Diploma thesis deals with the social environment of a project manager and describes different approaches in its analysis. The social environment is defined as a sum of soft factors that affect a project manager and influence the course of the project. Besides proficiency in various project management methodologies, knowledge of the project plan, and understanding of the client's field of business, awareness of the social environment is essential for eventual project success. Thesis objectives aim at defining the scope of the social environment, and presenting analysis techniques and methods, through which it is possible to enhance overall project performance. Other objectives include stating recommendations for project managers to fully comprehend their social environment, and documenting discussed findings on project related case studies -- among others also on the social networks analysis conducted in a real life project environment. The thesis describes three analysis methods -- social network analysis, stakeholder analysis, and analysis of psychological profile of the team members, which mutually complement each other and provide project managers with a comprehensive overview of their social environments. Social network analysis is elaborated on the most in detail, because it forms theoretical as well as practical introduction to the topic, and a base for further analyses.

This diploma thesis deals with project management certifications. It focuses on project and program managers and explores their relationship with the certifications and possible links to quality management. The main objective is to make a cross-section area of certificates in the Czech market, create a a summary of available certifications and perform research, which chats certifications of companies carving out on bussines within the Czech ICT market. The thesis is divided into several parts. The first part is based on the theoretical foundations and was set up as an introduction to project management. Futher are particularly detailed project management competencies like an object of knowledge and skills, that are required to perform manager's work. The second part contains a list of available certificates, including requirements for obtaining. Contribution of this part is just the list created, which concentrates all the important details about particular certificates, including assignment of certificates for the recommended work positions. The last section describes the research implementing, which focuses on finfing out the plans of project and program managery for obtaining new certificates. Research deals with the analysis and synthesis of responses received and creates new knowledge, that reveal possible future trends. Research is unique in dealing with the Czech ICT market, which has not been studied on this topic yet. Diploma thesis presents a comprehensive view at the certifications, but also focuses on a narrow area of the ICT market, where possibilities of certificate usage are observed and confrontation of different views is offered.

The master thesis: „ The Study of Optimization of Production Process“ focouses on optimization of material flow to manufacturing department. First of all there will be shown theoretical approach corresponding with the thesis area and we will introduce production system and portfolio of products. Subsequently a real project will be analyzed and author will describe deficiencies in this project and system. Thanks to theoretical approach there will be found a different solution how to define new system without deficiencies. In the end the author will make a conclusion of newly found solution

Previous research has typically focused on singular attributes that impact a leader’s effectiveness. This study, instead, looks at whether emotional intelligence moderates the anticipated negative effect of distributed presence on engagement and influence, and ultimately, leader effectiveness. Buttressed by emotional intelligence, engagement, and influence theories, the research question focused on how emotional intelligence skills moderate the impact of a project manager’s distributed presence to render the leader effective. The study sample for this research came from voluntary participants who work for a U.S. government agency comprising leaders co-located with their teams and distributed presence leaders. Descriptive statistics showed that leaders with higher emotional intelligence (EI) were more engaging and influential than co-located leaders with high EI. Regression analyses indicated greatest significance between the dependent variables—engagement and influence—and the independent variables of distributed presence and emotional intelligence when using emotional intelligence branches and tasks for the EI variables. Data from this study showed distributed presence leaders with high emotional intelligence abilities effect engagement and influence positively. The work of this research advances insights into how emotional intelligence effects, positively, project leader engagement and influence when the project manager’s presence is distributed. The data rendered by this research was informative but only to a limited degree because results were not sufficiently expansive. Nonetheless, the application of this study applies to the practical world as distributed teams seems to be a more permanent part of the business landscape than temporary, and learning how to better work as a project manager with distributed presence is essential for both organizations and project managers.

Project management and risks seem to go hand in hand. Thus, risk management is not always at the top of the agenda, but that it is a moment that is necessary to implement in projects. Even though a large part of the project manager's and other project participants' tasks intend to identify and manage risks and thus ensure that the project result is brought to port, risk management is considered boring. To find out how risks are perceived in projects, this study will examine and create an understanding of how project managers view risks. To answer this, the study has been supplemented with two research questions that aim to account for how the implementation of and how conscious risk management takes place in projects.The study was conducted through a qualitative approach, where a total of nine project managers in various community development projects were interviewed. The results are presented in three main themes; The possibility of risk, From ear to loaf and finally Risk management in the quiet, which is also supplemented with an associated sub-theme; Automatically switched risk management.The study shows that project managers have the main external responsibility for risk management. It also emerges that project managers perceive risk as something negatively charged. Thus, there are also those who believe that risk does not necessarily mean a threat, but also opportunities. At the same time, it is perceived that risks of a negative tone tend to receive more attention than the risks that can generate positive opportunities. Which is explained as something the project manager wishes to become better at implementing and utilizing in projects, but that the tools to know how risks can be converted into opportunities in the project's implementation are lacking. The study also shows that risk management is perceived as a important element in project management, but that it is difficult to get the project team to set aside the necessary time and resources - because risks are boring.

