wc16 - d14 - relational contracting management

Breakout Session #: D14

Andy Akrouche

Aisha Ghadban

Date: Tuesday, July 26

Time: 11:15am–12:30pm

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Relational Contracting Management

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Challenges

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Need for a More Integrated Approach

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Public Sector Agility

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Public Sector Contracting Process

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Management by Insight, Not Just Oversight

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Relation Between Complexity & Collaboration

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Relational Importance

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Relationships First Approach

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Relational Contracting

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Relationships First

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Relationships Charter

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Relationships Charter

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Managing Relationships Means Working In Teams

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• Participating actively on the joint governance structures

• Collaboration – Working in teams, – Working together effectively in a transparent and

collaborative way. – Getting rid of the ‘us’ and the ‘them’ mentality and

embrace the ‘we’ or ‘us’

• Building Trust– Learn to trust each other through experience.

Success of the relationship depends on people working together:

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Relational Philosophy

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Core Idea: Interest-based

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Main Difference Between Traditional and Relationship-based Models

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Implementation

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Collaborative Convergence Process

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Relationship Management Framework Development and Operationalization

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Procurement of Relationships

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Leading the Change: Relationships Management Office (RMO)

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Takeaways

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• Initiate a culture change process - Shift organizational mindset from adversarial oversight to insight-based collaborative oversight models of management;

• Incorporate the Relationship Charter at the core of the business arrangement in both public-public and Public-private relationships;

• Operationalize the Charter - Create high performing Joint Integrated Teams;

• Establish a Relationships Management Office (RMO) to support individual relationships and to drive the achievement of strategic program objectives.

• Take Action

Recognizing that the relationship among stakeholders is the real pivot for effective delivery management and performance improvement, what can we do?

• Initiate a culture change process - Shift organizational mindset from adversarial oversight to insight-based collaborative oversight models of management;

• Incorporate the Relationship Charter at the core of the business arrangement in both public-public and Public-private relationships;

• Operationalize the Charter - Create high performing Joint Integrated Teams;

• Establish a Relationships Management Office (RMO) to support individual relationships and to drive the achievement of strategic program objectives.

• Take Action

Recognizing that the relationship among stakeholders is the real pivot for effective delivery management and performance improvement, what can we do?

© 2016 Strategic Relationships Solutions Inc. (SRS)

Andy Akrouche Andy.Akrouche@srscan.com

+1 613.290.5921

Thank You!

24 © 2016 Strategic Relationships Solutions Inc. (SRS)