In general, particularly large change projects in the IT context are associated with considerable budget expenditures. External support is often commissioned, which initially increases the project costs. Not all projects can be defined as trades and at a fixed price, so that a constant tracking of efforts, costs and results is necessary.
In principle, project controlling is based on the initial planning of the various tasks with their partial results and expenses. This is done with a sufficient degree of granularity according to the project structure plan PSP. The actual values are regularly measured against the plan. Numerous professional tools are available for this purpose. If these are not yet used by the customer, it is possible to establish a structure based on Excel that reflects the respective requirements. As in most cases, this approach is sufficiently pragmatic and fast - and is preferable to the introduction of a tool.
In addition to the comparison of planned/actual data and the Earned Value Analysis (EVA), the knowledge gained can also be used for the early introduction of measures in the event of deviations from schedule, scope or costs. Here, EVA stands for the forecast of budget achievement. The EVA performance indices are updated weekly and displayed graphically as a status summary for the entire project and sub-projects.
Thus, this approach not only provides an instrument for cost review, but also a method for active project management in terms of "Delivered in Time, Quality and Budget".
In short: Project controlling is indispensable for the success of the project.