The document describes a "claims triage" process used by the authors' company to evaluate new dispute resolution assignments and choose an appropriate analysis methodology. The process involves assembling a team to review background information on the project, dispute, and available data, and discuss which factors outlined in the AACE recommended practice should guide the methodology selection. The goal is to make a careful, well-documented choice that considers lessons learned from similar past cases.
Use Of A Claims Triage Workshop To Choose An Analysis MethodChris Carson
AACEi Recommended Practice 29R-03, Forensic Schedule Analysis, properly notes that there are a number of factors to consider in choosing a method of analysis in a time-related dispute. The variety, number, and complexity of the reasons to choose the correct method of analysis require more than a casual approach.
This presentation demonstrates a process that we call a “Claims Triage” and use for every new dispute resolution assignment, organized and guided with a checklist and procedure.
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The key to successful projects and programs and viable project management is a strong and effective project controls effort. This effort is the result of a structured approach to developing a planning and scheduling culture in the organization through adoption of industry best practices, recruiting, training, and mentoring of project controls personnel, and maintaining state of the art competencies among all levels of personnel.
Use Of A Claims Triage Workshop To Choose An Analysis MethodChris Carson
AACEi Recommended Practice 29R-03, Forensic Schedule Analysis, properly notes that there are a number of factors to consider in choosing a method of analysis in a time-related dispute. The variety, number, and complexity of the reasons to choose the correct method of analysis require more than a casual approach.
This presentation demonstrates a process that we call a “Claims Triage” and use for every new dispute resolution assignment, organized and guided with a checklist and procedure.
Dealing With A Schedule That Cannot Be Approved - AACE 2012 MeetingChris Carson
Ideally all projects would have schedules submitted and approved, but sometimes the quality of the schedule prevents approval. This presentation suggests ways to deal with this situation, as well as ways to encourage approvable schedules.
Roadmap To World Class Project Controls PpChris Carson
The key to successful projects and programs and viable project management is a strong and effective project controls effort. This effort is the result of a structured approach to developing a planning and scheduling culture in the organization through adoption of industry best practices, recruiting, training, and mentoring of project controls personnel, and maintaining state of the art competencies among all levels of personnel.
Favorite Delay Analysis Methodologies Town Hall SEIChris Carson
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Pmicos 2011 Review And Analysis Of Mitigation SchedulesChris Carson
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McLachlan Lister provides a range of management consulting and project management services. These are offered either discretely or as an integrated service - you control the depth of our relationship:
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Chapter16For all types of project and in their different sizes, .docxchristinemaritza
Chapter16
For all types of project and in their different sizes, prioritizing its requirements is a very critical phase in the requirements development process. Prioritizing is also called requirements triage, which helps reveal competing goals, resolve conflicts, plan for staged or incremental deliveries, control scope creep, and make the necessary trade-offs decisions. It is also a way to deal with competing demands for limited resources.
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On a small project, the stakeholders should be able to agree on requirements priorities informally. In contrast to larger projects stakeholders demand a more structured approach that removes some of the emotions, politics, and guesswork from the process. There are five techniques for requirements prioritization. The first one is in or out approach, which is the simplest of all prioritization methods is to have a group of stakeholders work down a list of requirements and make a binary decision: is it in, or is it out? The second technique is pairwise comparison and rank ordering. People try to assign to assign a unique priority sequence number to each requirement. Rank ordering a list of requirements involves making pairwise comparison between all of them so you can judge which number of each pair has higher priority. The third technique is three-level scale, which is a common approach that groups the requirements into three levels, high, medium, and low. One way to assess priority is to consider the two dimensions of importance and urgency. The fourth techniques is the MoSCoW, it changes the three-level scale of high, medium, and low to a four-level scale must, should, could, and won’t. The last approach is the $100 technique, where the prioritization team has 100 imaginary dollars to work with. Team members allocate these dollars to “buy” items that they would like to have implemented from the complete set of requirements. They weight the higher priority requirements more heavily by allocating more dollars to them.
