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Capability usage

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Where does planning happen in an organization?   

Select your organizational use case for Planning

In investment and capacity planning, a planning portfolio defines the capacity and demand entities to be analyzed and balanced.

To start using investment and capacity planning, you must first determine which capacity and demand entities you want to evaluate. Capacity can be derived from cost centers, work, strategies, or outcomes. Demand can be derived from work, strategies, or outcomes.

The table below describes the most common use cases for planning portfolios.

Select a use case to learn how to quickly get started gaining value from using Planning at your organization.

Top-down work planning
Cost center planning

Program planning

Strategic planning

Product/outcome planning
Three stacked cylinders: Departmental Budget (top), Projects (bottom), Investment Portfolio (middle). Arrows from Departmental Budget and Projects go to Investment Portfolio, Three stacked cylinders: Cost center (top), Projects (bottom), Investment Portfolio (middle). Arrows from Cost Center and Projects go to Investment Portfolio, Three stacked cylinders: Program (top), Projects (bottom), Investment Portfolio (middle). Arrows from Program and Projects go to Investment Portfolio, Three stacked cylinders: Strategy (top), Programs (bottom), Investment Portfolio (middle). Arrows from Strategy and Programs go to Investment Portfolio, Three stacked cylinders: Product Linet (top), Products (bottom), Investment Portfolio (middle). Arrows from Product Line and Products go to Investment Portfolio,


Top-down work planning is the simplest use case. It can be used to track the consumption of funding (budget) assigned to a organizational department by the work that the department is responsible for delivering.


Cost center planning is ideal to support capacity planning, either after implementing departmental planning, or on its own.


 
Program planning can be used to plan the projects and work that will deliver a program.
Strategic planning can be used to determine the breakdown of strategic funding/budgets into the initiatives and programs that will deliver the strategy.
Product/outcome planning can be used to plan investments in new products or the development of products.
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