CONTRACT MANAGEMENT BODY OF _ KNOWLEDGE CMBOK® 6™ EDITION ides the Contract Management Standard™ g@N CM A Includes the ANSI/NCMA ASD1-2019 ‘Sina TAT ANAT OT se ‘CONNECTING To CREATE WHATTable of Figures Preface Chapter 1. The Contract Management Framework Chapter 2. What is the Objective of Contract Management? What is @ Contract? Contract Life Cycle Contract Stakeholders: Organizational influences Environmental Trends Implications of Current and Future Business Requirements Performance Metrics Fertifying the Technical Competencies Contract Management as a Profession 1. Professional Organization 2. Code of Ethies 3. Body of Knowledge 4, Research Activities 5. Credentialing Arm Specialized Knowledge Areas, Architect-Engineer Services and Construction Information Technology International Contract Management Major Systems Research and Development (R&D) Other Specialized Skill Areas Contract Management Body of Knowledge (CMBOK) Overview Purpose The CMBOK Structure CMBOK Competency System The Contract Management Standard™ (CMS™) What is a “standard” and why is itneeded? What isthe value of the CMS™? What is the significance of ANSI Accreditation? How does ANS|-accredited CMS™ help professional development? What is the problem the CMS™ is intended to solve? What gives NCMA the standing to develop and maintain the CMS™? Why is the Contract Management Standard important? How was the Contract Management Standard developed and what gives it credibility? What is the intent of the Contract Management Standard? What is the Contract Management Standard not intended to do? In addition to ANSI accreditation, what major content changes were made from Version 1 of the CMS" to Version 2? What is the difference between the CMS™ and the CMBOK? POVYYVVVeaccuunawunnse 10 3 3 15 7 18 18 18 20 20 20 20 a a a a BRB 23 contentsChapter 5. 24 Guiding Principles Competency 3.0 34 32 33 34 35 2.2.16 Where's the Finish Line? Project Management: Oinae 231 ‘Management 4 233 bapa Chet ni tuoi of hac MOMS AT PO 2.3.3 Contract Manager and Project Manager Interfaces: 2.3.4 Causes of Failed Projects and Contract Claims or Disputes 2.3.5 Project Management Key Terms and Definitions Risk Management 2.4.1 Risk Management Overview 2.4.2 Sources of Risk in Contract Management 2.4.3 Sources of Risk in Project Management 2.4.4 Risk Management: Common Myths and Best Practices ‘Supply Chain Management 2.5.1 Purpose 2.5.2 Supply Chain 2.5.3 Supply Management 2.5.4 Supply Management Organizational Structures, 2.5.5 Key Supply Chain Concepts Related to Purchasing/Procurement Guiding Principles Skills and Roles 3.1.1 Skills to Develop in Individuals 3.1.2 Developing Professionalism in Team Members Contract Principles 3.2.1 General Concepts 3.2.2 Specific Contract Clauses ‘Standards of Conduct 3.3.1 Ethics 3.3.2 Conflict of Interest Regulatory Compliance 3.4.1 The Uniform Commercial Code (UCC) 3.4.2 The Sarbanes-Oxley Act (SOX) 3.4.3 Government Contract Law Basics 3.4.4 Laws and Regulations Relating to Government Contracts 3.4.5 Laws and Regulations Related to International Contracting, 3.4.6 Case Law Situational Assessment.nonce Mnagernt M3 0 CONTEC Mang, as tran, 353 kroedge Lede Set senng Great Trough Knowledge 34 TemDyramie Jet me Convact Management To 1415 Formulate Contrct Management Statecy 42 Requesting Offers 42:1 Valcation Technique 422?ublicksing Requrements Chapter 7, Domain C: Feem Contract 51 Cost or Price Analysis 5.1.1 Price AnalysisChapter 10. Abbreviston, Acrenyms and Lexicon bata Acenms Re C1EOK ir Aes Cnc gor Seda Arp Fee Sd Cost Ape Core NnaguneC Arp. Coan anger Can Aree &8OY ongetny ad Kecnege Movs IESE Omid cb Naren tog ‘perdi nite Commer Coe | dpe hey aga Hewdit Sas nd oalSoemnan Conse De Folens enden 2 ice We ” ing Requements Devinn Prose tng the Reaurement Spetication StepPotential Risks in Project Mi nce SCOR) Model FlGURE 5.1 icuRE 52. FIGURE 53. FIGURE 5.4. 