A Guide to the Project Management Body of Knowledge
一個(gè)以 “項(xiàng)目管理知識(shí)體系”的引導(dǎo)分析
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.
合同管理

買(mǎi)賣(mài)雙方的合同管理相似的用途。每一方保證兩個(gè)它和另一方,滿(mǎn)足他們的合同要求買(mǎi)方根據(jù)條款的執(zhí)行合約的條款。在啤酒與多個(gè)項(xiàng)目產(chǎn)品、服務(wù)、和結(jié)果的一個(gè)關(guān)鍵方面的供應(yīng)商,合同管理是管理接口中各種供應(yīng)商。
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.
法律性質(zhì)的當(dāng)務(wù)之急契約關(guān)系,項(xiàng)目管理術(shù)語(yǔ)是感同身受的法律含意當(dāng)管理措施的任何合同。由于法律方面的考量,許多組織對(duì)合同管理作為一種行政職能分離的項(xiàng)目組織。當(dāng)合同管理員可能是在項(xiàng)目團(tuán)隊(duì),這個(gè)人通常報(bào)告給管理者形成一個(gè)不同的部門(mén)。這通常是:如果執(zhí)行組織也是賣(mài)方項(xiàng)目一個(gè)外部的顧客。
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:
合同管理包括應(yīng)用適當(dāng)?shù)捻?xiàng)目管理流程對(duì)契約關(guān)系和融合的輸出,從這些過(guò)程結(jié)合為全面管理的項(xiàng)目。這個(gè)整合時(shí)經(jīng)常發(fā)生在多個(gè)層面有多個(gè)賣(mài)家及多種產(chǎn)品、服務(wù)或結(jié)果有關(guān)。項(xiàng)目管理過(guò)程中,應(yīng)用包括但不限于:

 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
……
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合同管理:輸出

1。合同文件的要求

合同文件包括但不限于,合同,以及所有支持計(jì)劃,要求未經(jīng)批準(zhǔn)的合同變化批準(zhǔn)變更請(qǐng)求。合同文件還包括任何seller-developed技術(shù)文檔和其他工作,如可交付績(jī)效信息,賣(mài)方行為報(bào)告、保證、財(cái)務(wù)文件包括發(fā)票和支付記錄的結(jié)果,contract-related檢查。

2。要求改變

要求改變項(xiàng)目管理計(jì)劃及其附屬計(jì)劃和其他成分,如項(xiàng)目進(jìn)度和采購(gòu)管理計(jì)劃,導(dǎo)致合同管理的過(guò)程。處理要求改變審查批準(zhǔn)通過(guò)整合變更控制的過(guò)程。

要求提供包括方向變化由買(mǎi)方、賣(mài)方或采取行動(dòng),另一方認(rèn)為一個(gè)建設(shè)性的改變?cè)诤贤系馁Y料。因?yàn)槿魏芜@些建設(shè)性的變化可能是有爭(zhēng)議的,由一方,并且可能導(dǎo)致另一方提出索賠,這種變化是唯一識(shí)別和記錄項(xiàng)目的信件。

3。推薦的糾正措施

一個(gè)推薦的糾正措施是任何的需要被做,以使賣(mài)方按照合同條款。

4。組織過(guò)程資產(chǎn)

信件。合同條款和條件的書(shū)面文件通常需要買(mǎi)方/賣(mài)方的某些方面交流,如業(yè)績(jī)不理想的警告,要求合同變化或澄清。這可以包括報(bào)告審計(jì)和檢查結(jié)果表明買(mǎi)方賣(mài)方需要正確的弱點(diǎn)。除了具體的合同要求的文件,寫(xiě)完整、準(zhǔn)確記錄所有的合同的書(shū)面和口頭溝通以及措施和做決定,由雙方保持。

付款時(shí)間表和請(qǐng)求。這就意味著這個(gè)項(xiàng)目使用外部的付費(fèi)系統(tǒng)。如果計(jì)劃自己內(nèi)部的系統(tǒng),其輸出這里只會(huì)被支付。

賣(mài)方績(jī)效評(píng)估文件?？?jī)效評(píng)估是賣(mài)方文件準(zhǔn)備由買(mǎi)方承擔(dān)。這樣的業(yè)績(jī)?cè)u(píng)估文件賣(mài)方能夠繼續(xù)履行這份合同工作表明,如果賣(mài)方才能完成的工作(項(xiàng)目),或?qū)ξ磥?lái)的融洽程度賣(mài)方執(zhí)行項(xiàng)目的工作。這些文件可以形成依據(jù)賣(mài)方提前終止合同,或確定合同的懲罰,費(fèi)用,或激勵(lì)管理。試驗(yàn)的結(jié)果,這些業(yè)績(jī)?cè)u(píng)估也可以包括在適當(dāng)?shù)暮细竦馁u(mài)方的列表。

5。項(xiàng)目管理計(jì)劃

采購(gòu)管理計(jì)劃。采購(gòu)管理計(jì)劃更新,以反映出其批準(zhǔn)的變更請(qǐng)求影響采購(gòu)管理。

合同管理計(jì)劃。每一份服務(wù)合同管理計(jì)劃更新,以反映出其批準(zhǔn)的變更請(qǐng)求影響合同管理。

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