What does a realistic project plan for a CCH Tagetik implementation look like?

Depending on the scope of the project, a realistic CCH Tagetik implementation takes between three and twelve months. Smaller implementations with a clearly defined use case, such as group planning or reporting, can often go live within three to six months, whereas comprehensive rollouts involving consolidation, planning and integrated reporting tend to take nine to twelve months. The following sections highlight the most important phases, typical pitfalls and internal prerequisites that determine project success.

How long does a typical CCH Tagetik implementation take?

A typical CCH Tagetik implementation takes between three and twelve months, depending on the project scope, data complexity and the availability of internal resources. Single-module projects, such as budgeting or consolidation, can be completed significantly faster than full-suite implementations that cover multiple process areas simultaneously.

Crucial for the project duration is, above all, how well the functional requirements are defined at the beginning. Companies that start the project with a clear specification sheet and an already harmonised chart of accounts often save weeks compared to those that only develop these basics in the course of the project. The system landscape also plays a role: the more source systems that need to be connected, the more complex the data migration and interface development become.

As a rough guide: a focused planning project for a medium-sized company with a manageable group structure can realistically be implemented in four to six months. An international corporation with multiple subsidiaries, IFRS consolidation and integrated reporting should plan for around twelve months, including testing phases and training.

What project phases does a CCH Tagetik implementation involve?

A CCH Tagetik implementation typically is broken down into five consecutive phases: requirements analysis, design, technical implementation, testing and sign-off, and go-live with hypercare. Each phase has clearly defined deliverables that serve as the foundation for the next phase.

Phase 1: Needs analysis and requirements capture

During this phase, the functional requirements from the areas of controlling, accounting and planning are systematically gathered. The result is a requirements document that serves as a binding basis for the design phase. Master data structures, charts of accounts and interfaces to source systems such as ERP or HR systems are also analysed here.

Phase 2: Conception and technical design

Based on the requirements, the system architecture is designed: dimensional models, workflow structures, data flows and reporting logic. Good design work in this phase prevents expensive rework during the implementation phase. Experienced consultants use established methods such as Scrum here in order to be able to react flexibly to changes.

Phase 3: Technical Implementation and Configuration

During the implementation phase, CCH Tagetik is configured: data models are set up, ETL processes are established, reports and dashboards are developed, and interfaces to source systems are implemented. This is generally the most time-consuming phase of the entire project.

Phase 4: Testing, Validation and Training

Before going live, all processes are tested using real data. Business users validate the results, and any discrepancies are analysed and resolved. Training sessions take place in parallel so that key users can operate the system with confidence.

Phase 5: Go-Live and Hypercare

Following the productive go-live, the project team closely supports the initial closing cycles. The hypercare phase, which typically lasts four to eight weeks, ensures that users receive immediate assistance with any questions that arise and that the system runs stably.

What are the most common causes of delays in the Tagetik project?

The most common causes of delays in a Tagetik implementation project are unclear requirements at the start of the project, a lack of availability of internal subject matter experts, and underestimated data complexity. Anyone who addresses these three risk factors early on significantly reduces the probability of project delays.

In practice, the following patterns are evident in detail:

Unclear or changing requirements: When technical decisions such as the chart of accounts structure or the logic of intercompany eliminations are only made during the implementation phase, costly rework is incurred.
Data migration underestimated: The cleansing and harmonisation of master data from various source systems almost always takes longer than planned. A lack of data quality is one of the most frequent drivers of delay.
Internal resource bottlenecks: If subject matter experts from controlling and accounting cannot allocate sufficient time for the project, sign-offs and feedback loops are delayed.
Late involvement of IT: Interface issues, server provisioning and access permissions should be coordinated with internal IT at an early stage, not just shortly before go-live.
Missing decision-making structures: Projects stall when it is unclear who is authorised to make subject-matter decisions and how quickly these can be reached.

What internal resources does a company need for the rollout?

