. PROJECT EXECUTING PHASE - Now begins the part of the project that most people think of as the
project: executing the tasks, deliverables and milestones defined in the project scope. Some tasks
that make up this phase include developing the team and assigning resources using key performance
indicators, executing the project plan, procurement management and tracking and monitoring
progress. If needed, you can set status meetings and revise the schedule and plan.

PROJECT SCOPE- Total amount of work that needs to be done to complete a project. The
project must be broken down into tasks and deliverables that’ll be executed to meet goals and
stakeholder requirements and deliver the project successfully.

4. PROJECT MONITORING AND CONTROLLING PHASE - The project monitoring and controlling
phase consists of setting up controls and key performance metrics to measure the effectiveness of
the project execution. The monitoring and controlling project phase is very important to make sure
the execution goes as planned in terms of schedule, scope, and budget baselines.

PROJECT MONITORING AND CONTROL- A project management phase that’s dedicated to

measuring project performance and making sure that it adheres to what’s been set in the project
plan. This helps in closely tracking the progress and performance of the project, review project
status, identify potential problems and implement corrective actions when required to keep the
project on schedule and within budget.

PROJECT SCHEDULE- Timetable that organizes tasks, resources, and due dates in an ideal
sequence so that a project can be completed on time. It is created during the project planning phase
and are crucial to the creation of a project plan, where the schedule plan, schedule baseline,
deliverables and requirements are identified.

5. PROJECT CLOSING PHASE - It’s not over until the project closure phase it’s over. Completing the
deliverables to the satisfaction of your stakeholders is key, of course, but the project manager must
now disassemble the apparatus created to fulfill the project. That means closing out work with
contractors, making sure everyone has been paid and ensuring that all project documents are signed
off on and archived to help with planning future projects. Once this has been done, the project
manager often has a post-mortem with the project team to highlight what worked and what didn’t
work, so that successes can be repeated, and mistakes avoided.

PROJECT CLOSURE- The last phase of the project. It is when the project manager verifies that
the client or stakeholder has accepted all the project deliverables. The entire project will also be
reviewed before closing it which will be done through collation of observations and feedback. This
provides guidance for future projects.

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PROJECT FAILURE

Project failure happens and often avoidable. While a 100% success rate is not realistic, it is
important to be aware of the common project dangers to give it the best chances of success.
(MacNeil, 2022)
Many project managers have experienced failed projects. In connection to this, according to
the previously conducted 2021 Project Management Institute Survey, 12% of projects in various
organizations were deemed failures.

A project could be considered a failure for the following reasons:

1. The project didn’t meet the set objectives
2. The project deliverables expected is not attained
3. Failure in finishing or completing the project given the scheduled timeline.
Failure is subjective, however “failed” projects still achieve significant results even if
deadlines are missed or some deliverables aren’t met.

COMMON CAUSES OF PROJECT FAILURE AND THEIR SOLUTIONS

1. UNCLEAR OBJECTIVES
PROBLEM: Your team isn’t aligned on project goals, and there’s no way to measure success.
Project objectives are the things you plan to achieve by the end of your project. They should be
specific, time-bound goals you can measure when your project is finished. Without clear objectives,
it’s hard to keep your team aligned or even know if your project was a success or a failure.
Unclear objectives are a common problem. According to the 2021 Anatomy of Work Index, which
surveyed over 10,000 knowledge workers, found that less than half of all employees understood how
their day-to-day work contributed to broader goals.
SOLUTION: Set clear objectives as part of your planning process. Effective project objectives
align your team and provide a benchmark to measure success. Set objectives before you begin and
they can serve as a guide for the betterment of your project, involve your team in the goal-setting
process, and you can ensure everyone is aligned from the start. It’s a good idea to set objectives as
part of your overall project plan, which also lays out project stakeholders, deliverables, timeline, and
more.

2. SCOPE CREEP
PROBLEM: Your project deliverables change as work progresses. Scope creep is hard to spot
because it often comes on slowly or one could say that the problem multiplies. It’s what happens
when project deliverables exceed the project scope, and you end up with more work than you
bargained for. Scope creep is a major driver of missed deadlines and failed projects. In fact,
respondents in a 2021 Project Management Institute survey reported that 34% of projects in their
organization experienced scope creep.
SOLUTION: Define and circulate your project scope before you begin. When you define scope
in advance, it’s easier to deliver results on time and within budget. You can plan resourcing ahead of
time, and make sure last-minute asks don’t overwhelm your team. A documented project scope is
also a good tool to push back on extra requests from stakeholders. You can document your project

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scope with a scope statement. This can be part of your project plan, or even its own standalone
document. Once you create your scope statement, make sure to share it with your stakeholders.
When they have a clear understanding of what is and isn’t included in your project, they’ll be less
likely to tack on additional asks. And when you do get an extra request, you can use a change control
process to determine if it’s important enough to add to your project scope.

3. UNREALISTIC EXPECTATIONS
PROBLEM: Success isn’t attainable. Inspiring goals can help spur forward momentum, but
they should still be attainable. If your project objectives are too ambitious, stressed teammates and
missed deadlines can easily arise.
SOLUTION: Set SMART project objectives. With some advance planning, you can still set
inspiring objectives that don’t require extra hours on the clock. To create ambitious (but achievable)
goals, make sure they’re SMART: specific, measurable, achievable, realistic, and time bound. The
SMART goals methodology makes it clear what success looks like, while also providing a clear project
roadmap and finish line for your project. If you make sure your objectives are attainable and within
your project scope, you can mitigate project risk and set your team up for success.