Den svenska regeringens digitaliseringspolitik har det övergripande målet att vara bäst i världen på att använda digitaliseringens möjligheter. Den offentliga sektorn möter olika möjligheter och utmaningar när deras verksamheter digitaliseras för att möta medborgarens behov. Den här studien fokuserar på digitaliseringsprojekt i statliga myndigheter. Projekt och projektledares roll är enligt tidigare forskning på olika sätt och i olika grad påverkade av styrgruppens insatser, ställningstaganden och beslut. Syftet med den här studien är att, genom att undersöka projektledarens upplevelser, bidra till ökad förståelse om styrgruppens roll under digitaliseringsprojekt i statliga myndigheter. Forskningsfrågorna i studien är:  · Hur upplever projektledaren att styrgruppen styr och/eller stödjer digitaliseringsprojekt? · Vilka utmaningar upplever projektledaren i interaktionen med styrgruppen under digitaliseringsprojekt? En kvalitativ studie med fem intervjuer med projektledare i digitaliseringsprojekt i statliga myndigheter har genomförts. Tematisk analys har använts och fyra teman presenteras Roller i styrgruppen – kliva i kostymen och ta på sig rätt hatt, Styrgruppsmötet – svåra beslut och olösta frågor, Oavsett projektmetodik – startsäkra projekt samt Diffusa uppdrag och komplexa digitaliseringsprojekt. Vid jämförelse med tidigare forskning i privata verksamheter dras slutsatsen att projektledare i statliga myndigheter upplever liknande utmaningar med styrgruppens roll när det kommer till stöd och styrning i komplexa digitaliseringsprojekt. Utmaningar som lyfts i studien är styrgruppens sammansättning, otydliga roller eller roller som inte förstås eller efterlevs, bristfälligt beslutsfattande och otydliga projektdirektiv. En relaterad utmaning är att tolka digitaliseringsuppdrag som kommer från Regeringskansliet till genomförbara projekt som levererar nytta till medborgarna enligt uppsatta tids- och lagkrav. Framgångsfaktorer är att säkerställa ett tydligt projektdirektiv från beställaren där målbild och effekter av projektet framgår. Att i starten av digitaliseringsprojektet mötas i styrgruppen för att diskutera mål, effekter, förväntningar på de medverkandes roller samt projektets spelplan ger förutsättningar att lyckas. / The Swedish government's digitalization policy has the overall goal of being the best in the world at using the opportunities of digitalization. The public sector faces different opportunities and challenges when their operations are digitised to meet the needs of citizens. This study focuses on digitalization projects in government agencies. According to previous research, the role of projects and project managers is influenced in different ways and to different degrees by the steering committee's actions, positions and decisions. The aim of this study is to contribute to a better understanding of the role of the steering committee during digitalization projects in government agencies by examining the experiences of the project manager. The research questions of the study are:  · How does the project manager perceive the steering committee to steer and/or support digitalization projects? · What challenges does the project manager experience in interacting with the steering committee during digitalization projects? A qualitative study with five interviews with project managers in digitalization projects in government agencies has been conducted. Thematic analysis has been used and four themes are presented: Roles in the steering committee – stepping into the suit and putting the right hat on, Steering committee meeting – difficult decisions and unresolved issues, Whatever project methodology – start-proof projects and Diffuse missions and complex digitalization projects. When compared to previous research in private sector organisations, it is concluded that project managers in government agencies experience similar challenges with the role of the steering committee in terms of support and governance in complex digitalization projects. Challenges highlighted in the study include steering committee composition, unclear roles or roles that are not understood or followed, poor decision making and unclear project directive. A related challenge is to interpret digitalization mandates coming from the Government Offices into feasible projects that deliver benefits to citizens according to set time and legal requirements. Success factors are to ensure a clear project directive from the project owner, stating the objectives and effects of the project. Meeting in the steering committee at the start of the digitalization project to discuss the objectives, effects, expectations of the roles of the participants and the project's game plan provides conditions for success.

