Resource planning and resource allocation are often treated as the same thing.
They are closely connected, but they answer different questions.
Resource planning looks ahead. It helps a business understand how much capacity it is likely to need, what skills will be required and whether the existing team can support the work coming in.
Resource allocation is more immediate. It is about deciding who is actually working on what, when they are available and how much of their time is committed.
That distinction matters because capacity can appear healthy at a high level yet be difficult to use in practice.
Capacity on paper is not always usable capacity.
A consultancy might have enough developers available overall to support the projects expected next month.
The problem is that those people are not interchangeable.
One project may need a specific technical skill. Another may need someone who already understands the client. A senior developer might appear to have spare capacity, but still be supporting several existing projects.
The total capacity still looks fine, but the allocation options are much more limited.
This is where resource planning alone can create a false sense of confidence.
Allocation without planning creates a different problem.
The opposite can happen too.
A business may be very good at moving people around as projects change, but have little visibility beyond the immediate delivery schedule.
When someone becomes available, they are assigned to new work—a project slips, so another person is moved across. A deadline changes, and the schedule is adjusted again.
This works until several projects need the same type of resource at once.
At that point, allocation becomes reactive rather than planned.
Resource decisions affect profitability too.
These decisions are not only about keeping projects staffed.
If expensive senior people repeatedly step into work that was expected to be delivered by more junior team members, the cost of delivery increases.
If capacity is consistently too high, utilisation can fall. If it is too low, teams become stretched and projects are more likely to slip.
Resource planning, therefore, has a direct relationship with project margins, utilisation, and forecasting.
The two should inform each other.
Good resource planning should guide allocation decisions, while real allocation data should improve future planning.
If a particular skill keeps becoming a bottleneck, that should influence future hiring or project decisions.
If the resource plan shows a busy period approaching, that should influence how people are allocated today.
The aim is not simply to know whether there are enough people in the business.
It is to determine whether the right people will be available at the right time and whether using them that way still makes commercial sense.
We explore this in more detail in our Scopra insight on resource planning and resource allocation.
