More than half of the implemented IT-projects go over budget, deadline or simply fail. The processes in an IT-project requires technical competence to be present among the project participants to ensure the achievement of business goals and to make organisations competitive. The success of an IT-project largely depends on the Project Manager which makes it interesting to further investigate what impact the Project Manager?s technical competence has on the project. Previous research shows differing opinions whether technical competence is considered important for the Project Manager to be successful or not.

In today?s changing environment, creation of projects by organizations has become more common. The problem is, though, that the knowledge of the subject is still limited which causes many projects to fail. This has made it extra important to have a good Project Manager whocanlead the project in the right direction. While doing this both the project method and the Project Manager?s motivation are contributing sources.

Our starting point has been to examine how a Project Manager without knowledge of the industry is able to plan a project. And also which difficulties that may arise. A qualitative study was conducted at Project Managers who worked in the construction industry and events industry. Seven interviews were conducted, four in the construction sector and three in the events industry. Respondents are active as Project Manager in Värmland and Närkes counties.

The purpose of this paper has been to describe the Project Manager's experience of the customer relationship in customer order projects. A qualitative interview study has been conducted in which seven Project Managers were interviewed. A thematic analysis resulted in four overall themes. The results showed the importance of a clear, responsive and open communication as well as a large degree of customization to meet the customer the best way as possible. The experience was also characterized by a dynamic relationship and the importance of the customer's expectations.

Many research reports mention the fact that a huge number of all system development projects never reach a successful ending; with other words never fulfil formulated goals. By identifying and forming success factors (and in some aspect risk factors) that the Project Manager in practice can use, this study may be seen as a step in the direction towards minimising the high number of failed system development projects. The purpose of this research report is to investigate how a system development project, where the development process is based on a specific development or process model (in this case the Waterfall model), can and should be driven. I aim to clarify what is demanded of a project leader for the specific development process and give an account for which eventual leadership qualities that can be well suited for given situation in relation to the need for technical competence. Among other things the Project Manager should inspire confidence, drive, be a decision maker, engage and own some form of basic knowledge in the field of system development.

AimThis paper has come about because of the author's own experience as a Project Manager at FMV. In various projects, I have wondered if there is a link between the programs and processes that I have to use in my daily work. Are these programs effective for managing projects and follow-up.MethodIn order to examine whether it is efficiently using standard software, I have asked a number of projects manager at FMV to respond to a questionnaire, the method is qualitative.AbstractEfficient project management will require a set of tools for planning, monitoring and evaluating. Often there is a demand for a comprehensive range of enterprise software applications and business solutions combined to one business solution. A relevant question is if it is possible to use standard software, i.e.

This report describes an examination project made for the IT consultingcompany Sogeti. The purpose of the project was to develop and modify the translation tool Language Manager (LM) built by Sogeti to be used for translating applications. Employees at Sogeti considered some disadvantages with Language Manager, version 1.0 which among others was that language files for projects were saved at two locations. Partly in resource maps among with the source code of the applications and partly in a database. This was dual work for employees at Sogeti and it also caused redundancy inthe system.

The main purpose of this qualitative study was to describe clients? descriptions of the professional role case manager and how it relates to the job description provided from a project in which both case managers and clients were participating. Both what case managers do and are expected to do were explored. The project involved case management in the purpose to strengthen and enhance the care and quality of life for clients who are dually diagnosed. Interviews were conducted with five clients and the result was analyzed with theoretical concepts from role theory.

Many research reports mention the fact that a huge number of all system development projects never reach a successful ending; with other words never fulfil formulated goals. By identifying and forming success factors (and in some aspect risk factors) that the Project Manager in practice can use, this study may be seen as a step in the direction towards minimising the high number of failed system development projects. The purpose of this research report is to investigate how a system development project, where the development process is based on a specific development or process model (in this case the Waterfall model), can and should be driven. I aim to clarify what is demanded of a project leader for the specific development process and give an account for which eventual leadership qualities that can be well suited for given situation in relation to the need for technical competence. Among other things the Project Manager should inspire confidence, drive, be a decision maker, engage and own some form of basic knowledge in the field of system development.