A definitive, rigorous way to relate customer value to proposed product features is with a technique called Quality Function Deployment or QFD. This technique was ranked in the top tier of effectiveness in a comparative evaluation of 17 requirements prioritization methods. This scheme borrows from the QFD concept of basing customer value on both the benefit provided to the customer if a specific product feature is present and the penalty paid if that feature is absent. A ...
Asset finance systems projects guide 101David Pedreno
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Favorite Delay Analysis Methodologies Town Hall SEIChris Carson
Presentation from a Town Hall session to discuss favorite forensic schedule analysis methodologies, based on the Forensic Analysis Recommended Practice from AACE International. The Best Practices and Guidelines for Schedule Impact Analysis project is discussing methods.
Pmicos 2011 Review And Analysis Of Mitigation SchedulesChris Carson
This paper describes strategies to request, review and analyze mitigation plans, including discussion of real project experiences in mitigation through cost-based analysis looking at progress, compression, and fast track, ultimately recognizing the differences between the Contractors’ best case and the Owner’s best case.
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Chapter16For all types of project and in their different sizes, .docxchristinemaritza
Chapter16
For all types of project and in their different sizes, prioritizing its requirements is a very critical phase in the requirements development process. Prioritizing is also called requirements triage, which helps reveal competing goals, resolve conflicts, plan for staged or incremental deliveries, control scope creep, and make the necessary trade-offs decisions. It is also a way to deal with competing demands for limited resources.
In requirements prioritization, various stakeholders need to participate in the process, from customers, project managers, and developers. A successful prioritization techniques requires an understanding of six issues, which are the needs of the customers, the relative importance of requirements to the customers, the timing at which capabilities need to be delivered, requirements that serve as predecessors for other requirements, which requirements must be implemented as a group, and the cost to satisfy each requirements.
On a small project, the stakeholders should be able to agree on requirements priorities informally. In contrast to larger projects stakeholders demand a more structured approach that removes some of the emotions, politics, and guesswork from the process. There are five techniques for requirements prioritization. The first one is in or out approach, which is the simplest of all prioritization methods is to have a group of stakeholders work down a list of requirements and make a binary decision: is it in, or is it out? The second technique is pairwise comparison and rank ordering. People try to assign to assign a unique priority sequence number to each requirement. Rank ordering a list of requirements involves making pairwise comparison between all of them so you can judge which number of each pair has higher priority. The third technique is three-level scale, which is a common approach that groups the requirements into three levels, high, medium, and low. One way to assess priority is to consider the two dimensions of importance and urgency. The fourth techniques is the MoSCoW, it changes the three-level scale of high, medium, and low to a four-level scale must, should, could, and won’t. The last approach is the $100 technique, where the prioritization team has 100 imaginary dollars to work with. Team members allocate these dollars to “buy” items that they would like to have implemented from the complete set of requirements. They weight the higher priority requirements more heavily by allocating more dollars to them.
A definitive, rigorous way to relate customer value to proposed product features is with a technique called Quality Function Deployment or QFD. This technique was ranked in the top tier of effectiveness in a comparative evaluation of 17 requirements prioritization methods. This scheme borrows from the QFD concept of basing customer value on both the benefit provided to the customer if a specific product feature is present and the penalty paid if that feature is absent. A ...
Asset finance systems projects guide 101David Pedreno
You are starting, or have already started, an asset finance and leasing system implementation what are the typical pain points ahead? In this “101" guide and tips, Richmond Consulting Group looks at the key areas that will need attention if the journey is to be a smooth one.
Equipment and automotive finance system projects guide 101 Third edition, including a new chapter on back office processes and system outsourcing opportunities.
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"Equipment Finance System Projects Guide 101".You are starting, or have already started, an equipment finance and leasing system implementation. What are the typical pain points ahead?
In this “101" guide and tips, Richmond Group looks at the key areas that will need attention if the journey is to be a smooth one.
Equipment Finance System Projects Guide 101. You are starting, or have already started, an equipment finance and leasing system implementation. What are the typical pain points ahead?
In this “101" guide and tips, Richmond Group looks at the key areas that will need attention if the journey is to be a smooth one. We hope our tips help you get your project off to a good start and welcome any comments!
