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package/.claude/skills/engineering-management/resources/resource-planning.md

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-# Resource Planning and Capacity Management
-
-**Practical guide to team sizing, capacity planning, and resource allocation for engineering managers.**
-
----
-
-## Team Capacity Model
-
-### Realistic Capacity Per Engineer
-
-```
-Nominal Hours per Week: 40 hours
-├── Meetings: -5 hours (stand-ups, 1-on-1s, planning, retros)
-├── Code reviews: -2 hours
-├── Context switching: -3 hours (interruptions, Slack, email)
-├── Operational work: -3 hours (on-call, incidents, support)
-├── Administrative: -2 hours (timesheets, reports, training)
-└── Productive work: ~25-28 hours
-
-Adjust for:
-├── Junior engineers (L3): 20-25 hours (more learning/mentorship time)
-├── Mid engineers (L4): 25-30 hours
-├── Senior engineers (L5): 25-30 hours (more meetings/reviews)
-└── Staff+ engineers (L6+): 20-25 hours (more strategic work, less coding)
-
-On-call impact:
-├── Primary on-call week: -5 to -10 hours (interruptions + fatigue)
-└── Post-incident week: -3 to -5 hours (postmortem, fixes)
-```
-
-**Key insight:** Plan for **25-30 productive hours per engineer per week**, not 40.
-
----
-
-## Capacity Planning Formula
-
-### Basic Formula
-
-```
-Team Capacity = Engineers × Productive Hours × Utilization Target
-
-Example:
-├── Team size: 8 engineers
-├── Productive hours: 28 hours/week per engineer
-├── Utilization target: 80% (leave buffer for unknowns)
-└── Weekly capacity: 8 × 28 × 0.80 = 179 hours/week
-
-Story points alternative:
-├── Average velocity: 40 points/sprint (2 weeks)
-├── 80% utilization: 32 points available for planned work
-└── Buffer: 8 points for unplanned work, bugs, tech debt
-```
-
-### Capacity Allocation
-
-```
-Recommended allocation:
-├── Feature work (planned): 60-70%
-├── Tech debt & refactoring: 15-20%
-├── Bug fixes & support: 10-15%
-├── Learning & innovation: 5-10%
-└── Operational work: Always running (included in hours above)
-
-Adjust by team type:
-├── Product teams: 70% features, 15% tech debt, 15% bugs/support
-├── Platform teams: 50% new features, 30% tech debt, 20% support
-└── SRE teams: 40% projects, 30% reliability, 30% on-call/incidents
-```
-
-**Why this matters:** Over-allocating capacity leads to burnout, missed deadlines, and quality issues.
-
----
-
-## When to Hire
-
-### Capacity Indicators
-
-**You likely need to hire when:**
-1. **Sustained overload:** Team at >90% capacity for 3+ months
-2. **Chronic delays:** Consistently missing commitments
-3. **Burnout signals:** Engineers working nights/weekends regularly
-4. **No slack time:** Zero buffer for innovation or learning
-5. **Key person risk:** Single points of failure across critical systems
-6. **Strategic initiatives blocked:** Can't invest in important projects due to capacity
-
-**Calculate hiring need:**
-```
-Current capacity: 8 engineers × 28 hours × 80% = 179 hours/week
-Current demand: 220 hours/week of work
-Gap: 41 hours/week
-
-Hiring need: 41 / (28 × 0.80) = ~1.8 engineers
-Decision: Hire 2 engineers
-
-Timeline:
-├── Start hiring: Now
-├── First hire start: +3 months (hiring lag)
-├── Second hire start: +4 months
-└── Full productivity: +6-9 months (ramp time)
-```
-
-### When NOT to Hire
-
-**Don't hire if:**
-1. **Temporary spike:** Capacity crunch is project-specific and time-bound
-2. **Process problems:** Inefficiencies that adding people won't fix
-   - Too many meetings
-   - Unclear requirements or changing priorities
-   - Poor tooling or developer experience
-3. **Unclear scope:** Don't know what new hire would work on
-4. **Budget constraints:** Can't support sustained headcount
-5. **Can optimize instead:** Can address capacity through automation or tooling
-
-**Alternative solutions:**
-- **Descope:** Cut low-priority work
-- **Delegate:** Push work to appropriate teams
-- **Automate:** Invest in tooling to reduce toil
-- **Contractors:** Temporary capacity for time-bound projects
-
----
-
-## Team Sizing Guidelines
-
-### Optimal Team Sizes
-
-**General principles:**
-- **Small teams (5-8):** Optimal for communication and autonomy
-- **Medium teams (8-12):** Need more structure and coordination
-- **Large teams (12+):** Should split into multiple teams
-
-**Amazon "two-pizza rule":** If you can't feed the team with two pizzas, it's too large.