00 a 8 ws 18 1 1 wt 2 2 va va us 6 17 Me ue v0 ne 22 table of figures% Ey % % & a EY & 2 % a a a 2%The Contract Management Framework chapter one(gration and acive participa fromthe fst moment ofthe ‘hat pot but ihe pet sour the party whe promised tha renatdisabigned o pay ae Te cancer mh ee pei gus cores tb led Diowornoeses Solr Tn conc pay tec wht tiie cptenert fr gos dor | shone mut sd iat cmmencnon mong acted partes Rawal hamiion stent cs contact Management organization may read follows, ‘ute ually the aang partyin the contact FIGURE 1.1, Phases ofthe Contract Lie Qethe pofesion tough vadonal uedergrade 10 dogte programs ae very“The top 10 skills the resp fa oad nc of coc manages = ee) ee ls vast 3 Timeless,Cevelopmentof thor lt of teas Sakti fms rede 0 conduct an ‘en wth her, onde an inter 5. eteniens m ith he rs, nee ethe fms and eer a ecessary for sate ae Ce easet csaagnberoprenee he ope Sxreain i ie ee ray include, fr example, hardware 3 ‘Applied esearch is an ofr tats 139, Nmaly fellows bai research, but may nate severable fom the elated bas eneoeh Atoms to achance the state ofthe at vhen used by contacter at ust cometh Nettuinles he tem cows notin et Sie princol emis the design, development of ‘ea sof apeaic tra orserces tbe considered Fathav forts are whi tbe deBton ofCMBOK 6th Edition chapter 2Teeloang wi se penne PCRTOOPITS CMBOK éth Edition chapter 2 iS 4 § 5 3 zy g 5 3~ vey Nowa announced te 30 ST onior 28 by pasting te " i matter expertise. Saran noc nema seiner ol the publics hs The SB responded te all comments and (ANSivas coped alte responses. ‘Actional ret provided trough anes: tablshed spel proces forany objectors ofthe CEMS™ content ofthe scrediaton proces. Whats the itent ofthe CMS™? A The CMSs itended 1+ Define snd standuebvo tho ter “contract ‘maragerent’—There ae lateral areas to ‘contact management which may have differing * roceses end terms 9, action manage- ment procurement management, subcontract ‘management, or supply mansgemert) The CCHES™ may not be an exact foreach ofthese (0: Whats the CMS™ NOT intended todo? ‘A The CMS™ isnot intended 10: (ost adilen to ANSI eee for content changes were made from Version 1 of Seles Vern 27 J tor changes the CHS nie talon + _Reaigning ging princola—lo Yeon 1 the Guiding Principles were displayed tthe left ‘fe naune 2 | 2Leadership CompetencyCMBOK éth Edition chapter 3 gon to become even beter 8 led ip Competency anager. 019 aUEED2,Lesdenip Competencies Soe aepthendbreecth ofthe igo of con marae Toh reece in te arte cf eONTaS they kno te} people, and peopleMBOX 6th Edition chapter 3 ° Ea & 5 5 g = 5= Sear egos ih fs fone ofthe overall organization (Manvel 1997) Abuse of Power Going wut ndinfluence yields ote eenlth, and cl communes the evoed tes, tte team is poroming tks hat dont ion sist oinaters ino von gi begot lee ee eae be hers See 1. Beping modes do ot represent rei hey Soom 2 cpap moa oe ewe 2k fee 13 Easing madl srenatperect—therefore, tecasch better model 4 Yous capable officngabttermadel, 5 Youcan mede nto ad gt through the neces- sary complexity moved i fndng 2 beter model and 6 oust cipsble of ging youself the ime neces) to cesta better model ‘Astudes are vtlyimporantin determining the level of leaders deasiveness. Stop #2: Pre-Pan Strategies to Mako ‘eating high quality decision. Leaders must de- Ttareges. Resch closure by bing expansive, ‘png nel dese ardopinions and converging ‘ono dechcn afer considering many cere pespecives ‘hay oot ht 3 rarer of slurs When you Jy youre elustag norms:Prise Praise must ova, Ge Jor false. More damage is, i he noes Ogtimim may come: Tonks ere accomplished, mementun + Cooperwion + hancing Santtar Coordinating oe ae Coordinating eources + Common Networking ae ‘Aig ais Newesking + Echoing inoraton + Mutual beat MODERATE ‘TIME DEMAND relationship is short. 