Course Title: Direct the management of contracts

Part B: Course Detail

Teaching Period: Term2 2013

Course Code: LAW5179C

Course Title: Direct the management of contracts

School: 650T TAFE Business

Campus: City Campus

Program: C6101 - Advanced Diploma of International Business

Course Contact : Tim Wallis

Course Contact Phone: +61 3 9925 5423

Course Contact

Name and Contact Details of All Other Relevant Staff

John Fowler -

Nominal Hours: 60

Regardless of the mode of delivery, represent a guide to the relative teaching time and student effort required to successfully achieve a particular competency/module. This may include not only scheduled classes or workplace visits but also the amount of effort required to undertake, evaluate and complete all assessment requirements, including any non-classroom activities.

Pre-requisites and Co-requisites


Course Description

This course covers management of contracts for strategic purchases to effectively minimise risks and achieve value for money to meet an organisation’s core objectives.

National Codes, Titles, Elements and Performance Criteria

National Element Code & Title:

PSPPROC602B Direct the management of contracts


1. Manage contract establishment

2. Manage contract performance

3. Manage contract evaluation

Performance Criteria:

1.1. Requirements of contracts and strategic initiatives are discussed, clarified and agreed by all parties.
1.2. Responsibilities for establishing and carrying out procedures are assigned to achieve contract outcomes.
1.3. Effective communication strategies and processes are established and implemented to assist ongoing communication between internal and external

3.1. Evaluation of contract performance is undertaken relative to planned performance measures and in consultation with stakeholders and contractors.
3.2. Where stakeholders and contractors do not agree, dispute resolution is undertaken according to organisational policy and procedures.
3.3. Conclusions are detailed against agreed criteria to provide a complete picture of performance of contractors, organisation's procurement processes and value for money.
3.4. Performance of strategic initiatives is measured relative to planned outcomes in consultation with industry and other stakeholders.
3.5. Lessons learnt from evaluations of contracts and strategic initiatives are documented according to organisational requirements and used to continuously improve future procurement activities.
3.6. Contractors and stakeholders are advised of evaluation outcomes in a timely manner according to organisational guidelines.

2.1. Progress of contracts is monitored against set targets and performance measures to ensure success of procurement activities.
2.2. Should monitoring find that set targets, performance measures and probity requirements are not being met, action is taken to rectify performance in a timely manner.
2.3. Advice and support are provided to solve problems, make improvements and maintain progress.
2.4. Disputes are managed promptly according to contractual conditions to achieve resolution and maintain contract performance and progress.
2.5. Opportunities to continuously improve procurement outcomes are sought and negotiated with contractors.
2.6. Approvals are provided or gained for contract variations that are negotiated and agreed between the parties.
2.7. Opportunities are provided for stakeholders and contractors to have input into and receive feedback on progress during the performance of the contract.
2.8. Internal and external stakeholders are engaged as necessary throughout the life of the contract to maintain progress.

Learning Outcomes

Learning outcomes of this course include managing contract establishment, performance and evaluation. In practice, directing the management of contracts may overlap with other public sector generalist and specialist work activities such as acting ethically, applyiong government systems, manageing resources, managing client services, manageing risk etc.

Details of Learning Activities

Assessment may incorporate a variety of methods including in-class exercises, problem-solving exercises, assignments, group or individual projects, presentations and written or practical tests, as well as homework activities.

Other activities may be workplace-based or simulate work practices. These may include the production of technical requirements documents, direct observation of workplace practices and the presentation of a portfolio of evidence. This portfolio may include documents, photographs, video and/or audio files.

Students are advised that they are likely to be asked to personally demonstrate their assessment work to their teacher to ensure that the relevant competency standards are being met. Students will be provided with feedback throughout the course to check their progress.
One in-class test and two assignments.

Teaching Schedule

Week    Date        Topics
18 JulyContract concepts , areas of concern in contract management, performance and evaluation
215 JulyContracts and strategic initiatves, including relationship management and responsibilities
322 JulyContract risk management
429 JulyContract formulation
55 AugContract management processes - Purchasing involvement
612 AugContract management processess - Workshop on Contract Matrices
719 AugContract formulation - Assignment One due
826 AugRevision Weeks One to Seven
  Mid Semester Break
99 SepDraft contract discussions Part A and B
1016 SepUnfair Trading Practices - Ethics
1123 SepCollusion - Workshop on AMCOR/VISY case
1230 SepContract evaluation processes, dispute and contractor performance resolution - Workshop on performance metrics
137 OctContract evaluation processes, communication and outcome - Draft Major Assignment Part C discussions
1414 OctSubmission of Major Assignment
1521 OctPresentations of Major Assignment
1628 OctFeedback, re-submissions

