The Capacity Quadrant

Business Intelligence, HCM, Unified Communications
Participating Company: 
Participating Company: 
ETM Ltd.
Participating Analyst: 
Jerry Manas
Participating Analyst: 
Ali Klaver

Jerry Manas (Planview) is a best-selling author and Planview’s senior writer and editor of PRISMS best practices. ETM’s Ali Klaver talks to him about his most recent foray into demystifying resource management.


Ali: Let’s dive in and discuss the Capacity Quadrant. What do you mean by this, and is it a new term?


Jerry: It is indeed a new term. Over the years I’ve done a lot of research on common challenges for organizations and one issue that consistently appears at the top is resource capacity management—how do we take on all this work with limited resources and how do we best use those resources? When I decided to tackle the problem in a white paper for Planview I used many observations from my years in management, plus my years of articles on the subject, but this time I decided to look at the problem more holistically and create a framework around it. What emerged was that capacity planning requires four distinct disciplines. Visibility is first, and by that I mean broadening your view of capacity, demand and a number of other related areas. Prioritization is another area, and that’s about understanding what’s important, and then optimization is the third one which is about focusing on efficiency and value. People tend to want to start with optimization, but first you need better visibility and you need an understanding of what’s important. A lot of organizations jump right in and don’t spend as much time as they should up front. Finally, there’s iteration, the idea that planning happens at multiple levels, is cyclical, and happens by multiple parties. Those are the four main areas and I decided to call it the Capacity Quadrant