Excerpts from:
The ARMPIT Book of Contract Management
Notes on how it really works
Hardly is there found a reliable, succinct source for the contract specialist to get quickly through the basics and move on to competency with the rudimentary, but absolutely essential details needed for preparing, writing, developing, and implementing the specifics of a legally sound, productive, cost effective, easily interpreted, and professionally planned contracting party contract. With this mouthful, let's get on to digesting the real meaning of it all. In many cases, perhaps all too often, contract managers rise from the ranks of other specialists or mid-managers and as such find themselves ill prepared for the accounting, legal, financial systems, etc., work that contract management entails. In addition, there are deadline and time restraints that must be met or dire consequences ensue. On top of all of this, there is the absence of intent, perhaps from nonchalance at the least to incompetency at the worst, that results in little contract management training before one is set to completing something one knows little, or even, nothing about. That produces a real drain on the beginning contract manager and many complications for the agency and the services providers, as well as those persons that are suppose to benefit.
What we have here is a real failure to look at what is needed and to gear up to meet the test. Some simple pragmatics lead us to some simple conclusions. The first part of the test is to state some approach specifics.
The intent of this writing is to give step by step and heart of the matter information to those suffering in the throes of not having much exposure to the necessary tasks and wanting some pointed tips to act upon. What needs to be known is not Greek or gibberish, but its unfamiliarity, at times, suggest that may be the case. Some of the terms used in contract management, the forms and processes, the insistence on time honored practices even in the face of logical evidence, the tendencies of having to act before planning, and the irresolvable intricacies of the government bureaucracy make for frustration and real anxiety for the newer, and even older, contract manager. With the knowledge and new learning at a faster pace this manual brings, some of these effects can be vastly reduced. We do want that to be the case.
Rather than the standard structure of chapter names and some explanation of extraneous matters before the meat of the contract management process is discussed, this book tries a different style. This seems important to tell you why because, in the writer's experience, you probably won't get many reasons for a lot of the things you'll have to do in your contract management job.
By using a question and brief answer approach, we can directly address the specific information that will give a better handle for what one is doing and at the same time give one an answer to use when he/she is asked the question (and you invariably will be). By putting a question before you, you are lead to considering the primary factors that relate to the question while temporarily avoiding a lot of explanation the author might throw at you in another context. Most of us just want our questions answered. When we ask the time, we don't want to know how to build a clock. When we ask directions to the nearest bar, we don't want a history of the area or a map of the downtown sights. Besides, and probably most importantly, when we see a question that has been lodging on our mind for some time or has recently come to fore, we are ready to read and use the answer. Some of these questions may be that case for the reader. Referencing the question again at a later time will give the reader another opportunity to see the focus of the question from another perspective and against a different background.
Analysis
This book is a compilation of the author's notes and readings over a number of years in work indirectly and directly related to contract management or one of its intense subparts, i.e., management of one form or the other. The author is trained in individual and group evaluation methods, human resources and educational administration, organizational psychology, management and supervision methodology, and the worldly aspects of seeing his fellow planet inhabitants as constructive, cooperative, and sensible in most instances. It did not take long, however, for the author to conceptualize the extent of what is required and to begin to formulate the strategies for handling the myriad of little details that are absolutely essential to anything remotely resembling success in the job. After a while, the big picture started to emerge and the next step logically seemed to put it all down for easy reference. The problem with this was that little logic seemed to govern what was done. All seemed to be happenstance governed mainly by who wanted what done, who had any idea as to what was to be done, or who got some notion it might be a good idea to do something.
Making sense of all this seems important. Some very valuable human needs are met through contracting services. Contracting parties are motivated by more that material interests. Many workers are involved in the effective delivery of services and products. They benefit from some understanding of what is going on in order to make their efforts more worthwhile. Some real basis for understanding what is really happening and the disclosure of some pathways to getting it all done in some relatively cost effective and satisfying manner seems useful. That's why this writer just took the simplest and most straightforward way to approach this. Put it all down in a fairly readable format and let others take what they wished from it.
As to the use of the term, armpit, it is intended that much of what is provided herein might be important enough such that the reader might want this manual close at hand. Since both hands will be quite busy with the many tasks for which the contract manager is charged, he might just have to stick the book under his arm.
UNDERSTANDING CONTRACT MANAGEMENT
The question and answer format poses some needed input. The first part sets forth the most relevant terms and their connotations. We don't give you many of the answers. The reader has to go to the original source to obtain that, but we do let you know what areas we cover. In the first section we deal with these thoughts:
This last question deserves some comment. Contract management overlaps a number of professional disciplines including economics, psychology, salesmanship, human resource services, mass communication, individual differences, and manpower utilization, among others. A professional's conduct is regulated by a code of ethics as well as by legal requirements. The contract manager must always be attuned to the ethical and legal dictates as well as the social mores that are specific to the actions which he takes. He can be the leader in movement toward improved situations for all parties involved. He has control of outcomes for and the interests of many persons close at hand. It is the contract manager's responsibility within the job and role functions of the position to engage in appropriate and considered activities and purposes so as to promote the greatest degree of good to all. Doesn't this describe a professional discipline? We'll accept your answer.
CONTRACT MANAGEMENT FUNCTIONS
The overall work picture in its complete form for the contract manager is found by reference to a number of prepared manuals, training outlines, guidebooks, policy statements and related publications and issues. In its simplest form, a specific job and role function description for each position should give a clear understanding of the general type of activities and tasks required.
