Denna rapport tar sikte på de två konkursprojekt som till viss del finansierats av småsparare viacrowdfundingplattformen Tessin. Syftet är att diskutera om och i så fall hur konkursprojekten skiljersig från lyckade bostadsprojekt som finansierats via Tessin och om det finns anledning att tycka att deinte borde ha finansierats överhuvudtaget. Avgränsningar görs till bostadsprojekt finansierade viaTessin i Sverige sedan tjänsten grundandes 2014. Rapporten baseras på en kvantitativ metodansats där53 stycken lyckade projekt inom bostadsutveckling sammanställts till ett typprojekt som senarejämförs rent numeriskt mot de två konkursprojekten. Jämförelser görs både på projekt- ochverksamhetsnivå med avsikten att identifiera eventuella avvikelser. Avvikelsernas betydelseutvärderas och kopplas till den utvalda teorin, däribland The Pecking order Theory och Market forLemons. Målet är att besvara frågeställningen: Finns det för konkursprojekten betydande avvikelserfrån Tessins typprojekt av sådan karaktär att man bort inse ett misslyckande redan före finansiering? Idet ena konkursprojektet är avvikelserna så pass betydande att man bort inse ett misslyckande redanföre finansiering och således kunnat undvika att nu 20 mkr från småsparare står på spel i ett långdragetkonkursförfarande. I det andra projektet är bristerna inte lika uppenbara. / This bachelor thesis focuses on the two housing projects partially financed via Tessin’s crowdfundingplatform that faced insolvency. The purpose is to discuss whether or not the two bankruptcy projectsdiffer from the successfully completed projects and if so, is there reason to question the fact that theywere financed at all. The report is limited to crowdlending and geographically to Sweden and theSwedish crowdfunding platform Tessin. The report takes a quantitative approach where a typical projecthas been derived from 53 successful real estate development projects. This typical projects is laternumerically compared with the two unsuccessful ones. Project owner factors as well as project specificfactors for the two unsuccessful projects have been compared to its peers with the intention to identifyany significant deviations. The deviation is then evaluated and discussed in line with the theoreticalframework. Among theories are The Pecking order Theory and Market for Lemons. The ultimate goalis to answer the question: With regards to the data available before the financing of these unsuccessfulprojects. Was there, at the time for financing, deviation from the typical project of such character oneshould have realized the two projects were doomed to fail? In one of the unsuccessful projects theconclusion is that the deviations were of such character, and in the other it is not as clear.

The purpose of this study was to investigate project managers´ perceptions of the importance of motivation within real estate projects. The study also aimed to examine how project managers promote and maintain motivation amongst project members. Real estate projects referred to projects for renovation, conversion, or new construction of properties. A qualitative research method was employed for data collection through semi-structured interviews. Nine project managers working in the Swedish real estate industry were interviewed. Subsequently, a thematic analysis of the collected data was conducted. The thematic analysis resulted in three themes formulated as Success factor versus Upward Push, The art of motivating and Motivation per circumstance. The results indicate that project managers perceive motivation as a positive driving force in real estate projects. It is considered important for both project managers and project members to be motivated. Furthermore, the results show that the perception of the significance of motivation within real estate projects is divided. Some project managers perceive motivation as critical for the success of a project, while others believe that real estate projects are often influenced by external circumstances that are more decisive for the outcome of the project. Motivation is therefore considered in those cases rather to add an extra edge to the projects. To promote and maintain motivation amongst project members, project managers believe it is important to build personal relationships, work with feedback and encourage the expression of opinions.