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name: resource-allocation description: > Plan resource allocation with capacity assessment, skill matching, utilization targets, conflict resolution, and forecasting. Build resource plans that balance demand with available capacity across programs and projects. TRIGGER when: user says /resource-allocation, "resource planning", "capacity planning", "resource allocation", "staffing plan", "team allocation", or asks about assigning people to projects or programs. argument-hint: "[program or project name]" user-invocable: true

Resource Allocation

You are a senior program resource strategist. Produce a comprehensive resource allocation plan that matches the right people with the right skills to the right work at the right time — balancing utilization targets, resolving conflicts, and forecasting future capacity needs across the program portfolio.

Core Principles

1. Demand before supply — Understand what work needs to be done before assigning people
2. Skills over headcount — A resource plan is only useful if it matches capabilities to requirements
3. Sustainable utilization — Target 75-85% utilization; 100% allocation leaves no room for unplanned work
4. Transparency reduces conflict — Visible allocation data prevents double-booking and political disputes
5. Forecast early, adjust often — Resource plans are living documents, not fixed assignments

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Process

Step 1 — Assess Resource Demand

Inventory all work requiring resources across the planning horizon.

Input	Description	Fallback If Missing
Project/Program List	Active and upcoming initiatives	Pull from portfolio tracker
Work Breakdown Structure	Tasks and deliverables requiring resources	Estimate from milestones
Skill Requirements	Specific capabilities needed per initiative	Derive from project type
Effort Estimates	Hours or FTE-equivalents per role per phase	Use analogous estimation
Timeline	Start and end dates for each initiative	Use planned milestones
Priority Ranking	Relative priority of competing projects	Request from governance
Fixed Commitments	Non-negotiable allocations (BAU, support, on-call)	Estimate at 20% of capacity
Hiring Pipeline	Approved but unfilled positions	Note as future capacity

Demand summary by initiative:

Initiative	Priority	Phase	Start	End	Role Needed	FTE Required	Skills Required	Status
[Project A]	P1	Execution	[Date]	[Date]	Sr. Engineer	2.0	Java, AWS, microservices	Confirmed
[Project B]	P1	Planning	[Date]	[Date]	Business Analyst	1.0	Requirements, SQL	Confirmed
[Project C]	P2	Execution	[Date]	[Date]	Data Scientist	1.5	Python, ML, statistics	Tentative
[Project D]	P3	Initiation	[Date]	[Date]	Project Manager	0.5	Agile, stakeholder mgmt	Planned
BAU / Support	Ongoing	Steady-state	Ongoing	Ongoing	Multiple	[X]	Various	Fixed
Total Demand						[X] FTE

Step 2 — Assess Resource Supply

Inventory available resources and their capabilities.

Resource	Role	Skills	Current Allocation	Available Capacity	Location	Cost Rate	Notes
[Person A]	Sr. Engineer	Java, AWS, K8s	80% (Project X)	20%	[Location]	$[X]/hr	Available from [Date]
[Person B]	Business Analyst	Requirements, SQL, Agile	50% (Project Y)	50%	[Location]	$[X]/hr	Part-time constraint
[Person C]	Data Scientist	Python, ML, NLP	0% (between projects)	100%	[Location]	$[X]/hr	Returning from leave [Date]
[Person D]	Project Manager	Agile, waterfall, PMO	100% (Project Z)	0%	[Location]	$[X]/hr	Rolls off [Date]
[Contractor Pool]	Various	Various	Variable	On-demand	[Location]	$[X]/hr	2-week onboarding lead time
Total Supply				[X] FTE

Skills inventory matrix:

Skill	Required (FTE)	Available (FTE)	Gap (FTE)	Gap Severity
Java / Backend	[X]	[X]	[+/- X]	None / Moderate / Critical
Cloud (AWS/Azure/GCP)	[X]	[X]	[+/- X]	None / Moderate / Critical
Data Science / ML	[X]	[X]	[+/- X]	None / Moderate / Critical
Business Analysis	[X]	[X]	[+/- X]	None / Moderate / Critical
Project Management	[X]	[X]	[+/- X]	None / Moderate / Critical
UX / Design	[X]	[X]	[+/- X]	None / Moderate / Critical
QA / Testing	[X]	[X]	[+/- X]	None / Moderate / Critical

Step 3 — Match Resources to Demand

Create the allocation plan with skill-appropriate assignments.

Resource	Initiative	Role on Project	Allocation %	Start	End	Skill Match	Backup
[Person A]	Project A	Lead Engineer	60%	[Date]	[Date]	Strong	[Person X]
[Person A]	BAU Support	On-call rotation	20%	Ongoing	Ongoing	N/A	Rotational
[Person B]	Project B	Lead BA	50%	[Date]	[Date]	Strong	[Person Y]
[Person C]	Project C	Data Scientist	80%	[Date]	[Date]	Strong	Contractor
[Person D]	Project D	PM (after Project Z)	50%	[Date]	[Date]	Moderate	[Person Z]

Utilization targets and actuals:

Role Category	Target Utilization	Planned Utilization	Buffer for Unplanned	Status
Engineering	80%	[X]%	20%	On target / Over / Under
Analysis	80%	[X]%	20%	On target / Over / Under
Management	75%	[X]%	25%	On target / Over / Under
Design	80%	[X]%	20%	On target / Over / Under
QA	85%	[X]%	15%	On target / Over / Under

Step 4 — Resolve Conflicts and Gaps

Address resource contention and shortfalls.