-
-### Sizing by Team Type
-
-**Product Engineering Teams:**
-```
-Team composition (6-8 engineers):
-├── 1 Senior/Staff engineer (tech lead)
-├── 3-4 Mid-level engineers
-├── 1-2 Junior engineers
-└── 1 Engineering Manager (if >5 people)
-
-Ratio: ~1 senior : 2-3 mid : 1 junior
-```
-
-**Platform Engineering Teams:**
-```
-Team composition (8-10 engineers):
-├── 1 Staff engineer (platform architect)
-├── 4-5 Senior engineers (specialists)
-├── 2-3 Mid-level engineers
-├── 1 Junior engineer (optional)
-└── 1 Engineering Manager
-
-Ratio: Higher senior weighting for platform complexity
-```
-
-**SRE Teams:**
-```
-Team composition (6-8 SREs):
-├── 1 Senior SRE (team lead)
-├── 3-4 SREs
-├── 1-2 Junior SREs
-└── 1 SRE Manager
-
-Support ratio: 1 SRE per 50-100 engineers (mature org)
-On-call rotation: Need 6-8 people for sustainable rotation
-```
-
-**Security Teams:**
-```
-Team composition (6-8 engineers):
-├── 1 Security architect
-├── 2-3 AppSec engineers
-├── 2-3 Infrastructure security engineers
-├── 1 Compliance specialist
-└── 1 Security manager
-
-Support ratio: 1 security engineer per 50-75 engineers
-```
-
-### Manager Span of Control
-
-**Individual contributor managers:**
-- **Optimal:** 6-8 direct reports
-- **Acceptable:** 5-10 direct reports
-- **Too few:** <4 (unless special circumstances)
-- **Too many:** >10 (quality of management suffers)
-
-**Manager of managers:**
-- **Optimal:** 4-6 direct reports (other managers)
-- **Acceptable:** 3-7 direct reports
-- **Too many:** >7 (can't support managers effectively)
-
----
-
-## Org Scaling Patterns
-
-### 1-25 Engineers: Single Team
-
-```
-Structure:
-├── VP Engineering / CTO
-└── 1-3 teams (product + infra combined)
-
-Characteristics:
-├── Generalists, everyone does everything
-├── Informal processes
-└── Fast but chaotic
-
-Challenges:
-├── No specialization
-├── Scaling technical decisions
-└── Knowledge silos emerging
-```
-
-### 25-100 Engineers: Functional Teams
-
-```
-Structure:
-├── VP Engineering
-    ├── Product Engineering (3-4 teams)
-    ├── Platform/Infrastructure (1-2 teams)
-    └── Mobile/Frontend (1-2 teams)
-
-Characteristics:
-├── Functional specialization emerging
-├── More formal processes
-└── Coordination challenges
-
-Challenges:
-├── Cross-team dependencies
-├── Resource allocation conflicts
-└── Need for technical program management
-```
-
-### 100-300 Engineers: Product + Platform Org
-
-```
-Structure:
-├── CTO
-    ├── VP Product Engineering
-    │   └── Multiple product teams
-    ├── VP Platform Engineering
-    │   ├── Developer experience team
-    │   ├── SRE team
-    │   └── Data platform team
-    └── VP/Director Security
-        └── Security team
-
-Characteristics:
-├── Clear separation: product vs platform
-├── Platform as internal product
-└── Enabling teams model
-
-Challenges:
-├── Platform adoption (not mandated)
-├── Balancing product vs platform investment
-└── Avoiding ivory tower platforms
-```
-
-### 300+ Engineers: Scaled Org
-
-```
-Structure:
-├── CTO
-    ├── VP Product Engineering (multiple VPs by domain)
-    │   ├── Payments org (50 engineers)
-    │   ├── Growth org (40 engineers)
-    │   └── Core product org (60 engineers)
-    ├── VP Platform Engineering
-    │   ├── Developer experience (20 engineers)
-    │   ├── Data platform (15 engineers)
-    │   └── ML platform (10 engineers)
-    ├── VP SRE & Operations
-    │   ├── Production SRE (15 engineers)
-    │   ├── Observability (8 engineers)
-    │   └── Incident management (5 engineers)
-    └── VP Security / CISO
-        ├── AppSec (10 engineers)
-        ├── Infrastructure security (8 engineers)
-        └── Compliance (5 engineers)
-
-Characteristics:
-├── Multiple layers of management
-├── Specialized organizations
-└── Formal processes and governance
-
-Challenges:
-├── Communication and alignment
-├── Avoiding silos and bureaucracy
-└── Maintaining engineering culture
-```
-
----
-
-## Headcount Planning
-
