Resource management
Plan with reality,
allocate with confidence.
People, skills, demand and capacity in one connected model — so you see the constraint before you commit, and deliver what you promised.
In one sentence
AlignX Resource Management connects portfolio demand with people, skills, capacity and availability in the same model as the work, so organisations can commit, allocate and replan with confidence.
The problem
The plan assumes people it does not have.
Each of these is answerable — just not from a spreadsheet that was stale the day it was saved.
- Capacity is estimated, not knownThe plan assumes people the organisation does not have.
- Allocation has no shared viewThe same person committed twice by two different managers.
- Skills are hearsayWho actually holds this skill at the level needed — nobody can say.
- Leave surprises deliveryThe plan never knew Priya was away in January.
- Conflicts appear too lateOver-allocation is discovered in delivery, not at commitment.
- Rebalancing is a scrambleA priority change means a week of spreadsheet archaeology.
- Pipeline demand is invisibleUnfunded asks queue nowhere until they land all at once.
The resourcing lineage
From demand to the people who deliver it.
Seven steps, each one a record that keeps what it was decided on.
- 01Understand demandCapture and prioritise the work.
- 02Assess capacitySee what you have and what is constrained.
- 03Analyse & balanceCompare demand against capacity.
- 04Plan & allocatePut the right people on the right work.
- 05Monitor & trackWatch load and conflicts in real time.
- 06Reforecast & adjustRebalance as reality shifts.
- 07Deliver outcomesConfirm what you actually delivered.
Six surfaces, one resourcing truth.
Demand at one end, delivery at the other, and every allocation in between kept against a real, computed ceiling.
People, roles, work patterns and availability in one model, with a skills taxonomy deep enough to staff from and honest enough to audit.
Who it is for
Built for the people who own this work.
The roles
What they use it for
- Forecast demand and capacity across portfolios and teams.
- Match resource requests to available skills and certifications.
- Detect conflicting allocations and overcommitted individuals.
- Model the workforce impact of proposed portfolio scenarios.
- Plan contractor, secondment and shared-service capacity.
- Reforecast allocations after a priority or timeline change.
- Compare planned utilisation and effort with actual delivery.
The impact
More value from the capacity you already have.
- Commitments you can staffCapacity is checked before the promise, not after.
- Conflicts caught earlyOver-allocation is a red cell this month, not a slipped date next quarter.
- Skills you can staff fromProficiency-levelled, validated, and searchable when the gap appears.
- Changes modelled firstRebalances happen in a scenario, with the impact on the table.
- Demand seen wholeFirm requests and pipeline asks on the same axis as supply.
- Utilisation without theatreOne computed engine behind every number, from register to heatmap.
Six questions
Worth asking of whatever you run today.
Can you show which approved initiatives lack the capacity or skills required for delivery?
Demand is recorded against the initiative by role and skill, and capacity by person and month, so the heatmap shows the initiatives whose demand has no one behind it.
How do you identify when someone has been committed across multiple portfolios?
Allocations are per person across every portfolio in the model, and an allocation that takes someone over their availability is flagged where it is made.
Is capacity considered before or after an investment is approved?
Before. A proposed allocation can be recorded while the initiative is still a proposal, so the portfolio scenario carries its people cost alongside its money cost.
How accurately can you forecast demand for work that has not yet been approved?
Proposed work carries proposed demand. The forecast sums proposed, confirmed and firm allocations by horizon, so unapproved demand is visible and labelled rather than invisible.
How quickly can resources be rebalanced when priorities change?
A what-if scenario re-cuts the allocations against the new priorities and can be promoted to the live plan when it is agreed, without re-keying.
Can you distinguish genuinely available capacity from time consumed by operational and unfunded work?
Leave, operational load and unfunded work are recorded against the person like any other demand, so what is left is available capacity rather than a headcount.
Put the right people on the right work.
It runs inside your Microsoft environment, on your data, under your controls.