It was a misty October morning when my son’s shovel suddenly hit a huge rock. “Just dig a little farther out son. Don’t let temporary obstacles get in your way… It’s just like life, you gotta keep digging!” Everyone laughed at my poor attempt of humor, but the point was made. The group, a collection of SEI consultants along with friends and family, were volunteering for a Trees Atlanta event. As part of the yearly planting program, Trees Atlanta volunteers grab their shovels and plant thousands of trees in dozens of Atlanta neighborhoods. As with most professions, consultants spend a lot of time working together, but volunteer events like Trees Atlanta provided an outlet for a deeper level of solidarity and friendship.
In last month’s Demand Management Blog Part 1, we discussed the importance of maximizing a company’s most important resource, its workforce. Now that we have your attention, let’s explore how SEI can help you to turn demand and capacity planning into an organizational practice.
As with implementing any new process, a robust discovery phase should take place to help you understand key factors and metrics. When it comes to Demand Management, there are several questions that should be asked during discovery: Who are the key stakeholders and capacity owners? How does this team currently manage demand? How does management feel about the current project intake process and what are the initial areas of concern?
Ask yourself the following about how your organization manages human capital: Do you maximize the value of your workforce? Do you meticulously manage the project intake process? If so, as the organization grows, are you consistently able to measure the throughput of a growing and dispersed workforce? If you answered no to any of these questions, there’s a really good chance your organization could benefit from demand and capacity planning.