Content in Modul 4: Claims-Management
When a claim is recognized, it is about taking the right measures: both in your own company and externally to the other party. This module describes the essential basics of change management, explains the correct procedure in the event of an acceleration, suspension or delay and explains the structure of documents for enforcing a claim or a change order. Passing the tests in this module is a prerequisite for the Principal Contract Manager degree.
Total duration for the lessons in this module is ca. 8 hours
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4.1 |
Management of Changes |
Changes in a project are normal and the order of the day. Therefore, it makes sense if standardized processes are established in a company, such as how changes are identified at an early stage and how they are dealt with. In recent years there have been an increasing number of cases in which contracts Define elaborate procedures to implement a change and at the same time lose a claim if short deadlines are exceeded. In this lesson, the basic methods and procedures in connection with changes are dealt with, so that compensation can be achieved even with difficult contracts. |
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4.2 |
Methods for planned changes (change orders) |
A project initially exists as a rough idea and is also agreed in a contract. As part of the implementation, the parties concretise these ideas and develop change requests through intensive engagement with the matter. In contrast to a claim, such change requests can be discussed and agreed in advance, which is why they are also given the title “Planned Changes”. This lesson now deals with the planned changes, the processes and the points to be considered. |
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4.3 |
Changes with subcontractors |
The more complex a project, the more contractors and suppliers are involved. Changes are the order of the day, especially when a plant requires a high degree of planning. This lesson deals with procedures, how a change management with contractors can be designed and which special features have to be considered. |
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4.4 |
Acceleration measures |
The more complex a project or work is, the more likely it is to be delayed. The contractor would then like an acceleration so that the originally planned completion dates can be met as far as possible. Contracts then enable the customer to order an accelerated completion. This lesson covers issues that need to be considered both in contracts and when performing such an action. |
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4.5 |
Activities around a suspension |
There are always situations in which a person ordering a work orders a suspension, i.e. a delayed completion. So the current work has to be stopped and kept in such a way that you can start again at a later point in time. This lesson deals with aspects that have to be considered in the context of a suspension. |
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4.6 |
Handling of unplanned changes (Claims) |
Unplanned changes result from a breach of duty or the occurrence of a risk. Both lead to damage. Contracts define whether damage will be compensated and who can then be claimed. In this lesson a standardized procedure is shown, how effort and resistance can be reduced and how professional claims are created. |
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4.7 |
Establishing claim documents |
Successful claims follow a standard structure. The structured and systematic structure of a claim also serves as an orientation as to which documents are required in advance to secure evidence. |
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4.8 |
Case analysis of complex claims |
In many cases, especially in a large project, there are many small disruptions from everyone involved, which then add up to significant damage. This lesson describes a structured procedure in order to be able to assign malfunctions and damage, especially in the context of complex issues. |
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4.9 |
Management of time delays |
The problem with disruptions that lead to a delay in deadlines is that when the disruption begins, it is impossible to predict with certainty how it will develop and what effects it will have. If the case is then to be processed months later, the necessary documents and evidence are usually missing. This lesson explains a systematic procedure for recording and documenting a fault. |
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4.10 |
Management of Claim Events |
Every change is preceded by an event. Be it the request of the customer, a hindrance or other deviation from the contractual agreements: It usually cannot be predicted what additional work will result from this event. In addition, each event should be responded to individually. This lesson deals with a systematic recording of all events that lead or can lead to a deviation. |
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4.11 |
Interfacemanagement |
The boundaries of a work pact are the interfaces to other work packages, companies, customers, etc. Disruptions at the interfaces lead to a disruption of the following work pact. This lesson deals with the handling of interfaces in contracts and in day-to-day project work. |
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4.12 |
Expenses in case of self-action |
If the contractor does not comply with the request for supplementary performance, the customer can remedy the defect himself and demand reimbursement of expenses. This lesson deals with the prerequisites and boundary conditions in the context of a self-assessment. |
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4.13 |
Claim Assessment |
Claims can be presented as compensation or as a change. The larger a project, the more difficult it becomes for the plant manufacturer to process the many requirements. In part, these are based on legitimate claims, and in part only on the attempt to get reimbursed costs that you incurred through your own fault. This lesson deals with the examination and the correct handling of claims that are directed against your own company. |
