Team and capacity

The team member record stores each person’s role, work email, bill and cost rates, weekly capacity and owning organization. Logged billable and total hours roll into the member record, alongside service amount delivered and utilization. Engagement managers use this information when assigning an owner to a milestone and when reviewing budget hours on an engagement.

The practice lead checks capacity and rate assumptions across the team. Engagement managers decide who owns a delivery milestone. Consultants record the work that updates hours and delivered value.

• Member baseline. Keep capacity and rates current before assigning new delivery.
• Hours and value. Compare logged hours with delivered service amount.
• Organization context. Use the member’s business organization to explain who owns capacity.

Agree a weekly capacity convention and when a person becomes inactive. Decide who may change bill and cost rates, and how rate changes affect work already recorded. Review a real engagement whose hours are near budget and confirm the lead can interpret the member’s utilization.

A practice lead reviews an engineer’s weekly capacity and logged hours before assigning a new milestone. The lead sees the member’s bill and cost rates and compares the engagement’s remaining hours with the planned work. The engagement manager assigns the engineer as owner of the milestone. As the engineer records time and service lines, the manager can see delivered hours, logged hours and budget pressure on the engagement. The lead checks utilization again before taking another assignment.

Review the next month of engagement dates with the people who own milestones. Weekly capacity is a planning input, while logged hours show what happened. If the two diverge, inspect the underlying time entries before changing a person’s capacity or assignment. Keep inactive members and their historical work linked so older engagement totals remain explainable.

A practice lead can open Team Capacity to compare active members by weekly capacity and logged hours. The lead then checks a specific member’s time entries before changing the assignment plan. This keeps the capacity discussion grounded in recorded work.

Use the engagement schedule to spot work that overlaps for the same manager. Check each owner’s remaining capacity before promising another delivery date to a client.

• Team Capacity — Active members with weekly capacity, logged hours and utilization.
• Engagement Schedule — Proposed and active work with start and end dates.

Follow Engagement to collection and check the data model before importing open work.