Date of Publication


Document Type

Insider Action Research

Degree Name

Master of Business Administration

Subject Categories

Business Administration, Management, and Operations


Ramon V. Del Rosario College of Business


Management and Organization

Thesis Adviser

Raymund B. Habaradas

Defense Panel Chair

Maria Victoria Tibon

Defense Panel Member

Karen Selina Aquino
Ma. C.P. Assumpta Marasigan


This paper describes the ABR/S Release Management Team’s operational issues. The team was experiencing overdue tasks, delayed project implementation, missed assignments, long working hours and unfavorable feedback from key stakeholders. Some of these problems were due to the lack of procedural and technical knowledge of the team on ABR/S Release Management processes. Through a collaborative action research, we identified the root cause of incorrect execution of tasks / resolution of issues, overdue delivery of task / resolution of issues and lack of confidence by key stakeholders in the team. Thus, the objective of this research was to improve the procedural and technical knowledge of the ABR/S Release Management Team on its processes. Another goal of this research is to formalize and standardize the ABR/S Release Management processes. Thus, we used Sir John Whitmore’s G.R.O.W. Coaching Model (Duggan & Solomons, 2012) as a first intervention. This coaching model identified the learning Goal and the Current Reality of each ABR/S Release Managers. Given several Options, we favored one-on-one coaching as the primary type of coaching. Additionally, the ABR/S Release Managers established the Will to continue achieving the goal. We closely followed the Training Cycle Framework (Biech, 2015) and used it as our second intervention to create a training program that was tailor-fitted to align and standardize the different ABR/S Release Management processes. Subsequently, we documented the ABR/S Release Management processes to standardize and to formalize it. Moreover, the research observed similarities to Richard Beckhard’s Change Process Framework and Sir John Whitmore’s G.R.O.W. coaching model. The collaborators responded with improved performance results and provided positive feedbacks from the action research. However, ABR/S Release Managers were still feeling overworked. Thus, this paper concluded that despite having better people in the team, some organizational problems persisted. Organizational problems are interlinked, and different approaches are needed to resolve other organizational problems.

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Organizational effectiveness; Root cause analysis; Intellectual capital

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