毕业设计外文翻译英：项目管理知识体系指南

A Guide to the Project Management Body of Knowledge

Contract Administration

Both the buyer and the seller administer the contract for similar purposes. Each party ensures that both it and the other party meet their contractual requirements and that the buyer performs according to the terms of the terms of the contract. On lager projects with multiple products, services, and results providers, a key aspect of contract administration is managing interfaces among the various providers.

The legal nature of the contractual relationship makes it imperative that the project management term is acutely aware of the legal implications of actions taken when administering any contract. Because of the legal considerations, many organizations treat contract administration as an administrative function separate from the project organization. While a contract administrator may be on the project team, this individual typically reports to a supervisor form a different department. This is usually true if the performing organization is also the seller of the project to an external customer.

Contract Administration includes application of the appropriate project management processes to the contractual relationships, and integration of the outputs from these processes into overall management of the project. This integration will often occur at multiple levels when there are multiple sellers and multiple products, services, or results involved. The project management

processes that are applied include, but are not limited to:

 Direct and Manage Project Execution to authorize the contractor’s work at the appropriate time

 Performance Reporting to monitor contractor cost, schedule, and technical performance

 Perform Quality Control to inspect and verify the adequacy of the contractor’s product

 Integrated Change Control to assure that changes are properly approved, and that all those with a need to know are aware of sun changes

 Risk Monitoring and Control to ensure that risks are mitigated.

Contract administration also has a financial management component that involves monitoring of payments to the seller. This ensures that payment terms defined within the contract are met and that seller compensation is linked to seller progress, as defined in the contract.

The Contract Administration process reviews and documents how well a seller is performing or has performed based on the contract and established corrective actions. Also, the performance is documented as a basis for future relationships with the seller. Seller performance evaluation by the buyer is primarily carried out

to confirm the competency or lack of competency of the seller, relative to performing similar work on the project or other projects. Similar evaluations are also carried out when it is necessary to confirm that a seller is not meeting the seller’s contractual obligations, and when the buyer contemplates corrective actions. Contact administration includes managing any early termination of the contracted work in accordance with the termination clause of the contract.

Contracts can be amended any time prior to contract closure by mutual consent, in accordance with the change control terms of the contract. Such amendments may not always the equally beneficial to both the seller and the buyer.

Contract Administration: Inputs

1. Contract

2. Contract Management Plan

3. Selected Sellers

4. Performance Reports

Seller performance-related documentation includes:

 Seller-developed technical documentation and other deliverables information provided in accordance with the terms of the contract

 Seller performance reports

5. Approved Change Requests

Approved changes requests can include modifications to the terms and conditions of the contract, including the contract statement of work, pricing, and description of the products, services, or results to be provided. All changes are formally documented in writing and approved before being implemented. Any verbally discussed, but undocumented, changes do not need to be processed or implemented.

6. Work Performance Information

Work performance information, including the extent to which quality standards are being met, what costs have been incurred or committed, seller invoice, etc., is collected as part of project execution. The seller’s performance reports indicate which deliverables have been completed and which have not. The seller must also submit invoices (sometimes called bills or requests for payment) on a timely basis to request payment for work performed. Invoicing requirements, including necessary supporting documentation, are defined within the contract.

Contract Administration: Tools and Techniques

1. Contract Change Control System

A contract change control system defines the process by which the contract can be modified. It includes the paperwork, tracking systems, dispute resolution procedures, and approval levels necessary for authorizing changes. The contract change control system is integrated with the integrated change control system.

2. Buyer-Conducted Performance Review

A procurement performance review is a structured review of the seller’s progress to deliver project scope and quality, within cost and on schedule, as compared to the contract. It can include a review of seller-prepared documentation and buyer inspection, as well as quality audits conducted during seller’s execution of the work. The objective of a performance review is to identify performance successes pr failures, progress with respect to the contract statement of work, and contract non-compliance that allows the buyer to quantify the seller’s demonstrated ability or inability to perform work.

