5.5. Identify and access the skills and experience required

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:	Undertake tasks in a motivated and professional way Build strong relationships. Understand the parties’ culture and ways of working Encourage cooperation and communicate orally and in writing
Subject matter/ industry knowledge:	Understand the contractual requirement and the market or able to quickly gain relevant knowledge Objectively assess goods and services and whether performance standards have been met
Project management:	Plan, schedule, organise work, manage tasks, and consult with stakeholders Motivate and lead people who may not be under the direct control of the contract manager Establish relationships to get tasks done in a timely way Use the skills available to get the best possible result
Performance management:	Provide feedback, both positive and negative Explain acquiring entity’s position and understand its legal position in addressing underperformance. Understand contractor’s environment
Problem solving:	Have a positive approach to solving problems Encourage mutual cooperation to address issues Have the ability to make decisions in circumstances where there may not be full knowledge of all relevant facts in the available timeframe
Negotiation:	Deal with evolving and changing circumstances Have subject matter knowledge and be able to bring about mutually acceptable agreements Display professional behaviour Have relevant training or experience in planning for and conducting negotiations Manage robust dialogue
Accountability/financial management:	Understand and apply relevant laws and accountability requirements and financial arrangements
Human resource management:	Manage the team to maximise performance over the long term

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.

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.

 

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