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Contract Management Principles

This document outlines 11 principles for effective contract management across the UK government. The principles focus on ensuring contracts are well understood, roles and responsibilities are clear, governance and risk management processes are established, contracts are managed based on risk with a focus on outcomes, performance is measured and improved over time, and commercial relationships are mature. The principles are intended to complement existing departmental contract management guidance.

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mazloum.mohamad1745
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263 views

Contract Management Principles

This document outlines 11 principles for effective contract management across the UK government. The principles focus on ensuring contracts are well understood, roles and responsibilities are clear, governance and risk management processes are established, contracts are managed based on risk with a focus on outcomes, performance is measured and improved over time, and commercial relationships are mature. The principles are intended to complement existing departmental contract management guidance.

Uploaded by

mazloum.mohamad1745
Copyright
© © All Rights Reserved
Available Formats
Download as PDF, TXT or read online on Scribd
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CONTRACT MANAGEMENT PRINCIPLES

The purpose of this document is to identify a set of Cross Government


principles that underpin our approach to contract management. These
principles complement Departmental contract management manuals /
guidance.
1. Ensure that contracts are known and understood by all those who will be involved in their
management. Make sure that adequate resource is identified and appointed well before award of
contracts and that there is an effective handover or transition from sourcing to contract
management.
2. Be clear about accountability, roles and responsibilities. Ensure contract ownership,
management processes and governance mechanisms are clear with defined roles and
responsibilities at appropriate levels of seniority. Make sure contracts have a documented
Contract Management Plan.
3. Establish and use strong governance arrangements to manage risk and enable strategic
oversight; ensure that governance structures are proportionate to size and risk of contracts, are
suitably empowered and support the business outcomes and objectives. Understand and use
contractual options such as appointment of Remedial Advisor, Rectification Plans and Step In
rights. Ensure appropriate business continuity and contingency plans are in place.
4. Adopt a differentiated approach based on risk; distinguish between tactical and strategic
contracts, direct the most/strongest resource to contracts where the risks and rewards are
highest. Consider a self-managing approach with exception reporting for lower risk contracts.
5. Manage contracts for business/public service outcomes; the owners of the required
outcomes should be accountable for successful contract performance and should work closely
with commercial staff to manage contracts. Focus on successful outcomes and take account of
public service and accountability obligations and risks.
6. Accept that change will happen and plan for it; develop flexible approaches to change through
joint working with suppliers; accept that change will affect both parties during the contract life, but
control costs with robust change control mechanisms. Ensure that senior level assurance and
controls are in place to prevent changes from altering the strategic intent of the contract.
7. Measure and report on performance and use KPIs and data efficiently to incentivise good
performance; administer contracts proactively and efficiently, making maximum use of
benchmarking and performance measurement data. Use a balanced scorecard to measure hard
data such as KPI performance alongside soft measures e.g. customer satisfaction and
relationship management, with a focus on achievement of outcomes. React quickly to issues
when they arise. Ensure KPIs and incentives are appropriate and proportionate to the contract.

Challenge KPIs and incentives regularly and ensure a mechanism to change and evolve them
through the life of the contract.
8. Drive continuous improvement, value for money and capture innovation; actively use
contract tools and provisions to leverage the relationship, continually drive value for money and
seek out and implement innovative ideas for improvement.
9. Accept that successful delivery of major projects is best achieved through a single fully
integrated team where the supplier and the client work as a single team with one focus, delivery
of the successful outcomes.
10. Ensure that links are made with organisation and/or government wide SRM programmes;
work closely with the Crown Commercial Service to establish where suppliers are covered within
SRM programmes and make sure that performance and relationship issues are captured. Be
aware of the broader relationship between the department, the Crown, and the supplier.
11. Adopt and encourage mature commercial behaviours; understand what drives suppliers
behaviour and know how to assess profit vs. excess profit; be open and receptive to ideas,
explore and use appropriate commercial structures (e.g. alliances), but remain competent and
robust in protecting the Crowns commercial position and driving value for money. Use open book
and audit provisions with confidence. Use the Crown Commercial Services Model Service
Contract where appropriate.

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