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Elements ofa Contract [Aconvactsa promise o¢ 2c of promises forthe feof which the law gies a remedy 0” the per formance of which the Iw naome way recognizes ancy In order for acon to be val, + Women to cates “The legs elaionhip it dementrated though the contracts + Legelpurpote fe contact fran lege ct nt sai 2nd + Capscty ofthe patie tha comractng partes rmusthave the egal capacty to enter no & comae). andconpet a corre noun crc naCMBOK 6th Edition chapter 5 in overeent ante othe oie S Teicher acorbt chy Be sonnet pesto teboye el ‘ypc retin es 5 under a “sake on 2p Koeeeeen eaten Genel te pany noha cents ofhe goa or Bonderocmrnal has good oo has therk of Jos one, 1997, 3224 Repeition opedion oxen one conrcing pany) este ener conracing pany Besson tobe Seti lmry Austereo he corte feoughanacion ratte When oped Toren convoing pany Bray then pswie2 teres) sca convecing pty Alec rech of Toro oe UCC 210) 2225 Warantes The USC proves imped nantes fierce Dhyne tno spec pupae. 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Bete SOK mory lrg companies didnot have 1 mana before onder to asure SOX cor ‘OX hashad. daproportonateimpect on com do buses Irbecause comperies ts ress wth the government before SOX were already rdf contact be tested 35 othr contra maintain 91 and equitable business rleionshio ‘Acsdcona information oboxt SOX canbe found at mscninste 8 24.3 Governmont Contract Law Basics vemmen contacting process ‘goverment + Legiltno, Execstve, and + Judicial ee FouKE 54) Although the Ce to government conics, the goveroment CMBOK éth Edition chapter 5MBOK &th Edition chapter 5 c Hccrmacing cers erat en hey conse he orca offande's rope went 1. 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Profabesals volume mere imgorant than ‘esas sales yl CMBOK 6th Edition chapter 6 Popeater CMBOK éth Editions th Yonder Cemuniestion Pans Deparonent fm [Seow eres ATION reas got fares Deparment of nce Navona Aernnas a Soacenope ates neo tomoumie ere nama tarcesstaer ores + piacere rsdn to ibhebrochures Pc advertisements, + Articles ntrade publications, +The companys pestbics oa quen custom ‘The companys past bids to emia customers, seers companies evening tlt +Customer comrsations* +Customer evant ard messing” + Tade orindsty asseciaons, and + Compettive research or analyse companies “which donot volte your companys, cuomer, or compotto! ule on cacosure comprehensive market assesment shou inclae *+ Ensuring the buyer ha funding forthe project (Fedral Pubiestons Seminars ond Capt ge Consulting. 2013) ‘Opportunity-Risk Assessment Tools (One toot to use son epportuntyrik assesment {cto determine whch opportu to pusve ee CMBOK 6th Edition chapter 6 etchapter hapt CMBOK 4th vi eo ind. ~° 2 s 6 § B = 8 Seran 44 Prepare Ofer ! poune 620. Errol of Sales lary Dr Ne Cos cvs meen renin dp ORtn NSA contact + ers oe rem th ook, Stator i Poposal, nd Sc Selection Bong Wore Corey Ginoer Geet snd A Porc ‘The capt om s pets he goat orn dnetcpnganing starr aenohoddoe ceonernedf mera se hed ee ‘ato ome gol cfonstngs mange ‘A eal fan send rte aie as ~° 2 oom: & 2 ean 3 eee eecornn {es an a sneer cron [ee Shemini S z FAR Pa ing oe, ‘relatng wtnmaing operator sven, Ss ee Sidewcernoa es 2 g 441 caper eam 2 $ x ‘allberequredof be slerto comp wth he Scchatont terme The ong the atten of ‘he saoaton crt! imcase tha perl soe Scores nceatnces or amigas the se ‘ation Gee £426.————— - pune 622. opt Teac Moers ener: CMBOK éth Edition chapter 6 4424 ty Koy norman Ae erst ety amenA8OK 6th Edition chapter 6 co aes bye yao eta ta dats pth eons {ecb olaracreconae cn 'o conduct both a ean and acetals el cases con alan fe propane ther no comptiton fr this ure ite, then ‘the extent of om formation rua ho ‘buyer wily be much peter Com essing s ude by the FP reaseants ‘sll arya res rd equator andthe Cost ‘Accounting Sandor accessed nite FAR Peng ‘spree upon managements coment he Iatatalue ote wort bong pcponed andthe mo. ‘esto patom te proposed ore Tha seument ng Popesah: Pro peal ced on mara ema manta ps by Federal