A short spoken excerpt arguing that record-management systems for contracts fail when site teams (who must record data) do not receive immediate benefit from those records. The speaker proposes active engagement: explain benefits, recognise and upskill shift supervisors, and create accreditation/reward pathways to bridge the gap between on-site reality and PMO strategic needs.
So I think an extra challenge we have over the contract management systems with record keeping is with the contract management systems the people benefiting from the reports were typically the same people using the system with record management. We are really asking and requiring our site teams to capture this information for us and they're not getting that immediate benefit. So I think we've got more than just turning a system on to do here. We have to really unlock that that potential by explaining why why we want to do this and the benefits to the whole project for doing it. But I think we need to go further. You know we have project manager accreditation, supervisor accreditations now. How about something for shift supervisors? How about something to recognize the value that those individuals create and bridge that gap between reality and and the data and the PMO office that's looking to more strategically control things. There's a lot we can do there in rewarding, recognizing, upskilling and valuing those people.
