3. 58 Contract Management | July 2015
Globally, companies and government
organizations have increased their con-
tracting for goods and services with the
specific intent of focusing more on their
core business and allowing suppliers to do
the “other work.” Competition is growing,
speed to market is critical, and costs must
be reduced, but only those with a solid
understanding of contract management
will achieve ultimate success.
There is power in contract management—
today and tomorrow. All business profes-
sionals, especially executives, must realize
the power of the expectations that have
been created by their organizations’ con-
tract management actions in either buying
or selling products, software, professional
services, or integrated solutions. The busi-
ness deals an organization made several
years ago and how it manages the resulting
contracts and projects dramatically affect
its success and reputation today. Likewise,
the contracts an organization negotiates to-
day and performs tomorrow will significant-
ly affect its profitability and reputation in
the marketplace of the future. Professional
contract management is vital to ensure that
both buyers and sellers perform as expected
and get what they have mutually agreed to
in their contracts.
In this article, we will discuss the seven
steps to create a world-class contracting
organization supporting either the buying
or selling process. The steps required to
optimize an organization’s buying and
selling of products, systems, software,
professional services, and integrated solu-
tions are not conjecture; rather, they are
each proven successful proactive actions
to improve the people, processes, per-
formance, and pricing needed to achieve
high-performance results.
Creating a World-Class
Contracting Organization:
Seven Steps to Success
In both the public and private business sec-
tors, products and services are bought and
sold via contracts. Thus, it is important for
every organization to have a well-educated
and properly staffed, trained, certified,
qualified, efficient, and cost-effective con-
tract management organization. Likewise,
the same is true with all other key business
functional areas, such as sales, human
resources, accounting, information technol-
ogy, marketing, legal, engineering, logistics,
program management, and others. So, what
exactly should organizations do to optimize
their respective contract management
organizations? Based upon our extensive
research and experience, we suggest the
following seven steps to create a world-class
contracting organization:
IMPROVING THE U.S. ACQUISITION WORKFORCE, PART 3 OF 3: CREATING A WORLD-CLASS CONTRACTING ORGANIZATION
I
n both the public and private business sectors,
buyers worldwide are becoming more informed and
demanding as they require suppliers or contractors
to assume greater business risks to win the buyer’s
valued business; mergers, acquisitions, and longstanding
partnerships of former competitors are increasing;
and the integration of products, services, and solutions
is growing at an exponential rate in business
transactions. Thus, contracts are becoming more
complicated to plan, negotiate, create, and administer.
4. Contract Management | July 2015 59
1 | Hire, train, and retain world-class
contract management talent,
2 | Conduct a comprehensive contract
management organizational and work-
force assessment,
3 | Form a contract management office,
4 | Develop a contract management
methodology,
5 | Provide customized contract manage-
ment training to achieve professional
certification,
6 | Integrate contract management disci-
pline enterprise-wide, and
7 | Conduct contract management
performance reviews with rewards for
outstanding performance.
Step 1: Hire, Train, and
Retain World-Class Contract
Managaement Talent
It is all about the people! Fundamentally, ev-
ery contract management organization is an
internal professional services team, which is
hopefully composed of well-educated, prop-
erly trained, and highly motivated people
who provide expert knowledge and skills to
facilitate the legal, ethical, efficient, and
compliant transactions of products, systems,
professional services, and integrated solu-
tions between buyers and sellers.
Today, most organizations seek to hire
individuals with business, legal, and or
technical formal education and related
business experience to serve as their con-
tract managers, contract administrators,
buyers, purchasing managers, subcontract
managers, or subcontract administrators.
Continuous learning is critical for con-
tract management professionals to stay
abreast of new laws, regulations, emerging
technologies, products, and services that
affect their areas of business responsibili-
ties. Thus, providing appropriate and timely
professional training for contract manage-
ment personnel is essential to their success
and often linked closely to their retention
with the organization. In addition to expert
knowledge of contract management, ana-
lytical skills, strong communication skills,
negotiation skills, integrity, and leadership
skills are critical to the success of contract
management personnel. Further, often
overlooked but of extremely high value
is the ability to understand the needs
and point-of-view of the other side of the
IMPROVING THE U.S. ACQUISITION WORKFORCE, PART 3 OF 3: CREATING A WORLD-CLASS CONTRACTING ORGANIZATION
5. NCMA Education Partners
American Graduate University
733 N. Dodsworth Avenue
Covina, CA 91724
www.agu.edu
American Management Association
1601 Broadway
New York, NY 10019
www.amanet.org
American Public University System
www.apu.apus.edu
Centre Law & Consulting
1953 Gallows Road
Suite 650
Vienna, VA 22182
www.centrelawgroup.com
Chicago Training and Consultancy
www.chicagotcs.com
ESI International
901 North Glebe Road
Suite 200
Arlington, VA 22203
www.esi-intl.com
FedBid, Inc.
