Project Portfolio Management for a supervisor

A major Dutch supervisor uses Anago to develop their project planning. Since the organisation consists of fairly autonomous departments, a large diversity of planning methods arose. Because of this the planning demands of the different departments differed a lot as well. Some of these differences were:

  • Planning at quarter/month/week level
  • Planning at main activities or sub activities
  • Planning per team or per employee

Each department used their own spreadsheet. Therefore the management did not have insight into the total deployment of capacity and possible bottlenecks. The new integral planning should provide insight into all departments and simultaneously provide freedom to the departments to realise a planning that suits their work.

3-Layered planning

In the three layers of planning, a deeper layer is evaluated each time. Starting with the demand planning, an estimation of the hours spent on main activities per quarter is made. In the capacity planning we zoom into the employees that will work on those activities. The resource planning is a detailed planning in which the activities of the employees are specified per week. The capacity planning is the level which is filled in by the whole organisation. In addition, departments can choose whether the capacity planning is sufficient, and if not, to use the lower level. In the resource planning a team leader is able to see in which projects his employees participate. In addition it is possible to immediately see which employees are fully planned and which employees still have room to be assigned to projects. 


Based on the completed planning various reports can be produced. Some of these reports include:

    • Project planning (who is scheduled on project A)
    • Employee planning (onto which project is employee X scheduled)
    • Full utilization hours per project (how do the planned hours relate to the demands)
    • Planned/Unplanned (occupation of employees)


    Because of the autonomy of the departments a clear governance model was necessary. Because what happens if a department is not able to meet their planning because of illness? Who decides which projects have priority? Which projects have a strict deadline or is it possible to postpone a project? The governance is defined concerning these questions, in which it is made clear who has which role and what the solution is in case the situation gets out of control.

    In this organisation the central point of the planning is the operations office. This department is responsible for collecting all information important for the planning. On top of that the operations office makes sure that bottlenecks are known by the right people. This role is purely informative and facilitating and therefore no decisional authority is placed onto this department. 

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