Organizations that repeatedly began more projects than they have human resources to support can fall into a dysfunctional spiral of overcommitment. Neither ERP software nor Supply Chain Management (SCM) systems are effective tools to balance the supply and demand of knowledge workers. This article describes a Knowledge Resource Planning (KRP) approach that attempts to manage knowledge resources and optimize their utilization across the entire enterprise. The principles of KRP are described, as are the specific ways in which it proactively maximizes the use of finite knowledge resources, reconciling project commitments with labor and budgeting requirements as well as and resource capacity.

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