Learning Resources

Prescribed Texts

There is no prescribed text


Coyle et al, 2008, Supply Chain Management, Cengage, USA

Sharma, Sunil, 2010, Supply Chain Management, OxfordUniversity, New Delhi

Zenz, Gary, undate, Purchaing and Management of Materials, Wiley, USA

Ninth National People's Congress, 1000, The Contract Law of the People's Republic of China, Foreign Language Press, China

Tan, Poh Ling, 1997, Asian Legal Systems, Butterworths, Australia

Burt et al, World Class Supply Management, McGraw Hill, USA

Domberger et al, undated, The Contracting Handbook, AGPS, Australia

Other Resources

Overview of Assessment

Students must demonstrate an understanding of all elements of a particular competency to be deemed competent. Assessment methods have been designed to measure achievement of each competency in a flexible manner over a range of assessment tasks.

Assessment will incorporate a variety of methods including assignments, journals, presentation and written or test. Students are advised that they are likely to be asked to personally demonstrate their assessment work to their teacher to ensure that the relevant competency standards are being met.

Assessment Tasks

1. Assignment One - WEEK 7
Development of a Project Brief to include preparation of a specification for the scope and quality of works required for a local council works upgrade and drafting the resultant tender document

2. Assignment Two - Week 14
This is the Major Project which will be submitted in three parts as follows:

Part A - A flow chart to identify the procurement/contract management processes
Part B - Application of the concept "value for money" in the procurement/contract process and to include a risk strategy
Part C - Report on your ideas and arguments for ten golden rules for successful contract management

Assignment Three - WEEK 15
This is the presentation of the Major Assignment to a panel of Council Management executives 

Submission Requirements

Assessment tasks must be submitted via Blackboard.

You should:

• Ensure that you submit assessments on or before the due date. If your performance in the assessment is affected by unexpected circumstances, you should consider applying for Special Consideration. Information on the process and application forms is available at;ID=ls0ydfokry9rz website.
• Always retain a copy of your assessment tasks. (hard copy and soft copy)
• When you submit work for assessment at RMIT University you need to use a cover sheet that includes a declaration and statement of authorship. You must complete, sign and submit a cover sheet with all work you submit for assessment, whether individual or group work. On the cover sheet you declare that the work you are presenting for assessment is your own work. An assignment cover sheet for submission of work for assessment is available on blackboard.
• Each page of your assessment should include footer with your name, student number, the title of the assessment, unit code and title and page numbers. For example, Julie Macpherson, 324567, Task 2, OHS2345C Ensure safe workplace, Page 1 of 10.

Assessment Matrix

Marking Guide (competency):
Vocational Education and Training (VET) is based on current industry needs and the focus on preparing you for the workplace. Because VET courses are informed by practical application of knowledge and skills, they are based on a system known as ‘competency based training’ (CBT). So when you are assessed in VET it is about whether you are competent to do the job, as well as having a firm grasp on the knowledge and skills required to do that job, as opposed to traditional curriculum based education settings that are often based on knowledge retention.

You need to demonstrate you are competent in each element of the unit of competency you are studying.

You will receive feedback on each assessment task that will inform you whether you are competent or not and how well you are performing. Once competent in all elements of the unit you receive a competency grading.

Please refer to the Final Grades table below.

Marking Guide (Grading)
After achieving competency we then grade your performance in the unit; this gives you the opportunity to have the level of your performance formally recognized against industry standards and employability skills.

The grading is according to the following criteria:

We are looking for a high level of ability to complete all tasks independently as per the specifications as well as demonstrating a high level of initiative in your approach to the task

We are looking for depth of understanding of the key concepts and knowledge required in the assessments system. You should be able to demonstrate a thorough understanding of all requirements in all the assessment tasks.

We are looking for appropriate use of technology to assist in presenting all tasks clearly and suitable for the intended audience. You also need to show an understanding of the kinds of problems that can arise in managing pertinent issues and how these might be addressed.

If required by the teacher we would expect to see ongoing uploading of information into Pebble Pad that is relevant to the unit, full utilisation of Pebble Pad and Blackboard as per course requirements and timely submission of all required assessment tasks.

We expect to see contributions to relevant discussions and scheduled Collaborate sessions. In addition your tasks should demonstrate a very good understanding of strategies for a collaborative approach to management issues in the workplace.

Final Grades table:

CHD Competent with High Distinction
CDI Competent with Distinction
CC Competent with Credit
CAG Competency Achieved – Graded
NYC Not Yet Competent
DNS Did Not Submit for assessment

Further information regarding the application of the grading criteria will be provided by your teacher.

Course Overview: Access Course Overview