As project portfolios continue to grow, resource constraints are becoming a critical factor in the successful execution of projects. Project delivery is not only limited by available staff, but also by the number of highly specialised capabilities required for multiple initiatives, all while maintaining daily operations. Furthermore, resource management is often driven by a partial, and not site-wide view of capacity constraints, and individual knowlegde, experience and conflicting availabilities of capabilities hinders cross-collaboration in portfolio management.

The study employed a design science research framework, using iterative build, design and evaluation cycles to develop the IT artefact. Qualitative interviews were conducted with relevant units to gain an understanding of their resource planning processes. These insights were analysed using root cause analysis and MoSCoW prioritisation in order to identify the artefact's objectives and filter out surface-level symptoms. A visual decision support system was then developed within Monday.com and evaluated using real-world portfolio data.

This thesis proposes a model for implementing a lightweight, role-based approach to managing resource capacity. This approach enables the site to proactively identify resource bottlenecks. The visual DSS developed for this study successfully generated a heatmap to identify capacity conflicts. However, evaluation revealed that, in its current state, Monday.com has several technical limitations that prevent it from fully satisfying the complex needs of a dynamic, site-wide capacity resource model. A key finding is that attempting to track all personnel is counterproductive. The model should therefore focus exclusively on critical bottleneck roles to minimise the significant administrative overheads associated with data collection.