Portfolio management tool for project delivery improvement
The focus of this action research was to increase project delivery efficiency through portfolio management aimed to address various challenges such as uneven distribution of workload to resources and not being able to manage business demands due constantly changing prioritization. It aimed to introd...
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| Format: | text |
| Language: | English |
| Published: |
Animo Repository
2018
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| Subjects: | |
| Online Access: | https://animorepository.dlsu.edu.ph/etd_masteral/5573 |
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| Institution: | De La Salle University |
| Language: | English |
| Summary: | The focus of this action research was to increase project delivery efficiency through portfolio management aimed to address various challenges such as uneven distribution of workload to resources and not being able to manage business demands due constantly changing prioritization. It aimed to introduce a system wherein projects will be properly prioritize, and improve manpower allocation by evenly distributing all resources that would maximize individual utilization and brand portfolio streamlining.
Various frameworks for the first, second and third person practice suggested by Coghlan and Brannick (2014) were used in order to determine the root cause and appropriate action plan that addressed the identified issue in project delivery. The action plan was further guided by applying Ohnos (1953) Agile Methodology Kanban Framework and Kotters (1996) 8-step process for leading change to determine the specific activities of the action research project. The inquiries, reflections and learnings were used as the foundation and guide to support the four steps of the action research cycles that were documented using Scheins (1999) ORJI framework.
The first cycle started from personal observations that were strongly supported by collaborators and initiated this action research. The results of the first cycle showed that even though there were significant improvement upon the implementation of the monitoring tool, there were still some concerns raised particularly to the non-compliance of the co-brand segment leads and the tools technical limitations, thus a second cycle was conceived. The collaborators used the data and experiences from the first implementation and came up with the necessary enhancements and stipulated working guidelines for the second cycle. Results showed great improvement compared to the previous years results giving a 100% compliance to the dashboard, empowered resources, and improved the work-life balance of the organization. |
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