Course CodeBBS201
Fee CodeS4
Duration (approx)100 hours
QualificationStatement of Attainment

Learn to manage Horticultural Projects

  • Add Project Management to your Horticulture or Landscaping Skills
  • Increase your earning potential
  • Professional development course for consultants, designers, technicians, etc
  • Self Paced, 100 hour study program that covers everything that is commonly covered by typical project management diplomas offered elsewhere
Project Managers are needed to oversee all types of horticultural projects; from land rehabilitation to landscaping, and setting up new enterprises, both production and amenity.

An ability to project Manage is an invaluable tool to horticultural managers. It is relevant to a diverse range of projects, including technical, human resources, marketing, and more.
This is a compressed version of a much longer course, so it is highly informative, and great value for money.
It was developed by highly qualified professionals, with years of experience in their respective fields.

There are nine lessons as follows:

  1. Introduction
    Understanding what project management is, and what its applications might be.
  2. Project Identification
    Identification and defining projects which need management.
  3. Project Planning
    Developing a strategy and framework for the plan.
  4. Project Implementation
    Managers duties during implementation, developing a Preparation Control Chart,
    Regulating implementation.
  5. Project Completion & Evaluation
    Dangers in this stage, Steps in Project completion, Declaring a project sustainable,
    Developing an evaluation method.
  6. Technical Project Management Skills
    Preparing a proposal, budget control/management, steps in drawing up a
    post project appraisal.
  7. Leadership Skills
    Styles of leadership, leadership principles and methods.
  8. Improving Key Personnel Skills
    Listening skills, Negotiation skills, Conflict management.
  9. Major Assignment
    Developing full documentation for a project.


  • Explain what project management is, and what its applications might be.
  • Identify and define projects which need management.
  • Plan a project.
  • Implement a project.
  • Evaluate a project following completion.
  • Describe technical skills required to manage projects.
  • Demonstrate project leadership skills.
  • Identify and solve common project problems.
  • Consolidate all of the skills and information from throughout the past 8 lessons, and manage a project effectively.

Project Management is a process.
It involves a number of interrelated activities which are required to achieve a specific goal or set of objectives. From this statement, and the previous descriptions, we can identify the following two key features of project management: 
  • It focuses on completing a project goal within a specific time period.
  • It makes use of resources on a part time basis, requiring basic management skills.
  • Project management involves the use of material resources (eg. equipment, stationery, computers, telephones etc), design and planning, and leadership/supervisory skills. Unlike general management though, project management is not an ongoing process. It has a temporary life span.
Projects can involve constructing something tangible such as a building or a landscape; or producing goods or services. Projects are not jobs that are ongoing without a foreseeable end.
Typical projects could be: 
  • Constructing a park or garden
  • Building a Golf Course
  • Developing a housing or industrial estate
  • Constructing a lake or water resource
  • Organising a festival or exhibition
  • Developing a new manufactured product
  • Creating and running a product launch for a new plant cultivar
  • Establishing a new farm or farm enterprise
  • Developing a new method of control for a pest or disease
  • Breeding a new plant cultivar, with a specific desirable characteristic 
'Project management can be applied to virtually any industry, from construction and mining to health, education or media.
All projects go through a series of standard phases or stages.
This course teaches you what those stages are and breaks down the management into managing each of those stages.
What Happens at the End?
Implementing a project successfully differs from ending the actual management process. Just because a project is at its end it does not mean that the business is benefiting from the program that was implemented. The end product may not meet the project’s initial aims and objective.
As an example: you are asked to launch a new variety of rose. If you simply organised distribution and left without checking whether it sold the new distribution system may be unworkable.
Therefore you may have delivered the process but you have not met the specific business need. If you do meet the business need, then the project is a success. However even this is not the end of an implementation process, or the end of a project. A project should have a mechanism in place that can improve or maintain quality - after implementation, to further benefit the business.
How then do you measure a project’s success?
You conduct a ‘Project Review’. A project review will enable you to: 
  • Evaluate whether the project solved the problem outlined in the project’s objectives i.e. met the projects objectives.
  • Identifies areas that require more work (did not need the project’s objectives).
  • Access and learn from past lessons for the current and also future projects.
  • Ensure that further improvements can be made when needed to create further benefit for the business.
However projects should not only be reviewed upon completion; there are many reviews that can be conducted throughout the life of a project to help eliminate or minimise problems that may show up in the final review. For example reviews may occur at intervals throughout the project, perhaps at the end of each designated stage or phase this is known as a milestone/phase review.
Types of reviews conducted through the life of a project may include:
  • Small project reviews.
  • Periodic reviews (throughout the term of the project - not necessarily at the end of a stage/phase).
  • Milestone/phase reviews (held at the end of each stage/phase of a project).
  • Special event reviews – although most events that can occur should be on the risk register formulated earlier in the project’s life – sometimes unforeseen things do occur. These then require a process to help identify the event and to help capitalize on it or resolve it or to contain the risk.
  • Cluster reviews (clusters are groups of stakeholders or players in a project e.g. the business, its suppliers, the training providers etc. it may also include more than one department within an organisation where a project’s benefits may overflow from one department to the other.
  • Termination review (i.e. when a project is terminated, for whatever reason, before it failed). Provided it is done for the right reasons, this can be appropriate and the project still considered successful.
  • Implementation review (conducted at the end of a project).
  • Final project reports – this is not a review because all the review processes should by now be complete – the report is written around the review that have taken place outlining the findings and recommendations.