igonce anes riligence RGURE B26 peers ‘dae Conaatins) seme estimating tcniqus ad the arcs Undersaning buyer aaa techies he rea and acnct ba ection shone ‘CMBOK éth Edition chapter 6CMBOK 6th Edition chapter 6 ‘ue 625 Anat Tecnguer fo ing, Cae on Cost Rois Tra Soweto nto hea ng SST racers Re ne mez te, fac percent, int Ath bender cn " won soak tare anit str peter he 0 reps rant ‘ata fopeedcomertio ge ne irements, te sobitaton or + Fate 0 show an topcoat Aten + Vnvkatained or srr weniger roporedaroachen rule, Wore Exeter ‘Simp exatng capetng ters Tet wht dig Fanta ba, CMBOK éth Edition chapter 6:‘separate rs rend dakcney athe dete: ‘es canbe pated thlog and tae The ky ‘ola to eral decor eed at CMBOK éth Edition chapter 6EMBOK 6th Edition chapter 6 Foo exch fomat or ha cle deseo in the selctaton tte stare of wee tc ons othe frat th ofr helen nul bentyl tome + Thecoverinclaces ha completed and sgned oferta pter 6 CMBOK 6th Edition chay a usSaintes Soren Peectretoairee ee Sante amanicerecsie orien cn OO Tr eae goetonn _ Uenonty come ia acne be Oe aeeteeaetenrem are cick ee ec ma etary season en Brondndsan ote dco ote Fd ox aber onaune 7.2. Oreren of the Aad Competences ton Incomparsan wth prc na baseyen bat canbe eflin price ana CMBOK 6th Edition chapter 7CMBOK éth Edition cha ato ha vty of determina We, ceca, sara aoeCMBOK 6th Edition chapter 7 Both tages aed ules nee exabah pect Sncolatenegnaton sje Ancjecne ST oetest pee weco gt trax ec testo ere mo way 0 know fhe en the buyer wantcur prods and voce? Prodiceadener + + Deamte who hat east pcos sector batch on + Popa the nagotton ey ti econ 1 ee magia dg commana ‘Satta tone ath tha etn Mui fees on bc btn eta oer inethade can esi te ning peared 8 Tiocealeson nota oar Simple eon + Seslebiing + Negotitedsouce econCMBOK &th Edition chapter 7 comphance ensures hat bidders have, Irie sic selecton dec + Typeslesauaton cor, 1+ Propcelevahation tetris, + valtion ating scales + Contact amar 2nd + Corsa awar races unique to fede convecing eregeated sore sletonpocet het a tut denon hens ol the entsCMBOK éth Edition chapter 7 treed he eision eon shove actor onthe oa eta sys incu bat may be f soon oF eet Tess sfieane compared other eeiaton Sheree andortondrtherequrement onaion efoc- sottation te te fears proposed solution =n achiev "53.46 Baie of Award ranagerent capability. Schedule management, anc othecrv adesatelateSehrrabon corona See ard tna enor eae, CMBOK éth Edition chapter 7?CMBOK éth Edition chapter 7 cn mney tom oe engee—Th a oe mo Contac pen eachCMBOK éth Edition chapter 7 + poreeTh mayb elastin aon to + Puntie cimager—Thete ave deine pur ‘ri rfl breach he cote Stouts ee egercys Boao! contac appear ‘SSmages sm socal haste damages” Court Federal Come teteus, ry damages averse ve ‘er condi cone ten conor tet ann regePost-Award Life Cycle . Phase = 5) o ha ® ex © @ GCMBOK 6th Edition chapter 8 une 8.1 itrates how the post award pocass nd interace within the Contract Manage, ‘pablo Kaoledge (CMEON conan, Apes mening che ted | alinecruact eng robe theperomnce xa, sapere i frp ee eae tons The nen hai a eae Saas The pa nding ofthe woo be dere he17 Resolve Request fr Equitable Bo icion som ere co a epee eter Gregory A Ga" ‘et complete the won, athe ky stakeholder Toul nctae the development ofa proceatre Because many players on bth ides willrot be egjeerrontcan be CMBOK 6th Edition chapter 8‘emtbe bres tothe contmcing fee fre tebe forasum conan. ‘uidecean Whe corencerscom dened, a ‘Stier whole orinpon the conectormaythen ARM ACONEACI 3 contain ‘Scpea thet den Unde Convac Dupes gov Ket el ied “crent convacon donot have dec acess to {he curs Allens ere fst bjt toa coo tng oer fl ec ‘One prem aes for convo wih coma by ‘ubcontcton Because uibconaton dorethave ‘Scorer nth he goverment thy do ror have ractcnm agua te goer CMBOK 6th Edition chapter 8 | ‘acon i apse Meek attenchapter 8, CMBOK 6th Edition Bike) 16:3 Manage Subcontract