So how should we think about our capacity in a more realistic way? And why is it important to know our capacity in a working environment? I’ll try to answer the second question first and then talk about a useful approach to modelling capacity in a work environment.
By describing our capacity in terms of available and non-available time as well as different types of work, we start to build an understanding of our true(r) capacity. Once we have this view, we can develop a clear, forward looking plan of what we think can be done in the next iteration of work.
Reserving a portion of protected, unallocated time to allow us to accommodate variations from estimates, respond to unforeseen events, address unplanned urgent work, and do continuous improvement on our work practices and methods.
And using the capacity model we are better equipped to identify upcoming prioritised work that might be affected by our capacity constraints or dependencies and allow us to mitigate it or prevent the constraint affecting our work.
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