The purpose of this study is to contribute to the research on projectification of public administration. It aims to fill the gap of the previous research on implementation and hand over of project results to operating functions in municipal context by shedding light on project managers’ experiences in the Swedish municipal public administration. To reach this aim one research question has been used; what experiences does project managers have regarding implementation and hand over of project results in the municipal sector? When trying to answer the research question the study uses a definition of experience as someone’s impressions and thoughts, feelings and perception, practises and acts that is generated from a lived through or perceived experience. The study uses semi-structured interviews with ten project managers from different Swedish municipal public administrations and from diverse project types to gather material. The material has been analysed using thematic method and the analysis resulted in five different themes. The results show that project managers’ impressions and thoughts are that more responsibility is needed among actors connected to project and they seem to think that a possible shift in responsibility has occurred. They also think that a higher degree of regard needs to be taken to budget arrangements and that an important aspect is to establish and anchor the project in the main organisation and it is assisted through participation and promotion. The project managers feel and perceive mostly adverse feelings regarding implementation and hand over of project results. They seem satisfied when they can build alliances to succeed with implementation to reach utility realization in the ordinary operations.Finally, the study shows practises and acts that project managers utilizes regarding implementation and hand over of project results. They see great use from establishing, anchoring, and creating structure in the receiving operations. They ensure this by planning the hand over throughout the whole project, identifying and integrating with the receiver, affecting the formulation of goals and plan and produce material that can be handed over. They also use communications to a great extent and identifies that communication skill is an important skill to foster to succeed. They work hard to succeed with their mission and show a lot of flexibility and availability after their projects ended and recognizes that it is useful to stay contactable after the project result has been handed over to aid use of project results in the receiving operations.

Aim and Background: This study aims to explore and answer how the Project Manager Identity is constructed and/or acquired from a social science, behavioristic perspective. On this account eleven project manager professionals and scholars have been selected to participate, due to their rich experience in the field and their highly exciting profiles as to share insights and knowledge. Theory: The theoretical frame of this study adopts personality dimensions as explained by Kajonius and Dåderman (2020), that is, Extraversion, Negative Emotionality (neuroticism), Agreeableness, Conscientiousness and Openness to Experience. These are used due to their high degree of reliability and validity compared to other models. Method: The method used to conduct this study is an hour-long interview with each and every one of the interviewees to collect the data. Internet technology applications are used enabling, for the most part, an easier way to handle the planning interview process. The method used to analyze the data is a qualitative, inductive thematic analysis based on interviews and connected to the theoretical frame to reach results. Result and Conclusion: As a result, a Project Manager Identity Archetype emerges from the eleven interviewee narratives that reveals the identity of these Project Managers who strive for peak performance, are endlessly curious and possess a strong psychological shield. These three named themes above describe the Project Manager Identity Archetype of these eleven interviewees who are resilient against high pressure exerted by their work environment or project demands, focused to achieving their goal described as high performers while at the same time navigating into the project unknown by being endlessly curious. Their Project Manager identity is formed in a continuous infinity spiral process both by construct and acquisition, through an exchange between Individual identity and Project Manager Identity Archetype; two perspectives which coincide in a construct (micro) and acquisition (macro) symbiosis to merge information from both sides to form the interviewees’ Individual Project Manager Identity. / Syfte och Bakgrund: Denna studie syftar till att utforska och svara på hur projektledaridentiteten är konstruerad och/eller förvärvad, sett ur ett samhällsvetenskapligt, beteendemässigt perspektiv. Ur denna synpunkt deltar elva projektledare och forskare i studien för att dela insikter och kunskap, vilka valdes till följd av sin rika erfarenhet inom området och sina spännande profiler. Teori: Den teoretiska ramen för denna studie antar personlighetsdimensioner såsom dessa beskrivs av Kajonius och Dåderman (2020), det vill säga, Extraversion, Negativ Emotionalitet (neuroticism), Agreeableness, Samvetsgrannhet och Öppenhet för upplevelse. Dessa används med anledning av sin höga grad av tillförlitlighet och validitet jämfört mot andra modeller. Metod: Den metod som används för att genomföra denna studie är en timslång intervju med var och en av intervjuobjekten för att samla in data. Internet teknologi applikationer används för att, för det mesta, möjliggöra ett enklare sätt att hantera intervjuprocessens planering. Metoden som används för att analysera data är kvalitativ, induktiv tematisk analys baserad på intervjuer kopplat till den teoretiska ramen för att nå resultat. Resultat och Slutsats: Det resultat som uppstår är en Projektledaridentitetsarketyp från dessa elva intervjuobjekts berättelser något som avslöjar en projektledaridentitet för de intervjuade personer som strävar efter topprestation, är oändligt nyfikna och besitter en stark psykologisk sköld. Dessa tre nämnda teman ovan beskriver de intervjuade projektledarnas identitetsarketyp något som beskriver de som motståndskraftiga personer mot högt tryck något som kan utövas av deras arbetsmiljö eller projektkrav, de är fokuserad på att uppnå sina mål och högpresterande samtidigt som de projekt navigerar på okänd mark genom att vara oändligt nyfikna. Deras projektledaridentitet formas i en kontinuerlig oändlighets spiralprocess både genom konstruktion och förvärv, genom ett utbyte mellan Individuell identitet och Projektledaridentitetsarketyp, två perspektiv som sammanfaller i en konstruktion (mikro) och förvärv (makro) symbios för att sammanfoga information från båda sidor för att bilda den individuella projektledaridentiteten.