4. LIMITED RESOURCES
PROBLEM: You don’t have the resources you need to get the job done. Resources are
anything you need to complete a project like budget, staff, time, space, or tools. Lack of resources
can delay a project or even stop it in its tracks.
SOLUTION: Make a resource management plan. Sometimes unplanned events like budget
cuts are hard to predict. But often with a bit of planning, you can ensure your team has what they
need to tackle project goals. A resource management plan lays out the amount and type of resources
you need for your project, so you know exactly what’s required before you get started. Then, use
resource allocation best practices to identify exactly when each resource should be allocated to each
project. For example, this can include employee bandwidth, budget, tech equipment, or even a
workspace.

5. POOR COMMUNICATION
PROBLEM: Team members don’t understand how and when to communicate updates.
Nowadays, communication is more complex than ever. According to the 2021 Anatomy of Work
Index, on average people switch between 10 apps 25 times per day to do their work, and 27% of
workers say that actions and messages are missed when switching apps. With today’s app overload,
it’s hard to know when and where you should surface important project updates. That means work
may be at risk if project team members aren’t aligned on what communication channels to use,
when to use them, or who should communicate what.
SOLUTION: Create and share a communication plan. A clear communication plan lays out how
you’ll pass along important, ongoing project info. It gives your team clarity on which tools to use for
what, lays out how frequently updates will be shared (and who should share them), and identifies
when to loop in key stakeholders. With a solid communication plan, you can spend less time chasing
info and more time tackling your project objectives. A communication plan typically includes the
frequency, channel, audience, and owner for each type of communication you’ll be using. For
example, you might include these details for weekly project status updates:

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 Communication type: project status updates

 Frequency: weekly
 Channel: email
 Audience: project team
 Owner: project manager

6. SCHEDULING DELAYS
PROBLEM: Missed deadlines cause rushed work and significant project delays. A missed
deadline here, a delayed meeting there, this may seem inconsequential in the moment, but can
ultimately snowball into rushed work, stressed teammates, and significant project delays.
SOLUTION: Include a project schedule as part of your project plan. The ever-useful project
plan typically includes a detailed project schedule. A project schedule lays out each step you need to
complete, who’s responsible for that work, and when each task is due. An effective project schedule
gives your team clarity on how pieces connect together. That way, you can easily identify which key
milestones are dependent on others so you can work backward from due dates to ensure there’s
enough time to complete each step. You can also include your team in the scheduling process to
account for everyone’s timeline and responsibilities.

7. LACK OF TRANSPARENCY
PROBLEM: Team members can’t find important project documentation. A good project plan
with a complete project schedule, communication plan, resource management plan, and SMART
objectives is inefficient if those documents are static and not easily accessible to your team, it can be
hard to communicate updates without time-consuming status meetings. And even so, information
might get lost in the mix.
SOLUTION: Use a work management tool to house project info in one place. Work
management helps you organize workflows and set up processes so your team can collaborate long-
term. The right work management tool can act as a single source of truth for project information,
documentation, and status.

PROJECT PROPOSAL OUTLINE

 Executive summary: This is the elevator pitch that outlines the project being proposed and
why it makes business sense. While it also touches on the information that’ll follow in the
project proposal, the executive summary should be brief and to the point.
 Project background: This is another short part of the proposal, usually only one page, which
explains the problem you’ll solve or the opportunity you’re taking advantage of with the
proposed project. Also, provide a short history of the business to put the company in context
to the project and why it’s a good fit.
 Project vision & success criteria: State the goal of the project and how it aligns with the
goals of the company. Be specific. Also, note the metrics used to measure the success of the
project.
 Potential risks and mitigation strategies: There are always risks. Detail them here and what
strategies you’ll employ to mitigate any negative impact as well as take advantage of any
positive risk.
 Project scope & deliverables: Define the project scope, which is all the work that has to be
done and how it will be done. Also, detail the various deliverables that the project will have.

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 Set SMART goals: When setting goals, be SMART. That’s an acronym for specific, measurable,
achievable, relevant and time bound. All your goals would be defined by those five things.
 Project approach: Define the approach you’ll use for the contract. There are several different
types of contracts used in construction, for example, such as lump sum, cost plus, time and
materials, etc. This is also a good place to describe the delivery method you’ll use.
 Expected benefits: Outline the benefits that will come from the successful completion of the
project.
 Project resource requirements: List the resources, such as labor, materials, equipment, etc.,
that you’ll need to execute the project if approved.
 Project costs & budget: Detail all the costs, including resources, that’ll be required to
complete the project and set up a budget to show how those costs will be spent over the
course of the project.
 Project timeline: Lay out the project timeline, which shows the project from start to finish,
including the duration of each phase and the tasks within it, milestones, etc.

REFERENCES:

https://www.pmi.org/about/learn-about-pmi/what-is-project-management
https://www.dictionary.com/browse/project
https://www.projectmanager.com/blog/what-is-the-project-management-life-cycle
https://www.projectmanager.com/guides/project-planning
https://www.projectmanager.com/blog/project-monitoring-and-control
https://www.projectmanager.com/guides/project-scheduling
https://www.projectmanager.com/blog/project-closure
https://www.projectmanager.com/blog/how-to-write-a-business-case
https://www.projectmanager.com/blog/project-scope
https://kanbanize.com/blog/initiative-vs-project/
https://ca.indeed.com/career-advice/career-development/initiatives-vs-projects
https://www.projectmanager.com/blog/project-definition
https://asana.com/resources/why-projects-fail
https://www.projectmanager.com/blog/how-to-create-a-project-proposal