Contract Management Body of Knowledge (CMBOK): 1.0 Overview

CMBOK Competencies
1.0 Pre-Award; 2.0 Acquisition Planning and Strategy; 3.0 P0st-Award; 4.0 Specialized Knowledge Areas; 5.0 Business
Contract Life Cycle
Contracts have a defined beginning and end. The contract life cycle defines these parameters. The contract life cycle is broken down into several contract phases. The phases during the total life cycle can generally be categorized as: (1) Pre-award; (2) Contract Award; (3) Post-award
Pre-Award Phase
Can be broken down into two parts: (1) Acquisition planning (conducting market research, selecting the proper contract type, formulating the acquisition strategy) and (2) Acquisition PreAward Work (preparing requirements documents, evaluating proposals, conducting negotiations, completing source selection)
Contract Award Phase
A transitional phase of the contract life cycle that goes from signing a contract to notifying unsuccessful vendors.
Elements of the Contract Award Phase
(1)Completing Contract Award; (2)debriefing of unsuccessful offerors; (3) addressing any mistakes in proposals or any protests or any litigation.
Contract Stakeholders
Any party who is directly affected by the contracting process
Examples of Contract Stakeholders
1) Program Office; 2) Finance Office; 3) Contracting Officer; 4) Subcontractors; 5) Company Providing Goods/Services
Organizational Influences
Include (1) a company’s senior management; (2) evolving technology; (3) competitors
Senior Management
Directly Influences the initiation of requirements that are ultimately fulfilled through the contracting process by adjusting or changing the company focus through strategic planning.
Examples of Senior Management changes to the company focus
1. New requirements for hardware/software; 2. change in the qualifications of people working for the organization
Evolving Technology
has an enormous impact on an organization by affecting business processes which in turn can affect organizational structure and enhance organizational performance.
Competitors
can drive the need to maintain awareness of industry best practices and where possible, develop best practices rather than continually implementing those already developed.
General Contracting Competencies
1. Technical; 2. Conceptual; 3. Human Relations
Technical Skills
demonstrated by competently performing the tasks required such as preparing and issuing solicitations, preparing bids and proposals, preparing or analyzing terms and conditions or analyzing procurement requirements and supplier capabilities.
Conceptual Skills
relate to the manner in which the contract manager visualizes the contract’s organization in terms of the agency’s or company’s goals. ie. The ability to see and use the “big picture” for greater organizational and personal success.
Human Relations Skills
focus on the “people” aspect of contract management. Learning to cooperate with a number of people serving a variety of roles and with diverse backgrounds.
Interrelationships of Contract Managers
Shows how the CM interacts with the 1) Program Manager; 2) Business Manager; 3) Purchasing; 4) Finance & Accounting; 5) Management; 6) Legal