IT-projekt har misslyckats till hög grad under väldigt lång tid, studier visar på att uppemot 80% av alla IT-projekt anses vara misslyckade. Det har gjorts studier som visar på att agila metoder, såsom DevOps, kan vara lösningen till att fler IT-projekt ska lyckas. Syftet med denna studie är att bidra till förståelse för hur risker relaterade till IT-projekt har sett ut mellan 1990–2020, samt undersöka om metoder såsom DevOps är rätt väg att gå för att reducera misslyckade IT-projekt. I denna studie kartläggs de vanligaste orsakerna till misslyckade IT-projekt genom att kategorisera risker identifierade i forskning från 1990 till 2020. Detta görs och presenteras genom en litteraturstudie. Denna litteraturstudie resulterar i en överblick över hur litteraturen för de vanligaste riskerna sett ut över 30 år. Kartläggningen visar att tidigare studier mellan 1990 -2010 haft en bred spridning kring risker relaterade till IT-projekt bland samtliga kategorier. De senare åren, 2010–2020 har fokus i litteraturen legat mot lednings-, process samt personalrelaterade risker, något som även får stöd av respondenterna. Vi har även studerat DevOps och genomfört två semistrukturerade intervjuer med respondenter som har erfarenhet av DevOps, agila metoder och att driva IT-projekt. Resultatet av studien är tydligt, teori och empiri är väl överens om att agila metoder är rätt väg att gå. DevOps anses av respondenterna som en effektiv metod att använda för att nå fler lyckade IT-projekt. De två respondenterna verifierar även de riskkategorier som tagits fram i litteraturstudien och bekräftar att det är dessa som är aktuella i IT-projekt. / Literature shows that IT-projects have failed to a large extent for a long time, studies shows that up to 80 % of all IT-projects are considered as failed. There are studies that shows that agile methods, such as DevOps, can be the solution for more IT-project success. The purpose of this study is to contribute to an understanding of what risks related to IT projects that has been identified in literature between 1990-2020 and investigate if methods such as DevOps is the right way to reduce IT-project failure. This study maps all the most common causes to failed IT-projects by categorize the most frequent risks identified in research from 1990 to 2020 and is performed and presented by a literature study. This literature study results in an overview of the literature of the most frequent risks occurred in studies from the last 30 years. The overview identifies that studies between 1990 to 2020 has a range between risks related to IT-projects in all categories. In the most recent studies, from 2010- 2020, focus in research points to management-, process and personnel-related risks, which is also supported by the respondents. We have studied DevOps and completed two semi structured interviews with respondents that have experience of DevOps, agile methods and managing IT-projects. The result of this study is clear, the theory and empirics are aligned, agile methods are the right way to go. The respondents consider DevOps as an effective method to reach a higher success rate for IT-projects. The respondents verify the risk categories from the literature study and confirm these risks in their own IT-projects.

