Project Controlling
"Safely through every phase: project controlling for sustainable success"
Project controlling plays a crucial role in the successful management of construction projects. It ensures that projects are completed within the specified time frame, budget and desired quality. Various control mechanisms are used to ensure compliance with project objectives and to identify and manage risks at an early stage.
Schedule Control
Schedule control monitors the progress of a project in relation to the planned timelines. It involves creating and monitoring schedules, identifying delays and developing action plans to resolve them. Effective schedule control ensures that milestones are achieved and deadlines are met.
Cost controlling
Cost controlling aims to manage the project budget efficiently and avoid cost overruns. It includes the ongoing review of expenditure, the analysis of deviations from the budget and the implementation of corrective measures. Through detailed cost monitoring, the financial health of the project can be ensured and economic risks can be minimized.
Quality Controlling
Quality Control ensures that the project meets the specified quality standards. This includes regular quality checks, the identification and elimination of defects, and the continuous improvement of project processes. Strict quality management ensures that the end product meets the requirements and expectations of the stakeholders.
Further possibilities for project controlling
In addition to schedule, cost and quality controlling, there are other important aspects of project controlling. These include risk controlling, which identifies and evaluates potential project risks, and resource controlling, which ensures the efficient use of personnel, materials and other resources. In addition, change management, which evaluates and controls the effects of project changes, and communication controlling, which optimizes the flow of information between project participants, play a central role in project controlling.
By integrating these control mechanisms, a holistic approach is pursued that supports the successful implementation of construction projects and ensures the achievement of project objectives.
With which KPI's
control - evaluate - control
You your projects?
Examples of KPIs for ongoing construction projects:
Tabelle: Übersicht an Abkürzungen und Bezeichnungen im Zuge einer Earned-Value-Analyse (EVA) in deutscher und englischer Sprache
Earned-Value-Analyse (EVA)
Der Einsatz der EVA verspricht zahlreiche Vorteile und machen diese zu einem unverzichtbaren Werkzeug im modernen Projektmanagement.
Objektive Bewertung des Projektfortschritts
Die EVA bietet eine objektive Methode zur Messung des tatsächlichen Fortschritts im Vergleich zum geplanten Fortschritt und den angefallenen Kosten.
Früherkennung von Problemen
Durch die regelmäßige Überwachung von Kennzahlen wie PA und KA können Abweichungen frühzeitig erkannt und entsprechende Gegenmaßnahmen eingeleitet werden.
Verbesserte Entscheidungsfindung
Die durch EVA gewonnenen Informationen unterstützen Projektmanager und Stakeholder bei der fundierten Entscheidungsfindung.
Transparenz und Nachvollziehbarkeit
EVA-Kennzahlen bieten eine klare und nachvollziehbare Darstellung des Projektstatus, was die Kommunikation innerhalb des Projektteams und mit den Stakeholdern erleichtert.
Effiziente Ressourcenplanung
Durch Kennzahlen wie KEI und LI können Ressourcen effizienter geplant und genutzt werden.
Die Earned-Value-Analyse (EVA) liefert im Projektmanagement eine Vielzahl wertvoller Kennzahlen, die zur Überwachung und Steuerung von Projekten eingesetzt werden. Diese Kennzahlen beantworten zentrale Fragen des Projektmanagements, insbesondere in Bezug auf Termin- und Kostenplanung. Hier sind die wichtigsten Fragen und die dazugehörigen EVA-Kennzahlen:
Fragen zur Terminplanung
Wie ist unser aktueller Fortschritt im Vergleich zum Zeitplan?
=> Kennzahl: Planabweichung (PA)
Wie effizient nutzen wir die zur Verfügung stehende Zeit?
=> Kennzahl: Termin-Entwicklungs-Index (TEI)
Wann wird voraussichtlich die Fertigstellung des Projekts erfolgen?
=> Kennzahl: Erwartete Gesamtkosten (EGK)
Diese Kennzahlen ermöglichen eine fundierte Analyse und Prognose sowohl einzelner Projekte als auch eines gesamten Projektportfolios
Fragen zur Kostenplanung
Wie stehen wir im Vergleich zum Budget?
=> Kennzahl: Kostenabweichung (KA)
Wie effizient setzen wir die verfügbaren Ressourcen ein?
=> Kennzahl: Kosten-Entwicklungs-Index (KEI)
Wie effizient müssen wir in der verbleibenden Projektzeit unsere Ressourcen einsetzen?
=> Kennzahl: Zu erbringender Leistungs-Index (LI)
Wie hoch werden die Gesamtkosten des Projekts voraussichtlich sein?
=> Kennzahl: Erwartete Gesamtkosten (EGK)
Werden die Projektkosten im Rahmen des Budgets liegen?
=> Kennzahl: Gesamtkostenabweichung (GKA)
Welche Kosten fallen für die noch ausstehende Arbeit an?
=> Kennzahl: Erwartete Restkosten (ERK)
Since the forms of acquiring a property can be very different, we offer the builder/buyer different service packages, which can be individually adapted and put together.
P1: Review of the construction/performance description and contract
During the award phase we offer the following services:
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Review of the tender documents for all trades
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Checking the equipment standard
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Review of the technical standard in relation to the offer prices
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Review of offers and award proposals
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Review of the procurement procedure and its processes (legality, efficiency, transparency)
P2: Construction controlling in the planning stage
During the planning stage, possible construction errors should be found in good time. Construction controlling must begin at the planning stage so that it is possible to identify where future damage potential lies and where savings can be made throughout the entire construction project.
Optimizing the floor plans and critically examining the details is also an important part of construction controlling in the planning phase.
P3: Construction controlling during the award phase
During the award phase we offer the following services:
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Review of the tender documents for all trades
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Checking the equipment standard
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Review of the technical standard in relation to the offer prices
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Review of offers and award proposals
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Review of the procurement procedure and its processes (legality, efficiency, transparency)
P4: Construction controlling during construction
During a construction inspection during the construction phase, we usually carry out four inspections of building projects with basements and document the weak points and defects.
If necessary, a “comprehensive” quality control can also be agreed, during which up to eight inspections take place.
shell
Quality control in detail, e.g. in the areas
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Building sealing: before filling the work spaces in the basement or, in the case of waterproof constructions, after concreting the floor slab
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Drainage system: before filling the work areas
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Shell construction work
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Roof structure
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Window installation
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Rough installation of heating, electrical and plumbing: before closing the installation shafts and before interior cleaning work
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Etc
expansion
Construction controlling for interior construction during the execution of the finishing work, e.g. in the areas
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Loft conversion: connections and tightness of the vapor barriers
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Cleaning work
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Screed work
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Facade work - external plaster / WDVS
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Tile work
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Sealing of bathrooms, wet rooms and balconies
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floor coverings
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Etc.
P5: Construction acceptance
Support during partial acceptance and final acceptance as well as inspections before the warranty expires
P6: Construction controlling after completion of the measure
After completion of the construction project, we offer the following services:
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Review of the total costs in relation to the planned costs
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Determination of the insurance value
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Determination of the actual living space (actual condition) by taking measurements on site including logging and comparison with the TARGET condition
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final acceptance of the building
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Examination of the construction documentation with the associated technical documents
Inspection of major projects
For large projects, we form appropriate teams and create targeted concepts with specialist engineers from the areas of construction, HVAC, air conditioning, electrical and BMS, in coordination with the client.
Acceptance usually takes place in a team of several specialists from the relevant fields (construction, building services, etc.).