Equipment finance system projects.
You are starting, or have already started, an equipment finance and leasing system implementation. What are the typical pain points ahead?
In this “101" guide and tips, Richmond Group looks at the key areas that will need attention if the journey is to be a smooth one.
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Claims Triage
1.
2. Use Of A Claims Triage Workshop To Choose An Analysis Method Chris Carson, PMP, PSP, CCM Alpha Corporation Corporate Director of Project Controls
3. 3 Chris Carson, PSP, CCM, PMP Corporate Director of Project Controls, Alpha Corporation Responsible for standards, processes, and procedures for a team of schedulers, analysts, and project managers in multiple office locations, as well as analysis, work product, and testimony Developed and manages the in-house project controls training program at Alpha University: University of Virginia, Mechanical Engineering, 1972 Professional Field: 38 years of experience in Construction Management Services specializing in Scheduling, Schedule Analysis, Estimating, Claims Active in PMI (Project Management Institute) College of Scheduling Vice President of Scheduling Excellence, Managing Director for SEI (Scheduling Excellence Initiative) writing Best Practices and Guidelines for Scheduling and Schedule Impact Analysis Active in AACEi (Association for the Advancement of Cost Estimating International) Member of P&S and CDR Committees Author of Recommended Practices in Scheduling & Editor of Forensic Schedule Analysis RP Active in Planning Planet Chief Editor for US, writing Planner Users’ Guide, developing accreditation Guild for planners Active in CMAA (Construction Management Association of America) Served on committee revising Time Management Chapter of CMAA’s CM Standards of Practice 3
4. 4 Co-Authors for Paper Bob Kelly, PSP, CPE Director of Dispute Resolution, Alpha Corporation Co-Chairman of AACEi’s CDR Committee Rob Kelly, Jr., PSP, PMP, CFCC Project Controls Manager Ohio, Alpha Corporation Acts as Neutral for Ohio School Facilities Commission
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7. 7 USE OF A CLAIMS TRIAGE WORKSHOP TO CHOOSE AN ANALYSIS METHOD Claims Triage Process Process involves a team approach Commitment to RP 29R-03 Forensic Schedule Analysis, Section 5 “Choosing a Method” – Factors taken from this document Team assignments based on experience Importance of objective viewpoint during document management, review and analysis Lead Consultant is assigned (often based on who receives the referral)
8. 8 USE OF A CLAIMS TRIAGE WORKSHOP TO CHOOSE AN ANALYSIS METHOD Information Needed for the Triage Session Lead Consultant is responsible for coordination of triage meeting Structure and conduct of the meeting is dependent on information developed prior to meeting See Checklist A “First Meeting Interview with Dispute Resolution Client” for information necessary Project Facts Dispute Facts Legal Facts Source Documents and Data Validation Engagement and Triage Information: chicken or the egg?
