Communication Plan Approach

Communication Plan Approach

Introduction

This section outlines the proposed communication plan approach that will be used in the execution of the procurement project. The right selection of communication is fundamental to ascertain the success of the project. The project manager’s role focuses on emphasizing the value of the communication mode selected in reaching all the stakeholders. The implementation of an effective communication plan is crucial to ensure the smooth functioning and running of the project. Therefore, this section analyzes the type of communication, mode of communication, and the rationale for informing the selected channel. Thus, it functions to ensure a smooth and effective flow of information from the top management, project manager, project teams, vendors, and all involved stakeholders. Consequently, it enhances the success rate of the procurement project completion on time and within the stipulated budget.

Type of Communication to Manage

The type of communication is used to manage the context of information delivered to who and for what purposes. This is based on the role of individuals receiving the information from the project manager. Depending on the hierarchical order of functionality in the project, one is made privy to different contexts of information. The involvement of all stakeholders is integral to the effective decision-making process in the project implementation (Olena, 2015). Therefore, based on the determination of the security or management level, the information will be disseminated depending on relevance and usage in the specific department. That is, the logistics should receive extensive information on the storage, transport, and distribution of the farm input materials. Also, the finance depart should conduct procurement and manage all the financial statements and cash flows (Buzzetto, Bauli&Carvalho, 2020). Therefore, the success of the respective department culminates in the overall performance of the project.

The determination of confidential and open information will be used to determine the level of exposure to information the employees are allowed in the procurement project implementation. The confidential information is for the need to see only whose access is limited to a few individuals in the higher management positions (Buzzetto et al., 2020). The open information is prioritized depending on the significance and urgency of the respective stakeholders. For instance, the small household farmers will be made privy of the progress made on the supply of the farm input materials from time to time. The information prioritization is essential to allow preparations on the farms set for planting and other procedures depending on the phase completion. This culminates in the building of trust, confidence, and establish the assurance for quality deliverables and meeting the stakeholders’ expectations (Komevs, Hauge& Meijer, 2018). The departmental heads and project teams are made aware and have access to crucial information, enhancing the project implementation. Therefore, smooth operations are based on information flow and the right information reaching the intended recipient.

Mode of Communication

All information in the procurement project of the farm input materials by One Acre Fund is disseminated through the use of emails and online meetings. The vendors receive all communications through emails and revert through the same platform. The use of emails is convenient to enable continuous communication and sharing of information between the buyer and the seller. The negotiations are done through online meetings between the organization’s top management, project manager, and the vendors. This is critical to creating for high competitiveness and determination of the best vendors to win over the contracts (Zulch, 2014). The use of online meetings gives real-time communication in which virtual conversations are made during the negotiation process. Subsequently, after winning the contract and procurement tender – the vendors use email to communicate with the organization and vis-à-vis. Hence, it provides an avenue for continuous communication between the buyer and the seller – allowing regular updates on the project completion progress.

Other stakeholders use emails as the primary communication platform in which updates, complaints, comments, and suggestions are delivered to the right recipient. The stakeholders will have the right to make enquires on the project’s implementation progress. This is critical to keep them informed and ready to take the next step (Komevs et al., 2018). The cooperation and coordination of information from the vendors, the organization, to the small household farmers create a clear channel of communication. This will be essential to establish essential measures in preparation for receiving the farm input materials. Hence, it ascertains the overall project performance is maintained at the highest level possible for great results.

The Rationale for the Selection of the Communication Mode

The minimal investment requirement informs the use of emails on the necessary technology required to make it a success. Also, the small household farmer’s access to smartphones makes the use of emails a reliable means of communication. This is fundamental to ensure all stakeholders receive the information on time for the continuity of the project (Affare, 2012). The vendors’ use of emails for continued communication and exchanges with the organization provides room for improvements. That is, based on the arising issues, and the organization can cooperate with the vendors to ascertain the success of the project. The use of online meetings is crucial to enable extensive negotiations and debate. This enables us to achieve the best offer for both the buyer and the seller.

References

Affare, M. A. W. (2012). An assessment of project communication management on construction projects in Ghana (Doctoral dissertation).

Buzzetto, R. R., Bauli, M. R., &Carvalho, M. M. D. (2020). The key aspects of procurement in project management: investigating the effects of selection criteria, supplier integration and dynamics of acquisitions. Production30.

Kornevs, M., Hauge, J. B., & Meijer, S. (2018). Perceptions of stakeholders in project procurement for road construction. Cogent Business & Management5(1), 1520447.

Olena, l. (2015). Planning project communications: How it works?.

Zulch, B. G. (2014). Communication: The foundation of project management. Procedia Technology16, 1000-1009.

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