seat58F
outsourcing relationships: international, inter-economic, interpersonal
September 4, 2010 ~ 10:08:13 AM * -07:00ST
additionally insured
Post # 540 by
admin on June 5th, 2009 ~ 10:41:05 AM
Posted as contract mgmt |
No Comments »
if flow-downs exist, the Business Office Manager already has contractual insurance obilgations under control. any issues regarding certificates should be registered in the issue log.
change happens
Post # 537 by
admin on June 4th, 2009 ~ 10:29:02 AM
Posted as contract mgmt |
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the guys that wrote the original contract are off doing their sales thing on some other deal and they aren’t around to address contract defects that surface after the deal has been operating for some time.
a contract change process better be baked into the contract. everybody needs to understand how the process works and how the approvals take place.
and don’t even think about enhacing the delivery capability until the associated change has been formally agreed.
connecting the dots
Post # 533 by
admin on June 3rd, 2009 ~ 10:13:51 AM
Posted as contract mgmt |
No Comments »
flow-downs ensure the execution of specific deliverables by sub-contractors. the master contract defines specific responsibilities for the service provider, and inevitably, the service provider engages sub-contractors to fulfill portions of those responsibilities. flow-downs map the delegation and give the BOM a tool to ensure contract compliance.
localisms
Post # 530 by
admin on June 2nd, 2009 ~ 10:07:47 AM
Posted as contract mgmt |
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the business office manager should be the center of knowledge for all contracts, including those that are required to support specific sites, the “local agreements”. they too have requirements that the BOM should acknowledge in invoicing, service level reporting, and the issue mgmt process..
boring, but necessary
Post # 527 by
admin on June 1st, 2009 ~ 09:41:34 AM
Posted as contract mgmt |
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somebody has to take custody of the contract and wrap some access control procedures around it. client copies aren’t easily controlled, but the service provider should extract relevant pieces and save the original in a safe place. the contract is not a tool from business office or delivery people to wave around every time there is a roles and responsibilities discussion with client representatives. this behavior tends to make people resentful and distrustful.
certain components need to be derived from the contract and used as important references, the “deliverables list” comes to mind. the business office manager should feel confident that the tower leads understand their obligations and are following through.
the contract itself may describe how the contract should be handled. if not, an access control process with some means of authorizing and tracking access would help. amendments deserve the same treatment.