That isn't always the case, however. As in many other job situations, there often is no prepared job description other than a personnel blurb that states the job name, the division, program, or department of the vacancy, the range of pay to be expected, and some global expression of the value of the work and the importance of the position (even though the range of pay would not suggest that). For this reason and no other, the aspiring contract manager has a responsibility and a right to obtain more details when applying. Sometimes the hiring agent in personnel has little information beyond the prepared blurb as to what the job really entails. One has to get the job and go to work before finding out what it is all about. It is no wonder that contract management has high attrition. As parts of this book will describe, it's not all it is cut out to be. Or in some cases, it's more than anyone could cut it out to be except the person in the job. This section attempts to discuss the actual job functions of the contract manager.
A number of sources, both direct and written matter, that are most needed by the contract manager are outlined in a following section. The contract manager must accept a lot of direction and constructive criticism, if that's what it is, in the daily performance of his duties. It seems that there are a lot of people in the environment of the contract manager, that although they have not been one, seem to know what needs to be done..and are quick to tell you. It amazes this writer that some people think helping you is telling you what you already know. Getting someone to look at the problem from your frame of reference so as to help you understand what you don't know will probably be rather difficult. We don't want to say that your best source of help is in your "armpit", but, it might be.
CONTRACT MANAGEMENT PROCESSES
Contract management is an expansive process involving many practical aspects, yet guided by a not so universally accepted body of knowledge. Many of the proponents of the knowledge that pertains to the process cite a variety of elements that may or may not fit the practice as seen from the practitioner's viewpoint. This section attempts to broaden viewpoints and cite some evidence that might serve to give all of us a better basis on which to evaluate our intents and activities.
There is no established "right" way in contract management known to this writer. What is approved and declared in one situation might be different in another. What is approved, even in writing, at one time might be changed, revised, or corrected by implied reference at a later date. What is carved in stone might be obliterated by the acid of legislative or legal action or more simply by the terse phrase, "we don't do it that way anymore". Staying fluid, attending to detail, and carrying out action research (meaning asking others how they are doing it) are useful guidelines in getting where you need to be. But, don't plan on staying there long. Solving contract management problems is a partial definition of contract management. Being problem oriented and developing solution sources is what it is really all about.
CONTRACT MANAGER TRAINING
Although in short supply, quality training is seen as essential to improvements in any endeavor. Good training by any standards consists of a well thought out curriculum supported by a sound body of educational theory, precisely developed goals and objectives, an implementation strategy that includes academic and practical actitivies, and an objective basis for evaluating the success of the training methodology. Whether or not the contract manager gets the opportunities such training provides, those holding the position have an intrinsic right to request, perhaps even to demand this. This section provides some information relative to that end.
Routes to better training and information are seen as relatively limited. This writer has had good experience in finding accessible sources that were willing to provide the needed training or information, but these sources admittedly had little or no contract management experience and could not provide specific detail. The actual gist of this is that the contract manager has to turn to his supervisor who in turn must elicit a dedication from management and administration to revitalize, upgrade, and implement improved contract management training. Whether or not that happens is anybody's guess. The contract manager has the responsibility to those he serves and, by this token, the essential right to continue to insist on appropriate, comprehensive, solidly grounded, and empirically based training and instruction.
AVOIDING THE PITFALLS
All around the contract manager abound pitfalls, hazards, obstacles, loose shale, and shifting sand that require a highly refined ability to sidestep, dodge, duck, toe tap, tip-toe, whirl, swoop and dart to maintain balance and prevent stepping in something. This chapter gives the heart of what to look for and some ideas on how the contract manager might prepare himself for the dance. None of the following, however, can suffice for training and experience in management, organizational psychology, social and human services administration, or relevant skill areas so as to have some extensive basis which can foot a personal structure of problem solving and decision making.
Getting in step with the system and learning to dodge and duck the obstacles and surmount the limitations of the situation as well as the personal and professional resistance of others is not easy. One must call on his/her own resources in times of quiet desperation. You might have to do that often. You might also keep in mind that the most helpful and resourceful person in keeping you on top of the job demands is holding your job. YOU, by becoming the One Minute Contract Manager, can remain that person.
KEEPING STEP:THE CONTRACT MANAGER MARCH
The contract manager hears a variety of sometimes eerily strange tunes. Contract management work is ongoing, contracts are incessant in their re-occurrence, and providers, clients, program and administrative personnel, and assorted others being what they are, hum a daily refrain. Sometimes the contract manager hears a melody. Sometimes he hears a crashing cacophony of noise and discord. He rarely hears a deafening silence. Sometimes he dances a jig, other times, a waltz. But, the one thing he better be able to do is to keep marching on, or the bass drummer behind him will be mashing his heels... or worse. We think the best thing to do here is to put out some ideas and present some direct action that might be useful in keeping the cadence somewhat regular.
The diversity of persons that accept contract management positions and duties is as broad as the kind of people that take any kind of job. What one wants to gain, what one wants to accomplish, what one wants to learn have to be evaluated internally. Certain self determinations are necessary just to get out of bed in the morning (or whenever you arise). By working toward some consistency and constancy within your own self framework, you will be able to develop a better orientation to your work world and away from the quagmire that results if you don't. Contract managers and those working with them have to be provided the resources and tools to get their job done efficiently and effectively. This requires the coordination of technical, administrative, and programmatic personnnel who must be willing to commit to the time and effort required for appropriate outcomes...and take responsibility when these outcomes are not achieved. Hopefully, all will decide to go there.
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