The products

Can we take this contract on — and if not, who do we need to hire?

Capacity sets demand against supply, per skill, per month. It reads the hours already committed in the delivery products and the skills held in Arrow Skills, subtracts one from the other, and shows you the month the work runs past the people.

• Committed hours and pipeline on one capacity line
• Leave subtracted, so the number is hours you actually have
• The shortfall becomes the hiring brief

What recurring work did we promise, deliver, and earn?

Delivery is for work contracted on a regular basis. Promise the work, schedule the tasks, log what was done, and bill the hours it took — with the service catalogue and the revenue reporting attached.

• Service catalogue with promised hours per period
• Forward-planned task schedule, marked off as completed
• Revenue and delivery reporting per client

The same, for work that runs as a project.

Delivery handles recurring contracted work. Projects handles work that is planned and delivered once — phases, milestones and resourcing — and feeds its committed hours into Capacity the same way.

• Phases and milestones
• Resourcing against the plan
• Feeds committed hours to Capacity

How much of the block the client bought is left?

Retainer sells the hours before the work happens. A client buys a block — forty hours for the month — and logged work draws it down. This is a retainer, not time-and-materials: the point of the product is the balance.

• Purchased blocks, with rollover and period
• Burn rate and the exhaustion date it implies
• Low-balance warning before the client hits zero

What can our people actually do?

Skills is the capability register — the authoritative record of what each person can do and to what level, with certifications, assessment dates and the business units they sit in.

• Skill levels per person, with assessment dates
• Certifications and their expiry
• The supply side of every capacity calculation

Who could we hire, and how did they score?

Talent works the hiring brief that a shortfall produces, from sourcing through interview scoring to offer — and the people it hires return as new capacity.

• Candidate inventory against open roles
• Structured interview scoring
• Closes the loop back into Skills

The plan says this month. What is actually being done this week?

The delivery products say what was committed and to whom. Execution is the layer underneath that — the day-to-day work that discharges those commitments, and the record of what was actually done against them.

• The committed plan, broken down into work
• What was done, by whom, against which commitment
• Reads the suite over Arrow rather than keeping its own copy