I ett försök att öka innovation och produktivitet i byggsektorn, lade Trafikverket om sitt arbetssätt till en ökad andel totalentreprenader. Detta för att ge entreprenörer ett större och längre helhetsansvar för  projektens  utformning.  Detta  i  sin  tur  påverkar  konsultverksamheter  inom  branschen.  Skiftet  i  entreprenadform resulterar i att konsultbolag inom projektering har fått en större andel entreprenörer  som  kunder  att  förhålla  sig  till.  Detta  arbete  är  skrivet  i  samarbete  med  ett  konsultbolag inom samhällsbyggnad, där främst tre beställartyper förekommer; Trafikverket, kommuner  och  entreprenörer.  Den  sistnämnda  kundtypen  förekommer  i  dagsläget  mer  frekvent,  efter Trafikverkets omstrukturering. Relationen mellan konsult och beställare är viktig för att uppdrag mellan parterna ska nå framgång. En nyckelroll i detta samarbete, från konsultens sida, är uppdragsledaren. Syftet med denna studie är att redogöra för uppdragsledares relation till de tre beställartyperna, med kontraktet som grund för relationen. Sammantaget förväntas detta mynna ut i riktlinjer för uppdragsledning och bibehållande av gott samarbete mellan konsult och beställare på konsultbolaget. För att studera relationen användes kontraktsrelationsteori som teoretiskt ramverk. För att tillgodose studiens  syfte  genomfördes  först  en  litteraturstudie  och  sedan  en  intervjustudie  där  respondenter  med lång erfarenhet av uppdragsledning intervjuades. Frågeformuläret för dessa intervjuer upprättades  med  bakgrund  av  det  teoretiska  ramverket,  där  fokus  låg  på  de  relationella  kontraktsnormerna. Ur intervjuer framkom fyra teman som är viktiga i samspelet mellan beställare och konsultbolag; Uppdragsledarrollen, Uppdraget, Kontraktet och Relationen. Relationen mellan uppdragsledaren och dess motpart hos beställaren är komplex. På grund av denna komplexitet är det svårt att generalisera kring förhållningssättet mot beställaren baserat endast på beställartyp. Andra  parametrar  som  tycks  spela  in  är  uppdragens  storlek,  beställarens  förmåga  att  uppskatta omfattningen, samt i vilken fas beställarens projekt befinner sig i. En påtaglig skillnad går att finna i hur man arbetar mot entreprenör kontra Trafikverket och kommun. Denna beställartyp är mer kostnadsstyrd och projekterar ofta närmre produktionsstart. Att arbeta relationsbyggande med alla beställartyper är av stor vikt, då ett lyckat resultat bygger på ett  bra  samarbete  mellan  människorna  i  uppdraget.  I  nya  relationer  är  detta  arbete  ofta  mer  omfattande än då det redan finns ett tidigare etablerat förtroende mellan parterna. / In  an  attempt  to  increase  innovation  and  productivity  in  the  construction  sector,  Trafikverket  changed the work procedure to include a larger share of design-­‐build contracts. This was done in an effort to give the contractors a greater overall responsibility as to how the projects would turn out. This  change  in  work  procedure  has  also  had  an  effect  on  the  consulting  business  within  the  same  sector. The change in type of contract results in a larger share of contractors as clients to the consulting firms. This report has been written in collaboration with a consulting firm which operates in  the  Civil  Engineering  sector,  on  the  department  Construction.  The  department  has  three  major  types of clients; Trafikverket (Swedish Transport Administration), municipalities and contractors, with the last one mentioned being more prevalent since the change in work procedure from Trafikverket. The relationship between consultant and client is crucial for a project to be successful. The project manager  has  an  essential  role  in  this  matter.  The  purpose  of  this  study  is  to  portray  how  the  relationship between the project manager and the three different client types looks, with the contract as a foundation for the relation. This is expected to result in guidelines for the future, both concerning project management and how to retain a reliable collaboration between consultant and client. Relational  Contract  Theory  has  been  used  as  the  foundation  to  study  the  aforementioned  relationship. To properly answer the purpose, a literary study has been done, followed by an interview  study  where  the  respondents  have  a  long  history  concerning  project  management.  The  questionnaire used for the interviews has been based on the Relational Contract Theory, with focus on the relational contract norms.  From the interviews, four themes important to the collaboration  between client and consultant emerged; the Role of the Project Manager, the Assignment, the Contract and the Relation. The relationship between the project manager and its counterpart on the client side is complex. It is because of this complexity hard to generalize the approach based solely on the type of client. Other parameters also relevant are the scope of the project, the client’s ability to estimate the scope and what phase the project itself is in. There is a significant difference when working with contractors as opposed to Trafikverket or municipalities. This type of client has a larger focus on the cost and often a project planning closer to the production. To build a relationship with every type of client is of great importance, since a successful project is based  on  the  cooperation  between  the  people  involved  in  the  project.  This  effort  to  build  a  relationship is often more comprehensive when working with new clients as opposed to older ones where a mutual trust has already been built.