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 the teams to carry out the projects. How can we dynamically and visually show this reality to top management?
Organize the projects and visualize the impact on the 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.
Lorsque que vous allez configurer votre capacitaire, il est essentiel de se projeter sur le temps que l'on a disponible pour les projets (aka le build). Plutôt que le faire à la personne, nous vous proposons de le faire à l'échelle de l'équipe.
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 the capacity time scale: quarterly, half-yearly or according to the duration of your PI.
Visualisez en un clin d'oeil si vous êtes dans les clous... ou dans les choux. Grâce à cette vue vous avez les bases d'une discussion pragmatique pour prendre les décisions :
Peut-on faire plus de projets ? Faut-il en enlever ?
Quels sont les livrables qui nous plombent ? Peut-on les découper ?
Doit-on recruter ou mettre l'équipe en tension ? Pendant combien de temps ?
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 a delivery, you can also write it down.
It's up to you! What seems to work well is the quarter, because you can focus on the temporality of the organization (finance, sales).
Cut it 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, to know what can be done at the macro level. This is what Top Management often lacks in order to prioritize. Then you can give the person 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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