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Capacity Planning

When I start working with teams on projects or initiatives, there is a step I never skip: capacity planning.


It is basic, and almost too simple to implement: each team member quantifies their expected average dedication to the project as a percentage of their work week, which we then translate into actual days or hours. We update this figure regularly, usually every couple of weeks, to account for vacations, other work, and commitments.


We make this information visible - whether it's on a shared spreadsheet, a digital whiteboard, or even a piece of paper in the team's workspace. By doing this, we turn a theoretical amount into a concrete time commitment: 20% of my time means I will spend one full working day - every week - on this project. That becomes our reference point for planning work in the upcoming period.

Why is this so powerful? It brings transparency and clarity. It generates understanding of how much time team members can realistically commit, forcing everyone to confront the reality of demands versus availability. It supports shaping realistic plans, setting achievable expectations, and aids in prioritization. It's also a solid basis for constructive conversations with stakeholders about deliverables and resources.


When planning, workload should never exceed available capacity. It sounds obvious, yet I see teams overcommitting daily. Team members often plan based on the capacity they wish they had, not what they actually have. People get assigned to projects without a clear understanding of how much time they can realistically give.


You can't fill a bucket with more water than it can hold - it will overflow. So, as simple as it is, always use this approach. It will help you create more realistic project plans, manage expectations better, and ultimately lead to more successful outcomes.


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