subcontracts the maregenat 07 rcs supor ol heprina contac. Te alt econ 6.3.1 Prpove Tsecion dacs Se cueeaal (632 defirtons ‘Acontoctic mutualybinding legs rlaton- ok the pearls oon a contract ra hp obliging the slr ofumih supplies cr sarees, andthe buyer 0 roidLaF chapter 8 BOK éth Editio cM Scr siecon eh scorns se esa nawedonze soe Regen arn aon Eola corona papa cameron | ‘meyhove 9 conpllnce role anda eral business {tocecy role nother model, the compliance role tray be scomplsted by thelegs! deparmen a fonction outed the combed contacts and si contac organization, (63.8.2 Separation of Buying ond Selling tien rom th ling function. tospeciine nthe tespecive areas. Te eget he ‘organization the morelikely te buying inthe spy ch ‘ompenent likely be spi between the corporateon chapter 8 CMBOK 6th Ei 6.29.62 Prmyof Contact Tegnarmer heap oe inet Dasng the preponlpae,e prime oman i he ie coc ters oaing tee ardcrstors seeded + Desigratonofepesn 62945 Set of Comer Conoanes pclae sets of aves tareGORE 111, Was to Mostly owed Dom Ces tion chapter 8 CMBOK 6th Ec tension Pap aoe ofthe peta ior ean eparabie pry 3104 Types of Ae 1+ By2p¢ig the substantia follows o> ‘Bum the sere o bas {53.1042 Two Way Agremont ‘ThenIAcanbe atrorwy ertemert pats doe propriety worst (63.94.12 Fikin nfermation and Detes ‘Belt owing down re causes there shld even caus te sri formation Beene ‘formation may reedto be tered 0 exeete Senboones Forearpie tthe prmestenca * on sete propel due the goverment with oe yor af contrac erin, the prime trustee he xcorvaorsterinaon sate. trent prec ore tt allow the pie ugh fone erate ad cud the conection ‘ropa init ropa the gover. {6219.12 Determine Clauses tobe Fowed Down — {63.40 Proprietary lformation Agreements (PAS) 53.94.16 Legal 3.10.1 Definitions ‘The adxconiec manager shoudconalt withthe © Propetary infomation data omnes PY+ ntomases SRE ea ene NREMMO Re ee shoe ected. + oman he rceing pay maerensey seaped nd | - en promaedby aothe sre atl ether sa10ss utes spe racocreetbe sof each pey Genel 7 631059 Disoiners + Tehldiepoomaniomeimnen TATA ere + Toon) clea propel mloranon aioe be 4 Teens reson cara they wos et cum pepretoy formation se + Teun he propiny elon ony erthe epoca oper “+ olathe ni th company oor desewhoneedTonen and + Teeny date te prope ematon 2 Trout ofslegapoceedna bute mothe EMBOK éth Edition chapter 8 (i permaen by te calng pany along et yaaa ieemingarangerets nce ‘edi rhe the potecioncfthePIA Whe teaming groom icormon term che 5 lors cfageernrts todo buses tether rouse ee maroracara of uncetcing memersicirect speated The reement srs of rtnt. ane soforh Externe ‘auton shold be used wit thes types of doc ature both the sabconeact mara rere Stain ea) thet Coen ah eal rw ‘peste ofthe Terinaton casein te gwen casa ay tering angen Le! devatent shold evi ha workCMBOK éth Edition chapter 8 ‘yee ofchangerthe contacting ofcercanmaka —¢ Drawn, deg, or specication, Sdomaretwoceng heures nam, + Med ot ipsa ‘rent conoet changes canbe vote : Cniuvercmectnemem meyoeunedtorakead: > Pasestdeleey: ‘natatve changes mate Cenges aaherued bY yyathparies wat to dang the contact Chee conctcnre endiwe temmeston oie x cag Toute sopstmet to the convo rena trom miving»change rer Thy ae ae seco Gein eve cortace and elect oe gee tment changng the toms othe core ee eres Scena aoe sep ate: ‘he ner he contact (64.4 Contract Changes Management Process | mt eeompln he chon (Garren ard Renden, 2012 tncautege te cort'ator to peorm wont? Srosd be the subject ofa contract madicton ARS 102, ‘Seer tocommecalcorvacs, her are tree ypese changes Dimes changes, + Consrvctve changes and + Canal charges ‘Most convacs contain» Changer dase that es treconac Federal goverment convacts equre that a d= rected haa must be within the scope ofthe on rsleorvat Changes ae subject 0 equitable adjiment but maybe directed in‘vectors performance and enaving tht eeomples abla reich bt contact termination by iy