The study aimed to test how progress on achievement and power goals, and perceptions of power, fluctuate with mania symptoms in Bipolar Disorder (BD), testing the Dominance Behavioural System (DBS) model. The DBS includes biological, psychological, and behavioural components that serve the goal of control over social and material resources needed for survival and reproduction (Johnson, Leedom, & Muhtadie, 2012c). Daily diary methodology was employed, with 29 individuals meeting the Diagnostic and Statistical Manual-Fourth Edition (DSM-IV) criteria for BD I or II as verified by the Structured Clinical Interview [SCID-I-RV] (First, Spitzer, Gibbon & Williams, 2002). Baseline measures of dominance motivation and ambitious goal setting were taken. Over fourteen days, participants reported daily on their goal progress, symptoms of mania, power, and anger. It was hypothesised there would be a positive relationship between symptoms of mania and dominance motivation. It was also hypothesised that for power but not achievement goals, ii) goal progress would be associated with perceptions of power, iii) symptoms of mania, and iv) that goal frustration would be associated with anger. Pearson’s correlations and multilevel modelling analyses found largely null results with the exception of a positive relationship between progress towards power goals and perceptions of power. Thus, the results did not provide support for the DBS model predictions for relationships between power goals and manic symptoms. Future studies could utilise further measures of dominance motivation and power, and study goal pursuit over a more protracted duration, including comparisons between BD, depressed groups, and healthy controls.

Information Technology (IT) has become a vital tool for most industrial businesses and Scania CV AB is no exception. As the importance of IT generally has increased, the usage and number of applications has grown as well. Applications are substantial assets for an organization that is heavily supported by IT. Consequently, a way of managing applications efficiently and sustaining the costs of applications rather low ? doing more with less ? is required. In addition it is also important, from a business perspective, that applications as part of IT are aligned with business strategies and goals. Application Portfolio Management (APM) is a practice and a business-centric activity aimed to allocate IT resources to support business objectives and strategies; it helps determining the impact of applications and the relative importance of each application in the portfolio to the business. APM attempts to justify and measure the financial benefits of each application relative to the costs of the applications? maintenance and operations. Performing APM successfully is nevertheless a complicated issue, and something that many businesses are challenged with on a daily basis. New applications are constantly and regularly added, downloaded, purchased or selfdeveloped ? too often without any further control. In order to regain the control of the software that automates the business, and ensuring that the applications adds value and reliability to the company, Scania CV AB requires a rigorous and comprehensive method for an APM approach. In this master thesis together with Camilla Palomeques?s thesis1, such a method is provided. These two theses also offer a suggestion on how to proceed with the APM effort at Scania CV AB.