Preparing for contract management and providing oversight |
1.1 There is a planned transition from the tendering/contract award phase to the contract management phase, and a handover to contract manager; the cost of contract management is included in the business case and budgets.
1.2 Contract ownership is clear, with the budget holder, senior responsible owner (SRO), and contract manager clearly defined; there is continuity of governance as far as possible.
1.3 There are well defined processes and a clear contract management plan, with a focus on outputs and a 'whole life' approach to performance.
1.4 Overall ownership of contract management across the organisation is clear, with a 'contract management senior responsible owner' with responsibility for driving organisation-wide contract management performance.
1.5 Contract management processes are aligned with, among others, wider organisational governance processes, operational boards, and risk structures.
1.6 Contract management issues and performance are reported through the governance structure with senior level engagement.
1.7 Regular assessment and evaluation takes place to ensure that the cost of contract management activities is justified and proportionate to the benefits obtained.
1.8 Knowledge management is embedded, capturing key data and lessons from contract management process and experience both within the organisation and more widely.
1.9 Professional contract management guidance is developed, or identified from external sources, and made available to contract managers.
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