https://doi.org/10.24928/2026/0170
Portfolio change governance and lean control cadence: evidence from 44 projects
Emilia Rahmawati1, Hezekiel Karunia Putra2, Halwati Najwa3, Anang Wirdianto4, - Aminullah5 & Media Persada6
1Junior Expert, Strategic Project Management Department, Transformation and Information Technology Division, PT. Wijaya Karya (Persero) Tbk, Jakarta, Indonesia; [email protected], orcid.org/0009-0000 6517-85452Staff, Strategic Project Management Department, Transformation and Information Technology Division, PT. Wijaya Karya (Persero) Tbk, Jakarta, Indonesia; [email protected], orcid.org/0009-0005-3550 6305
3Undergraduate Student (Intern), Universitas Negeri Jakarta (UNJ), Jakarta, Indonesia; internship placement: Strategic Project Management Department, Transformation and Information Technology Division, PT. Wijaya Karya (Persero) Tbk, Jakarta, Indonesia; [email protected], orcid.org/0009-0007 3067-6035
4Expert 2, Strategic Project Management Department, Transformation and Information Technology Division, PT. Wijaya Karya (Persero) Tbk, Jakarta, Indonesia; [email protected], orcid.org/0009-0004 9007-4747
5Expert 1, Strategic Project Management Department, Transformation and Information Technology Division, PT. Wijaya Karya (Persero) Tbk, Jakarta, Indonesia; [email protected]
6Senior Manager, Strategic Project Management Department, Transformation and Information Technology Division, PT. Wijaya Karya (Persero) Tbk, Jakarta, Indonesia, [email protected], orcid.org/0009 0007-4842-8654
Abstract
Construction change control is a key governance mechanism to manage deviations in cost and schedule, yet portfolio-level evidence linking change governance to Lean control cadence remains limited. This paper examines how centralized PMO change control relates to Lean control cadence, operationalized as biweekly reporting, using an anonymized portfolio dataset of 44 ongoing projects (reporting year 2025; data freeze 22 January 2026). Across 1,056 expected project–period rows, 569 reports were submitted (overall adherence 53.9%), indicating substantial variance in cadence and a non-trivial zero-adherence segment that creates portfolio blind spots for timely triage and escalation. The Change Register contains 195 change requests; cost impact is nearly complete, but lane assignment, decision timestamps, and time impact are sparse, constraining robust computation of decision-flow metrics (e.g., over-SLA share) and change-induced schedule-deviation analysis. As a design proposition, we introduce a Lean-friendly three-lane threshold policy aligned with Delegation of Authority and lane-specific SLAs to improve decision-flow efficiency and reduce waiting. The paper contributes a portfolio measurement framework for cadence adherence, governance readiness, and early cost-impact aggregation, and a roadmap to strengthen time-impact evidence aligned with contractual extension-of-time mechanisms.
Keywords
Lean construction, flow, Last Planner® System, change control, control cadence.
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Reference in APA 7th edition format:
Rahmawati, E., Putra, H. K., Najwa, H., Wirdianto, A., Aminullah, -. & Persada, M.. (2026). Portfolio change governance and lean control cadence: evidence from 44 projects. In Hamzeh, F., Poshdar, M., & Garcia-Lopez,, N. P. (Eds.), Proceedings of the 34th Annual Conference of the International Group for Lean Construction (IGLC 34) (pp. 1607–1617). https://doi.org/10.24928/2026/0170
Shortened reference for use in IGLC papers:
Rahmawati, E., Putra, H. K., Najwa, H., Wirdianto, A., Aminullah, -. & Persada, M.. (2026). Portfolio change governance and lean control cadence: evidence from 44 projects. IGLC34. https://doi.org/10.24928/2026/0170
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