- 1. Contracting in the Public Sector
- 2. Developing the Contract
- 3. Formalising the Contract
- 4. Entity Arrangements for Managing Contracts
- 5. Managing the Contract
- 6. Ending the Contract
- Managing the contract checklist
- Example contract management plan for simple procurements
- Example contract management plan for large/complex procurements
PDF version of guide [1.4MB]
PDF version of insert [207KB]
5.5. Identify and access the skills and experience required
While continuity can be valuable, one person will not usually have all the contracting skills required over the entire procurement cycle.
A range of skills are needed throughout the procurement cycle and the type of skills needed may vary with the different stages of contracting and with the size and nature of the contract. While continuity can be valuable, one person will not usually have all the contracting skills required over the entire procurement cycle. This means that it is important to be able to second or recruit additional staff, and to have access to training and/or professional advice.
The successful management of contracts will generally require skills and experience in the areas outlined below.
Contract management skills and experience
|Interpersonal and relationship:||
|Subject matter/ industry knowledge:||
|Human resource management:||
If a team is being used to undertake the tasks required at each stage of the procurement cycle, it is important to build the team so that the range of skills required are available.
If a team is being used to undertake the tasks required at each stage of the procurement cycle, it is important to build the team so that the range of skills required are available. Where a team has already been formed, it is still useful for the team to review both the skills and experience needed to do the work and those available within the team.
Some points to keep in mind when deciding on team members and the skills required are:
- recognise that not all skills are necessarily available in-house or reside in an individual staff member; and
- review the skills needed and available periodically throughout the procurement cycle to ensure they remain relevant. Changes may be needed due to changed circumstances of the contract or as a result of staff turnover.
Recognise that not all skills are necessarily available in-house or reside in an individual staff member.
Assessing whether the required skills are available will involve:
- identifying the skills that are needed;
- identifying the skills available and any gaps;
- determining how these gaps will be addressed. For example: by using external experts, training of current staff or by recruitment action; and
- taking action to obtain the skills needed.
The following case study is an example of obtaining the skills necessary to assess contract performance.
Case Study: Identifying the skills needed
An entity was renewing its IT services contract. A significant issue in the previous contract was the management of the growth in usage and consequent increases in capacity provided and costs. Under the previous contract, the contractor was required to analyse usage and provide capacity accordingly. The agency had no internal expertise in the complexities of analysing IT usage data. The new contract had increased requirements for the provision of detailed usage data, and of the contractor’s suggested capacity management actions. The agency added a new person to its contract management team, whose responsibilities included capacity planning, to enable the agency to make informed, independent judgements on this aspect of the contract.
Comment: While in this case it was decided that in-house expertise was required, for many contracts it will be cost-effective to have access to specialist knowledge on an as required basis through a contract or on a retainer basis.
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