[100% Off] Capacity Planning: Demand, Resources And Productivity

Added on September 17, 2026 Business 3 min read

What you’ll learn

Forecast demand with methods that hold up rather than with last year plus ten percent,Run a gap analysis between the capacity you need and the capacity you have,Find where capacity is actually lost: bottlenecks
queues
idle time
context switching,Design operating rhythms that synchronise teams instead of filling calendars,Turn “we need more people” into a number somebody can approve,Build a budget linked to strategy
and calculate the return on it,Analyse workload with regression and forecasting rather than with impressions,Recover individual capacity through prioritisation
delegation and time blocking,Learn alongside Mikes 1.6 million students from 185 countries,Get the authors experience from Preply
Wargaming
iDeals and Alfa-Bank

Requirements

Responsibility for how much work a team or function can absorb,No statistics background required. Forecasting is built up from zero,A spreadsheet you can work in
for the analytics and budgeting blocks,English at intermediate level or above
since all lessons are in English,Willingness to measure workload before asking for headcount

Description

This course contains the use of artificial intelligence.

Capacity is not how many people you have. It is how much work they can absorb without quality dropping, and almost nobody measures the distance between those two numbers.

Why “we need more people” rarely gets approved

Because it arrives as a feeling. The team is visibly overloaded, everyone agrees, and then finance asks how much work is actually arriving, how long each type takes, and what the current utilisation is — and there is no answer. So nothing happens, the team stays overloaded, and six months later someone leaves and the capacity problem becomes a hiring problem at a worse moment. I have made that request and been unable to answer the second question.

What this course actually covers

Five blocks. First, the arithmetic: employee types and full-time equivalents, demand forecasting from extrapolation through to Delphi, job design and workload norming, and the gap analysis between what you need and what you have. Second, the operating layer, which is where capacity is genuinely lost — bottlenecks, queues, idle time, context switching, unsynchronised teams and meetings that became a ritual. Third, measurement: segmentation, lifetime value, funnels, correlation, multiple regression and forecasting, so an impression becomes a number. Fourth, the money: linking a budget to strategy, calculating return, and budgeting payroll, hiring, learning and automation. Fifth, individual capacity — prioritisation, delegation, time blocking, and finding where the hours actually went.

A note on the material

Twenty-two of the thirty-six lessons use workforce planning and workforce budgeting as their material. That is the core of the subject rather than a substitute for it: in any organisation built on knowledge work, capacity is people and payroll is the largest line in the budget. The apparatus is general — gap analysis, the theory of constraints, regression, forecasting and return calculations do not care what you are planning.

Who is teaching this

I am Mike Pritula. I built the people system at Preply as it became a unicorn, planning capacity through a period of very fast growth, and I have worked at Wargaming, iDeals and Alfa-Bank. More than 1.6 million students have enrolled in my courses across 185 countries, and over 150,000 specialists have gone through my programmes. I hold PHRi and SHRM-CP certifications and represent HRCI in more than ten countries.

What is included

Lifetime access to all 36 lessons
Active instructor support in the Q&A section
A Udemy Certificate of Completion
Working material: full-time equivalent calculations, demand forecasting methods, gap analysis, the constraint and waste checklist, regression and forecasting, the budget structure and return calculation
Practical work on your own numbers rather than on a case study

Where to start

Take one week and record how many pieces of work arrived, how many were finished, and how long each type took. That single table answers the question finance asks, and most teams have never built it. Enrol now and start today.

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