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IACCM Contract Management Forum

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Accenture
2015-12-13 08:52:55

Effective handover with integrity

I have watched the session 'Ask the Expert - Transitioning from Pre-Award Contract Management to Post-award Execution: Part 1.' with interests.
As indicated in this session, there are possibilities that contracts will be signed with risks such as unrealistic timetable, untried products and unclear scope etc.
I think those risks will not be reduced even though the effective handover will be conducted. So it is necessary for post-award contract management to know in advance or to recognize at the timing of handover. To be informed with those risks at the handover, the engagement team should be honest to disclose those issues and risks with integrity. I think that is the most important point for handover.
 
 •  World Commerce & Contracting  •   2015-12-13 15:32:53
Shinya
The point you make is important because the frequency with which there is real uncertainty is increasing. Transition should be accompanied with a formal workshop, ideally involving pre and post-award teams from both parties, to ensure there is mutual understanding of goals and risks and that the mechanisms are in place to deal with uncertainty or ambiguity. We address this in detail in the IACCM advanced training curriculum.

Tim
 
 
 •  World Commerce & Contracting  •   2015-12-17 08:27:00
Hi Shinya,

You make a good point and I echo Tim's comments. In my experience, about half the risks that materialize on a contract have roots in activities that occur pre-contract (like the things we talked about in the session). The other half though occur as a result of things that don't go so well post-contract. Performing an effective handover will certainly help to reduce the likelihood of occurrence of the first set of risks (and may impact the second) but will not reduce that likelihood to zero.

In our second session, we'll look at practical steps that we can take to minimize risks post-contract. That session is on 7 Jan and I hope that you can join us for that one. Paul
 
 
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