Portfolio Capacity Management
(Operational Capacity Planning)
Our example company, TechDesign, is in the midst of planning its current project portfolio. They’re creating the roadmap for the upcoming months based on the roles required for the projects, without assigning employees to specific projects yet.
After taking a look at all the ongoing and incoming projects, the portfolio coordinator at TechDesign is asking:
- What capacities and skills do we currently have?
- Which specific projects can we theoretically execute when and by what deadline?
- Which work packages can these projects be divided into, and what capacities and skills do we need for these work packages?
- When can these projects feasibly be completed?
- Are there any overlaps or dependencies that need to be considered?
Ideally, the relevant information can be found in a PPM (Project Portfolio Management) tool, in which employees, resource managers, and project managers record the current capacities, effort estimates, and other relevant data. Only the projects that are realistically feasible with the employees available are taken on.
Actual responsibility for project implementation can be clarified later in the process through staffing and project resource planning, in collaboration with project managers and resource managers (more on this here).
If there is a discrepancy between the supply of employee capacities and the demand from the project side, projects have to be . If the increased demand persists or even rises in the long term, it's time for strategic workforce planning.