8500 Leesburg Pike
Suite 602
Vienna, VA 22182
www.fedbid.com
Federal Market Group
www.gbs-llc.com
Federal Publications Seminars
1100 13th Street, NW
Suite 200
Washington, DC 20005
www.fedpubseminars.com
The George Washington University
Master of Science in Government Contracts
2000 H Street, NW
Burns Hall 510
Washington, DC 20052
msgc@gwu.edu
Management Concepts
8230 Leesburg Pike
Vienna, VA 22182
www.managementconcepts.com
Northwest Procurement Institute, Inc.
PO Box 1328
Edmonds, WA 98020
www.npi-training.com
Old Dominion University
5115 Hampton Blvd
Norfolk, VA 23529
http://dl.odu.edu/ncma
Public Contracting Institute
PO Box 27951
Washington, DC 20038
www.publiccontractinginstitute.com
Saint Louis University
3840 Lindell Blvd.
Saint Louis, MO 63108
www.SLUonline.com
University of California–Irvine Extension
Irvine, CA 92697
http://extension.uci.edu/ncma
University of Virginia School of Continuing
and Professional Studies
104 Midmont Lane, PO Box 400764
Charlottesville, VA 22904
www.scps.virginia.edu
tHInc, LLC
725 Green Garden Circle
Chester, VA 23836
www.thinc-llc.com
Villanova University Online
9417 Princess Palm Avenue
Tampa, FL 33619
www.Villanovau.com/NCMAedu
www.ncmahq.org
To increase the depth and breadth of learning opportunities for our members, NCMA has entered into
formal partnership with leading training and education providers. Whether your goal is an advanced
degree, specialized training courses, or certification, NCMA Education Partners can help.
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Want to become an NCMA education partner?
6. Contract Management | July 2015 61
IMPROVING THE U.S. ACQUISITION WORKFORCE, PART 3 OF 3: CREATING A WORLD-CLASS CONTRACTING ORGANIZATION
transaction. Exchange programs between
government and industry could greatly
enhance the contract management talent
at both sides of the table.
World-class contract management talent
can make a real and significant difference in
the revenue, cost, and or profitability of the
organization; thus, contract management
professionals should be well compensated
and treated as highly valued assets. Coach-
ing, mentoring, and training, combined with
rewarding yet challenging work, often result
in highly motivated personnel who tend to
stay where they are valued, respected, and
appreciated by their team members, peers,
and leadership.
Step 2: Conduct a
Comprehensive Contract
Management Assessment
World-class contracting support is vital
to achieve mission success. Meeting the
challenges of buying and or selling products,
services, and solutions requires a compre-
hensive approach to successfully managing
the contracting organization and the related
contracting workforce. Thus, it is imperative
to conduct both a top-down organizational
contract management capabilities assess-
ment combined with a bottoms-up individual
contract management knowledge assess-
ment. It is important to have an accurate
understanding of where you are in order to
get where you want to be in the future.
Contract Management Organizational
Assessment Tools
The Contract Management Maturity Model
(CMMM) is a proven successful tool to enable
organizations to evaluate and benchmark
their respective contract management
performance. The CMMM provides an evolu-
tionary roadmap for contract management
process capability from ad hoc (immature) to
optimized (mature). See FIGURE 1 above.
The Contract Management Maturity As-
sessment Tool (CMMAT) is the enabler for
an organization to conduct a cost-effective,
top-down organizational assessment. CMMAT
collects and analyzes the data required to
perform the maturity assessment, based
upon survey information provided by the
members of the contracting workforce.1
The results of the top-down contract man-
agement organizational assessment can
provide valuable data and knowledge to the
organization leadership for actionable, tar-
geted process improvement resulting in bet-
ter performance. As discussed in the second
article of this three-part series of articles, the
CMMM and CMMAT have both been widely
used in the U.S. government and industry
for the past 10 years with excellent results.2
Individual Contract (Knowledge)
Assessment Tool (iCAT)
World-class contract management requires
more than sound processes and policies. A
proficient workforce is paramount—and the
workforce is made up of individual employ-
ees. For industry, addressing and identifying
skills gaps are simply best practices. Within
the U.S. federal government acquisition
workforce, the Government Accountability
Office (GAO) Report GAO-15-223 and numer-
ous other GAO reports have repeatedly
stressed the need for federal agencies to
identify and close skill gaps, specifically
naming contracting as one of the six critical
skill areas that is particularly problematic.
