Matching people to work.
WHAT THE PROBLEM IS
Work arrives unevenly and capacity is fixed in the short term.
WHAT OVERLOAD PRODUCES
Missed deadlines Quality failures Departures Work declined that should have been taken
WHAT UNDERLOAD PRODUCES
Cost without revenue.
WHAT TO ESTABLISH
Visibility of commitments across the firm.
WHAT TO TRACK
Work in progress by person Deadlines forthcoming Capacity available
WHY BY PERSON
Firm-level capacity conceals individuals who are overloaded.
WHAT TO DO ABOUT PEAKS
Reallocate within the firm Engage temporary or contract support Agree revised timescales with clients Decline work
WHY DECLINING IS LEGITIMATE
Accepting work you cannot deliver damages more than refusing it.
WHAT TO ESTABLISH
Who decides what is accepted.
WHY
Individual acceptance without visibility produces firm-wide overload.
WHAT TO DO ABOUT DEADLINES AT RISK
Tell the client early, with a revised date.
WHY EARLY
Clients can accommodate warned delay and cannot accommodate surprise.
WHAT TO ESTABLISH ABOUT HOURS
Limits that protect quality and people.
WHY
Fatigued professionals make errors, and errors become claims.
WHAT TO PLAN FOR
Predictable seasonal peaks: filing deadlines, year ends, reporting periods.
WHAT TO DO
Schedule around them, and reserve capacity.
WHAT TO MEASURE
Deadlines met Overtime worked Work declined and why
