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The material outlines how to build a staff plan, including importing new data, comparing actual volumes/AHT/shrinkage to forecast, validating hiring and staffing goals, and reforecasting when assumptions change. It also covers key planning outputs such as staffing requirements, ramp plans (hiring and ET/UT), budgeting and costing, and the main data types and spreadsheet metrics that support what-if analysis.",{"@graph":63,"@context":119},[64,80,102],{"@type":65,"itemListElement":66},"BreadcrumbList",[67,71,74,77],{"item":68,"name":69,"@type":70,"position":9},"https://docshare.wps.com","Home","ListItem",{"item":72,"name":10,"@type":70,"position":73},"https://docshare.wps.com/template/",2,{"item":75,"name":11,"@type":70,"position":76},"https://docshare.wps.com/template/presentations/",3,{"item":78,"name":59,"@type":70,"position":79},"https://docshare.wps.com/template/real-numbers-abcs-of-cap-planning-capacity-planning-process-overview/239600/",4,{"url":78,"name":59,"@type":81,"image":82,"author":87,"headline":59,"publisher":90,"fileFormat":93,"inLanguage":57,"description":61,"dateModified":94,"datePublished":95,"encodingFormat":93,"isAccessibleForFree":96,"interactionStatistic":97},"DigitalDocument",{"url":83,"@type":84,"width":85,"height":86},"https://docshare.wps.com/thumbnails/real-numbers-abcs-of-cap-planning-capacity-planning-process-overview/239600.png","ImageObject",442,249,{"name":88,"@type":89},"Berry Peter","Person",{"url":68,"name":91,"@type":92},"DocShare","Organization","application/pdf","2026-10-21","2026-09-11",true,{"@type":98,"interactionType":99,"userInteractionCount":101},"InteractionCounter",{"@type":100},"ViewAction",6,{"@type":103,"mainEntity":104},"FAQPage",[105,111,115],{"name":106,"@type":107,"acceptedAnswer":108},"How often should a staffing plan be developed and updated?","Question",{"text":109,"@type":110},"Update the plan every week by importing new data and checking deviations between performance and plan. Also meet with decision-makers monthly to review status unless changes are urgent.","Answer",{"name":112,"@type":107,"acceptedAnswer":113},"How far into the future should the capacity plan extend?",{"text":114,"@type":110},"Use an 18-month planning horizon, even if executives only see about 12 months.",{"name":116,"@type":107,"acceptedAnswer":117},"What level of detail is appropriate for strategic capacity planning?",{"text":118,"@type":110},"Plan at week-over-week granularity; monthly aggregation can hide important information, while daily detail is unnecessary. Plans should remain weekly except where finance requires monthly roll-ups.","https://schema.org",{"og:url":78,"og:type":121,"og:title":59,"og:site_name":91,"og:description":61},"article",{"robots":123,"canonical":78},"index,follow",{"doc_id":125,"site_id":56},239600,1791717917,{"code":4,"msg":5,"data":128},{"doc_id":125,"user_id":129,"nickname":88,"user_avatar":130,"doc_module":9,"category_id":8,"category_name":11,"doc_title":59,"doc_description":61,"doc_content":131,"file_id":132,"file_url":133,"file_type":134,"file_size":135,"view_count":101,"is_deleted":4,"is_public":9,"is_downloadable":9,"audit_status":9,"page_count":136,"language":137,"language_code":57,"site_id":56,"html_lang":57,"table_of_contents":138,"faqs":139,"seo_title":140,"seo_description":61,"update_tm":141,"read_time":8},1374402524268,"https://ap-avatar.wpscdn.com/davatar_3d24733baf745e90a7e4bdd5f77d97b2","The A, B, and Cs of Capacity Planning  \nRic and Chris Kosiba Real Numbers  \nToday’s chat: Contact center plan basics  \n• The importance of strategic planning  \n• The steps to build a plan  \n• Common spreadsheet metrics and, generally, how to calculate them  \n• Learning curves and AHT definitions  \n• Staffing calculation methods and validation  \n• Resources– places to go for help  \nThere’s a lot here! We will give you an overview, but are happy to help after.  \nWhat is Capacity/Strategic/Long-Term Planning?  \nStaff (FTEs)  \n3  \nDetermine the contact center resource plan(s) that maintain the (appropriate) service standards, at least cost, over time.  \nWFM systems manage the number of agents that you already have  \n– strategic planning is where you determine how many agents you need and how to get them on the floor!  \nPlanned  \nRequired  \nTime (weekly over 18 months or so)  \nImportant things to note!  \n• Strategic planning = capacity planning = long term planning  \n• Cap planning is the only big picture view into the contact center  \n• Analytics can spot trends, but strategic planning is where important what-ifs are done  \n• Huge efficiencies can be achieved by developing efficient strategic plans  \nYou  \nYour planning spreadsheet or system  \nQ&A  \n5  \nQ: How often should you develop a staff plan?  \nA: Every week you should import new data and check for deviations between performance to plan. Meet with decision-makers monthly to give a status– unless something is changing and is worrisome  \nQ: How long out should the plan be?  \nA: 18 months, even if you only show your execs the plan out 12 months or so  \nQ: What is the appropriate level of strategic planning detail?  \nA: Week-over-week. If you calculate monthly numbers or longer, you lose a lot of important info, and daily is silly. (Note, finance may require monthly roll ups, and that is OK, but your plans should be weekly)  \nQ: Building a cap planning spreadsheet is hard!  \nA: It is. These things grow out of control!  \nQ: Where can I get help?  \nA: By calling us. Also, there’s a list of resources at the end of this  \npresentation  \nWhat a typical planning cycle looks like  \n6  \n(This is what Co-Pilot’s AI thinks a“planning analyst” looks like)  \n1. Monday morning, read in new data from last week or last month  \n2. Compare actual volumes, AHTs, and shrinkage to that forecasted. Are there major deviations from plan?  \n3. Is the operation meeting its hiring and staffing goals?  \n4. If anything has changed significantly, reforecast the metrics that are changing, develop new staff requirements, a new staffing projection, and a revised variable labor cost  \n5. Communicate the changes in the plan. Decide with senior management to either implement this new plan or to keep the current plan and monitor operational performance  \n6. BONUS JOB: Answer all what-if questions anyone has  \nWhat does a good capacity planning process do?  \nKey features of a good capacity planning tool:  \n• It does the four things above quickly!  \n• Automates both development of plans and what-if analyses  \n• Is fast, optimal, and accurate  \n• Is locked down: the system makes it harder to make costly mistakes  \n• Understands local efficiencies and skills  \nThree major data types allow us to model the contact center  \nForecasting (or customer requirements)  \nStaffing Requirements  \nRamp Plans (Hiring & ET/UT)  \nBudget Planning and Costing  \n• Contact data: What contact types (say, queues) are similar, how many contacts did we have, and what were their handle times? (ACD data)  \n• Staffing data: How many resources did we have available? How are our teams organized? (ACD and WFM data)  \n• Staffing to contact data: Where and when did contacts get serviced? What was the historical performance there? How efficient are we? (ACD and WFM data)  \nSpreadsheet Metrics  \nWhat sorts of metrics should you put in your cap plan?  \n• All planning spreadsheets are correctly different  \n• Data comes from your ACDs, your WFM, possibly","cbCaiqkpaRsS127n","https://ap.wps.com/l/cbCaiqkpaRsS127n","pdf",1677781,31,"English","# The A, B, and Cs of Capacity Planning\n## Contact center plan basics\n## What is capacity/strategic/long-term planning\n## Q&A\n## What a typical planning cycle looks like\n## What does a good capacity planning process do?\n## Key features of a good capacity planning tool\n## Three major data types and modeling\n## Spreadsheet metrics","[{\"question\":\"How often should a staffing plan be developed and updated?\",\"answer\":\"Update the plan every week by importing new data and checking deviations between performance and plan. Also meet with decision-makers monthly to review status unless changes are urgent.\"},{\"question\":\"How far into the future should the capacity plan extend?\",\"answer\":\"Use an 18-month planning horizon, even if executives only see about 12 months.\"},{\"question\":\"What level of detail is appropriate for strategic capacity planning?\",\"answer\":\"Plan at week-over-week granularity; monthly aggregation can hide important information, while daily detail is unnecessary. Plans should remain weekly except where finance requires monthly roll-ups.\"}]","Real Numbers ABCs of Cap Planning - Capacity Planning Process Overview | PDF",1789150946]