The new Individual Contract Assessment Tool
(iCAT) uses the diagnostic power of individual
knowledge assessments to provide feedback
mapped to targeted learning interventions,
customized to the development needs of
individual employees. This focused feedback
accelerates workforce development by
routing employees to high-impact learning
opportunities. iCAT delivers exceptional
insight to both individuals and leadership,
improving individual learning outcomes and
organizational return on investment.
The “individualized coaching report” reveals
an individual’s unique knowledge strengths,
weaknesses, and benchmark comparisons.
When knowledge gaps are identified, the
report provides direct links to focused, high-
impact learning content. Leadership gains
an equally detailed view when the data of
many individual knowledge assessments
is combined to produce the “workforce
proficiency report,” a strategic view of a
workforce’s overall knowledge strengths
and weaknesses. This can be used to signifi-
cantly improve strategic workforce planning
and resource allocation.
FIGURE 1. THE CONTRACT MANAGEMENT MATURITY MODEL—
LEVELS OF MATURITY
7. 62 Contract Management | July 2015
Combining Contract Management
Organizational Assessment and
Contract Management Individual
Assessments Creates a Comprehensive
Contract Management Assessment
By combining theCMMM, theCMMAT (i.e.,
CM3), and the newiCAT, the result is a truly
comprehensive assessment of the health
of an organization’s contract management
capabilities and individual knowledge. See
FIGURE 2 above.
Using theCM3 and iCAT allows contract
management leadership, in both govern-
ment and industry, toquickly, cost-effec-
tively, and objectively assess individual and
organizational knowledge and performance
gaps. Once theperformancegaps are
identified, leadership can affect change by
focusing on those initiatives such as new
contract management policies, process
changes, customized training, targeted
coaching, etc. with thegreatest value and
return on investment for both leadership
and theworkforce.
Combing thepower of organizational as-
sessments and individual assessmentswith
targeted training and coaching can deliver
the most comprehensive contract manage-
ment assessment framework ever produced
to affect realperformance improvements.
Step 3: Form a Contract
Management Office
Every organization that manages numerous
complex contracts and subcontracts and
employs numerous contract and subcon-
tract management personnel should have
or form a contract management office
or supply chain management office. Thepur-
poseof the contract management officeor
supply chain management office is to serve
as the functional center of excellence and
as the homeof contract management and
subcontract management:
ƒƒ Subject matter experts to provide ad-
vice, coaching, and support services to
the contract and subcontract manage-
ment personnel;
ƒƒ Policies;
ƒƒ Processes and procedures;
ƒƒ Tools, templates, and software
applications; and
ƒƒ Historical documents and best
practices.
Further, the contract management office
leadership should lead the organization.
Every large organization should consider
forming a contract management or supply
chain management leadership council,
with key representatives from every
business unit, department, or geographic
region. The council should be chartered
to provide an enterprise-wide forum for
the contract management community to
foster the growth and development of a
world-class corporate resource. Organiza-
tions with a contract management leader-
ship council have helped foster contract
management attributes by sharing lessons
learned and best practices throughout
their respective enterprise.
Step 4: Develop a Contract
Management Methodology
Best-in-class organizations worldwide have
developed customized, process-driven, Web-
based contract management or supply chain
management methodologies, which include:
IMPROVING THE U.S. ACQUISITION WORKFORCE, PART 3 OF 3: CREATING A WORLD-CLASS CONTRACTING ORGANIZATION
FIGURE 2. THE COMBINATION OF CM3 AND ICAT PROVIDES
A CM ASSESSMENT
8. Contract Management | July 2015 63
ƒƒ Contract management and supply
chain management life-cycle processes;
ƒƒ Integrated policies, procedures, and
templates;
ƒƒ Automated contract document cre-
ation, modification, storage, distribu-
tion, review, and approval; and
ƒƒ Sample documents, including nondisclo-
sure agreements, teaming agreements,
standard terms and conditions, repre-
sentations, certifications, and contracts.
