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Solution
For ROSHN sourcing of the IT consultancy services, the performance measures which can be used are informed by existence of multiple stakeholders engaged. This is with requirements of risks management and executing their roles. Their terms and conditions note;
Therefore, as part of the different terms and conditions, they have clearly stipulated performance measures which need to be monitored and evaluated. These performance measures similarly include the cost savings with scope of KSA government support being provided. Also, with a utilisation of a frequent monitoring and management include guaranteeing successful performance in various organisation contexts.
To monitor and manage the performance measures identified, the areas of focus including the organisation, functional and individual as illustrated in the following;
Figure 5:Areas of performance measures review and monitoring
Source: CIPS Module Notes
The rationale for focusing on the identified performance measures informed by an understanding of strategy as part of their performance measures. The importance of this is to implement the contracts management and technical resources used. For ROSHN PS&M teams, apart from benchmarking on best strategy in their active operations.
In terms of operations being a performance measure, there is a need to consider operational performance measures for contracts implementation and collaboration with others, engaging all stakeholders to come up with right standards for practice. Since in KSA there are organisations which have successfully engaged appropriate performance measures, they could pursue benchmarking in the contracts implementation (Zhang et al., 2024).
In terms of stakeholders inclusion in contracts management, for ROSHN, different stakeholders are engaged for improving awareness on the contracts management and potential risks as highlighted in earlier identified risk register components. The rationale of engaging multiple stakeholders in the evaluation process is monitoring and measuring how the contract is successfully implemented/pursued. Through this, it is possible to note all the issues which potentially hinder a successful contract implementation (Treinta et al., 2020). The included stakeholders are in a position of understanding the scope of trust in place, contracts implementation requirements, unsuccessful engagement and uncertainty prioritised. All these areas would need to be prioritised with all stakeholders involved in collaboration for successful operations. A priority need to be appropriately under coordination through collaboration of different PS&M teams. The priority to instruct and enlighten entire stakeholders for a successful contract management process.
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