FEATURES OF INTERNAL COST CONTROL IN THE ENTERPRISE’S PROJECT MANAGEMENT SYSTEM

Abstract

The article examines the organizational and methodological principles of internal cost control in the project-oriented management system of the enterprise, where costs are formed unevenly according to the stages of the life cycle and significantly depend on price fluctuations of resources, productivity of performers, supply risks and changes in customer requirements. The purpose of the work is to substantiate approaches to building an integrated cost control system, to determine control points and responsibility centers at various stages of project implementation, as well as to develop practical procedures for plan-fact control and risk-oriented monitoring using managerial reporting. The theoretical and methodological basis is the COSO concept and the provisions of ISO 31000, which allow combining the control environment, risk assessment, control procedures, information and communication support and monitoring into a single project management logic. The article systematizes the components of the internal cost control system for project-oriented production, clarifies the content of control as a preventive mechanism for ensuring estimated discipline and early detection of deviations. A step-by-step method of internal cost control for highly material- and labor-intensive projects, in particular elevator installation projects, is proposed, which includes preliminary control aimed at examining estimates and contracts, limiting resources and checking the validity of planned indicators, current control, which involves operational supervision of the movement of materials, report card accounting, documentation of economic operations and compliance with established standards, as well as subsequent control focused on checking acts of completed works, analysis of the actual cost, implementation of plan-fact and factor analysis of deviations. The practical significance of the results lies in the standardization of control procedures and forms of management reporting, increasing the accuracy of cost and time forecasting, reducing the risk of overspending and strengthening the responsibility of executors within the projects. Attention is also focused on the fact that the effectiveness of internal cost control in a project-oriented environment is determined not only by the completeness of control procedures, but also by the level of integration of the control function with subsystems of managerial accounting, budgeting, operational planning and analysis of work performance. The expediency of forming an information base of control based on the principle of detailing costs by projects, stages, responsibility centers, costing items and sources of deviations is substantiated, which makes it possible to ensure the transparency of the cost process, increase the analytical nature of management information and create a basis for timely corrective decisions regarding the use of material, labor and financial resources. It has been separately proven that the implementation of a risk-oriented model of internal cost control contributes to strengthening the adaptability of the project management system in conditions of an unstable external environment. The use of control indicators, signal indicators of deviations and regulated forms of internal reporting allows not only to record the facts of overspending, but also to identify the causes of its occurrence, to assess the degree of influence of individual factors on cost changes and to predict potential risks at the next stages of project implementation, which turns internal control from an after-the-fact inspection tool into an important element of preventive cost management and ensuring the economic effectiveness of project activities.