Some organizations have developed their
contract management methodology on
their own, while many organizations have
purchased or leased contract management,
purchasing, and supply chain manage-
ment commercial-off-the-shelf software
and modified or customized the software
application(s) to meet the specific require-
ments. There are numerous proven-effective
contract management, purchasing, and
supply chain management software applica-
tions and modules available from Microsoft,
SAP, Oracle, Deltek, and others.
Step 5: Provide Customized
Contract Management
Training to Achieve
Professional Certification
Today, very few colleges and universities
have a bachelor’s degree program in con-
tract management, supply chain manage-
ment, or U.S. federal government contract
management. As a result, most contract
management personnel require advanced
and customized training for their unique in-
dustry, especially for those involved in highly
complex and regulated U.S. federal govern-
ment contracts and related subcontracts.
As a result, there is a wide array of master
certificate programs, graduate degree
programs, and specialized courses, seminars,
and webinars available. Some of the leading
providers of U.S. government contract man-
agement education and training include: The
George Washington University, ESI Interna-
tional, Management Concepts Inc., Villanova
University, The Keller Graduate School, The
University of Virginia, University of California
at Los Angeles, GCS International, The Public
Contracting Institute, and NCMA, just to
mention a few.
In addition, the U.S. federal government
has developed its own internal education
and training programs in U.S. government
contract management provided by organiza-
tions such as the following:
ƒƒ The Federal Acquisition Institute,
ƒƒ The Defense Acquisition University,
ƒƒ The Department of Veterans Affairs
Acquisition Academy,
ƒƒ The U.S. Department of Agriculture
University,
ƒƒ The U.S. Naval Postgraduate School,
ƒƒ The Defense Systems Management
College, and
ƒƒ The Air Force Institute of Technology.
Contract management is principally repre-
sented by three professional associations:
ƒƒ NCMA, founded in 1959, focuses on U.S.
government contracting and commer-
cial contract management from both
the buying and selling perspectives,
with about 20,000 members worldwide;
ƒƒ The Institute for Supply Management
(ISM), founded in 1915, which focuses
mainly on commercial purchasing and
supply chain management, with about
40,000 members worldwide; and
ƒƒ The newest association, the Interna-
tional Association of Contract and
Commercial Management (IACCM),
founded in 1999, with membership
that includes more than 2,000 public-
and private-sector organizations from
over 100 countries
Most NCMA and ISM members are from
within the United States, but each associa-
tion has chapters worldwide. ISM formerly
offered a Certified Purchasing Manager
(CPM) program worldwide, but is no longer
offering this professional credential. Since
2008, ISM offers the Certified Professional
Supply Manager (CPSM) designation, which
requires skills in finance, supplier relation-
ship management, organizational global
strategy, and risk compliance. Those who
want to become a CPSM must have three
years of experience in supply manage-
ment, a bachelor’s degree from a region-
ally accredited institution or international
equivalent, and successfully pass three
CPSM exams, or if he or she is a C.P.M. in
good standing, pass the “bridge exam.”3
IACCM has a well-established Web-based
skills assessment tool and unique set of
professional certification programs. The
certification programs offered by IACCM
are supported by a growing portfolio of
Web-based learning modules, addressing
the needs of both buyers and sellers. The
IAACM “Management Learning Program” is
also unique in its capabilities, combining
each recorded module with a wide array of
texts, research results, and recommended
IMPROVING THE U.S. ACQUISITION WORKFORCE, PART 3 OF 3: CREATING A WORLD-CLASS CONTRACTING ORGANIZATION
It is all about
the people!
9. 64 Contract Management | July 2015
IMPROVING THE U.S. ACQUISITION WORKFORCE, PART 3 OF 3: CREATING A WORLD-CLASS CONTRACTING ORGANIZATION
readings. Since IAACM currently has no
chapters, magazines, or journals, it provides
Web-based information transfer via mes-
sage boards, mentoring, member surveys,
and webcasts worldwide. Thus, IACCM effec-
tively provides virtual membership globally
using the power of the Internet. Like NCMA
and ISM, IAACM offers conferences world-
wide and a wide-array of classroom training
for those that want on-site, live programs to
enhance the Web-based materials.4
Education and training in contract manage-
ment, purchasing, and supply chain manage-
ment should be focused on mastering key com-
petencies as embodied in the NCMA Contract
Management Body of Knowledge (CMBOK), the
Federal Acquisition Institute Competencies,
and/or the Federal Acquisition Regulation.
