<p>In a global economy it is important to understand what project management is and how it functions in a contemporary company. This report includes an empirical case study of a project flow, which was conducted in the department Packaging Concept (PC) which is a part of Stora Enso. As all of PC´s customer enquiries are unique and must be considered an individual project, PC continuously works in projects. An analysis of the project flow was conducted based on interviews at and visits to PC as well as relevant documents distributed by the department. The report gives an understanding and analysis of how PC works in projects. A description of the project flow is given and the project roles are defined. Furthermore, PC´s way of following up projects as well as managing risks are presented and analysed. The analyses in this report are based on a chapter that includes relevant project- and process management theory. PC´s project flow is long and includes many steps that must be conducted in order to deliver a good result to the customer. This project flow can be divided into the initial phase, the preliminary study phase, the planning phase, the implementation phase and the completing phase. In order to support the employees, PC has templates and instruction manuals that give clear guidelines and directives on how to manage a project. The management and the employees at PC see the project flow as a process giving an overall picture of the project flow. There are many players involved in the course of a project. Internally in PC, the project roles are divided between the management, the salesmen, the project engineers and the service engineers. Management orders the project while the project engineer is the project manager. A team of suppliers, a salesman and service engineers constitute the project group. Special focus has been placed on how PC manages project evaluation and risk management. Analyses of these two elements were done, and the findings in this report are that PC has inadequate guidelines for managing project evaluation and for managing risk. PC has managed to make the project flow clear and easy to work with. Everybody in the department understands the general picture of the project flow and the role that they and their colleagues play. In our opinion this is due to the clear guidelines and directives communicated through templates and instruction manuals. These are, however, not currently sufficient. Better documented guidelines for managing project evaluation and risk management should be completed by the management.</p>

In a global economy it is important to understand what project management is and how it functions in a contemporary company. This report includes an empirical case study of a project flow, which was conducted in the department Packaging Concept (PC) which is a part of Stora Enso. As all of PC´s customer enquiries are unique and must be considered an individual project, PC continuously works in projects. An analysis of the project flow was conducted based on interviews at and visits to PC as well as relevant documents distributed by the department. The report gives an understanding and analysis of how PC works in projects. A description of the project flow is given and the project roles are defined. Furthermore, PC´s way of following up projects as well as managing risks are presented and analysed. The analyses in this report are based on a chapter that includes relevant project- and process management theory. PC´s project flow is long and includes many steps that must be conducted in order to deliver a good result to the customer. This project flow can be divided into the initial phase, the preliminary study phase, the planning phase, the implementation phase and the completing phase. In order to support the employees, PC has templates and instruction manuals that give clear guidelines and directives on how to manage a project. The management and the employees at PC see the project flow as a process giving an overall picture of the project flow. There are many players involved in the course of a project. Internally in PC, the project roles are divided between the management, the salesmen, the project engineers and the service engineers. Management orders the project while the project engineer is the project manager. A team of suppliers, a salesman and service engineers constitute the project group. Special focus has been placed on how PC manages project evaluation and risk management. Analyses of these two elements were done, and the findings in this report are that PC has inadequate guidelines for managing project evaluation and for managing risk. PC has managed to make the project flow clear and easy to work with. Everybody in the department understands the general picture of the project flow and the role that they and their colleagues play. In our opinion this is due to the clear guidelines and directives communicated through templates and instruction manuals. These are, however, not currently sufficient. Better documented guidelines for managing project evaluation and risk management should be completed by the management.

IT-utvecklingen är en stor del som påverkar hela dagens samhälle, därmed även den offentliga sektorn. När investeringarna ska genomföras kan nyttoanalysen komma att spela en viktig roll när det kommer till värdering av en nytta. En problematik som uppkommer är hur ett verktyg för en nyttoanalys ska utformas för att på ett okomplicerat sätt anpassas till en offentlig verksamhet. Syftet med denna studie är att klargöra hur projektprocessen är idag på IT-förvaltningen i Landstinget i Kalmar län samt ge dem ett verktyg för nyttoanalyser. Den ämnar även till att verktyget ska kunna används vid prioritering bland olika IT-projekt. För att genomföra studien har vi arbetat utifrån en kvalitativ metod och abduktiv forskningsansats. Vår slutsats av denna studie har resulterat i ett verktyg utformat till IT-förvaltningen i Landstinget i Kalmar län.

