The VP just assigned you a fourth massive project. Walk me through your capacity planning

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Anonymous · Accepted Answer

Had a VP level request to review and remove SKUs believed to overlap with
another team's technical scope. Revenue projections had already been submitted
for the 1-5 year horizon. This meant putting the brakes on other works and an
MOU with a company focused on computer vision software.

I had to request all of files that specified our silicon volume forecasts, and
remove those items from future forecasts. Although an onerous task, after
thinking about ways to streamline, it became clear that certain broad categories
could be established to strip out current POCs, pilots, and scaled projects and
apply a revised growth rate to determine the new projections. This method meant
that a process that took several weeks to build was edited in a matter of days,
and in time for for the very short turnaround requested. It also meant having a
realistic, verifiable, and still strong forward looking forecast, with no impact
to the current year projection against which the team would be judged.

The challenges were as follows: team's first year out of incubation mode, so
revenue targets needed to be hit and show growth to continue to receive more
resources and budget. The process to build the revenue projections is normally
completed over a few weeks, and suddenly had to be revised in a matter of days
while juggling other high impact work.

The VP just assigned you a fourth massive project. Walk me through your capacity planning

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