TY - CONF TI - Portfolio change governance and lean control cadence: evidence from 44 projects C1 - Singapore, Singapore C3 - Proceedings of the 34th Annual Conference of the International Group for Lean Construction (IGLC 34) SP - 1607 EP - 1617 PY - 2026 DO - 10.24928/2026/0170 AU - Rahmawati, Emilia AU - Putra, Hezekiel Karunia AU - Najwa, Halwati AU - Wirdianto, Anang AU - Aminullah, - AU - Persada, Media AD - Junior Expert, Strategic Project Management Department, Transformation and Information Technology Division, PT. Wijaya Karya (Persero) Tbk, Jakarta, Indonesia; emilia.r@wikamail.id, orcid.org/0009-0000 6517-8545 AD - Staff, Strategic Project Management Department, Transformation and Information Technology Division, PT. Wijaya Karya (Persero) Tbk, Jakarta, Indonesia; hezekiel@wikamail.id, orcid.org/0009-0005-3550 6305 AD - Undergraduate 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; halwati_1503622035@mhs.unj.ac.id, orcid.org/0009-0007 3067-6035 AD - Expert 2, Strategic Project Management Department, Transformation and Information Technology Division, PT. Wijaya Karya (Persero) Tbk, Jakarta, Indonesia; anang.wirdianto@wikamail.id, orcid.org/0009-0004 9007-4747 AD - Expert 1, Strategic Project Management Department, Transformation and Information Technology Division, PT. Wijaya Karya (Persero) Tbk, Jakarta, Indonesia; aminullah@wikamail.id AD - Senior Manager, Strategic Project Management Department, Transformation and Information Technology Division, PT. Wijaya Karya (Persero) Tbk, Jakarta, Indonesia, media_p@wikamail.id, orcid.org/0009 0007-4842-8654 ED - Hamzeh, Farook ED - Poshdar, Mani ED - Garcia-Lopez,, Nelly P. AB - 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. KW - Lean construction KW - flow KW - Last Planner® System KW - change control KW - control cadence. PB - T2 - Proceedings of the 34th Annual Conference of the International Group for Lean Construction (IGLC 34) DA - 2026/06/22 CY - Singapore, Singapore L1 - http://iglc.net/Papers/Details/2482/pdf L2 - http://iglc.net/Papers/Details/2482 N1 - Export Date: 21 June 2026 DB - IGLC.net DP - IGLC LA - English ER -