A better mindset towards resource planning

BR Vol II 03/52: Is there a better more effective way to plan resources? Can we avoid over hiring and under staffing? The solution is perhaps more mindset than mathematical.

Resource planning is an empirical art.

The true winning strategy for effective resource planning is all about the right mindset, not the meticulously crafted multi sheet formula churning juggernaut spreadsheets.

Let me explain.

Suppose we have two product teams - A and B, both kicking off a new strategic initiative. They go about in different ways.

Team A

• Leadership identifies an opportunity where the business currently lacks.

• They lean on the product management team to start drafting a strategy and roadmap around this opportunity.

• Product Manager works with Engineering, and Design to develop a roadmap and strategy doc.

• Exec review with leadership talks through the strategy and roadmap.

• Product and Engineering calls out additional resources required and requests X budget to deliver the full roadmap.

• Leadership approves the roadmap and head count request.

• With roadmap approved, Engineering begins work.

Team B - similar but a few differences

• Leadership identifies an opportunity where they currently lack.

• They lean on the product management team to start drafting a strategy and roadmap around this opportunity.

• Product Manager works with Engineering and Design to develop a roadmap and strategy doc.

• Exec review with leadership talks through the strategy and roadmap.

• Product and Engineering calls out with current resources X percent of the roadmap can be delivered. X additional headcount is required to deliver full roadmap on proposed timelines.

• Leadership approves roadmap but, declines headcount requests and instead asks other leaders to see what can be deprioritized and resources shuffled temporarily to achieve everything on the roadmap.

• With roadmap approved, Engineering begins work.

We can observe a few things in Team A’s approach.

• Product and Engineering assumes the roadmap is a zero sum game — all of it or all of it.

• Resource planning is based on “pay to play” mindset. You want X, give me Y.

• Leadership & Engineering underestimates the challenge of rapid hiring.

• Leadership assumes the presence of a plan, even if it is yet to be staffed, is good to go.

• The roadmap progress clock starts ticking even without hiring because the working assumption is hiring more people will speed things up and make up for lost time.

When it comes to Team B, the mindset is completely opposite:

• Product & Engineering bring a point of view of what is desired and what is achievable (currently and when properly staffed).

• Leadership is operating on a “do what you can with what you have” mindset.

• Leadership understands that a plan without folks to execute is not actionable and no matter how good it is or fast the hiring, it will remain just a plan.

• Leadership & Engineering is willing to reallocate existing resources and deemphasize other initiatives based on strategic objectives.

• The roadmap progress clock starts ticking only when the right mix of people are in place.

On first sight, clearly, Team B is doing it right. Yet, there are consequences to the Team B approach:

• Attrition - overburdened engineers will burn out.

• Opportunity Cost - Teams who have lost resources can’t focus on building new features and functionality.

• Thought execution gives way to shortcuts and incurring tech debt.

• Teams go from feature to feature without the opportunity to pay down tech debt.

So, is there a silver bullet for accurately planning resources? No.

The right approach to effective resource planning is all about having the right mindset — a combination of realistic goals and timelines, the ability to adjust and re-allocate resources effectively and efficiently, and fighting the urge to throw bodies at a problem instead of changing scope in hopes that it will speed things up (Order Up: Mythical Man Month).

The best thing any Technical Program Manager can do to help teams not over hire or over burden product teams is ask a very simple question — “what is possible to do with the resources we have today? lets start there…”

Until next time 👋!

-Aadil

P.S. A personal note: These tech layoffs have been hard. Layoffs are never easy and nor are they meant to be. It breaks my heart to see so many people, recently Google, hit by the recent layoffs as well as the unending posts of layoffs in other companies whose profits continue to soar. Yet, here we are.

The first few days are filled with dread, sense of loss, confusion, anger, defeat. Despite all that, I know you will all dust yourselves off, you must not give up, and when you are ready, I am here with a helping hand to do whatever I can.

Building new experiences and products at the bleeding of technology is what motivated us all to join places like Google, Meta, Amazon. Although your journey at these companies has come to an end, it doesn't mean you hang up your dreams.

We at Humane™ believe in building innovative technology that feels familiar, natural, and human. Let’s change everything together. We’re here to help with your transition. Please feel free to contact me or our recruiting team ( Pat Johnson, josé benitez cong, Paul Galli, Joseph Edd ) if you’d like to network or learn more about the open roles at Humane.

https://hu.ma.ne/jobs

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🔐 (Paid Subscribers Only) Inside Look: Have I ever seen real life examples of Team A and B? Yes, up close. Story time…