-### Annual Planning Process
-
-**Timeline (for calendar year planning):**
-```
-Sept-Oct: Strategic planning
-├── Product roadmap for next year
-├── Technical initiatives and investments
-├── Org growth targets
-
-Oct-Nov: Headcount requests
-├── Each org submits headcount needs
-├── Justification with capacity models
-└── Prioritization across company
-
-Nov-Dec: Budget approval
-├── Finance reviews and approves budget
-├── Headcount allocated to orgs
-└── Hiring plan created
-
-Jan-Dec: Execution
-├── Hire according to plan
-├── Quarterly check-ins and adjustments
-└── Handle attrition and changes
-```
-
-### Headcount Request Template
-
-```
-Team: Platform Engineering
-Manager: [Your Name]
-Current headcount: 8 engineers
-Requested headcount: +3 engineers (total 11)
-
-Justification:
-1. Capacity Gap
-   - Current capacity: 179 hours/week
-   - Current demand: 240 hours/week
-   - Gap: 61 hours/week (2.7 FTE equivalent)
-
-2. Strategic Initiatives
-   - Multi-region platform expansion (1 engineer, 6 months)
-   - Developer experience improvements (1 engineer, ongoing)
-   - Observability platform rebuild (1 engineer, 9 months)
-
-3. Risk Mitigation
-   - Key person risk on K8s (single expert)
-   - On-call rotation understaffed (need 8 for sustainable rotation)
-
-Proposed hires:
-├── Q1: Senior Platform Engineer (Kubernetes focus)
-├── Q2: Mid-level Platform Engineer (CI/CD focus)
-└── Q3: Mid-level Platform Engineer (Observability focus)
-
-Impact if not approved:
-├── Can't invest in developer experience (productivity loss)
-├── Multi-region delayed by 6-9 months (revenue impact)
-└── Burnout risk on team (retention issue)
-
-Cost:
-├── Senior engineer: $200K total comp
-├── Mid-level (2): $150K × 2 = $300K total comp
-└── Total: $500K annual cost
-
-ROI:
-├── Developer productivity: Save 50 engineers × 2 hours/week = 5,000 hours/year
-├── Value: 5,000 hours × $100/hour = $500K savings
-└── Break-even: Year 1
-```
-
----
-
-## Resource Allocation Frameworks
-
-### 70-20-10 Model
-
-```
-70% Core Business (Sustaining)
-├── Feature development for current products
-├── Bug fixes and maintenance
-└── Customer support and requests
-
-20% Adjacent Opportunities (Growing)
-├── New features in existing products
-├── Platform improvements
-└── Developer experience investments
-
-10% New Bets (Exploring)
-├── R&D and prototypes
-├── New technologies
-└── Innovation time
-
-Adjust by company stage:
-├── Early stage: 80% core, 15% adjacent, 5% new
-├── Growth stage: 70% core, 20% adjacent, 10% new
-└── Mature stage: 60% core, 25% adjacent, 15% new
-```
-
-### Priority-Based Allocation
-
-```
-P0: Must-Have (40-50% capacity)
-├── Critical customer commitments
-├── Security and compliance requirements
-└── Production reliability
-
-P1: Should-Have (30-40% capacity)
-├── Planned features and roadmap
-├── Technical debt reduction
-└── Developer productivity improvements
-
-P2: Nice-to-Have (10-20% capacity)
-├── Experimental projects
-├── Learning and innovation
-└── Process improvements
-
-P3: Backlog (not planned)
-├── Everything else
-└── Revisit quarterly
-```
-
----
-
-## Contractor vs. Full-Time Employee
-
-### When to Use Contractors
-
-**Good use cases:**
-- **Time-bound projects:** Clear scope with definite end date
-- **Specialized skills:** Need expertise your team lacks temporarily
-- **Capacity spikes:** Temporary increase in workload
-- **Prototyping:** Experiment before committing to full hire
-- **Cost constraints:** Budget for contractors but not headcount
-
-**Bad use cases:**
-- **Core product work:** Critical to business, long-term ownership needed
-- **Tribal knowledge:** Work requiring deep context of your systems
-- **Team culture:** Building team cohesion and culture
-- **Mentorship:** Growing junior engineers
-
-### Cost Comparison
-
-```
-Full-Time Engineer (L4):
-├── Base salary: $150K
-├── Benefits (30%): $45K
-├── Equity: $30K/year (vesting)
-├── Overhead: $25K (office, equipment, etc.)
