Agricultural Project Management: Monitoring and Control of by Peter Smith

By Peter Smith

I first took an interest within the equipment of making plans the series and timing of jobs on large-scale improvement tasks, as a box officer serious about making plans and enforcing mechanised farming schemes in Uganda within the mid-sixties. This curiosity was once strengthened via adventure of agro-industrial initiatives in either Nigeria and Iran, while it turned noticeable that the lax conventional equipment of either making plans and controll­ ing the implementation of agricultural and different rural improvement tasks have been very useless in comparison with these already in use in different disciplines. a longer spell as Resident Adviser on an international financial institution undertaking to reinforce making plans and undertaking administration prone within the agricultural zone in Sind Province, Pakistan, inspired this curiosity additional, and gave possibilities to enhance using more desirable tools on a few very advanced schemes. This e-book summarises the event received in adapting serious course tools, good proven in different fields, to 3rd international improvement initiatives, with their bizarre difficulties. it can no longer were attainable to arrive this element with no the assistance and stimulation of discussions with numerous colleagues, includ­ ing John Joyce (then of searching Technical Services), Hatsuya Azumi (World Bank), and-particularly-Zaffar Sohrwardy and Akhtar Ali of Aarkays affiliates in Karachi, in the course of our interact. My thank you also are because of Yasin Mohammed, who typed lots of the unique draft; Anwar Mohammed and Irene turbines for ultimate typing; and to my spouse, Jill, for drawing the unique figures.

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Extra info for Agricultural Project Management: Monitoring and Control of Implementation

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Wait till planting season Plant forage area Forage area becoming established Locally purchased equipmentdraft specifications Locally purchased equipmentadvertise 310 320 330 410 420 160 170 180 190 200 210 220 230 240 250 260 270 Set up project office (8) Description Plant-prepare tender documents Plant-invite tenders Plant-await tenders Plant-evaluate tenders Plant-complete negotiations and signing contract Plant-manufacture Plant-ship Plant-clear Plant-transport to site Plant-assembly and installation Building-prepare tender documents Building-invite tenders Building-await tenders Building-evaluate tenders Building-negotiations and signing contract Building-contractors mobilisation Building-construction 110 120 130 140 150 Activity number (A) 2 1 4 1 3 20 6 1 2 22 2 1 3 1 2 4 30 31 4 15 110.

It is, of course, perfectly possible to represent a project unambiguously without this restriction. However, without it, it is easier for the reader to misinterpret what he sees: he may mistakenly assume that an activity to the right of (or below) another to which it is linked must follow it, if he does not check which way the arrow points. This restriction does mean a little care is necessary in drafting the network, but this is eased by the fact that the length of the arrows is irrelevant. Unlike the presentation in Fig.

Also, it is safer to number the activities in steps of 10 rather than in steps of 1, since afterthoughts are then more easily inserted. (B) Brief description: only included to save the user from referring back to the network to find out to what activities the numbers refer. (C) 'Follows' column: contains the numbers of those activities that must be completed before the current one starts. 'Precedes' column: contains the numbers of those activities that (D) can only start after the current one is completed (obviously, this conveys no more information than (A) and (C) together, but it makes the calculation easier).

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