onacor isnot nopton| CMBOK éth Edition chapter 8 a & te css 0 the phy completes contact 164.5 Contract Termination Insome caves, Becomes necessan to ond prt mance ona canvet belore the contracua period ‘olonge needed, ek of un) “Teminston or delat fr cause used when ‘armel nt peera (ean ‘Cove contracts domain of bothth bye antl, © Ste poces cl ved he contact requremente se stn ating uvesched dps, ard ec. ‘halng he coat to ae nl payne RGU 4) The process determines whether the buyerand * ttle contact obigntonshave beon sated. Clee coma composed of one compateney 65Close Out Convetin chapter 8 Ww CMBOK 6th to close 4 contract is to submit the final invoiée and 1 Release of Claims upon receipt ofthe final rates from DCAA. This results in o more efficient process ‘ond reduced overhead costs 6.5.1.8 Base Work Subcontract Closeouts 07 Subcontract POP Do not wait for a prime contract to end before starting subcontract closeouts. Closing subcontracts ‘takes time and staying on top of them is impor tant. Monitor the POP of subcontracts and close them out as they end, Send closeout paperwork to subcontractors 30 days prior to their end date. ‘This alerts subcontractors to closeout requirements, starts the process, and brings up any issues that may need resolved while the subcontract is still active, 6.5.1.9 Tackle the Backlog ‘The best way isto address the backlog isin small, manageable chunks. Set 2 monthly appointment to ‘work closeouts for older contracts. Dedicate time to this specific activty-—it could be a whole day or just ‘an hour—because delaying closeouts only makes it 6.5.1.10 Be Flexible Ensure policy and processes are flexible enough to allow for closeouts of older contracts. Ifyou are try- ing to close a 10.year-old contract and the original parties are not available, current contract processes may not work to close that older contract. Meke sure your policies ae flexible enough to allow all contracts to be closed. An administrative closeout process enables a contract to be closed when the normal closeout procedure cannot be followed due ‘to missing personnel or files or other reasons.Compe Learn tency - nine chapterCMBOK éth Edition chapter 9 FIGURE 0.2. Example unions fora Taning Nees Asessment amon chapter 9 CMBOK 6th Editic “The trp Mal none sandr fo rang the etcvene of vaning Wears the abe of ‘ype eluaning fomat roma eos fou \oee 1+ Level}: Reaction The dogie 0 which pais ‘ors nd he traning Favorable engegng ond eleven ee pana, “Tha Make Value ch porta come a ening conmnaon to an vera bonnes ae ‘URE 7-6, The any CMA) Cericaion Phases_ CMBOK 4th Edition chapter 9 ‘et Opto een atypia crn Syathrcgony tog the NOMA) which ebay ‘haart te educa, trong per=nS ‘TS sunmracn era tat cadets ra meet ovacone carted ower some arganatons ete fee 9. ‘ormendsegure corner anager tobe ett ‘Smaman englomentanste be sbieto pusie re #7. Anus Medion Slay by Coin nano saa so0 s200 emer aethose wna certian 1 Uiogs seu eg tacos th prc, 2. arcing nee mlchapter 9 EMBOK 6th Edit + ewcan oe gure he vl of mero Eiadlag te. he nee cntpa Tice rarcacion the rape mbes of rs arsscion per buy the me gptine. ete? + Howshaulé the gst ate ecives be raked croromaed og, 1 Reng cons, 2 eras opeeanry oosteat redenG posronen etme, te?chapter 9 ofthe mening lator, Be uy engage inthe latonthip, Be open to constructive feedback, ety acd wack gost, end ep ky lessons leaned to peremance ‘em 911, Compore QURE 32. The CMBOK Compete 1D Leadership 2DManagement Review Scoreboard Lean from successes and fal duresaa lt CMBOK 6th Edition chapter 10 acwe ‘ecgted cont fr wok perermed io caed “eos sale") ews ceed cont fr wotk chee ao called "lanes lie’ Pll “pariomarce messxenent besene” MED ear cand propos B08 teicoderngegeerent ‘cuN, cenit ine tem umber coc cacate of competency 208 Esorennute Fs porlomanceassossment eGo Sit mera ce Assessment Reporting Brhaepctne tener a Src sna as Soe securing oncars cet commen if odng bo