Scheduling on gut feel. Losing margin on every project.
The organisation is a mid-sized manufacturing services firm running 40–60 concurrent projects across design, engineering, and implementation. Resource allocation was managed entirely through spreadsheets and informal conversations between project managers, a system that worked when the business was smaller, but had become a serious operational constraint. Bench time was invisible, skills were mismatched to project needs, and last-minute scrambles to fill roles were costing both margin and staff morale.
