Guidance

What does a good contract manager look like (HTML)

Updated 29 October 2025

The playing field

The annual public sector spend on external contracts is more than £50 billion.

• Construction
• Schools
• Hospitals
• Infrastructure
• Housing
• Defence
• Roads 
• Rail
• Justice
• Regulation
• Front-line services

Government

• High profile
• Under scrutiny
• High expectations
• Spend effectively
• Value for money
• Manage capably
• Right skills

The horrors…

Why do we need fully-trained and accredited contract managers?

Because:

• The Post Office IT contract hit the headlines again this year
• Everyone remembers what happened with Carillion
• Interserve was given contracts of more than £60m prior to it’s collapse
• The Government was forced to review £500m of Atos contracts after a huge IT failure
• Over 60 contracts have been called-in for serious financial issues
• £180 million had to be repaid by G4 and Serco after over-billing
• 73 contracts have needed to be reviewed against the government framework
• Five contracts have been referred to the Police and Serious Fraud Office

Why do we need effective contract management and efficient contract managers

For governance and compliance purposes:

• No contract manages itself
• Risk
• Fall out

For credibility purposes:

• Demonstrate professionalism
• More professionally qualified CMs
• Higher satisfaction

For developmental purposes:

• People development
• Skills transfer
• Greater efficiencies
• Better value

Contract Management Standards

A. Business Acumen & Relationships and Capability

Transferable Business Skills

• Financial Literacy
• Tenacity
• Political Insight
• Decisive and Clear Thinking
• Risk Mindset
• Relationship and Stakeholder Management

CM Specific

• Contract Literacy
• Supplier Market Understanding

B. Technical Expertise

Contract Management Lifecycle

1. Design and on-going development
2. Procurement and mobilisation
3. Managing Contract Delivery
4. Exit and Transition

• Change control
• Stakeholder Management
• Risk Management

Contract Management Standards

Foundation

• Understands business case development and works with colleagues to input Into options appraisal.
• Inputs into specification for deliverables and technical notes and aware of stakeholders that should be represented when producing requirements.
• Captures and shares lessons learned and best practice across team.
• Uses knowledge of data sources to support design of performance management process.
• Seeks awareness of the market to support dec1s1ons around commercial arrangements and contract evaluation methods.
• Demonstrates awareness of efficiency controls, governance and approval mechanisms.
• Recognises importance of defined, comprehensive and proportionate management information.
• Aware of relevant legislation and contractual mechanisms in relation to supply chain compliance and sustainably.
• Prioritises own workload In order to carry out acbv1ties required to support resource planning.

Practitioner

• Inputs Into and collaborates with colleagues in the development of a business case, using knowledge of the business and organisational objectives.
• Develops specification for deliverables and technical notes, Identifying stakeholders that should be represented when producing requirements.
• Identifies and shares lessons learned and best practice across teams; ensures these are incorporated into procurement exercises and policy approach.
• Defines and evaluates data sources lo establish and review KPls. as well as flexibility required during contract lifecycle.
• Uses market Insight and awareness to inform decisions on commercial arrangements and contract evaluation methods.
• Develops efficiency controls, governance and approval mechanisms.
• Develops, applies and reviews defined, comprehensive and proportionate management information reporting practices.
• Designs and implements mechanisms to ensure visibility and assurance or supply chain compliance and sustainability.
• Takes proactive view of contract end dates, overlaying potential re procurement or termination timescales. Develops and applies processes to ensure contract Is resourced, adapting to organisation and supplier changes.

Expert

• Collaborates with colleagues in the shaping, development and approval or a business case that supports the delivery of organisational objectives
• Leads on providing spec1fical1on for deliverables and technical notes. Recognises gaps and contradictions in the requirements and advises on the sourcing and contractual consequences.
• Identifies, develops and shares lessons learned across functions; draws upon cross-government best practice to shape procurement exercises and policy decisions.
• Uses expertise to Identify future proofing measures, leading on development of new KPIs to maximise value over the contract lifecycle.
• Applies knowledge or broader economic and market conditions lo challenge thinking and lead decisions on commercial arrangements and contract evaluation methods.
• Reviews and advises on efficiency controls. governance and approval mechanisms.
• Advises on management information best practices to ensure reporting supports achievement of organisational objectives
• Leads design and Implementation of contract mechanisms relating to supply chain compliance and sustainability, anticipating and responding to new legislation.
• Analyses pipeline data to inform resource planning and mitigate organisational risk. Commissions and ensures adoption or processes lo ensure contracts are resourced, adapting to organisation and supplier changes.

So how does this translate?

• Financial Literacy
• Decisive and Clear Thinking
• Tenacity
• Supplier Market Understanding
• Political Insight
• Risk Management
• Stakeholder Engagement
• Contract Literacy

Contract literacy

Understands contract terms and what this means for managing a contract.

