Claim management

from Wikipedia, the free encyclopedia

Need for further management and claim management (including claims management and claim management) is in (the now detached) DIN 69905: 1997 "Monitoring and evaluation of deviations or changes and their economic consequences to define and enforce standards."

In the project business, claims management is part of both the client's and the contractor's tools. The aim is to mutually clarify the commercial consequences of the unforeseeable events in the course of the project when the contract was concluded.

Cause of additional claims

After grant of the order by the customer / client to the contractor, it usually comes, especially in large projects , changes, amendments or extensions. Possible reasons are e.g. B.

  • Insufficient or complete specification of the order
  • error
  • Change or additions to the scope of delivery and services
  • Unpredictable circumstances.

Changes or extensions that are recorded by the order do not lead to additional claims. If this is not the case, the contractor may be a need for further for any additional costs for him costs make to the cause of the change or extension. The causer can be the client or another contractor for the same project.

Actual claim management

Claim management includes at least the following steps:

  1. Technical clarification of changes and extensions
  2. Contract review
  3. Documentation of the requirement (change / extension)
  4. Calculation of the required deliveries and services
  5. Offer to the client or cause of a change
  6. Approval by the client or the person responsible
  7. realization
  8. Billing

Often companies work together on large projects in consortia that offer the overall project. Consortium contracts that regulate the cooperation between the companies within a consortium usually already contain rules for charging additional and change costs.

Instead of claim management, a so-called change management system ( change control ) is also installed nowadays : both the client and the contractor know at the beginning that the project scope will experience changes in the course of implementation, and rules are made for handling the changes. For example, the proven cost of the contractor is provided with a pre-determined profit margin.

literature

  • Ralf Budde: Basic knowledge of contract management for contract & claims management . Volume I. Berlin 2005. ISBN 3-939000-17-5 .
  • Ralf Budde: Project controlling and change management for contract & claims management . Volume II. Berlin 2005. ISBN 3-939000-34-5 .
  • Ralf Budde: Contract and Claims Management . Volume III. Berlin 2006. ISBN 3-939000-35-3 .
  • Walter Gregorc, Karl-Ludwig Weiner: Claim Management A guide for project managers and project teams . Erlangen 2009. ISBN 978-3-89578-335-7 .
  • Wolfgang Kühnel: Claims management in key words . 2nd edition Frankfurt 2010, ISBN 978-3-8163-0587-3 .