Syftet med denna magisteruppsats är att undersöka vad som menas med ett lyckat projekt, vilka är de kritiska framgångsfaktorer för anläggningsprojekt och hur utvärderas anläggningsprojekt i praktiken.     Detta syfte prövades genom kvalitativa intervjuundersökningar i form av inledande studie som utgörs av personliga strukturerade intervjuer med öppna/ fria svarsalternativ baserat på mina kollegor ifrån Fastighet- och serviceförvaltningen, med fokus på anläggningsprojekt där beställaren är Gislaveds kommun och dels genom telefonintervjuer med projektledare och chefer ifrån PEAB, NCC, Accent Arkitekter, Weedo Tech med mera. Empiriskt erhållna data analyseras utifrån tre analysmodeller; vad är ett lyckat projekt (fråga 1,2), kritiska framgångsfaktorer (fråga 3,4,5,6 och 9) och analysmodell för hur utvärderas projekt (7,8).   Det framkom att hälften av respondenterna definierade ett lyckat anläggningsprojekt enligt projekttriangeln. Medan hälften av svarande definierade ett lyckat anläggningsprojekt enligt en vidareutveckling av projekttriangeln med kundnöjdhet. Det framhålls att kompetens, engagemang, tydligt uppdrag, god planering, tillräcklig budget, bra förstudie och projektering, organisation och ledning är de faktorer som främjar ett lyckat projekt. Härvidlag framhålls det att det unika för denna studie, dvs det som avviker ifrån vetenskapliga teorier och analysmodellen är det har tillkommit nya faktorer såsom samsyn, partnering, bra förstudie och projektering. Gällande dem kritiska framgångsfaktorer så är det enligt respondenter förstudie, kompetens, engagemang, ekonomi, tidsplaner, tydligt uppdrag, kommunikation och ledarskap. Det framkom i denna studie att det som avviker ifrån vetenskapliga teorier och analysmodellen är utökning med andra kritiska framgångsfaktorer har såsom förstudie, tidsplaner och kommunikation. Min slutsats är att det stämmer så som flera studier tyder på att det inte går att identifiera några generella allmängiltiga framgångsfaktorer (L. Ljung 2011) utan det är fallspecifikt som i det här fallet där det fallspecifika för bygg- och anläggningsprojekt som utkristalliserats är partnering och projektering. Slutsatsen är också att framgångsfaktorer varierar beroende på projektets storlek, komplexitet och tekniska osäkerhet. Beträffande hur anläggningsprojekt utvärderas i praktiken så framhålls det att projekt utvärderas i stort sett utifrån projekttriangel men med en modifierad och utökad variant enligt analysmodellen ovan, där kundnöjdhetsindex har lagts till. Gällande den kontinuerliga utvärderingen under projektets gång så framkom det i denna studie att även funktionskrav, ÄTA (ändrings och tilläggsarbeten) och arbetsmiljöplan följs upp och utvärderas. Min slutsats är att projekttriangeln har lämnat starka avtryck även i utvärderingen av projekt med viss modifiering där det tagits hänsyn till kvalitetsarbetet. / The purpose of this master's thesis is to investigate what is meant by a successful project, which are the critical success factors for construction projects and how evaluated construction projects are in practice. This purpose was tested through qualitative interview studies in the form of an initial study consisting of personal structured interviews with open / free answer options based on my colleagues from the Real Estate and Service Administration, focusing on construction projects where the client is Gislaved municipality and partly by telephone interviews with project managers and managers from PEAB, NCC, Accent Architects, Weedo Tech and more. Empirically obtained data is analyzed on the basis of three analysis models; What is a successful project (question 1.2), critical success factors (questions 3,4,5,6 and 9) and analysis model for evaluating projects (7.8). It was found that half of respondents defined a successful construction project according to the project triangle. While half of respondents defined a successful construction project according to a further development of the project triangle with customer satisfaction. It is emphasized that skills, dedication, clear assignments, good planning, adequate budget, good study and design, organization and management are the factors that promote a successful project. In this respect, it is emphasized that the unique nature of this study, ie, which differs from scientific theories and the analysis model, has brought about new factors such as consensus, partnering, good study and design. Concerning them, critical success factors, according to the respondents, are preliminary studies, skills, commitment, economics, schedules, clear assignments, communication and leadership. It was found in this study that what differs from scientific theories and the analysis model is expansion with other critical success factors such as preliminary studies, schedules and communication. My conclusion is that several studies suggest that it is not possible to identify any general all-important success factors (L. Ljung 2011), but case-specific as in this case where case-specific for construction projects that have been crystallized is partnering and design. The conclusion is also that success factors vary depending on the size, complexity and technical uncertainty of the project. In terms of how the projects are evaluated in practice, it is emphasized that projects are evaluated largely on the basis of a project triangle but with a modified and expanded variant according to the analysis model above, where customer satisfaction index has been added. Regarding the continuous evaluation during the course of the project, it was found in this study that functional requirements, ÄTA (Changes and additional work) and work environment plan are also monitored and evaluated. My conclusion is that the project triangle has given strong impression even in the evaluation of projects with some modification taking account of quality work.

With the rapid growth of industry 4.0 and the digital age, we can see that the use of digital tools, systems and solutions are becoming more standardized in all sectors. We are currently witnessing these tools becoming a much more integral part of future industry and therefore putting pressure on current organizations to adapt. Digital maturity is a phenomenon that has gained an abundance of exposure in recent years, and the importance of this phenomenon grows in relation to the growth of the digital environment. According to academia, questions about companies’ digital status have recently become topical. Digital maturity can act as a portal for possibilities and change. For example, exploiting opportunities, implementing technological processes and averting business risks that stem from advanced technologies. Academic research in this field mainly concentrates on the quantitative aspects and therefore we have engaged in a qualitative approach in order to fill the gap within this field of research. Moreover, we have identified that studies and contemporary assessment models do not consider the importance of management and aspect of change to the necessary extent. Academia mentions the importance of converting digital maturity assessments to company actions through a systematic engagement from managers. However, most studies in the field have focused on either giving overviews on different perspectives of assessments or answered questions regarding the success rate of digital transformations, we believe that management and change management are key components to digital maturity and transformational success. A qualitative approach is therefore suitable because of the exploratory nature of our interests. To gather data, we conducted interviews with participants chosen through a purposive sampling technique. The purposive sampling method was chosen to achieve a better and more qualitative result since the participants all had expertise within the field of digital development, digital maturity measurements and management. The interview questions were based on theories in our conceptual framework and served as a foundation for the interview guide. The intention was to see if our initial theories on digital maturity transformation would match the views of the participants. By using a thematic analysis method, we connected the participants answers to our identified framework themes, potentially altering our conceptual framework. The original components of our conceptual framework were: Importance of management and change management, which included theories of organizations, people, change kaleidoscope, the theory of constraints, PDSA-cycle and RACI-model. The result of the study showed that our predicted components of importance of management and change management were essential for the success of digital maturity. Our underlying theories also matched the participants views. However, new theories and components were added based on the empirical findings. These were: long term solutions and strategies, strong and motivating leadership, project triangle and communication plans. Our study indicates that management and change management can be success factors in the process of becoming more digitally mature.