Course Title: Direct the management of contracts

Part B: Course Detail

Teaching Period: Term2 2012

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 Email:timothy.wallis@rmit.edu.au


Name and Contact Details of All Other Relevant Staff

Hugh Whittle

hugh.whittle@rmit.edu.au

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

None

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

Element:

1. Manage contract establishment

2. Manage contract performance

3. Manage contract evaluation

Performance Criteria:

1.Manage the contract establishment
1.1 The 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 stakeholders and contractors
1.4 Relationship management is undertaken at all levels of personnel involved in the procurement and contract management
1.5 Strategic relationships are established and managed to improve procurement capability and performance
1.6 Risk management plans are updated in accordance with organizational policy and procedures
 

2.Manage contract performance
2.1Progress of contracts is monitored against set targets and performance measures to ensure success of procurement activities
2.2 Should monitoring find the set targets and performance measures 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 Opportunities to improve procurement outcomes are sought and negotiated with contractors
2.5 Approvals are provided/gained for contract variations negotiated and agreed between the parties
2.6 Opportunities are provided for stakeholders and contractors to have input into and receive feedback on progress during the performance contracts
 

3.Manage contract evaluation
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 in accordance with organizational policy and procedures
3.3Conclusions are detailed against agreed criteria to provide a complete picture of performance of contractors, the organisation’s procurement processes and value for money
3.4 The performance of strategic initiatives is measured relative to planned outcomes in consultation with industry and other stakeholders
3.5 Lessons learnt from evaluation of contracts and strategic initiatives are documented in accordance with organisational requirements and used to continuously improve future procurement activities
3.6 Contractors and stakeholders are advised of evaluation outcomes in a timely manner in accordance with organizational guidelines
 


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 and Detail

0. Course requirements and overview

1. Contract concepts

2. Procurement overview and Contract Law

3. Legal advice and types of contract

4. Procurement methods

5. Student Study Week

6. Risk management

7. Procurement planning

8. In class Test

Mid Semester Break

9. Documentation requests

10. Tender evaluation

11. Ethics and collusion

12. Negotiation and contract formation.

13. Contract management and performance management

14.Exercising contractual remedies

15. Contract amendments and dispute resolution

16. Contract closure and evaluation

17. Finalisation of results and feedback


Learning Resources

Prescribed Texts

There is no prescribed text


References

Coyle et al, 2008, Supply Chain Management - a Logistics Perspective, Cengage Learning, USA Sharma, Sunil, 2010, Supply Chain Management - Concepts, Practices and Implementation, Oxford University Press, New Delhi Zenz, Gary, 2010, Purchasing and the Management of Materials, Wiley, USA Ninth National Peoples' Congress, 1999, The Contract Law of the Peoples' Republic of China, Foreign Language Press, China Tan, Poh Ling, 1997, Asian Legal Systems - Law, Society and Pluralism in Esat Asia, Butterworths, Australia Burt et al, 2003, World Class Supply Management, McGraw Hill, USA Monczka et al, 2005, Purchasing and Supply Chain Management, Thomson, USA Souther, Neil,1997, Transportation and Logistics Basics, Continental Traffic Publishing Company. USA Simchi-Levi, Kaminsky, 2008, Designing and Managing the Supply Chain - Concepts, Strategies and Case Studies, McGraw Hill, USA


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. In class test

2. Assignment One

3. Assignment Two  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.

Critical aspects of assessment

The critical aspects of assessment are:
• Validity – the assessment tool is designed and implemented so that it measures performance accurately and precisely
• Reliability – the assessment tool is designed and implemented so that the measurements received are consistent over a period of time or a number of assessment events
• Fairness – the assessment tool is designed and implemented so that it is non-discriminatory and unambiguous
• Flexibility – the assessment tool is designed to allow for its application in a range of different contexts and conditions, and uses a range of methodologies.


 


Assessment Matrix

Other Information

Graded Assessment at RMIT
At RMIT, the grades to be used for VET programs are:
DNS - Did not submit for assessment
NYC - Not yet competent
CAG - Competency achieved – graded
CC - Competent with credit
CDI - Competent with distinction
CHD - Competent with high distinction

Course Overview: Access Course Overview