Resource planning ​

In everyday life, the "wishful" approach to planning work is often used. This means that you or your management throw tasks at you and set deadlines for their completion either based on externally established deadlines or arbitrarily, "as they wish." This approach is popular for its simplicity: you don't have to think too much to plan tasks like this.

The problems with this approach start when there are a lot of tasks to do, and you need to somehow organize your schedule, establish priorities for task execution. Then desires and real possibilities start to contradict each other, leading to conflicts within the individual or the team.

There is another approach that can be called the "resource-based" approach. That is, when work planning occurs with a clear connection to the resources available in the physical world. The agent recognizes that the act of carrying out the work involves certain resources that must be available to this agent in order for the task to be successfully implemented.

Resources can be obvious and not so obvious. Obvious, explicitly distinguishable resources are usually organizational units within the organization, for example, a sufficient number of developers in a team, or materials, for example, building materials for constructing a country house. Not-so-obvious resources, which are often overlooked, can include the physical or emotional state of a specific agent. For example, you may be reading this text while sleep-deprived and therefore finding it difficult to assimilate. Or meeting participants may be getting distracted from discussing the current state of the project because a tense conflict has just occurred between two participants, leaving them emotionally shaken.

Other not-so-obvious resources, which are often explicitly overlooked, include the skills and qualifications of the agent in this skill, for example, proficiency in collectedness, as well as personal or team working capacity.