Avoid the two extremes
Ignoring capacity creates avoidable delays. Tracking every employee’s time at executive level can create a model too complex to maintain. Macro-level resource planning offers a workable middle ground: forecast demand by capability or role and compare it with available capacity.
Connect strategic and project views
Project leaders still need specific people, qualifications, and timing. Their detailed plans should refine the broader resource model when assumptions change. A resource owner can update forecasts, highlight bottlenecks, and present mitigation options. Regular executive reviews then focus on meaningful tradeoffs, leaving day-to-day allocations with those closest to the work.