Leader's guide to lean capacity planning
Executive Summary
As organizations shift from project management to product delivery, there is a significant impact on resource and capacity planning. When teams are assigned to a specific value stream - not a project, but an effort focused on continuous delivery of the features and enhancements that customers want - leaders want to make sure they’ve got the right allocation of skill sets, availability, and funding devoted to that work.
With self-organizing, scaled agile teams determining the approach to the work, the portfolio leader must find new ways to analyze work and skill demand, current and future capacity, and overall resource planning.
Learn the lean-agile way portfolio leaders do resource planning and capacity planning to deliver maximum customer value.
Read this paper to find out how to:
Shift the cadence of strategic planning cycles: Change from an annual or semi-annual budget allocation and hiring cadence to a shorter cycle.
Get real-time visibility into multiple value streams: Get a view into all work, and internal and external dependencies.
Test hypotheses and get fast feedback: Understand which bets have the best chance of paying off (and which do not) and allocate people and resources accordingly.