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People & processes

Which method of planning best suits your organization? Good planning is indispensable for a project-oriented organization with several employees. Sound planning allows you to optimize productivity within set hours, which enables your employees to work efficiently and processes to run smoothly within your organization. Nevertheless, many companies fail to find the correct method of planning for themselves. The need for control over projects and resources probably sounds familiar and you're not alone. Many companies continually work on optimizing their project planning and

Planning: first organize, then automate.  We regularly see that project-based service providers enthusiastically start a trial version of Timewax, only to find that they’re not properly prepared. Their organization is not yet in place. Obviously, that needs to be sorted out first before starting to use a software planning tool. In this blog, we will discuss the 3 building blocks for good organization in terms of planning. The building blocks are: processes, people and systems. However, these building blocks cannot be considered

Resource planning based on size and degree of certainty. Many companies struggle with how to use their employees for projects. In particular, the tug-of-war over employees from different parts of the company has shown to be disastrous for the correct and timely execution of the projects. You can deal with this by choosing the right project approach, assigning full-time employees and distinguishing between projects and other work. In this blog we will discuss this further. For this problem, we will take project-based

Why they clash and where they strengthen each other. Planners and project managers sometimes clash in the workplace. We are all familiar with situations where project managers eagerly start to claim employees, only to be blocked by the planner. And this is a source of irritation for both of them. In this blog, we will be looking at the drives that motivate these two roles, to gain more understanding about why they compete with each other and also to see where

Planning skills of project and resource managers. Planning is about working together. There are several different parties in projects that have significant input with regard to project planning. The customer will first indicate within what timeframe they need to see results and then the subject matter experts will indicate how much will be needed to achieve those results. The project manager structures the project so that the project results are realised in an orderly and efficient manner. And the resource manager

Project & resource planning as a continuous improvement process. Service providers who carry out projects for their customers generally want two things: on the one hand, a fast and satisfactory result for their customers, and profitability on the other hand. An optimal allocation of employees to the projects is crucial. Yet, we often see that project and resource planning is limited to a one-off activity at the start of the project. Shouldn't more attention be paid to this? Suppose you run multiple

Organisation resource planning versus the evolution of the company. Our clients, who implement projects where multiple people are involved, often struggled with the question of how to organise in regards to resource planning. In this blog post we will look at the different development stages companies go through and the organisation of resource planning which would be appropriate. We will spell out what the risks would be if you do not prepare for this within a reasonable period of time. The development

Planning is a process, not a product. Planning is as ancient as the human race. Ever since humans began to think ahead and started hunting in groups, plans have been made to achieve the best possible result. At first, planning was based purely on (non-)verbal communication. With the recording of the first hunting scenes, the famous cave drawings of animal hunts, the first planning was possibly created. The plans were literally recorded and represented both the activity (the hunt) and the goal

Grip on shrink through innovative planning If the demand and/or turnover drops, structurally, we speak of shrinkage. In a shrinking organization you need to get a grip on the biggest expenditure, namely the employment of employees. We explain our vision on shrinking below, from the perspective of employee planning through innovative plans.   Calculation example There are 9 day shifts run on a department, from Monday to Friday, each of 8 hours. To do this, you need 10 employees who all work full time. 9

Continuity and flexibility in the planning organization. Personnel costs are the biggest costs in many organizations. Professional planning can often lead to substantial cost savings, especially in situations where both the organization and the staff are pushed to change. What does this mean for the planning organization and for planners?   Developments 1. The work is more dynamic In sectors where there is intensive staffing we saw an important role for collective duty rosters, especially in the past. Because with these duty rosters, it was