Contracts in companies strategic importance. In larger organizations, contracts are often managed in different departments or even different companies. Often, it is not transparently obvious, what contracts are valid for which divisions, whether contracts were concluded with the same suppliers at different conditions, planned or actual costs with contracts are connected or when which contracts can be renegotiated or terminated.
In a number of projects we could larger Contract management-Systems on the basis of Microsoft SharePoint introduce and have this experience, the less the technical implementation as rather organisational set up of the project, the Project management and the right, to the success of the project relate to leading how to. This article describes some of these experiences and offers also a small checklist for organizations, deal with the introduction of a central contract management.
The term"Contract"can be very broad in larger organizations, possible specifications ranging from strategic framework contracts for letter of intents to normal rental, Work, Maintenance contracts. But also non-disclosure agreements (Non disclosure agreement) are contracts, that is not only stored, but must be found quickly in the event of a dispute and evaluated. Even orders by suppliers, Performance tickets are contracts or contract elements.
This makes the introduction of a comprehensive and transparent contract management easier, be completed but orders and orders generally by ERP system, While the various treaties in different departments with different tools are managed. And additional important information such as customer data or orders can be in an SAP system, Staff- and organizational information in an Active Directory, Contract lists in Excel files etc..
In addition, access permissions play a special role in contracts. For each type of contract, there is usually a defined user group, create the contracts, Edit, or see a. Also confidential contracts may be subject to special rules of confidentiality.
Finally, privacy considerations are introduced a contract management, and also, the Works Council must be included with, but for many contracts, personal data stored and processed.
It all depends on the Organization
A centralized contract management can therefore not be introduced "just". For an introduction to successful, are the following organisational prerequisites essential:
- A clear Mandate of the management, that a central, comprehensive contract management will be introduced. Such an introduction is a change management project, and without a clear commitment of the management team, an implementation can not succeed, because working methods must be changed and resistance and delay trends are expected in departments.
- A project team equipped with this mandate, combines the organizational and technical skills, with a strong enforcement project manager.
- Use one of Steering Committee of all stakeholders. This should be no roundtable discussion with representatives of all departments, but a small circle of companywide shall Manager, support the introduction and promote.
- Headquarters strategic objective for the entire company. What advantages will a centralized contract management for the entire organization? These objectives must be formulated for all transparent and clearly and regularly communicates, the effort for the implementation of, Implementation and changes to justify. Typical, overarching goals are for example:
- Increase the transparency of signed contracts and thus creating Verhandlungsspielräumen (z.B. with suppliers)
- Terms controlling: Automatic reminders to notice and deadlines
- Savings when you enter, Approve, Search contracts
- Comprehensive reporting
- Avoidance of contract risks
Interests and interested – the “Stakeholder”
A strategic project such as the introduction of contract management, the project always in aware should be, which stakeholder on the project are interested in and also what interests you. In larger organizations, stakeholders are most
- The Executive Board or. the Executive Management
- Project management
- Representatives from one or more departments, stand for the first implementation pilot departments available
- Central IT/system support
Also, the potential impact of the introduction in terms of should already in the design phase to
- Privacy policy
- Brought/Works Council
be evaluated. Because in general personal data are processed and increasing the transparency of the work, such introductions are subject to a participation and need to be evaluated by a data protection officer. By an early evaluation you can avoid later delays or complex adjustments in the actual project.
Who actually wants what?
An assessment is not to be underestimated, which parties pursue what interests. Not always the State of the request is given - all stakeholders pull together-. A good internal communication is important, a teambuilding with all stakeholders and the removal of barriers. So, for example, the IT Department should be clear, that an external service provider not a competitor, but is a temporary team addition. And if employees legacy systems support, that should be replaced, should these be convinced in the run-up to the advantages of new system and support the project.
These considerations apply to all major IT projects in course, but are the introduction of contract management of particular importance, because many departments are affected and because of business-critical documents.
Checklist and phased plan
Prior to the introduction of a process solution for Contract management must the Requirements be defined in a solution. For such purposes, a small checklist is elaborated, It will help you, the necessary preparations to meet. Thus effectively reduce the total cost of an introduction, but a large part of the effort by organisational issues and the often smaller part resulting in the technical implementation.
The following checklist is not exhaustive, but offers an introduction and should jointly answered with your service provider or. be complemented.
1. Target rules
What are the key objectives for the contract management? We would these prioritize goals? Examples as shown above:
- Increase the transparency of signed contracts and thus creating Verhandlungsspielräumen (z.B. with suppliers)
- Terms controlling: Automatic reminders to notice and deadlines
- Savings when you enter, Approve, Search contracts
- Comprehensive reporting
- Avoidance of contract risks
2. Initial situation analysis
The departments concerned should be questioned in detail about, how you manage your contracts so far and what attributes / They need information on the contracts in the future, to find, for example, documents. The requirements of each Department are usually individually and are then configured in the form of various types of contracts in the contract management.
- What kinds of contracts or. to be managed with the software?
- There are how many contracts per contract type (Order of magnitude)?