abarment oficial dlvery ener RFP. alt vegies for propose! conn manager conect manegerent co contacting ofcer charge oer cor confi ofirerst con contacting oficers representative coms commerdly evaiabl of he shell orc desiont-costCMBOK éth Edition chapter 10 FP wEPA {ned-grce wth esnomepce adsment FP ‘308 pc icarte Fre ‘ed prce monte im tae Fs esc centive scene GED FPLOE aed level felon PR ard pce redeteminae fed ie wh ‘insti ral proposal revtion PRA foward pring te ogreerent 11a indefinite delnergindehte vary wv indefnte dear iehice FPR fal proposal reson ee BAFO) FSD. {ullecle development ss Federal Supiy Sched FTA fre ade agreement Kahiin equaled Wr fecalyeor Gre ‘goverment funshod equipment cr ‘goverment fished information orm ‘government urihed mater crP ‘goverenerumished propery ca ‘gees andadrnsvatie orc goverment purchase cdor S - 3 2 om Boece Sar es 3 _ceocurement admirvstrative Ind trme as 2 Teper tors a _pertormance-based 2equisition SCORE = me Seeara dt eireresig fen x — 9 SPR von anddtburrert 8a BD Peamentnetiots = Sf a Crbeoce eid wot snark 3 =) Srouuator hpi contgustion nest - Pci Suen ore!seerent paceman Feral confe of een PEON a eon Ssnen mmr vs Po eee cing creasing tom Bas = a _quaiiications-based selection “eeatoment of objectives eee Pea seh geen nets peer ome sow we i Guiles manus at Sater of work oa Pip eraenentncument are on ssa = quater potent BE reniecionoey =e pw ssac ome t “source selection advisory council ra ee oe aluation board Pn prcenegaaioh eran ro Pacem roc lens Tec ‘ers and conditions co ‘wrminstion centring oficet ;CMBOK 6th Edition chapter 10 r act of God Tree adn oreerenrnny wa OF jaa 109 es fenen and ounces Feitarg torades ovenchavaker, actual cost basis jabie ames therefor 9 asoconthe of received the conta, Parece con resonably conc th Ia eas ubraited Wh He oxo. (see FAR 149073) Seceoeraeae Arent rey eae rosea 2 cine arekcl Oe Fo prance adn cont Sarintenatnatennamoiiet lO | TNs rier rite cf cried ce apogee sean rtd parece Pa eas bene ceo dacunepice competion f erie Pe ooo pc competion 4 Tio or mere responsible feos, tay “+ Processing contract docurnentetion, cea em . ee eee esi contc promos (© faard mile made tothe offer: whose (ter ropreserts the best ave where pce a sania fctorin source electon: sod © There isno fading that the price ofthe there sues fects uree= orale Any fndog thatthe pies Chresonable mustbe seppotedby = Siotement ofthe facts and apooved 2 level above the contacting ofcen: 2. Therenasa reoronble expectation based on ate esearch ov ober assessment, that twocormote response olerors, competing Independent, wold submit priced lfesin reponse tthe sociation’ expressed raqate- tment, eventhough oly one fei received fam a esporble of err ae é— fect the sbstaniive ight it change inthe paying office or the appronratin The convacting officer, often a than the one making the contrect, who i 3 te perform post-anard contact adminis tive costs stad vparesincantoeoot, (SeeFAR2 101) anaes of ate buy shea as attr rilipated shortages, sues, oF agent authority doagatady pec tehiscrhet oe rere poner nds thefallonng: ‘advance payment Anadvance of money made the pro to, in eniipation of, ziEMBOK 6th Edition chapter 10 rotbe oe, allocate ‘ssorment ofan rem ofcout oa group cits fear tone or more cost electives. Ts tem incedesboth direc aspnent of cos ante teomgenent ofa share om an nec cos peo ron by the natn orb. alternative clpute resolution (ADR) ‘Any type of procadie combination of proce Gutevlurtarly ued leu cf ington, 1 ree ‘urs controversy These proceckret mynd ombudenen amendment | ‘Revange orection, deletion, oF etn) oo ilormstion contned man mtn for bier anticipatory breach anticipatory repudiation ‘Gcass hes the promis hou justin and below ne ese ha comn‘ted a beach, makes 2 postive statemers othe promise mccatnghe or he wil ot or camot parr ose corral oes, anticipatory profit Profs paleo west rt pererrsed This pay Inert viewed ob