Successful Contract Management – Part 2 of 2

Successful Contract Management, Part 2 of 2

 

Successful Contract Management, Part 2 of 2In Part I we discussed the importance of requesting a debrief even if you win, reviewing the contract award in its entirety to ensure that everything is accurate and contacting the Contracting Officer in writing immediately to address any mistakes within the contract award before signing.

The Program Management Review (PMR) is a meeting with key members of the Contractors Staff (Finance, Contracts, and Programs) and their counterparts on the Government side. PMRs are usually scheduled monthly or quarterly and can be held over the phone, virtually or in person. The reason this meeting is critical to contract management is because you and the customer will give and provide feedback on the status of the contract/program such as are you on schedule, within budget, are your deliverables received by the due date and last but not least is the customer happy with your performance. This meeting also provides an opportunity to bring up any issues that you as a contractor maybe facing that impacts your performance and to discuss your plan to correct these issues. If you are meeting with you customer on a regular basis and having honest and productive discussions regarding the program there should be no surprises at the end of your contract when the Government rates your performance in the Contractor Performance Assessment Systems (CPARS). This information will be used in most cases when you submit future proposals for Government contracts, so it is imperative that you read the rating in its entirety and respond accordingly. Your assessment and your response are available to any Government agency for determining your eligibility for future Government contracts.

Almost all contracts experience some issue during contract performance. These issues can be caused by the Contractor, the Government and outside sources that you have no control over. When a problem or a potential problem is discovered, you should contact the Contracting Officer immediately. You can contact the Contracting Officer via phone, but you must always follow up the conversation in writing. If the issue has been caused by the Contractor, you should take steps to get the issue resolved as quickly as possible, those steps should be documented in writing and provided to the Contracting Officer. In cases where the issue may have been caused by the Government, or forces beyond your control, after bringing the issue to the attention of the Contracting Officer, you should work with the customer on a resolution and ensure that everything is documented to ensure that it does not appear that any interruptions were caused by you or your staff. It is imperative that all correspondence between you and the Government be kept in the contract file.

In general, within six months of the physical ending of the contract, the Government will start closeout procedures. Depending on what the work was that you were performing the documents that you receive will vary. You may receive the following documents, that must be signed and returned to the customer; a statement advising that the work is complete, a statement that the final invoice has been submitted, a statement that any Government property has been returned and is accounted for, Patent reports and if you had subcontractors, the items above have been settled with the subcontractor as well.

As previously mentioned, after the period of performance has ended the Program Manager and/or Contracting Officer will provide a performance rating in the CPARS system. You will have the opportunity to review and respond to your rating, including documenting the reason and resolution for any issues.

The steps documented are high level and general rules for what is required for Successful Contract Management. Your particular situation may require more or less input to ensure the success of your contract performance.


 

Constance Jackson is the owner of Jackson Contract Solutions, LLC. Constance has more than 20 years’ experience working with small and large Federal Government Contractors, and Federal Agencies providing proposal management, contract management, training and acquisition planning.

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