The leading contract management profes-
sional association is NCMA, which offers nu-
merous professional certification programs
in contract management, including:
ƒƒ The Certified Federal Contracts
Manager (CFCM),
ƒƒ The Certified Commercial Contracts
Manager (CCCM),
ƒƒ The Certified Professional Contracts
Manager (CPCM),
ƒƒ The Industry Certification in Contract
Management—Defense (ICCM-D), and
ƒƒ The Industry Certification in Contract
Management—Federal (ICCM-F).
While professional education, training, and
certification are necessary, they alone are
not sufficient. Knowledge is good, but the
application of knowledge via demonstrated
skills resulting in improved performance is
best. Thus, contract management education,
training, certification, continual learning,
and performance assessments must all occur
within an organization in order to optimize
contract management performance results.
Step 6: Integrate Contract
Management Discipline
Enterprise-Wide
The premise of an integrated contracted
management discipline is that the multiple
functional areas (e.g., sales, marketing, ac-
counting, legal, engineering, program man-
agement, etc.), and multiple parties (i.e.,
customer, prime contractor, and subcon-
tractors) all need to be unified and focused
on achieving contract and subcontract
requirements, meeting service performance
levels and ensuring legal and regulatory
compliance. Integrating is about all of the
functional areas and parties involved in
large, complex contracts and subcontracts
working together to achieve customer goals.
So, what does it take to integrate contract
management discipline enterprise-wide:
ƒƒ Create integrated contract teams or
integrated project teams;
ƒƒ Co-locate contract managers with proj-
ect management team members;
ƒƒ Apply consistent yet flexible contract
management practices;
ƒƒ Provide Web-based contract manage-
ment policies, processes, tools, and
templates;
ƒƒ Ensure contract managers work the
entire contract life-cycle;
ƒƒ Provide professional contract manage-
ment training enterprise-wide; and
10. Contract Management | July 2015 65
IMPROVING THE U.S. ACQUISITION WORKFORCE, PART 3 OF 3: CREATING A WORLD-CLASS CONTRACTING ORGANIZATION
ƒƒ Empower contract managers to lead the
contract formation, contract negotiation,
contract administration, contract compli-
ance, and contract close-out.
Step 7: Conduct Contract
Management Performance
Reviews with Rewards for
Outstanding Performance
As it is in any high-performing team, it is vital to
conduct regular or periodic organizational and
individual performance reviews. Some organiza-
tions refer to these contract management
performance reviews as “health checks,” “team
assessments,” or “benchmarking.” Contract
management organizations should be evalu-
ated both objectively and subjectively against
key performance indicators specific to either
the buying/purchasing perspective and/or the
sales contract perspective. Some of the most
frequently used key performance indicators
for contract management and subcontract
management teams include the following.
Buying/Purchasing Top 10 Key
Performance Indicators
ƒƒ Active supplier that accounts for 80
percent of purchase dollars,
ƒƒ Percentage spend—woman-owned
suppliers,
ƒƒ Percentage spend—minority-owned
enterprises,
ƒƒ Percentage spend—strategic alliances,
ƒƒ Percentage spend—procurement cards,
ƒƒ Percentage spend—e-auctions,
ƒƒ Percentage spend—e-commerce,
ƒƒ Percentage spend—awarded
competitively,
ƒƒ Percentage of suppliers with 100-
percent on-time delivery, and
ƒƒ Customer satisfaction survey ratings.
Sales/Contracts Top 10 Key
Performance Indicators
ƒƒ Average contract duration;
ƒƒ Total number of contracts managed;
ƒƒ Total dollars of contracts managed;
ƒƒ Total number of customers managed;
ƒƒ Customer satisfaction ratings, based
upon customer surveys, both internal
and external;
ƒƒ Percentage of on-time-delivery for all
contract deliverables to customers;
ƒƒ Percentage of profitability on
contracts managed;
ƒƒ Percentage of contract renewals;
ƒƒ Percentage of contract revenue
growth; and
ƒƒ Dollars of contract revenue growth.
The reality is that all contract management
organizations are dynamic because they
consist of people, processes, pricing, and a
performance culture. Leadership can make
either a positive or negative impact on
an organization’s performance. Turnover
of key personnel can have a significant
impact upon organizational performance.