9. 9 USE OF A CLAIMS TRIAGE WORKSHOP TO CHOOSE AN ANALYSIS METHOD Information Needed for the Triage Session Project Facts Parties/stakeholders Project type and description Project location Contract value Bid, start, completion dates Current project status – cost and schedule
10. 10 USE OF A CLAIMS TRIAGE WORKSHOP TO CHOOSE AN ANALYSIS METHOD Information Needed for the Triage Session Dispute Facts An understanding of the dispute Size of the dispute Start of dispute Duration of the dispute Prior dispute communications Current dispute documentation/tracking efforts
11. 11 USE OF A CLAIMS TRIAGE WORKSHOP TO CHOOSE AN ANALYSIS METHOD Information Needed for the Triage Session Legal Facts Litigation calendar Contract claims process Prior claim communications Current status of claim Any rebuttal arguments known at this time Any risks from counterclaims
12. 12 USE OF A CLAIMS TRIAGE WORKSHOP TO CHOOSE AN ANALYSIS METHOD Information Needed for the Triage Session Source Documents and Data Validation Contract Plans and specifications Project baseline schedule Schedule update As-built information and accuracy Contemporaneous validation sources (daily field reports, time cards) Detailed bid estimate Job cost reports Requests for information Change orders Internal client analyses or reports
13. 13 USE OF A CLAIMS TRIAGE WORKSHOP TO CHOOSE AN ANALYSIS METHOD Information Needed for the Triage Session Tasking and Budgeting Timeline for performance of the analysis Interim deliverables Budgetary constraints Methodology discussion Initial estimate of effort Client directive(s)
14. 14 USE OF A CLAIMS TRIAGE WORKSHOP TO CHOOSE AN ANALYSIS METHOD Expected Outcome from the Triage Session Eliminate potential methodologies Focused need on missing information Better-performance of final methodology selection Quality Control in process of methodology selection Confidence in methodology selection
15. 15 USE OF A CLAIMS TRIAGE WORKSHOP TO CHOOSE AN ANALYSIS METHOD The Triage Session Distribute information prior to Triage Documents acquired to date Summary of dispute Client-interview information Other “First Meeting Interview with the DR Client” information The earlier the better Well-briefed team = more effective Triage
16. 16 USE OF A CLAIMS TRIAGE WORKSHOP TO CHOOSE AN ANALYSIS METHOD The Triage Session Review Project and Case Background Client overview Project summary Disputed issues summary Availability & legitimacy of baseline & updates Availability & legitimacy of documents
17. 17 USE OF A CLAIMS TRIAGE WORKSHOP TO CHOOSE AN ANALYSIS METHOD The Triage Session Open Floor to Q&A from Triage team Information validation Identification of conflicts New questions and perspectives Identify missing information Guide for follow-up Now the Triage Team is ready to discuss the factors to consider for the choice of methodology
18. 18 USE OF A CLAIMS TRIAGE WORKSHOP TO CHOOSE AN ANALYSIS METHOD The Triage Session: Factors to Consider in Choosing an Analysis Methodology Contract Requirements Review the contract for stipulated method for forensic analysis or a method for proving entitlement to time related compensation. Critical Path Methodology? Prospective or Retrospective: does specified methodology address either, both or neither? Triage session must establish and discuss contract provisions
19. 19 USE OF A CLAIMS TRIAGE WORKSHOP TO CHOOSE AN ANALYSIS METHOD The Triage Session: Factors to Consider in Choosing an Analysis Methodology Purpose of the Analysis “…quantify delay, determine causation, and assess responsibility for such delay…” Assess financial consequences for delay Disruption impacts?
20. 20 USE OF A CLAIMS TRIAGE WORKSHOP TO CHOOSE AN ANALYSIS METHOD The Triage Session: Factors to Consider in Choosing an Analysis Methodology Source Data and Reliability Certain methodologies cannot be performed without certain data Data set must be appropriate for method Reliability is as important as existence Data set must be consistent, complete, accurate Triage may establish need for further investigation of data existence and reliability
21. 21 USE OF A CLAIMS TRIAGE WORKSHOP TO CHOOSE AN ANALYSIS METHOD The Triage Session: Factors to Consider in Choosing an Analysis Methodology Size of the Dispute Cost of analysis must be commensurate with the risk to the client The Lead should attempt to understand what the negative risks and gains are to the client and case Will cost of methodology consume most of or exceed potential gain? Is direct negotiation without independent analysis more appropriate? The methodology chosen must be limited to one of those that can be done inexpensively but is still appropriate for the situation.
22. 22 USE OF A CLAIMS TRIAGE WORKSHOP TO CHOOSE AN ANALYSIS METHOD The Triage Session: Factors to Consider in Choosing an Analysis Methodology Complexity of the Dispute The Lead should have an understanding of both the Project and the issues in dispute. If the project is complex with large schedules and long project durations, the analysis choice will likely be more limited Complexity can include the number and definition of interim, as well as the need for specific technical background knowledge A decision by the Lead to withdraw could ensue The is one area where the lessons learned from the triage team can provide very insightful feedback and raise concerns that might not be obvious to individual analysts.
