Thanks to the Capacity view, you'll have the basis for a pragmatic discussion to answer the question: are we capable of carrying out the projects planned for this year, this semester, this quarter?
The Capacity view will help you answer these questions, team by team, and for your entire organization.
Setting up a capacity system is often a cumbersome and time-consuming process. Maintaining it over time looks like an impossible task.
To overcome this problem, we've taken the following approach:
Here's how we make it happen.
What limits the build is the real capacity of teams to carry out projects. How can this reality be dynamically and visually demonstrated to top management?
Organize your projects and visualize their impact on teams until you find the scenario that everyone is able to carry out successfully.
Include / exclude / move projects on the timeline
Real-time visualization of impacts
PDF export of scenarios
There's no need to go into micro-detail: t-shirt sizing the scale of the deliverable is enough to give you a good estimate of the time required.
When you set up your capacity planning, you need to consider the time you have available for projects (aka the build). Rather than doing it for each person, we suggest you do it for the whole team.
Maintaining a weekly capacity requires that all tasks start and finish within a week. At AirSaas, we want to bring you a more macro view, closer to your realities. You can choose your capacity planning time scale: quarterly, half-yearly or according to the duration of your PI.
See at a glance whether you're on the right track... or in the wrong direction. This overview provides you with the basis for a pragmatic discussion to make decisions:
Can more projects be undertaken? Should some be dropped?
Which deliverables are weighing us down? Can we break them down?
Should we recruit or put the team under pressure? For how long?
Let's discuss, and book a free AirSaas trial.
The challenge is to divide up the teams into groups of people with similar skills. For example: data marketing, IT security, IT data, etc.
Yes - and if you have a more precise idea of the time needed for your delivery, you can also write it down.
It's up to you! What seems to work well is the quarter timeframe, because you can focus on the natural temporality of your organization (finance, sales).
Cut them down into smaller deliverables! You're probably thinking about your last ERP or CRM project that lasted 18 months. We suggest that you break those types of projects down into deliverables that allow you to measure progress and reprioritize what needs to be done.
Yes, if you want to know what can be done at a macro level. This is what top management often lacks in order to prioritize. Afterwards, you can give each individual a capacity check at 2 or 3 months - but no more.
No worries, you create a team for your IT architect.
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