tesonabe sorevon tobe whan the federal goverrnentromintesaeoract fer comenienee. vation “Saanich propery. ren, f mecha plate hihes de (Se Conn aso Std mona ‘sth conn padomnce mao assignment The slgnent of cyto ato receive an at fo" ‘ample: repr ight ech 858 contactor purchase ore ori to ance!ao EMBOK 6th Edition chapter 10 * npubicseter purchasing a bids the fern + AboK conse appabie nam ardimt_bid and propossl costs ‘Seecy when an order say becomes abd Ingcortrct Depending on he eee, 1 cortccougbeeabianed won the n> ‘rtm acastance basic research Reseuch Grete toward creating nowledge 9 scence The pinay am ofan eearch safle Inendedge or urderaandng othe sje de ‘udytherthan uy practeal pola on oat rowiesge best an final offer BAFO) Aber requets abestard fal oft tndcote ‘hte the negotiation wltake place Ths these oppertnty 1 make changes tots ‘ow an tecnica propos Th term sued in Commerc and ats catia, but ot if ‘ealgovermantconmacng once the FAR Par 1S Torte £1977 Tasic wher tet “na propel evsion’ ma adonted best value The spaced otcone ofan action that inthe Seeman cmmrngcmeni Be ereiprctosn on seer, _vaselero we bres “ong ote “palndenct cost 10 o8ablshed emperor ‘The peed of trea ele of good sn. buyers econ groves the retest owl —— [usta develop a ilproneal conciet nore ‘best value continuum ‘Abuyr cn cbtan best value a nected seq tons by wing any one or acombraion of source ‘leche approaches aiferontypes of acqus ‘es, te litre importance of costor price may ‘vay Foc exanple, acquisition where the reaite- trent emlycetnble ad here cf unsccee' Cntr prcane rina cos pice sy ‘ens may pays dominat olen soue selection bi ‘nh invesgensato a inetation or bids FB) ‘change 0a conc formed bythe echarge ot promises to perform reciroclcligatons forthe thesedestidprocs as oppesedtootartian ‘sed proneerart. whee te flr ay be ‘efenedo a3‘ popea ora “a.tator") Anpurchasing. bd ante an ofr oselor an ofr buy ‘govern ereangasing te ty edpoi an Earn ci 1 cuichapter 19 EMBOK bth &, lin oe ty em fib pani a comer Aires cosceotn,or nance Awiterdomerd eckg asamett of annem esrsonbyoracl close contract Iisadomenin te posal tooo econaing he contact omake fn payment ‘Tho yalee aed by ths process tin deterning a bye and sell contrac obligations have al Free permed unr a coriract clase Oa ee tretsogity te came't been sated Ferpecnvocn orahereute request Aeermancncaseaciersasnited (ze the Contac Managument Sander! ium Tressonsson snctacom Anes) reves he sbmsion ry be corre 2 Jerr erecta be canvecong ice, ose out COMI Ts eonptency isin the pom phose of eonvact mensgemé Ereconvct= domain. the proces ofensing ‘A dkrand by ene pry to corrac for some theg fom another pay, sul bs ot ces: avlernere money ot mor tine Clins re ring whether armodtcaton 8 nor nce the val and 2 fhe5 & 3 5 a s s x 3 competitive proposal ming thaont Be, amc tar pete in Teta aes SCMBOK éth Edition chapter 10 Bo contin th th au eran heer techs prepen hh Se eer eg tee eed Tagine tanec eeh tert pene See rane [erences ‘Nalecs istngenntteate ne istcncch Sede ‘Settee tbe nsec bepadter einer one ptyo9 ormeciavaveatel nace contac an Toeurel ve contan,CMBOK 6th Edition chapter 10 +The jesgmentl acon spp Truncate meteCMBOk 6h, Edition chapt ter 10 devel offer Fre bmon mt pre-nardife le pose of ee anagemant sprint te damon ecole ordi ste process of 1 Dmelying founda busines pratis poserre ce conpete nihemeriapice, _nglsborssichaelabiy qui asuane, wo testing, eign, ete, tht 9208) den eg + Responding tsokctatns wah he niet of vith he ond product Ronn eomact ond meeting prfornce squrenen “Twa acdc by this process the sles PO- ia he bape’ wt» conprohanae soliton Ihe bers reooceent tat enhances he eles CBovctt pastonsn he maetlace mile dee eng tore vole (Soothe Contract Management Stnderdin the foves) Enon rect 2 Integition of program sop chest and cost objectives, ‘ascot, ogultery ee) tote sles. 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