23. 23 USE OF A CLAIMS TRIAGE WORKSHOP TO CHOOSE AN ANALYSIS METHOD The Triage Session: Factors to Consider in Choosing an Analysis Methodology Budget for Forensic Schedule Analysis The claims triage is an appropriate place to determine if the budget allowed for analysis is sufficient It is one of the data points that should be collected from the client The lead can direct the discussion to determine if the budget seems reasonable It is important that the issue of approximate costs for analysis on the discussion table.
24. 24 USE OF A CLAIMS TRIAGE WORKSHOP TO CHOOSE AN ANALYSIS METHOD The Triage Session: Factors to Consider in Choosing an Analysis Methodology Budget for Forensic Schedule Analysis If there is any indication that the budget might be insufficient for the task, now is the time to establish that concern. If the Team determines the Project is appropriate and there is a legitimate and appropriate methodology, the Lead should open the discussion about rough costs to perform the analysis, so he or she is armed with an approximate range of costs for later discussions with the client.
25. 25 USE OF A CLAIMS TRIAGE WORKSHOP TO CHOOSE AN ANALYSIS METHOD The Triage Session: Factors to Consider in Choosing an Analysis Methodology Time Allowed for Analysis The allowable time determined by the client will factor very much into the selection of an appropriate methodology. The time frame should incorporate: document review data validation time for research meetings with the construction team for interviews verification of facts in dispute development of the analysis and associated edits Alternate Dispute Resolution (ADR) calendar Trial calendar (ID experts, expert report production, response, deposition, etc.)
26. 26 USE OF A CLAIMS TRIAGE WORKSHOP TO CHOOSE AN ANALYSIS METHOD The Triage Session: Factors to Consider in Choosing an Analysis Methodology Expertise of the Analyst and Resources Available During triage, Lead should address all expertise needs to develop the analysis and to testify in the case The triage Lead should develop an understanding of the technical support available from the full company resources, and make some initial determinations about team composition.
27. 27 USE OF A CLAIMS TRIAGE WORKSHOP TO CHOOSE AN ANALYSIS METHOD The Triage Session: Factors to Consider in Choosing an Analysis Methodology Forum for Resolution and Audience The triage lead will have discussed the forum for adjudication with the client prior to the conduct of the triage work shop. It would have been inclusive in the answers to the “First Meeting Interview with Dispute Resolution Client”. We believe it’s appropriate to treat every analysis matter as ”going to trial” and prepare accordingly. This establishes a presumption of a higher level of scrutiny accorded to our selection and implementation of methodology
28. 28 USE OF A CLAIMS TRIAGE WORKSHOP TO CHOOSE AN ANALYSIS METHOD The Triage Session: Factors to Consider in Choosing an Analysis Methodology Legal or Procedural Requirements The Lead should be fully briefed by client counsel regarding venue of the trier of fact. Sound methodologies generally survive varying venues. Certain venues require atypical consideration
29. 29 USE OF A CLAIMS TRIAGE WORKSHOP TO CHOOSE AN ANALYSIS METHOD The Triage Session: Factors to Consider in Choosing an Analysis Methodology Past History/Methods and What Method Opposition is Using Triage discusses any history with parties and methodologies Methodology Technical competence Results Examine friend and foe history
30. 30 USE OF A CLAIMS TRIAGE WORKSHOP TO CHOOSE AN ANALYSIS METHOD The Triage Session: Choosing an Analysis Methodology Discuss Elimination of Methodologies Immediate elimination due to Factors Transition from easy elimination to in-depth discussion to elimination
31. 31 USE OF A CLAIMS TRIAGE WORKSHOP TO CHOOSE AN ANALYSIS METHOD The Triage Session: Choosing an Analysis Methodology Recommend Methodology Methodologies surviving elimination round General methodology type Specific implementation Challenges to implementation Steps to address challenges
32. 32 USE OF A CLAIMS TRIAGE WORKSHOP TO CHOOSE AN ANALYSIS METHOD Conclusion Document triage effort Empirical support for decision-making Application of lessons learned Targeted need for information Prepare for next meeting with client Efforts and resources: assignment Guided performance Effort confidence Training and mentoring