3. Inspections and Audits

Inspections and audits required by the buyer and supported by the seller as specified in the contract documentation, can be conducted during execution of the project to identify any weakness in the seller’s work processes or deliverables. If authorized by contract, some inspection and audit terms can include buyer procurement personnel.

4. Performance Reporting

Performance reporting provides management with information about how effectively the seller is achieving the contractual objectives. Contract performance reporting is integrated into performance reporting.

5. Payment System

Payments to the seller are usually handled by the accounts payable system of the buyer. On larger projects with many or complex procurement requirements, the project can develop its own payment system. In either case, the payment system includes appropriate reviews and approvals by the project management team, and payments are made in accordance with the term of the contract.

6. Claims Administration

Contested changes and constructive changes are those requested changes where the buyer and seller cannot agree on compensation for the change, or cannot agree that a change has even occurred. These contested changes are variously called claims, disputes, or appeals. Claims are documented, processed, monitored, and managed throughout the contract life cycle, usually in accordance with the terms of the contract. If the parties themselves do not resolve a claim, it may have to be handled in accordance with the dispute resolution procedures established in the contract. These contract clauses can involve arbitration or litigation, and can be invoked prior to or after contract closure.

7. Records Management System

A records management system is a specific set of processes, related control functions, and automation tools that are consolidated and combined into a whole, as part of the project management information system. A records management system is used by the project manager to manage contract documentation are records. The system is used to maintain an index of contract documents and correspondence, and assist with retrieving and archiving that documentation.

8. Information Technology

The use of information and communication technologies can enhance the efficiency and effectiveness of contract administration by automating portions of the records management system, payment system ,claims administration, or performance reporting and providing electronic data interchange between the buyer and seller.

Contract Administration: Outputs

1. Contract Documentation

Contract documentation includes, but is not limited to, the contract, along with all supporting schedules, requested unapproved contract changes, and approved change requests. Contract Documentation also includes any seller-developed technical documentation and other work performance information, such as deliverable, seller performance reports, warranties, financial documents including invoices and payment records, and the results of

contract-related inspections.

2. Requested Changes

Requested changes to the project management plan and its subsidiary plans and other components, such as the project schedule and procurement management plan, may result from the Contract Administration process. Requested changes are processed for review and approval through the Integrated Change Control process.

Requested changes can include direction provided by the buyer, or actions taken by the seller, that the other party considers a constructive change to the contract. Since any of these constructive changes may be disputed by one party and can lead to a claim against the other party, such changes are uniquely identified and documented by project correspondence.

3. Recommended Corrective Action

A recommended corrective action is anything that needs to be done to bring the seller in compliance with the terms of the contract.

4. Organizational Process Assets

 Correspondence. Contract terms and conditions often require written documentation of certain aspects of buyer/seller communications, such as

warnings of unsatisfactory performance and requests for contract changes or clarifications. This can include the reported results of buyer audits and inspections that indicate weaknesses the seller needs to correct. In addition to specific contract requirements for documentation, a complete and accurate written record of all written and oral contract communications, as well as actions taken and decisions made, are maintained by both parties.

 Payment schedules and requests. This assumes that the project is using an external payment system. If the project has its own internal system, the output here would simply be payments.

 Seller performance evaluation documentation. Seller performance evaluation documentation is prepared by the buyer. Such performance evaluations document the seller’s ability to continue to perform work on the current contract, indicate if the seller can be allowed to perform work on future projects, or rate how well the seller is performing the project work. These documents can form basis for early termination of the seller’s contract, or determining how contract penalties, fees, or incentives are administered. The results of these performance evaluations can also be included in the appropriate qualified seller lists.

5. Project Management Plan

 Procurement management plan. The procurement management plan is updated to reflect any approved change requests that affect procurement management.

 Contract management plan. Each contract management plan is updated to reflect any approved change requests that affect contract administration.