Why Horticulturists Need this Skill 
This course develops your ability to manage a wide variety of different types of projects, with relevance to any sector of horticulture (even outside of horticulture)
Almost everything we do in society can be described as a project, from organising a party or constructing a building, to developing a new business or introducing a new social welfare project. Project management as a skill and field of study is essential for successful organisational management. As a formal management function, project management is found in government, industry, and almost all other organisations. Project Management may be called any of a number of other names such as: Program Management, Product Management, Construction Management, and so on.
Project management as a field of action can often be seen in self help schemes or outreach programs. Whatever the objectives, project management involves a number of phases and skills which are essential to a projects completion. To get a better understanding of this process, the term "project management" can be further broken into "project" and "management".
Duration: 100 Hours (Nominal Duration).

Meet some of our academics

Bob James Bob has over 50 years of experience in horticulture across both production sectors (Crops and nursery) and amenity sectors of the industry. He holds a Diploma in Agriculture and Degree in Horticulture from the University of Queensland; as well as a Masters Degree in Environmental Science. He has worked a Grounds Manager at a major university; and a manager in a municipal parks department. Over recent years he has been helping younger horticulturists as a writer, teacher and consultant; and in that capacity, brings a diverse and unique set of experiences to benefit our students.
Dr. Lynette Morgan Lyn has a broad expertise in horticulture and crop production. Her first job was on a mushroom farm, and at university she undertook a major project studying tomatoes. She has studied nursery production and written books on hydroponic production of herbs. Lyn has worked on horticultural projects in countries from the middle east to the Americas and New Zealand to the Phillippines. Lyn has been a tutor with ACS since 2003 and has contributed to the development of a range of hydroponic courses.
Kate GibsonKate has 12 years experience as a marketing advisor and experience as a project manager. Kate has traveled and worked in a variety of locations including London, New Zealand and Australia. Kate has a B.Soc.Sc, Post-Grad. Dip. Org Behaviour (HR).
Rosemary Davies Rosemary trained in Horticulture at Melbourne Universities Burnley campus; studying all aspects of horticulture -vegetable and fruit production, landscaping, amenity, turf, aboriculture and the horticultural sciences. Initially she worked with the Department of Agriculture in Victoria providing advice to the public. Over the years she has taught horticulture students, worked on radio with ABC radio (clocking up over 24 years as a presenter of garden talkback programs, initially the only woman presenter on gardening in Victoria) and she simultaneously developed a career as a writer. She then studied Education and Training, teaching TAFE apprentices and developing curriculum for TAFE, before taking up an offer as a full time columnist with the Herald and Weekly Times and its magazine department after a number of years as columnist with the Age. She has worked for a number of companies in writing and publications, PR community education and management and has led several tours to Europe. In 1999 Rosemary was BPW Bendigo Business Woman of the Year and is one of the founders and the Patron, of the Friends of the Bendigo Botanic gardens. She has completed her 6th book this year and is working on concepts for several others. Rosemary has a B Ed, BSc Hort, Dip Advertising & Marketing

Check out our eBooks

Farm ManagementThis new e-book looks at everything you need to improve your farm management skills. Learn about the farm site, production systems, managing livestock, managing pasture, crops, marketing and more.
Professional Practice for ConsultantsExplore becoming a consultant. This ebook contains chapters on how to be a consultant, packaging your services, delivering the services, building your resources, finding the work and getting the job, planning and ethics.
Professional WritingProfessional writing is any writing that you are being paid for. It can include fiction writing, a best-selling book, articles in a magazine, articles in a newspaper, blogs for companies, technical manuals or procedure manuals, copy for catalogues, newsletters, text books and other academic material and so on.
Project ManagementThis ebook is designed to help improve your capacity to manage any type of project in any type of industry. It may be read as a stand- alone book; used as something to refer to during the process of managing projects, or used as a complementary reference to help enhance the overall learning experience when studying a project management course.



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