Information visualisation for project portfolio decision-making : an action design research exploration

Liu, Cathy

Information visualisation for project portfolio decision-making : an action design research exploration

Liu, Cathy

Permalink

Publication Type:: Thesis
Issue Date:: 2025

Open Access

Copyright Clearance Process

Recently Added
In Progress
Open Access

This item is open access.

Adobe PDF

Download thesisAdobe PDF (11.39 MB)

View statistics

Full metadata record

Field	Value	Language
dc.contributor.advisor	© 2025 Cathy Liu
dc.contributor.author	Liu, Cathy
dc.date.accessioned	2025-12-12T02:44:38Z
dc.date.available	2025-12-12T02:44:38Z
dc.date.issued	2025
dc.identifier.uri	http://hdl.handle.net/10453/190921
dc.description	University of Technology Sydney. Faculty of Design, Architecture and Building.	en_US.UTF-8
dc.description.abstract	Effective decision-making in Project Portfolio Management (PPM) influences the success of project portfolios and supports achievement of an organisation’s strategic objectives. Project portfolio decision-makers are required to absorb, interpret and balance large volumes of multifaceted information about the projects in the portfolio to make effective decisions. While information visualisation has been shown to positively impact decision-making, the process by which this occurs in the PPM context is still relatively unknown. This research adopts an Action Design Research (ADR) methodology underpinned by the pragmatic paradigm to explore the relationship between visualisation and PPM decision-making. Specifically, this study seeks to understand the contextual factors and interplay that impact the design and implementation of visual artefacts in order to facilitate effective PPM decision-making. This research studies two contrasting organisations and draws upon data from document analysis, interviews, surveys, memo-taking and personal reflections. Pragmatism was instrumental in adapting the research design during unprecedented levels of change that occurred during the research process. Such changes and adaptations provided an enhanced opportunity to discover unanticipated and emergent findings by observing the influence of change and the interplay between the organisational and problem context. The findings of this study contribute to theory, methodology and practice. The theoretical contributions are two-fold. First, the findings of this research extend the visualisation literature and design principles by providing a framework for understanding the interplay between organisational and problem factors that impact the design and implementation of visual artefacts in a PPM decision-making environment. Second, contributions to theory are further made by providing a novel perspective on the evolution and impact of decision-maker change fatigue, change cynicism and change resistance in response to bottom-up initiatives. Contributions to methodology are made through the proposal of the concept of “emergent intervention”, which highlights the relevant and impactful changes that can be brought about by the holistic ADR process and the benefit of emergent intervention on the ADR methodology itself. The findings offer new guidance for practitioners on the organisation and consideration of contextual factors that are pertinent to information visualisation in PPM decision-making.	en_US.UTF-8
dc.format	Thesis (PhD)
dc.language.iso	en_US	en_US.UTF-8
dc.relation	https://opus.lib.uts.edu.au/bitstream/10453/190921/1/thesis.pdf
dc.rights	info:eu-repo/semantics/openAccess
dc.rights	The author owns the copyright in this thesis including all reproduction and reuse rights for the work. The work may not be altered without the permission of the copyright owner. Attribution is essential when quoting or paraphrasing from this thesis.
dc.rights	au.edu.uts.lib/cph
dc.title	Information visualisation for project portfolio decision-making : an action design research exploration	en_US.UTF-8
dc.type	Thesis
utslib.copyright.status	open_access	*

Abstract:

Effective decision-making in Project Portfolio Management (PPM) influences the success of project portfolios and supports achievement of an organisation’s strategic objectives. Project portfolio decision-makers are required to absorb, interpret and balance large volumes of multifaceted information about the projects in the portfolio to make effective decisions. While information visualisation has been shown to positively impact decision-making, the process by which this occurs in the PPM context is still relatively unknown. This research adopts an Action Design Research (ADR) methodology underpinned by the pragmatic paradigm to explore the relationship between visualisation and PPM decision-making. Specifically, this study seeks to understand the contextual factors and interplay that impact the design and implementation of visual artefacts in order to facilitate effective PPM decision-making. This research studies two contrasting organisations and draws upon data from document analysis, interviews, surveys, memo-taking and personal reflections. Pragmatism was instrumental in adapting the research design during unprecedented levels of change that occurred during the research process. Such changes and adaptations provided an enhanced opportunity to discover unanticipated and emergent findings by observing the influence of change and the interplay between the organisational and problem context. The findings of this study contribute to theory, methodology and practice. The theoretical contributions are two-fold. First, the findings of this research extend the visualisation literature and design principles by providing a framework for understanding the interplay between organisational and problem factors that impact the design and implementation of visual artefacts in a PPM decision-making environment. Second, contributions to theory are further made by providing a novel perspective on the evolution and impact of decision-maker change fatigue, change cynicism and change resistance in response to bottom-up initiatives. Contributions to methodology are made through the proposal of the concept of “emergent intervention”, which highlights the relevant and impactful changes that can be brought about by the holistic ADR process and the benefit of emergent intervention on the ADR methodology itself. The findings offer new guidance for practitioners on the organisation and consideration of contextual factors that are pertinent to information visualisation in PPM decision-making.

Please use this identifier to cite or link to this item:

http://hdl.handle.net/10453/190921