Project management standards Diffusion and application in Germany and Switzerland
By: AHLEMANN, Frederik
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Contributor(s): TEUTEBERG, Frank | VOGELSANG, Kristin.
Material type: 
ArticlePublisher: Exeter, UK : Elsevier, April 2009International Journal of Project Management 27, 3, p. 292-303Abstract: This paper comprises the results of an empirical study on the use of project management standards in German and Swiss enterprises. This research points out the expectations, the realized benefits and more importantly the major differences between them. For this purpose, it compares ex-ante expectations of their respective users and compares them in turn with ex-post realised benefits. The results of the study are based on the statements made by 234 participants in an online survey conducted in 2006. Generally, standards are only rarely used in project management in Germany and Switzerland. And if standards are indeed used, they are rarely used as is; in fact they are usually modified or adapted before application. Moreover, it can be observed that most participants expect consistent communication in the projects and better process quality to be the primary benefits of standards. However, it is often impossible to realize expected benefits. Benefits are offset by deficiencies, such as the lack of acceptance, administrational overheads and associated costs. Based on the results of this study, recommendations for standard-giving organizations and standard-applying organizations are put forward.
This paper comprises the results of an empirical study on the use of project management standards in German and Swiss enterprises. This research points out the expectations, the realized benefits and more importantly the major differences between them. For this purpose, it compares ex-ante expectations of their respective users and compares them in turn with ex-post realised benefits. The results of the study are based on the statements made by 234 participants in an online survey conducted in 2006. Generally, standards are only rarely used in project management in Germany and Switzerland. And if standards are indeed used, they are rarely used as is; in fact they are usually modified or adapted before application. Moreover, it can be observed that most participants expect consistent communication in the projects and better process quality to be the primary benefits of standards. However, it is often impossible to realize expected benefits. Benefits are offset by deficiencies, such as the lack of acceptance, administrational overheads and associated costs. Based on the results of this study, recommendations for standard-giving organizations and standard-applying organizations are put forward.
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