Giving a delivery date is committing that someone will be in a position to do that job on that date. If capacity is not visible, this commitment is a guess. Resource planning makes sure that real capacity stands behind the promises given.
Visibility of capacity
How loaded each person is can be seen from the system. Invisible capacity leads to wrong commitments. Data is fundamental.
Overlapping assignments
Planning the same person on several jobs at the same time is the most common cause of delay. Overlaps are checked in the system. The assignment is verified.
Realistic daily capacity
Planning rests on real productive capacity, not on the theoretical maximum. Overplanning lowers quality. The figure comes from measurement.
Effect of subject difficulty
In difficult texts capacity falls, and this is reflected in the plan. The same volume does not take the same time in every document. The difference is taken into account.
Capacity for the review steps
Revision and proofreading consume capacity too. If only translation is planned, the review steps get squeezed. The two are planned together.
Peak periods
Past data shows which periods of the year are busy. This information allows advance preparation. The data is used.
Buffer capacity
The schedule is not filled completely and an allowance is left for rush jobs. A plan without a buffer collapses at the first hitch. The allowance is kept realistic.
Distribution of expertise
The number of people working in certain fields is limited and creates a bottleneck. Bottlenecks are known in advance. Planning is done accordingly.
Balance of language pairs
In some language directions capacity is narrower. Commitments in these directions are given with care. The limit is known.
Leave and absence plan
Planned leave is entered in the schedule. Invisible leave turns into a surprise. A record is kept.
Backup person plan
A backup is considered for every critical job. A plan without a backup is fragile. A record is kept to make handover easy.
Subcontractor capacity
If outside resources are to be used, their availability is confirmed in advance. A resource sought at the last minute may not be found. The relationship is kept continuous.
Check before commitment
Capacity is verified before a delivery date is given. An unverified date is a guess. The check is mandatory.
Consequences of overload
In an overloaded team the error rate rises and the review steps get squeezed. Short-term gain is long-term loss. The balance is preserved.
The decision to decline a job
If there is no capacity the job is not taken, and this is said openly. Taking it and delaying it does greater harm. Honesty is preferred.
Updating the plan
The plan is not static and is updated regularly. An outdated plan produces wrong decisions. Updates are frequent.
Comparison with actuals
Planned and actual capacity are compared. The deviation shows the quality of the planning. Data improves it.
Long-term capacity
A team that is constantly working at full load signals a need for growth, and this need has to be seen in time. Because it takes time for a new person to get up to speed, a late decision means getting by with temporary solutions. Trends are assessed periodically.
The next step
When capacity is not enough, outside resource management comes into play. That relationship is subject to separate rules. The sequence is kept.