Case study · Pmo iq

What happens if we say yes?

A new high-complexity engagement looked affordable — the scenario simulation showed it would break Q3 in two places.

Problem statement

The biggest decisions had the least data.

Sales wanted to sign a large engagement starting in Q3. Leadership asked the only question that matters — can we staff it? — and got opinions instead of an answer. The capacity data lived across twenty spreadsheets; modelling one scenario meant a week of manual work, so decisions were made on gut feel and hope.

Business objective

Simulate before committing

The staffing and risk impact of a new engagement, on demand.

Expose the collisions

Exactly where and when capacity breaks — by week, by person.

Decide with numbers

A defensible yes/no/when answer for the leadership table.

Our solution

PMO iQ's scenario planning.

(In design — the module with the most live logic in the source system.)

◆Add the hypothetical engagement: complexity, duration, staffing profile.

◆The forecast recomputes: overload windows, capacity gaps, backup needs — by week.

◆Compare scenarios side by side: hire, delay, decline, restaff.

◆One defensible answer instead of twenty spreadsheets.

Results & impact

Before

Opinions, not answers

"can we staff it?" met with gut feel.

A week per scenario

Manual modelling across twenty spreadsheets.

Collisions in delivery

Conflicts discovered after signing, not before.

After

Scenarios in minutes

Staffing and risk impact recomputed on demand.

Collisions exposed

Exactly where and when capacity breaks, by week.

Defensible decisions

"yes, if we hire in June" instead of hope.