Företag står inför en utmaning att kunna anpassa sig efter snabba förändringar och att producera produkter snabbt. Därför har många företag valt att implementera agila utvecklingsprocesser, där den dominanta metoden är Scrum. I Scrum finns det tre roller varav en är produktägare. Produktägare är en komplex roll som har förändrats sedan den utvecklades. Den definieras olika i populärlitteratur och auktoritativa guider vilket har lett till att företag implementerat rollen olika. I denna studie undersöks vad produktägares arbete kännetecknas av och hur de använder sin tid. Studien använder en triangulering av strukturerad observation, intervjuer och enkät för att studera de aktiviteter och roller produktägare har. Studien bygger på ledararbete och de roller som Mintzberg identifierat. Resultatet visar att produktägares arbete är hektiskt och fragmenterat. Hur en arbetsdag ser ut varierar mellan produktägare och även mellan olika dagar. Det dagarna har gemensamt är att produktägarna deltar i möten. Resultaten tyder även på att kommunikation en viktig del i arbetet. De viktigaste rollerna som har identifierats är informationsspridare, talesperson och övervakare vilka är kopplade till informationshantering. / Companies in today's market need to be able to adapt to rapid changes and to produce products quickly. Therefore, many companies have chosen to implement agile development processes, where the dominant method is Scrum. In Scrum there are three roles, one of which is product owner. Product owner is a complex role that has changed since it was developed. It is defined differently in popular literature and authoritative guides, which has led to companies have implemented the role differently. This study examines what the product owners' work is characterized by and how they spend their time. The study uses a triangulation of structured observation, interviews, and questionnaires to study the activities and roles of product owners. The study is based on managerial work and the roles that Mintzberg has identified. The result shows that the work of the product owner is hectic and fragmented. What a working day looks like varies between product owners and between different days. What these days have in common is that the product owners attend meetings. The results also indicate that communication is an important part of the work. The key roles that have been identified are disseminators, spokesperson and monitor which are linked to information management.

The aim of this essay is to observe how the pre-Christian mythology of Scandinavia, commonly known as Norse mythology, is depicted during the first season of the History Channel TV-series Vikings from 2013, and to analyze how well those depictions correspond with modern day knowledge of that mythology. More specifically this essay studies how the pre-Christian gods, myths and rituals are depicted. To accomplish this the essay uses a modified version of a method called structured observation, a method otherwise associated with observing people. Roland Barthes theory of a primary- and secondary meaning of language is used as the theoretical framework for this essay.  The results show that many Christian themes can be detected in Vikings. For example, in the depictions of the god Odin who sometimes becomes a symbol for the Christian God. This is shown by depicting Odin being able to have decided people’s destinies, he is not tied to a specific task, and is prayed to in a manner that looks like a Christian prayer. Modern norms of equality between genders, a linear perception of time, and a distaste for human sacrifice can be detected in the Series’ depictions of Valhalla, Ragnarök and rituals of sacrifice. The myths depicted in Vikings can be divided into three categories: how humans understand the world, what happens after you die in battle and what will happen during the end of the world. The rituals depicted all happen during one of two ceremonies: funerals and sacrifice.

Idag är många branscher beroende av ett gediget teamwork. Det finns dock ett behov av objektiva mätsystem för teamwork och därför har detta projekt som syfte att skapa och testa ett observationsprotokoll utifrån den teoretiska modellen ’The Big Five of Teamwork’ framtagen av Salas, Sims & Burke (2005). Observationsprotokollet användes för att observera teamwork mellan två flygledare på Arlanda ATCC. Därefter fick flygledarna svara på en enkät för att bidra med subjektiva aspekter från modellen. Totalt genomfördes 15 stycken strukturerade observationer. Resultatet visade att det är möjligt att skatta teamwork på flygledare med hjälp av ett observationsprotokoll baserat på sex av åtta komponenter, där inte teamorientering och gemensam mental modell ingick. Komponenterna visade sig vara mer än bara ett observerbart beteende och enbart observationer frambringar inte en rättvis bild över komponenten. Resultatet visade också på att flygledarna själva upplever samtliga komponenter som en del av arbetet. Observationerna visade att samarbetet kunde se olika ut och skilja sig från team till team, och att flygledarna anpassar sig efter varandras behov. / Today, many industries are dependent on a solid teamwork. However, there is a need for objective measurement assessment for teamwork and therefore this project aims to create and test an observation protocol based on the theoretical model ’The Big Five of Teamwork’ compiled by Salas, Sims & Burke (2005). The observation protocol was used to observe teamwork between two air traffic controllers at Arlanda ATCC. After the observations the air traffic controllers answered a survey to receive subjective aspects from the model. A total of 15 structured observations were conducted. The results revealed that it’s possible to estimate teamwork on air traffic controllers using an observation protocol based on six of eight components, where team orientation and shared mental model were not included. The components appeared to be more than just an observable behavior, thus only observations does not give a fair picture of the component. The result also showed that air traffic controllers themselves perceive all components as a part of the work. The observations showed that the cooperation could look different and differ from team to team, and that air traffic controllers adapt to each other’s needs.