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15 Focusing on contract management > 15 Focusing on contract management - Pg. 143

143 Focusing on contract management T 15 here are situations in which it may suit a client to say, `You know what I want. I'll leave you to get on with it. Let me know when the job is done.' This may be a good enough approach where the work is straightforward, where the level of risk is low and where the client has reason to trust the contractors and is confident about the quality and commitment of their performance. By and large, though, clients will want to make sure that the work stays on track throughout the contract to achieve its intended results and that they obtain best value from the fees they are paying. In most sectors of procurement, client managers have standard procedures for maintaining an overview of the work, monitoring its progress and delivery and checking budget expenditure against outputs. In other areas, particularly service delivery contracts, it will often be the contractors who are responsible for measuring progress, monitoring performance and implementing agreed contract man- agement procedures. Like other material in the bid, information about your contract manage- ment response needs to be project-specific, reflecting an awareness of the particular demands of the assignment and the priorities of the client's busi- ness environment. The challenge you have to meet is to convince the client that you are able to organize the work in a way that will deliver the most cost-effective, time-effective and quality-effective service. Some bids merely generalize about professional accountability, project management support or internal management structures. There is more to be gained by showing how your arrangements for managing the specific programme of work will help to achieve particular results and benefits. Find out, if you don't already know, how the client likes to work and show how well you will fit in. Let the client see that awarding the contract to you will ensure an alert response to changes in requirements as the work takes shape. Referring to the concept of contract management as a form of preventative maintenance, Chapter 12 outlines the controls that clients will recognize as evidence of a commitment to help protect the contract from the risk of failure.