With its core in adaptability and change responsiveness, the Agile methodology has become a popular application of the project process within the often volatile environment of today’s software development projects. The Agile methodology emphasizes interaction between project roles over documentation and formal processes. This higher interaction increases the need for functioning information dissemination throughout the entire project process. The study was carried out at a small sized Swedish IT consultancy firm. The company wished to acquire a project management and planning software tool to support the entire project process and all involved project roles. However, awareness of areas in the project process in need of support was not entirely clear. Therefore, the objective of the study was to investigate the company’s application of the Agile project process and identify potential challenges. Furthermore, the objective was to investigate how a project management and planning software tool can support the Agile project process within software development. The thesis was carried out as an abductive case study, where qualitative data collection methods and literature studies were combined. As a result from the study, two main conclusions have been drawn. Firstly: requirements engineering, the customer role, communication, and knowledge transfer were concluded as prominent challenges in the project process in need of increased support. Secondly, a project management and planning software tool can support the project process by: increasing the communication and collaboration abilities, providing holistic and historical project overview, providing a single storage location, and providing structure. Furthermore, the study has also shown that the project management and planning software tool needs to interact with the Agile project process in order to provide successful support. As final contribution, the Interaction model was created. The model visualizes the main areas in which a project management and planning software tool must interact with the Agile process, in order to support the entire project process successfully. / Genom dess anpassningsförmåga och förändringsmottaglighet har den Agila metodiken blivit en populär tillämpning för projektprocessen inom mjukvaruutveckling, en miljö där snabba förändringar tillhör vardagen. Den Agila metodiken framhäver interaktion mellan projektroller  framför  dokumentation  och  formella  processer,  vilket  ökar  behovet  av fungerande informationsspridning genom hela projektprocessen. Studien  har  utförts  hos  ett  mindre  svenskt  IT-konsultföretag,  vilket  önskade  att införskaffa en programvara för ett projektlednings- och planeringsverktyg som kan stötta hela  projektprocessen  och  alla  involverade  projektroller.  Medvetenheten  kring  de områden i projektprocessen som är i behov av stöd var däremot inte helt tydlig. Målet med   studien   var   därför   att   undersöka   företagets   tillämpning   av   den   Agila projektprocessen  och  identifiera  eventuella  utmaningar.  Vidare  var  målet  också  att undersöka hur en programvara för ett projektlednings- och planeringsverktyg kan stödja den Agila projektprocessen inom mjukvaruutveckling. Examensarbetet utfördes som en abduktiv fallstudie där flera kvalitativa datainsamlingsmetoder användes tillsammans med litteraturstudier. Som resultat av studien har två huvudslutsatser dragits. För det första; kravhantering, kundrollen, kommunikation  och  kunskapsöverföring  identifierades som framträdande utmaningar i projektprocessen i behov av ökat stöd. För det andra, att en programvara för ett projektlednings- och planeringsverktyg kan stödja projektprocessen genom att; förbättra  kommunikations-  och  samarbetsmöjligheterna,  ge  en  övergripande  och historisk projektöverblick, fungera som en gemensam lagringsplats och tillhandahålla struktur.  Vidare  har  studien  visat  att  en  programvara  för  ett  projektlednings-  och planeringsverktyg  måste  interagera  med  den  Agila  projektprocessen  för  att  ge  ett effektivt  stöd.  Som  ett  slutligt  bidrag  skapades  "the  Interaction  model",  vilken visualiserar huvudområdena inom vilka en programvara för ett  projektlednings- och planeringsverktyg måste interagera med projektprocessen för att ge ett fullt stöd till processen.

