Times, Peter Drucker states that in turbulent times,“you manage the fundamentals and you manage them well…” 1 Today’s contracting environmen can definitely be described as turbulent times. The acquisition transformation that has engulfed the defense and high-tech industries is forcing organizations to take Drucker’s advice and re-evaluate their fundamental, critical core processes, specifically their contract management process, and learn how to manage them well. Indeed, the transformation of the contract management process from an administrative, tactical function to a strategic process integral to corporate strategy and directly contributing to the organization’s competitive advantage is requiring organizations to take a second look at this critical core process. Organizations that have successfully re-assessed their contract management processes have confirmed the fact that effective contracts depend, to a great extent, on the processes used to create those contracts. Thus, in order to award and successfully manage effective contracts, organizations must have disciplined, capable, and mature contract management processes in place. But what are disciplined, capable, and mature contract management processes? How can an organization measure the capability and maturity of its contract management processes? This article will introduce the Contract Management Maturity Model (CMMM©) as a tool for measuring an organization’s contract management process capability and discuss the value in periodically assessing an organization’s contract management process maturity and using the results of that assessment as a road map for continuously improving organizational contract management process capability.