Kia ora Hanelie. I'm surprised that you haven't received a response yet. Many of the contract automation software tools in the IACCM/Cap Gemini register on our website have dashboards which report operational contract management i.e. status of contract changes, service level performance, financials, risks etc. So to your Oracle tool? For example, the GovernX tool from ISG is now integrating into 360 degree surveys to also include 'the voice of the supplier', which would also be part of a balanced scorecard. I will reach out to you directly to discuss. Our member meeting in Wellington NZ on 18 July will also discuss this topic. Bruce
In terms of the 8 different payment schemes I was specifically referring to what we call 'payment curves' (see attached graphic) as opposed to payment regimes such as cost+ (time and material), fixed price, cost + fixed fee, etc. In this light these are grouped into 5 main families with a couple of variations inside each. These are as follows:
- 'all or none' payment curves
- Linear payment curves
- Non-linear payment curves
- Alternative payment such as demerit point and visual payment curves
- Matrix payment curves
The intent of this discussion is to simply highlight that the choice of payment curve, similar to the choice of performance measure and level, can have a significant impact on the success (or otherwise) of the overall performance management framework. My blog (www.performancebasedcontracting.com) has 3 posts specifically on this topic including the graphics.
I hope this helps and answers your questions. However, please let me know if you have any further questions.
British Columbia Governement - CITZ
I am currently in the infancy of exploring Knowledge Management as a research topic using design thinking, specifically the problem relating to imminent retirements of many experienced contract & commercial managers coupled with the new gig economy and the different ways gen y & z embrace learning and governance.
Ie How do you capture this experience before it is gone and then bottle it for transmission in such a way that the new generations will utilise it to the fullest to ensure good governance and business efficiencies are maintained.
For IT services agreements I generally rely on the framework of ITIL ( Information Technology Infrastructure Library) - this informs on the various processes within IT and will give you a starting point to understand what needs to go into your playbook. It deals with both the vendor/customer aspect as well as for procurement.
As Bhagavathi N pointed out, a self certification/declaration can be taken to ensure no deviation is taken by a bidder. This would help in evaluating bids faster.
Following is the indicative language of that declaration for your reference:
"We hereby agree to fully comply with, abide by and accept without variation, deviation or reservation all technical, commercial and other conditions whatsoever of the Bidding Documents and Amendment/ Addendum to the Bidding Documents, if any, for subject work issued by_________.
We hereby further confirm that any terms and conditions if mentioned in our bid, shall not be recognized and shall be treated as null and void."
In addition to all your suggestions, I would think that a self certification from all the stakeholders would serve as a good base for your update to the management unless of course you are using a contract management software that allows you to generate compliance reports.
I´d strongly encourage you to raise this question also within the IACCM technology network, which is a micro-community, where you will be able to get insights to new trends in this specific field and where I am sure you´ll have the opportunity to share ideas regarding the topic you have brought:
Also, please check our library: www.iaccm.com/resources/ where, you will find some articles about 'escrow agreements' for the software arena and other topics associated with risk management in the hardware world as well. By analogy you will explore ideas regarding hardware coming from best practices and escrow programs with the goal of risk mitigation
Hi Michelle - saw your post. For hardware: having a refresh plan with your supplier following a bit of a mutual benchmark, to see how best to provision for your upcoming capacity needs, might give some assurance. For services or subscriptions-based tech: having a documented 'cookbook' of key players and tech needed to recreate the service, including a list of any solutions 'not commercially available' or not easily re-purchased in Canada updated, might also be helpful to gage the difficulty of transitioning off your current tech,if needs be.
Those two governance-type processes, along with the typical supplier obligation to reasonably cooperate with any successor and to provide some mutually-agreed orderly termination assistance, might serve you well (outside escrow for software). Hope that offers some ideas...good luck. Cheers, Robin