This report is written in cooperation with Skanska Sverige Hus Väst and it is discussing the role of site managers within the company. The report will bring up the demands that is put upon site managers and will also discuss stress related problems and how to change and develop the role as a site manager.We came up with three conclusions in this report. We believe that Skanska could develop VSAA to make it easier to use for site managers. We also believe that a further development of the project engineer is of great value, to give him or her greater responsibilities. The last conclusion is to change the responsibilities between the site manager and the production manager, to give the production manager a greater responsibility in the production..

In recent decades, project based work form has taken a dominant role of work for many companies. Developments in the field have progressed rapidly and research has contributed to more efficient working practices. This study describes the elements that a Project Manager should keep in mind when he leads a project without actually being physically present, complex factors occurred and the basic approach to encounter them. The aim of this report is to examine factors that arise in the context of coordination at a distance and how companies, in their daily work, surpass these obstacles. The study does not include cultural differences, time zone differences and language differences, all very common in project management at distance.

The role of the quality manager has evolved from being a quality controller to work with a more global business. Within many organizations in Sweden, however, the traditional role of the quality manager's remains and the tasks categorized as quality control still takes up most of the quality manager's time. The survey conducted as part of this master thesis shows that the quality manager in most businesses has multiple roles in addition to the role of quality manager, which can create a role conflict. One consequence of this is that each improvement is not given priority due to time constraints. Although the importance of a clear and committed leadership is the key for succeeding as the quality manager.

Problem: How does project managing appear in small IT-consulting companies and how does the Project Manager carry out their projects to create successful solutions for their customers?Purpose: The research has the purpose to analyze and review how IT-consults in small companies work and lead their projects to create profitability for the company, which leads to a good development for the company.  Methodology: The research is made on eight research objects in IT-consulting business and the sizes of them are between 1-49 employees. The research is made with a qualitative method to get closer to the research objects. Therefore the research is made in forms of interviews. The analysis is grounded on a comparison between the research data and the theories that are used in the research.Theoretical perspectives: The theories which have been used in the research are Involvement theory (Fill, 1999), PAFF-metoden (Marcusson & Ahlin, 2002), Projektledning (Tonnquist, 2006), Jakten på det effektiva projektet (Engwall, 1999) och Mervärde (Grönroos, 2002)Empirical foundation: The research data are founded from the interviews of the eight research objects, they have the fictive names: Gondor, Minas Morgul, Minas Tirith, Mordor, Osgiliath, Rivendell, Rohan and The Shire. Analysis/Result: Each study object starts their projects with a pre-study phase, as the PAFF-method describes it.

Producing a building is a long and complex process. It consists of several parts, from the feasibility study and design stage onto the construction and finally the management of the building. The design process is a critical part of the process where construction plans are made. The quality of the plans affect the production phase in great extent and faulty plans can pose a risk for extra costs for all parts in the process. The cost of producing dwellings has increased the last years and the detail design process is one of many phases where improvements can mean cost savings within the whole building process.This report aims to point at parts within the detail design process which could be more efficient, regarding communication, follow-up and time planning, and to give suggestions for improvements.

There are several Project Management Softwares onthe market today. These tools are powerful andextensive to the degree they become too timeconsumingand complex and therefore often defeatits original purpose. This is the case especiallywhen the Project Manager is inexperienced and/orthe scope of the project is moderate.The purpose of this thesis arose from this context,there seems to be a gap between a home-made MSExcel spread sheet and the advanced softwaresavailable. The thesis and the product has beendeveloped in alliance with Faveo ProjectManagement with the shared goal to create a toolwhich is easy to use but still covers the essentialareas of project management theory. The tool willbe used internally by Faveo-employees as well asexternally together with Faveo?s clients in aneducational purpose.