Documentation Capacity-to-Revenue Planner
Detailed guide

Capacity-to-Revenue Planner

The scenario-planning workflow for testing whether an annual revenue target is achievable with the team's available delivery capacity.

Capacity-to-Revenue Planner closes the gap between annual revenue intent and practical monthly delivery throughput. A year goal can be financially sound in theory but still fail operationally if the team cannot supply enough billable hours at the required effective rate. This workflow makes that constraint visible before the business commits to an unrealistic target or hiring plan.

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Quick summary Step by step Guardrails Troubleshooting Related workflows

Quick summary

  • Compare the selected year goal with currently confirmed revenue before adjusting capacity assumptions.
  • Stress-test whether the existing team mix can support the annual target without unsustainable utilisation.
  • Model contractor or outsourced support from different start months to see when extra capacity changes the outcome.
  • Use saved scenarios to compare conservative, expected, and stretch operating plans.
  • Review overloaded months before treating an annual total as operationally realistic.

Put it into practice

  1. Open Capacity-to-Revenue Planner and choose the planner year first so the page aligns to the intended annual target and commercial context.

    InteractionsOpen Capacity-to-Revenue Planner from the main documentation menu, then use Planner Year in the left input panel.
    Open workflow: Year Goals Workflow

  2. Review Revenue Context before editing assumptions. Confirm the totals for estimates, quotes, and invoices match what should already count toward the year.

    InteractionsPlanner Inputs panel: Revenue Context card under Planner Year.
    Open workflow: Reports

  3. Set Forecast Start Month and Months to Forecast before interpreting the results. The planner uses this window for the monthly table, feasibility cards, and the forecast-period columns in Team Breakdown.

    InteractionsPlanner Inputs panel: Forecast Start Month and Months to Forecast in the Revenue Context section.

  4. Enter or refine team rows for the real delivery mix. Focus on weekly hours, leave, non-billable percentage, utilisation, and effective selling rate assumptions.

    InteractionsPlanner Inputs panel: Team Capacity Assumptions section.

  5. Add outsourced capacity assumptions if the current team cannot carry the target alone, then run the planner again to measure the impact.

    InteractionsPlanner Inputs panel: outsourced or contractor capacity fields below team assumptions.

  6. Read the feasibility summary, monthly table, and Team Breakdown together. A plan can look acceptable in aggregate while still depending on only a few people or overloading a small number of months.

    InteractionsRight-hand results area: feasibility badge, summary cards, month-by-month table, and Team Breakdown table.
    Open workflow: At A Glance

  7. Save the scenario when the assumptions represent a case you will revisit, compare, or discuss with other planners. Use Load to bring a saved scenario back, and Delete to remove one you no longer need.

    InteractionsPlanner Inputs panel: Scenario name field and Save; Saved Scenarios: Load / Clear / Delete.

  8. If the assumptions should become reusable pricing inputs, use 'Sync Assumptions To Service Catalog' to push team capacity into catalog resources (requires catalog manage permission).

    InteractionsPlanner actions: click Sync Assumptions To Service Catalog.
    Open workflow: Service Catalog

What to review

Planner Year selector

Sets the planning year, loads that year's revenue goal when available, and refreshes the revenue context used for default confirmed revenue assumptions.

See guide: Year Goals Workflow

Saved Scenarios area

Loads or deletes previously saved planning assumptions: a Load Scenario dropdown ('Use current inputs' plus 'year - name'), and Load, Clear, and Delete buttons, with a 'Selected: name (year)' badge when one is active. A Scenario name field and Save button store the current inputs.

Revenue Context summary

Surfaces approved or quoted estimates, accepted quotes, and issued or paid invoices for the selected year so confirmed revenue starts from current commercial evidence rather than guesswork.

See guide: Reports

Forecast window controls

Forecast Start Month and Months to Forecast define which months the planner treats as in scope. Forecast-period billable hours, forecast-period revenue, feasibility, and monthly required-revenue comparisons all use this selected span.

Team Capacity Assumptions

Captures role or person-level delivery inputs such as weekly hours, leave, non-billable percentage, utilisation, and selling rate so capacity can be translated into revenue potential.

Outsourced Capacity inputs

Tests the contribution of supplemental delivery capacity and its cost or selling-rate assumptions starting from a chosen month.

Feasibility summary cards

Highlights whether the selected annual target is feasible inside the chosen forecast window and shows forecast billable capacity, forecast goal gap, rate pressure, and utilisation pressure for that span.

Monthly capacity table

Shows month-by-month billable hours, capacity revenue, required revenue, confirmed timing, forecasted timing, total timing, and status so overloaded and underutilised periods are obvious.

See guide: At A Glance

Team Breakdown table

Summarises each role or person with target utilisation plus both forecast-period and full-year billable hours and revenue so planners can compare what each row can contribute now versus across the full year.

Run planner and Sync to Catalog actions

A 'Run planner' button recalculates feasibility from the current inputs; 'Sync Assumptions To Service Catalog' (needs catalog manage permission) pushes the team capacity assumptions into the reusable catalog resources.

See guide: Service Catalog

Guardrails

  • Confirmed revenue totals should be explainable from the selected year's visible estimates, quotes, and invoice activity.
  • Forecast Start Month and Months to Forecast should match the planning horizon being discussed, because feasibility and Team Breakdown forecast-period outputs are window-specific.
  • Team utilisation and selling-rate assumptions should reflect credible operating conditions, not optimistic placeholders used only to force feasibility.
  • A feasible annual total should still be reviewed month by month for overload risk and timing distortion.
  • Saved scenarios should use clear names so planning comparisons remain auditable over time.
  • View access can be shared broadly with delivery and commercial leads who need to inspect feasibility.
  • Scenario save and delete actions should stay limited to planners or managers accountable for target-setting assumptions.

If it starts drifting

  • If feasibility looks unexpectedly poor, confirm the selected year and check whether confirmed revenue totals are aligned to the right period.
  • If required utilisation or average rate looks unrealistic, inspect non-billable percentage, leave, and selling-rate assumptions before changing the year goal.
  • If the annual view looks acceptable but delivery still feels risky, review overloaded months rather than relying only on the headline feasible badge.
  • If a saved scenario is missing or cannot be changed, verify planner-management permission before assuming a defect.