For a successful CCH Tagetik implementation, a company needs at least one business project manager from controlling or accounting, an IT contact person, and key users from the respective business units who are available for testing and sign-offs. Without these internal roles, no implementation project can be successfully completed.

Specifically, the following internal resource planning is recommended:

Project Manager (internal): Coordinated between business department, IT and external consultants. Responsible for decisions, approvals and adherence to the schedule. Time commitment: 30 to 50 percent of working hours during the project duration.
Functional key users: Experts from controlling, group accounting or planning who define requirements, validate results and later act as internal contact persons. Time commitment: 20 to 40 per cent during the implementation and testing phase.
IT Manager: Responsible for system access, interface coordination and technical infrastructure. Time commitment: depends on the system landscape, but must be scheduled at least intermittently in every phase.
Executive sponsor: A CFO or Head of Finance who actively supports the project and has decision-making authority in the event of escalations significantly increases project stability.

What does a realistic milestone plan for the first 90 days look like?

A realistic milestone plan for the first 90 days of a CCH Tagetik implementation is divided into three blocks: analysis and requirements capture in the first 30 days, conception and system design on days 31 to 60, and the start of technical implementation on days 61 to 90. By the end of the 90 days, there should be an agreed data model and a configured basic setup in the test environment.

Days 1 to 30: Analysis and requirements gathering

Kick-off with all project stakeholders
Gathering of functional requirements (workshops with controlling, accounting, planning)
Analysis of source systems and data availability
Preparation of the requirements document and consultation with the client

Days 31 to 60: Conception and technical design

Drafting of the dimensional structure and data model
Definition of the workflow and process logic
Co-ordination of the interface architecture with IT
Approval of the design document by the business project manager

Days 61 to 90: Beginning of the technical implementation

Setting up the basic configuration in the development environment
Initial ETL processes and data loading logic
Initial tests with sample data
Obtain initial feedback from key users

When is the right time to bring in external Tagetik consultancy?

External Tagetik consultancy should ideally be brought in before the official project start, but at the latest during the analysis phase. Those who only bring in external expertise during the implementation phase risk having to correct a concept that is already based on false assumptions. Early involvement saves time and costs.

External consulting is particularly useful in the following situations:

During the initial Tagetik implementation: If there is no internal experience with the platform, the basis for well-founded architecture decisions is missing. External consultants know best practices and typical pitfalls.
With complex group structures: Intercompany eliminations, currency translation and IFRS consolidation require deep expertise that is often not fully available internally.
For ongoing projects with issues: If a Tagetik project stalls or the quality of the results does not meet expectations, external support can get the project back on track.
In the further development of existing systems: Even after go-live, new requirements for reporting, forecasting or integration arise. External expertise helps to develop the system further on a sustainable basis.

The decision to use external consulting is not a question of trust in your own organisation, but a question of the depth of specialisation. CPM platforms such as CCH Tagetik are highly complex, and the experience from several comparable projects can hardly be built up internally. Those who Services of a certified partner using early on protects the project budget and schedule.

How Gramke Consulting structures and secures your CCH Tagetik implementation

As a certified CCH Tagetik partner, Gramke Consulting supports companies from the initial requirements gathering stage through to stable live operation. The team brings experience from over 30 successful projects, including implementations for Talanx AG, the Vaillant Group and other international corporations. The combination of functional depth in IFRS consolidation and group controlling, alongside technical expertise in data modelling, ETL processes and interface development, makes it possible to deliver projects that are both methodically sound and on schedule.

Specifically, the range of services includes:

Structured requirements analysis and creation of user requirements specifications and functional specifications
Technical design and configuration of the CCH Tagetik platform
Integration of ERP, HR and other source systems via standardised interfaces
Development of reporting structures, dashboards and planning workflows
Training and coaching for key users and administrators
Ongoing support with monthly, quarterly and annual financial statements

Whether you are planning an initial implementation, further developing an existing system, or stabilising a stalled project: Gramke Consulting delivers structured solutions with measurable results. Book a no-obligation initial consultation now and find out what a realistic project plan looks like for your specific situation.