Capacity planning in most organisations is a senior person’s intuition, checked against a spreadsheet that was accurate a fortnight ago. It works until two projects slip at once.
The information needed to do better is usually already in your systems — it’s just spread across the project tool, the roster, the calendar and someone’s head, and nobody has time to assemble it weekly.
We put it together so the answer is always current:
- A single allocation view — who is committed to what, over what period, at what percentage.
- Forward load including pipeline work, weighted by likelihood, so you can see the crunch a month out rather than the week it lands.
- Skills and coverage — who else can do this, and where you have a single point of failure.
- Leave and availability folded in, since the plan is fiction without it.
- Utilisation reporting that distinguishes billable, internal and unassigned, without turning into a surveillance tool.
- Scenario checks — what happens to the schedule if this project starts two weeks late, or if we win that tender.
The point isn’t a perfect forecast. It’s having a defensible answer when someone asks whether the team can take this on, and enough warning to do something about it — rehire, reschedule, or say no early while saying no is still cheap.