- In what state (Paper, Scan)?
- What additional information (Cover letter, Communication) have been managed so far, together with the treaties and. are to be managed in the future?
- How did times so far, Notice periods etc. managed?
- Who are the parties? Contact lists already exist in electronic form?
- There are (each contract type) a currently carried out contract management, where the essential characteristics of the contract such as z.B. Deadlines, Conditions, Validity, etc. be kept up-to-date? In what form is the management (Excel, ERP-system...)
- For what types of departments/contracts to the software in the first implementation be implemented?
The identified types of contract, What additional information (Meta-information) to be maintained for each contract type? Examples of possible fields below.
3. Collect and consolidate the requirements
Focus in the specification on one or two pilot departments. Even though the requirements/needs of all departments should be included, is the restriction on a pilot Department very useful, to shorten a long - perhaps never-ending - request discussion. A structuring of the requirements might look as follows:
Contract storage
What types or classes of documents to be managed? Examples include contract designs, signed original, Price lists, Correspondence, Resignation letter, Confirmation cancellation, Documents/presentations of the contractual partner, etc.
Contract attributes
The following list is an example and includes the most common attributes (our project experience)
- Contract title
- Contract dealer
- Contractor/contractor
- Contract status (What is the status can a contract have (GGF. differentiated by type of contract)? Example: Active, Dormant, Expired, Announced, Resubmission, Inactive, Interrupted)
- Contract type (Lease, Lease agreement...)
- associated Department/Division
- Contract number (Number ranges of created departments, The contract partner number)
- Contract key/category
- Contract responsible persons
- Scopes for contract (for example geographical scopes for globally operating companies)
- Associated/related contracts (Framework contracts, overarching contract regulations, separately managed systems, z.B. Performance tickets)
- Contract dates (Completion date, Term of contract, Cancellation deadlines, Extension options, Resubmissions)
- Undersigned persons/Unterschrifstdatum
- Place of storage of the original paper contract
- Language of the contract
- Contract costs (Once/periodic/variable)
- Contract currency
- Terms of payment
Depending on the constellation, a lot more contract attributes may be desired/useful, and ggf. certain information in third-party systems such as z.B. an ERP system manages. Important here is a balance and balance between
- the desire, to be able to perform later comprehensively as possible all types of evaluations
- the effort in capturing contracts
Only attributes are basically fully evaluable, that must be entered as a mandatory. One often sensible approach is, to prescribe minimum required fields for creating a contract, to enable a quick first version, only when the contractual status more fields specific to provide, for example, if a legal agreement will be filed.
Document management
- Editing and automatic versioning possible/desirable?
- Approval workflow?
- Import/export documents?
Compliance requirements
- History/versioning of all changes to contracts and contract attributes?
- Given revision security? What is revision security defined in your organization?
Privileges and responsibilities
- What people have which roles in relation to the contract (Person in charge, Accounting clerk, Supervisors, legal contact).
- For who is a contract relevant/valid?May these people see the contracts or even edit? Only insight in the contract attributes (Evaluations) or in the documents themselves
Reporting
- What types of evaluations are needed?
- Simple create/expand reports
Search/retrieval of contracts
- Full-text search
- Search for categories/attributes or. Combinations
- Entry pages
- To do lists
Notifications
Automatic notifications of specific changes, z.B.
- early expiration of notice
- Changes made by others
Multilingualism
Is there a central corporate language, or must the system be multilingual? What languages should be supported?
Interfaces
What third-party systems to provide data? For which third-party systems must data be provided. Examples:
- Can person master data from an SAP system or from a directory service (Active Directory) come
- Contractual partner master data can come from an ERP system
- Contract information must be provided if necessary. other systems can be deployed
- If other contract management systems in use and should be replaced immediately, is a contract information synchronization to ensure
- Contract files need for third parties (z.B. a law firm) provided/exported can be
Data migration
The data to be migrated must be planned carefully in the course of separation from other contract management systems. This is usually a small subproject.
4. Implementation timetable
The creation and adoption of an implementation roadmap (called also roadmap) is of crucial importance. This plan should take into account organisational and technological aspects
- Request catalog
- Internal conception of the project
- Tendering/evaluation product manufacturer/service provider
- Selection process and budgeting
- GGF. Pilot project with provider(n)
- Development of fine concept / Implementation specification together with supplier/service provider
Following should be started with the classic implementation. In this first phase, "Selling" the benefits of a central is contract management inside at least as much as the choice of the "right" partner and service provider.
These hurdles are taken and sit a stakeholder, Project team and external partners really in a boat with a common goal, then, nothing in the way of a successful launch.
Summary
Unfortunately, many implementation projects are still longer than planned take, be more expensive or very scheitern. Ultimately, there is no guarantee recipe for the successful introduction of contract management, but experience shows, that you repeatedly underestimated the organizational hurdles. The organizational conditions are good and the service provider is competent and both technically as well versed on organizational, easily manage these projects. Are not given the organisational requirements, failure even the best project team.