Monitoring contractor performance is not simply a negative task that must be done, but rather an opportunity to ensure that both the contractor and the client are understanding each others requirements, strengths, and limitations and to assist in building a stronger teaming arraignment that can and may lead to continued contractual agreements and enhanced performance due to stronger relationships and understanding. Monitoring contractor performance should be viewed as a process rather than a set of tasks. This process begins prior to contractor selection and goes through the Statement of Work (SOW) and throughout the life of the contract. By viewing the monitoring as a process, this will allow for greater understanding on each side of the milestones involved, the requirements and payoffs, and what pitfalls and opportunities exist. In order to build upon this process-oriented methodology, some organizations, including the Federal Government, have taken to using performance-based contracting in order to focus more on performance and excellence rather than on deliverables and completion dates. This method is new and some feel gives too much power over to the contractor. However, this method also allows for greater contractor flexibility and determination of the best way to proceed. It also cuts down on tasks and status reports, but allows for focus to be placed on accomplishing the goal rather than meeting individual reports and tasks. Finally, a method for conflict resolution should be determined in order to assure that pitfalls do not escalate into showstoppers.
             Monitoring contractor performance is a critical part of the overall contract and project process. For new contractor-client teaming, this allows for a formalized methodology of establishing communications, relationships, and team-building; while for already familiar teaming, this builds on the existing relationship by providing status checks to ensure both sides are ...