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For additional information or inquiries, contact: 
Email: ITPO.DoIT@maryland.gov

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Contract Management (CM) State Practices

The three primary elements for effective CM are Contract Administration and Oversight, Change Management Processes and Dispute Resolution. These elements are for statewide information technology (IT) and telecommunications contracts, and apply to both agencies and business partners.

Contract Administration and Oversight

  1. Planning
    • Understanding all components of the solicitation and contract:
      1. Expected outcome measures
      2. Costs
      3. Contract performance
      4. Acceptance/rejection terms
      5. Contract dates
      6. Contact information

  2. Monitoring Contract Performance
    • Determine what to monitor.
    • Establish expectations for individuals responsible for contract monitoring.
    • Understand what will be monitored and the criteria used to evaluate contractor performance.
    • Determine risk assessment to select which contractors should be reviewed, the level of review for each contractor, and the subject matter to include in the review.
    • Use the results of the reviews to coach contractors and agencies.

  3. Payment Approval
    • Authorize payments consistent with contract terms.
    • Ensure appropriate documentation and signatures.

  4. Change Management
    • Administrative changes - changes within the scope (e.g.; contact information, change in personnel, etc.)
    • Substantive changes - contractual changes that affect both parties (e.g.; change in the following: price, delivery schedule, quantity, nature of deliverables, key personnel, or terms and conditions)
    • Constructive changes - work ordered by the user where the contractor perceives that work is beyond the scope of the contract (e.g.; suggestions, accelerated delivery schedule, work to be performed differently, change sequencing of work, delay in accepting or rejecting deliverables, delay reviewing invoices and approving payment, interfere with or hinder performance).
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Change Management Processes

  1. Ensure formal, written approval of all changes prior to the changes taking place. Do not verbally authorize the contractor to begin working on a change before the formal process is fully analyzed, documented and approved in writing.
  2. Evaluate the impact of each change to the contracting objective, the corresponding deliverable and/or products, the schedule, cost, and increase in agency overhead resulting from the change, impact to work in progress/completed work, standards, and acceptance criteria.
  3. Develop a plan for request and approval for how the contingency "draws" against the allowance, if the contract contains a contingency allowance.
  4. Document all changes, no matter how small, to avoid circumventing the formal change process.
  5. Establish a single point of contact to recommend or authorize any change. Document the change as approved or disapproved. If a change is approved, document the impact to the scope of work through a contract amendment or purchase order change notice, whichever is applicable.
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Dispute Resolution

  1. Identify problem
  2. Research facts
  3. Conduct evaluations
  4. Ensure open communication
  5. Resolve issue
  6. Document resolution activities
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