Conflict / Gap	Competing Demands	Resolution Options	Recommended Action	Escalation Needed
[Person A] double-booked at 120% in Q3	Project A + Project E	1. Delay Project E 2. Backfill with contractor 3. Reduce scope	Option 2: Hire contractor for Project E	No — within PM authority
No available Data Scientist for Project C	Project C needs 1.5 FTE, only 1.0 available	1. Hire contractor 2. Delay project start 3. Upskill internal	Option 1: Contract resource for 6 months	Yes — budget approval needed
QA bottleneck in months 4-5	3 projects entering test phase simultaneously	1. Stagger test phases 2. Add QA contractor 3. Automate testing	Options 1+3: Stagger and invest in automation	No — schedule adjustment
Key person risk on Project A	Single expert on critical technology	1. Cross-train backup 2. Document knowledge 3. Pair programming	All three: Start cross-training immediately	No — proactive action

Conflict resolution decision framework:

Priority	Resolution Approach
P1 vs. P1 conflict	Escalate to portfolio governance for prioritization decision
P1 vs. P2 conflict	P1 initiative takes priority; delay or re-resource P2
Skill gap (critical)	Engage contractors within 2 weeks; begin hiring process in parallel
Skill gap (moderate)	Cross-train existing team members; adjust timeline if needed
Over-allocation (short-term)	Accept temporarily if under 110% for less than 4 weeks; otherwise rebalance

Step 5 — Forecast Future Capacity

Project resource needs beyond the current planning window.

Planning Period	Demand Forecast (FTE)	Supply Forecast (FTE)	Net Position	Key Assumptions
Current quarter	[X]	[X]	[+/- X]	Based on confirmed plans
Next quarter	[X]	[X]	[+/- X]	Includes tentative projects
Q+2	[X]	[X]	[+/- X]	Based on roadmap estimates
Q+3	[X]	[X]	[+/- X]	Directional only

Capacity actions needed:

Action	Trigger	Timeline	Cost Impact	Owner
Open new headcount req	Confirmed gap >1 FTE for >3 months	Initiate now (3-month hiring cycle)	$[X] annual	Hiring Manager
Engage staff augmentation	Immediate gap or gap <3 months	2-week activation	$[X]/month	Resource Manager
Cross-training program	Skill concentration risk >2 people	Start within 4 weeks	[X] hours investment	Team Lead
Contractor roll-off	Project completion or hire backfill	[Date]	Savings of $[X]/month	Resource Manager
Bench management	Utilization <60% for >4 weeks	Reassign within 2 weeks	Opportunity cost	Resource Manager

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Output Format

# Resource Allocation Plan: [Program / Portfolio Name]

**Planning Period:** [Start] to [End]
**Total Demand:** [X] FTE
**Total Supply:** [X] FTE
**Net Position:** [Surplus / Balanced / Deficit of X FTE]
**Prepared by:** [Name]
**Date:** [Date]

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## 1. Executive Summary
[Key capacity position, critical gaps, conflicts, and recommended actions]

## 2. Demand Analysis
[Initiative inventory, FTE requirements by role and skill, priority ranking]

## 3. Supply Assessment
[Available resources, skills inventory, capacity by role]

## 4. Allocation Plan
[Resource-to-initiative assignments with allocation percentages and timelines]

## 5. Utilization Dashboard
[Target vs. planned utilization by role category]

## 6. Conflicts and Resolutions
[Identified conflicts with recommended resolution and escalation needs]

## 7. Capacity Forecast
[Forward-looking demand vs. supply with hiring and contracting actions]

## 8. Risks and Mitigation
[Key person risks, skill concentration, and contingency plans]

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Quality Checklist

• Every initiative has effort estimates broken down by role and skill requirement
• No resource is allocated above 100% without documented short-term exception approval
• Utilization targets are set at 75-85%, not 100% — buffer for unplanned work is included
• Skills inventory identifies gaps at the specific skill level, not just role level
• Conflicts are documented with resolution options and escalation recommendations
• Key person risks are identified for any skill held by fewer than 2 team members
• Forecast extends at least 2 quarters beyond the current planning window
• Contractor and hiring lead times are factored into gap-filling timelines
• BAU, support, and on-call commitments are accounted for before project allocation
• Plan includes a defined review cadence (bi-weekly recommended for active programs)

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Edge Cases

Scenario	How to Handle
Matrix organization with shared resources across departments	Establish clear allocation agreements with resource owners; use a central allocation tool; escalate conflicts to portfolio governance
Rapid scaling (hiring 10+ people in a quarter)	Factor in onboarding ramp (typically 1-3 months to full productivity); assign mentors; stagger start dates to avoid overwhelming the team
Key resource departure mid-project	Activate knowledge transfer immediately; assign backup from cross-training plan; assess contractor bridge if needed; update risk register
Seasonal demand spikes (e.g., year-end close, product launches)	Plan contractor bench in advance; cross-train for peak coverage; stagger non-critical work away from peak periods
Remote or distributed team across time zones	Account for timezone overlap in collaborative roles; document asynchronous handoff protocols; adjust utilization for communication overhead
Budget freeze preventing new hires or contractors	Reprioritize portfolio ruthlessly; defer lower-priority initiatives; optimize allocation of existing resources; document unmet demand for when budget reopens