Project controlling

In the face of increasing international competition and pressure on margins, companies can often only survive by consistently aligning themselves with customer requirements. However, this consistent focus often leads to project-oriented processing. This development, from standard product business to customer-specific and complex solution providers, poses major challenges for processes and systems in finance and accounting and requires a sustainable realignment in the back office.

In addition to this trend, which can be observed in practice, project controlling is a central component in the success of a project for special projects that are not handled on a daily basis and in certain industries.

Project controlling can be divided into three stages, similar to project management:

Stage 1: Project controlling in the conception and planning phase

In the conception and planning phase, also known as the preparation phase, the various proposals for the project idea are analyzed. The analysis focuses on quantitative and qualitative aspects as well as the risk and attractiveness of the proposals. One of the proposals will be specified in a project structure plan containing deadlines, costs, resources and milestones.

Stage 2: Project controlling in the implementation phase

During the implementation phase, the level of detail in the planning is continuously increased to ensure proper implementation. The implementation of an effective co-calculation is crucial for meaningful controlling during the project term, which provides ongoing information on the operational degree of completion as well as the costs incurred. These costs are then compared with the preliminary costing. The basis for effective project controlling of this kind is the prompt and cause-related mapping of actual costs with the help of an integrated ERP system across the areas of accounting, materials management, human resources, project management, etc.

In addition, the controller checks compliance with the set milestones. It is important to recognize the dependencies and effects at an early stage on the critical path in terms of project execution and to identify the causes. In this way, reliable statements can be made about the course of the project and countermeasures can be initiated at an early stage.

Stage 3: Project controlling in the finalisation and evaluation phase

In the final phase of a project, the target values are compared and analyzed with the actual values. The development of the project is evaluated in order to learn from mistakes for subsequent projects. For recurring projects in particular, it is important to collect the findings in an experience database and make them available for the follow-up project.

Mastering the challenges of project controlling through comprehensive method, process and system know-how

With our holistic approach, we analyze the entire commercial project perspective and value chain and, based on numerous successful reference projects, derive a best-practice approach for you in collaboration with you. We have in-depth technical expertise in both project controlling and current accounting advisory (IFRS). By understanding the interaction between specialist departments and IT, we guarantee integrative and implementation-oriented approaches for system implementation. In addition, we are available to you during the project with our change management expertise in order to ensure the long-term success of the project.

Please do not hesitate to contact us if you are interested or have any questions.