Able to interpret and apply contract terms to ensure delivery of all parties’ obligations, incentivise supplier performance, manage issues and maximise value. Applies relevant models and tools and knows when to seek operational support or Commercial/Legal advice.

In practice, being able to:

• Understand contract specifics such as clauses, terms and conditions, pricing and service credits.
• Use tools to address poor performance.

Financial literacy

Works effectively with financial data - analysing, interpreting, integrating, and applying understanding. Understands the financials that underpin a contract and how to leverage this effectively in managing the contract. Works effectively with Finance colleagues to optimise financial performance.

In practice, being able to:

• Use financial data to understand how a contract is performing and what might be causing performance highs or lows.
• Understand terms such as profit, loss, budget, costs etc.
• Share recommendations based on your financial observations.

Decisive and clear thinking

Readily takes responsibility for making decisions and implementing them. Uses relevant evidence and data to make informed decisions, seeking input from others or specialist advice when necessary. Communicates decisions clearly to others.

In practice, being able to:

• Talk with clarity: articulate a clear path of thought when explaining your decisions.
• Use evidence to back up decisions.
• Express when further information may be required to make a decision.
• Make competent decisions aligned to objectives, strategies and policies.

Tenacity

Demonstrates appropriate use of persistence and resilience to overcome challenges and achieve contractual objectives and desired outcomes, balanced with consideration of longer-term, mutual gains. Utilises an evidence-based approach to challenge others or defend their position when issues arise.

In practice, being able to:

• Hold suppliers to account.
• Use evidence to back up your reasoning and approach.
• Encourage suppliers to have awareness of the needs of others.

Supplier market understanding

Understands how different markets can be created and applies market understanding to enhance performance.

Aware of market drivers and developments, keeping abreast of - and adapting to - changes in the market effectively.

Develops and maintains communication with suppliers and the wider market.

In practice, being able to:

• Recognise regional supplier variations and how this relates to the supplier agenda.
• Express your knowledge of supplier market performance (basing your analysis on the impact of quality, time or cost)
• Identify when to work with partners or seek advice to optimise supply arrangements or obtain value for money (VfM)

Political insight

Navigates complex environments successfully, encouraging stakeholders to do the same. Demonstrates knowledge of the wider political context of work. Recognises the intricacy of others people’s’ motivations and perspectives and applies this insight to inform recommendations and decisions.

In practice, being able to:

• Consider factors, political issues and stakeholder contexts.
• Engage with internal and external stakeholders to coordinate an approach to managing the supplier.
• Back-up your findings with accurate data to outline decisions made based upon the best information available.

Risk mindset

Comprehensively considers risks, their impacts, and how these can be mitigated and managed effectively. Assesses risk, documents findings, and works with others to ensure risk ownership and an agreed risk management approach.

In practice, being able to:

• Differentiate between risks and issues and identify both.
• Prepare mitigations for risks including risk sharing.
• Identify risks associated with a broad range of factors, not just contract delivery e.g. reputation, value for money, social value, quality of the service.

Stakeholder engagement

Builds effective and trusted relationships with others and collaborates with a diverse range of stakeholders to influence business outcomes. Shares information and knowledge, and seeks to understand stakeholder requirements and interests. Can apply influence and motivation.

In practice, being able to:

• Collaborate with stakeholders with a focus of building trust and long term engagement.
• Produce communication/engagement plans for working with suppliers.
• Deliver win/win outcomes.

The Contract Management Capability Programme (CMCP)

Government Campus - Specialist Skills

The Contract Management Capability Programme (CMCP) offers learning for different levels:

• Expert Level: Expert accreditation
• Practitioner Level: Practitioner accreditation
• Working Level: Foundation accreditation Beyond Foundation
• Awareness Level:

Foundation

• 6 e-learning modules that cover each of the technical skills from the Contract Management Standards.
• Each approx 1-3 hours.
• Online, multiple choice assessment to gain your accreditation.

Beyond Foundation

• 9 videos that cover each of the technical skills as well as some of the behavioural attributes from the Standards e.g. financial literacy, risk mindset and stakeholder engagement.
• Complements your Foundation learning, provides additional challenge or prepares you for a Practitioner accreditation if you are ready for the next step in your career.
• No assessment.

Contract Management Networks

• Knowledge hub
• CMCP bulletin
• Contract management conference (Thursday 3rd April)
• SALSA and SAS webinars

Key contacts and details

Catherine Tibbs and Samantha Sheldon/The Contract Management L&D Team, Learning & Development Managers: contractmanagementl-d@cabinetoffice.gov.uk

Richard Waft, Communications Manager:  richard.waft@cabinet.office.gov.uk 

General email:contract-management@cabinetoffice.gov.uk

Government Commercial College link (you’ll need to create a log-in account)

Direct links to:

Foundation

Beyond Foundation

Contract Management Professional Standards

KnowledgeHub