Bakgrund och problemdiskussion: Intresset för kreativitets- och innovationsforskning har ökat starkt i modern tid, särskilt under 2000-talet och framåt. Kreativitet och innovation kan beskrivas utifrån flera olika perspektiv och definitioner beroende på kontext och fenomen som undersöks. Samtidigt växer betydelsen av projektstyrning vilket anses bero på den komplexa affärsmiljön och den höga konkurrens som råder. Rätt projektstyrning anses viktigt för lyckade projekt. Det finns en potentiell konflikt mellan styrning och kreativitet, som därför kräver en balansgång för att uppnå önskat resultat. Syfte: Genom att studera hur projektprocesser sker i projekt och hur styrning och styrsystem balanseras med de kreativa processerna kommer vi att bidra till en ökad förståelse för vilken typ av styrning som är mest utmärkande i varje projektprocess och hur det samverkar med kreativitet. Syftet blir därmed att identifiera och jämföra det undersökta företagets anpassning av styrsystem gentemot kreativitetsprocesser med existerande teori inom kreativitetsforskning. På så sätt föreslår vi en modell för hur projekt kan styras beroende på både situationsbehov och typ av kreativt tänkande, uppdelad på de olika projektfaserna. Metod: En fallstudie har gjorts på IST, ett utvecklande IT-företag. Studien har ett kvalitativt förhållningssätt, där semistrukturerade intervjuer av projektledare har använts för att samla in det empiriska materialet. Slutsats: Olika förhållningssätt till kreativitet i olika situationer behövs för att lyckas med projektstyrning. Projektstyrning kan resultera i ökad inre motivation för medarbetarna om styrsystemen är utformade på rätt sätt. Att förstå när olika typer av tänkande krävs inom olika projektprocesser är då nödvändigt. I de olika projektprocesserna krävs fokus på olika former av styrning, i stängda problem. Alla fyra typer av styrsystem var aktiva under de olika projektprocesserna. Alla styrsystem fanns inte vara lika relevanta under varje process, under initiering används exempelvis boundary och interactive mer medan boundary och diagnostic används mer under planeringsstadiet. / Background and problem discussion: The interest for research in creativity- and innovation has strongly increased in the modern time, especially during the 21th century. Creativity and innovation can be described from several different perspectives and definitions depending on the context and phenomenon being studied. At the same time, the importance of project management is increasing which is considered to depend on the complex business environment and the high competitiveness. Proper project management is considered to be of large importance for successful projects. There is a potential conflict between control and creativity, and a balance between the two is thus required to achieve the desired result. Purpose: By studying how project processes occurs in projects and and how control and control systems are balanced with the creative processes, we will contribute to increase the understanding what type of control that is characteristic in each project process and how it interacts with creativity. The purpose is therefore to identify and compare the studied company’s adaptation of control system in relation to creativity processes with existing theory in creativity research. In this manner we propose a model for how projects can be controlled depending on situation and type of creative thinking, depending on the different project processes. Method: A case study has been conducted at IST, a developing IT-company. The study has a qualitative approach, where semi-structured interviews of project managers have been used to gather the empirical material. Conclusion: Different approaches to creativity in different situations are required in order to be successful in project management. Project management can result in increased intrinsic motivation for employees if the control systems are designed in the right way. Understanding when different types of creativity is needed in the different project processes is essential. The different project processes requires different types of control, in closed problems. All four types of control system were active during the different project processes. Although all four control systems aren’t considered to be equally active during respective process, boundary and interactive are for example more active during initiation, while boundary and diagnostic were more active during planning.

Denna studie undersöker användningen av digital nudging för att främja hållbarhet i stadsmiljöermed fokus på luftkvalitet. I takt med samhällets ökande digitalisering och behovet av att hanteramiljöutmaningar blir digital nudging en allt mer relevant metod för att påverka beteenden ochbeslutstagande. Trots potentialen med digital nudging för hållbarhetsarbete finns det en brist påempirisk forskning, särskilt inom kommunala kontexter. Studiens syfte är att undersöka hurdigital nudging kan användas för att förbättra stadsmiljön och främja hållbara val. Genom attintegrera teori om nudging, digital nudging, persuasive design, användarupplevelse ochprojektprocesser strävar studien att förstå hur digital nudging kan implementeras effektivt för attpåverka invånarnas beteende och beslutstagande. Genom en kvalitativ fallstudie söker studien endjupare förståelse för hur digital nudging kan bidra till hållbarhetsarbete på lokal nivå. Studiensbidrag ligger i att öka förståelsen för digital nudging i kommunala sammanhang och desspotential för att främja hållbarhet i stadsmiljöer. Genom att integrera teoretiska ramverk ochpraktisk tillämpning strävar studien efter att bidra till en mer holistisk förståelse förimplementeringen av digital nudging för hållbarhetsarbete. Slutsatserna betonar vikten av attinledningsvis ha en tydlig projektprocess för användning av digital nudging. Dessutom framhävsatt en kombination av digital nudging och nudging i en fysisk miljö är en framgångsfaktor för attnå ut till den breda målgrupp som en stadsmiljö representerar. / This study examines the use of digital nudging to promote sustainability in urban environments,with a focus on air quality. As society increasingly digitizes and the need to addressenvironmental challenges grows, digital nudging becomes a more relevant method forinfluencing behaviors and decision-making. Despite the potential of digital nudging forsustainability efforts, there is a lack of empirical research, particularly within municipal contexts.The aim of this study is to investigate how digital nudging can be utilized to enhance urbanenvironments and promote sustainable choices. By integrating theories of nudging, digitalnudging, persuasive design, user experience and project processes, the study seeks to understandhow digital nudging can be effectively implemented to influence residents' behavior anddecision-making. Through a qualitative case study, the research seeks a deeper understanding ofhow digital nudging can contribute to sustainability efforts at the local level. The study'scontribution lies in increasing understanding of digital nudging in municipal contexts and itspotential to promote sustainability in urban environments. By integrating theoretical frameworksand practical application, the study aims to contribute to a more holistic understanding of theimplementation of digital nudging for sustainability efforts. The conclusions emphasize theimportance of initially having a clear project process for the use of digital nudging. Additionally,it is highlighted that a combination of digital nudging and nudging in a physical environment is asuccess factor for reaching the broad target audience that an urban environment represents.