-└── Total: $250K/year
-
-Contractor (equivalent level):
-├── Hourly rate: $100-150/hour
-├── Annual (40 hours × 50 weeks): $200K-300K
-├── No benefits or equity
-└── Total: $200K-300K/year
-
-Break-even: ~1 year of full-time work
-Decision: If need >1 year, hire full-time
-```
-
----
-
-## Productivity Metrics
-
-### Team Health Metrics
-
-**Leading indicators (predict problems):**
-- **Capacity utilization:** Target 70-80% (not 100%)
-- **Cycle time:** Time from commit to production (target <1 day)
-- **PR review time:** Time to first review (target <4 hours)
-- **Deploy frequency:** How often deploy to production (target daily+)
-- **Change failure rate:** % of deploys causing incidents (target <15%)
-
-**Lagging indicators (measure outcomes):**
-- **Velocity:** Story points completed per sprint (track trend)
-- **Throughput:** Features shipped per quarter
-- **Quality:** Bugs per feature, incident rate
-- **Availability:** Uptime and reliability (SLO compliance)
-
-**People metrics:**
-- **Attrition:** <10% annual (healthy)
-- **eNPS:** Employee net promoter score (>30 is good)
-- **1-on-1 frequency:** Weekly 30-min minimum
-- **Growth:** Promotion rate, skill development
-
-### What NOT to Measure
-
-**Anti-patterns:**
-- ❌ Lines of code written
-- ❌ Number of commits
-- ❌ Hours worked
-- ❌ Number of tickets closed
-- ❌ Individual velocity/output
-
-**Why:** These metrics incentivize wrong behaviors and don't correlate with value delivered.
-
----
-
-## Resource Planning Tools
-
-### Capacity Planning Spreadsheet
-
-```
-Team Capacity Model (weekly):
-
-Engineer | Level | Productive Hours | Utilization | Available Capacity
----------|-------|------------------|-------------|-------------------
-Alice    | L5    | 25               | 80%         | 20 hours
-Bob      | L4    | 28               | 80%         | 22.4 hours
-Carol    | L4    | 28               | 80%         | 22.4 hours
-Dave     | L3    | 23               | 80%         | 18.4 hours
-...      | ...   | ...              | ...         | ...
-TOTAL    | -     | -                | -           | 167 hours/week
-
-Committed work:
-├── Feature A: 40 hours
-├── Feature B: 60 hours
-├── Tech debt: 30 hours
-├── Support/ops: 25 hours
-└── Total: 155 hours
-
-Buffer: 167 - 155 = 12 hours (7% slack) ✅ Healthy
-```
-
-### Project Estimation
-
-```
-Feature estimation:
-├── Break down into tasks
-├── Estimate each task (hours or points)
-├── Add buffer (30-50% for unknowns)
-├── Account for dependencies and blockers
-└── Reality check: Does timeline make sense?
-
-Example:
-├── API implementation: 20 hours
-├── Frontend work: 30 hours
-├── Testing: 15 hours
-├── Documentation: 5 hours
-├── Subtotal: 70 hours
-├── Buffer (40%): 28 hours
-└── Total estimate: 98 hours (~3-4 weeks with interruptions)
-```
-
----
-
-## Key Takeaways for Managers
-
-1. **Plan for 25-30 productive hours** per engineer per week, not 40
-2. **Target 70-80% utilization** - leave buffer for unknowns
-3. **Hire when sustained overload** (>90% capacity for 3+ months)
-4. **Optimize before hiring** - fix process issues first
-5. **Keep teams small** (5-8 people) for effectiveness
-6. **Balance allocation:** 70% features, 20% tech debt, 10% innovation
-7. **Track leading indicators** - capacity, cycle time, deploy frequency
-8. **Don't measure individuals** - focus on team outcomes
-9. **Plan annually, adjust quarterly** - be flexible
-10. **Justify with data** - use capacity models for headcount requests
-
-Resource planning is about enabling sustainable delivery, not maximizing utilization.