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As organizations move from project–based to product–oriented planning, they look to lean and agile practices to ensure they have the right people focused on the most important work.
But shifting from project to product delivery has a significant impact on resource and capacity planning. When teams are assigned to a value stream – not a project, but instead continuous delivery of customer enhancements – leaders want to make sure they’ve devoted the right allocation of skill sets, availability, and funding.
In this white paper, explore the operational and mindset shifts leaders need to make as they are assessing, planning, and executing their resource investment strategies in a value–oriented delivery model.