Contract management is integral to the mission and functionality of the Department of Defense (DOD). As the largest government agency, contracting knowledge reduces uncertainties and management problems. DOD embraces model with an aim of minimizing the inconveniences that may arise to hinder quality contacts. Through the Contract Management Body of Knowledge (CMBOK), buyers and sellers can access essential facts through contract life cycles that enhances efficiency. Both (CMBOK) and DOD competency models rely on categories that reflect phases of the contract life cycle (Rene, & Winn, 2017).
The difference between the DOD and CMBOK competencies
DOD model and CMBOK have life cycles that are aligned differently. For the DOD model, the pre-award and award contract phases are combined. The post-award and the life cycle are divided into a united contract of administration and termination. On the other hand, the CMBOK is concise with separate life cycles, ensuring that each competency is individually represented. The CMBOK is more detailed, with phases broken down into specific domains such as contract negotiations and source selections (Rene, & Winn, 2017). The DOD is less concise compared to the CMBOK model.
Delegate your assignment to our experts and they will do the rest.
Secondly, the professional competencies are handled differently in each model. The DOD model covers one competency on professionalism which include: interpersonal skills, communication, flexibility, resilience, oral communication, and accountability. Also, the model does not identify competencies integral to organizational capabilities (Rene, & Winn, 2017). The CMBOK model has different competencies that address the professional areas, which provides greater efficiency to contracting. Through the learning competency, both individuals and organizations are provided an opportunity to improve on different areas on each level.
CMBOK is well defined and structured to include non- Federal Acquisition Regulation (FAR) areas, leading to a better approach in contract management. The non-FAR areas, including management competency, consists of numerous management competencies such as project management, chain management, and risk management that guide contracting. Contrary, the DOD model is limited with FAR and Defense FAR Supplement areas. Other key competencies include e-business and coordination for purchase cards that are made possible through the activity program. The separation of core competencies is designed to assist in the combat environment.
Which elements of the models can be combined?
DOD post-award and CMBOK management competency could combine to assist in transparent and effective contracts. In contract management, it is essential that all documents go through proper channels and processes that result in transparency in government contracting. Through management competency, the contract manager can visualize the terms of the contract regarding organizational goals (Couture & Schooner, 2013). Through the combination, the manager can articulate issues from all areas that lead to better contract quality enhancement. Reports indicate that through management, some of the critical deficient areas in DOD contracts can be outlined (Couture & Schooner, 2013). Due to the complexity of the defense contract, it is essential that the process is well managed. The size and complexity of the contract will influence the ultimate decisions that the contract manager needs to focus on the appropriate management processes.
The DOD professional competency might combine with CMBOK leadership competency. Combining the two would provide an intensive overview that leads to risk mitigation. Contract administration and oversight is one of the problematic critical areas of the DOD model (Couture & Schooner, 2013). Therefore, the combination of DOD professional competencies that include written communication, problem-solving, and decisiveness would be part of leadership characteristics that helps to emphasize the success of contracts by developing and executing strategies of the best outcomes. The incorporated contract model should guide the organization to maximize efforts that lead to successful results.
References
Couture, N., & Schooner, S. (2013). The contract management body of knowledge: Understanding an essential tool for the acquisition profession.
Rene, R., & Winn, T. (2017). Competency in contract management: a comparison of DOD and CMBOK competency models, contract management. 66-80 http://hdl.handle.net/10945/56443
