**Module:** Project

Workload views and capacity planning highlight overloaded team members before their queues cause project delays.

## Copy

Project delays rarely announce themselves early. They accumulate quietly until the deadline is tomorrow and the work isn't done. The overloaded team member who caused the delay saw the problem coming but had no way to surface it until it was too late. By the time the delay is visible to management, the opportunity for early intervention has passed. The project slips, stakeholders get surprised, and the scramble begins.

This module makes bottlenecks visible before they cause problems. Workload views show who's carrying how much work at any moment—not gut feel, but actual queue depth. Capacity planning predicts overload before it happens based on upcoming commitments. When someone's queue is about to overflow, managers get the early warning they need to redistribute work or adjust timelines. The result is delays prevented, not just detected.

For copywriters: Focus on the delay cascade—how one overloaded person creates cascading delays across the whole project. Position early warning visibility as the mechanism that prevents this chain reaction. The audience should recognize the moment when a small problem became an avoidable disaster.

## Ideas

- **Angle:** See overload before it causes delays—early warning that prevents the cascade from bottleneck to disaster
- **Audience:** Project managers, team leads, department heads, operations directors
- **Pain points:** Hidden overload, delayed projects, stakeholder surprises, reactive redistributing, deadline pressure
- **Outcomes:** Earlier overload detection, proactive redistribution, fewer delays, stakeholder alignment, controlled timelines
- **Vertical spins:** Software development (sprint bottlenecks), creative agencies (resource conflicts), professional services (engagement planning), construction (trade coordination)