Likewise, the improvement of processes
and the providing of timely professional
training, coaching, and mentoring can all
make a positive impact upon performance.
Thus, it is critical to the continuous learn-
ing and improvement process that regular
performance reviews be conducted on all
contract and subcontract management per-
sonnel and organizations. The performance
reviews should be focused on objectively
assessing where the individual or group is
today verses where they need to be going
forward, and thus what actions need to be
taken to affect positive change in perfor-
mance results.
It is essential to reward both individuals
and organizations that have achieved
outstanding performance results through a
combination of methods, including verbal
and written praise, promotions, advanced
training, certificates or medals of excellence,
Coaching, mentoring, and training, combined
with rewarding yet challenging work, often
result in highly motivated personnel who tend
to stay where they are valued, respected, and
appreciated by their team members, peers,
and leadership.
11. 34th
Government Contract
Management Symposium!
Announcing the Annual
December 14–15, 2015
Washington Marriott Wardman Park
Washington, DC
NCMA’s annual fall event in Washington, DC brings together 800+
professionals from government and industry to explore today’s
workforce, new legislation, anticipated trends to expect, and what
the future holds for the profession.
Transforming the Profession:
Anticipating and Adapting to Change
Symposium Chair
MELISSA STARINSKY,
Director, Federal
Acquisition Institute
BETH COLBERT (Invited),
Deputy Director for
Management, Office of
Management and Budget
Featured Keynote
Mark Your Calendar!
Registration Opens July 24.
#NCMAgcms
www.ncmahq.org/gcms15
12. Contract Management | July 2015 67
spot bonuses, salary increases, paid vaca-
tions, etc. It is equally important to help
lesser performers within the organization to
enhance their skills via expanded training,
coaching, and mentoring.
Summary
The aforementioned seven steps to create
a world-class contracting organization are
both proven proactive best practices and in-
volve the application of some good common
sense. Unfortunately, today, in both U.S.
federal government agencies and within
industry, there is a real and present need
to improve business performance results.
Thus, optimizing the contract and subcon-
tract management workforce and organiza-
tion is vital to ensure legal and regulatory
compliance, cost control, risk management,
profitability, and on-time delivery of quality
products, professional services, and inte-
grated solutions worldwide. CM
ABOUT THE AUTHORS
GREGORY A. GARRETT, CPCM, C.P.M., PMP,
NCMA FELLOW, is a partner at Blue Canopy,
a leading IT and cyber security firm with
its corporate headquarters in Reston, Vir-
ginia. He is a highly respected industry execu-
tive who served as the chief operating officer,
Acquisition Solutions Inc.; and chief compli-
ance officer, vice president of program man-
agement, and vice president of supply chain
management at Lucent Technologies, Inc. He
is an acclaimed public speaker, expert wit-
ness, a best-selling author of 22 published
business books, decorated U.S. Air Force offi-
cer, and an international business consultant
who has advised and taught over 40,000 pro-
fessionals worldwide.
SHIRL G. NELSON, NCMA FELLOW, is cur-
rently the president and chief operating officer
at The Aurelius Group, a service-disabled vet-
eran–owned small business. She is a highly
respected industry executive who served as a
senior principal at Acquisition Solutions Inc.,
and previously as the senior acquisition exec-
utive at the U.S. Department of Commerce.
She is a director with the Procurement Round
Table and the founding co-chair and current
member of the Partnership for Public Service
Strategic Advisors to Government Executives
(SAGE) group for Chief Acquisition Officers.
Send comments about this article to
cm@ncmahq.org.
ENDNOTES
1. Both CMMM and CMMAT are discussed in much
more detail in the book Contract Management
Organizational Assessment Tools, by Gregory A.
Garrett and Dr. Rene G. Rendon, published by
NCMA In addition, a new Web-based version of
both CMMM and CMMAT are available in the
new software package called CM3.
2. See Gregory A. Garrett and Dr. Rene G. Rendon,
“Improving the U.S. Federal Acquisition Workforce,
Part 2 of 3—Contract Management Process
Maturity: The Key for Organizational Survival,”
Contract Management Magazine (June 2015).
3. To learn more about ISM, go to www.ism.ws.
4. To learn more about IACCM, go to
www.iaccm.com.
IMPROVING THE U.S. ACQUISITION WORKFORCE, PART 3 OF 3: CREATING A WORLD-CLASS CONTRACTING ORGANIZATION
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