Capacity Planning: Lessons in Separating Signal from Noise
As a capacity planner, one of the skills is the ability to discern the signal from the noise when constructing a capacity plan. Here are my opinions on how to become a better signal detector.
Momentum is often the best predictor of future performance. Every business moves through cycles, whether thriving, struggling, or neutral. These cycles heavily influence the contact center’s trajectory. However, stakeholders may occasionally push for plan adjustments that seem contrary to the business’s current momentum. It’s essential to listen but even more crucial to ask discerning questions to determine if their suggestions are based on realistic possibilities or merely wishful thinking. When an idea seems plausible, I still refrain from integrating it fully into the plan right away. Instead, I maintain focus on existing momentum, prepared to adapt as the business’s trajectory unfolds. If the initiative is impactful, it will eventually shift the business momentum.
Building from this point, recognize that not all business leaders are equally skilled. As a capacity planner, you will encounter leaders with a wide range of expertise, from novice and ineffective to seasoned and proficient. Your role involves understanding where each individual falls on this spectrum and weighting their input accordingly. The most effective capacity plans incorporate valuable stakeholder feedback, so it's wise to prioritize input from those with a solid track record and deep understanding of the business.
When data contradicts the anecdotal insights of an experienced and competent operator, it’s often wise to favor the anecdote. The data you rely on for capacity planning typically passes through multiple stages of processing and transformation, often handled by a centralized data team that may be distanced from day-to-day business realities. Given these knowledge gaps, trusting the perspective of a skilled stakeholder—especially one close to operations—can lead to a more informed and adaptable plan.
It’s also crucial to acknowledge that everyone has an agenda. In business, each individual brings priorities and incentives that may be unique to their role. Recognizing and segmenting these agendas allows you to assess how much each opinion is influenced by personal objectives versus the broader goals of the business. An agenda is not necessarily negative; in fact, sometimes a stakeholder’s priorities align perfectly with the business’s momentum, their insights are solid, and the data supports their viewpoint. In these cases, their perspective should indeed shape the capacity plan.
Finally, broadening your business knowledge is invaluable. As a capacity planner, the more you understand how adjacent departments function and influence one another, the more accurately you can interpret data and separate signal from noise. A holistic perspective on the business helps create a well-rounded capacity plan that accounts for cross-departmental dynamics and improves overall accuracy.
Effective capacity planning hinges on separating signal from the noise. By filtering out distractions, prioritizing input from skilled leaders, and understanding the broader business ecosystem, you can create a realistic and valuable capacity plan.