Resourcing

Resourcing answers a question that time tracking cannot: not where did the hours go, but who is going to do the work that is already sold. It shows planned capacity week by week, so gaps and double-bookings surface while there is still time to act on them.

Where Time Tracking records what has already happened, Resourcing is forward-looking. It plans commitments; it does not report on them.

Two views of the same plan

The same bookings can be read from either end, and the tabs above the grid switch between them:

Projects — organized by work. Is what we sold covered, and where is the gap? This is where bookings are made and confirmed.
People — organized by the team. How full is everyone, who has room, and who is booked past their week? Everyone with a contract has a row, whether or not anything is booked on them — except anyone excluded from project assignment, who is left off the roster.

A third tab, Requests, is where staffing gets proposed and approved rather than booked directly — see that page for how to read and act on one. A fourth tab, Actuals, looks the other way: it sets the plan against the hours actually reported in time tracking, so you can see whether the plan held.

What the projects view shows

The grid is organized by work rather than by person. Every project opens into the roles it needs, and every role opens into the people booked on it:

Project — a summary of how well the whole project is covered.
Role — one job to be done on that project, drawn from your Positions list. A role may be filled, partly filled, over-filled, or completely open. You say how many people a role needs in its demand, whether or not anyone is on it yet.
Person — an individual booking, shown when a role is expanded.

Each column is a week, and each cell is a small bar showing how much of that week's demand is covered. Capacity by project explains how to read those bars and where the percentages come from.

Select any cell and a panel opens explaining that particular number — the roles behind a project's average, the people behind a role's coverage, or everything else a person is booked on that week. See The cell drill-down.

Along the bottom of the projects view sits the bench — the people who still have room in the period on screen. Drag someone from the bench onto a role, in the column where you need them, to sketch a booking without committing to it. Bookings made this way stay reversible: a draft can be confirmed, and a confirmation can be undone. See The bench and draft bookings.

Choosing the period

The period controls and the filters share one band above the grid, with the period at its head. A period is one more way of narrowing the same plan, so it sits with the other ways rather than in a header strip of its own.

Month shows nine weeks at a time. 90 days shows thirteen weeks, folded into fortnight columns so a full quarter fits on screen. Those two levels belong to the Projects view; the People view offers Weeks and Days instead — one column per week, or a fortnight opened up a day at a time. See Capacity by person.
Previous and Next move the window by one week, at every zoom level. This is deliberate: a plan is easier to read when it slides rather than jumps.
Today returns to the current week, and the month pill jumps the window to a chosen month.

The heading above the grid always names the exact range on screen, for example 20 Jul – 20 Sep 2026. On first opening, if nothing is booked around today, Resourcing moves once to the earliest period that does contain bookings, so the page never opens on an empty grid. After that, the view stays where you put it.

Narrowing the grid

Two filter pills sit on the same band, after the period controls.

Roles offers All roles and Open roles only. Open roles only keeps the projects that have a vacancy somewhere in the period on screen — the fastest way to turn a full plan into a short hiring or reassignment list. On the People view it leaves only the open-role rows: every person disappears, because a person row is staffed by definition.

Project narrows the Projects view to one project, listing every project in the period by name. It composes with the role filter rather than replacing it, so Open roles only plus a project gives you that project's vacancies.

Each active choice adds a chip below the band. Removing a chip clears only its own filter, and Clear all removes them together. If the filters leave nothing on screen you get a short No results line with a clear-filters link, rather than the "nothing here yet" state — there is data, it is just hidden.

Who can use it

Resourcing requires the Resourcing module on your subscription and one of two roles. People without the module and a role do not see the entry in the menu.

The page is desktop only. Planning capacity means comparing many weeks and many people at once, and that does not survive a phone screen, so on a small screen or in the mobile app Resourcing asks you to switch to a larger display.

Proposing and committing are separate permissions

Planning is split into two privileges, because sketching an option and committing the company to it are different decisions — and so that proposing a booking and approving it can be different people:

Resourcing Manager — proposes. Creates drafts by dragging from the bench, extends and shortens them, changes how much of someone's time they take, deletes drafts, and imports allocations. This is the everyday planning role.
Resourcing Approver — commits. Everything a Resourcing Manager can do, plus confirming a draft into counted coverage, un-confirming it again, and declaring a role's demand — which is how an open role appears on a project in the first place.

Approver is an addition rather than a swap, so an approver can still plan. Administrators hold both and are unaffected.

The Approver role has to be assigned by hand. It is deliberately not part of any permission group by default — if it were granted automatically to everyone who can plan, the separation would not exist. In a new organisation it is a setup step worth doing early: until at least one person holds it, nobody there can confirm a booking or declare what a role needs. Assign it from Permissions.

If your organisation was already using Resourcing, nothing changes for you. Confirming used to come with the Resourcing Manager role, and is now the separate Approver role — but everyone who could confirm beforehand was granted it, so the people staffing your projects carry on exactly as they did. The separation is available rather than imposed: an administrator can take the Approver role off a planner deliberately, if you want proposing and committing to be different people.

If you do find Confirm and Un-confirm greyed out, or a role's demand refusing to save, you need the Resourcing Approver role — ask whoever administers your Flowtly account to grant it.

Those controls stay visible rather than disappearing, and say on hover what they need. Finding a step greyed out with a reason is a question you can act on; finding it gone looks like a fault.

What gets recorded

Every change a person makes to a booking is recorded — who made it and when — across creating, confirming, un-confirming, changing the dates or the percentage, and deleting. This record is kept indefinitely.

Bookings that arrive from an imported plan are the exception. They are mirrored from that plan rather than authored here, and re-mirrored whenever it is applied again, so the import's own report is their record instead.

It matters most for deletion. Removing a draft is permanent: the booking itself is gone rather than hidden, and the record of the change is the only remaining trace that it ever existed.

The record is not something you can browse from the Resourcing page. If you need to establish who changed a booking, ask your Flowtly administrator.

Example use cases

Declare that a project needs two developers from September, and watch the gap appear on the plan until it is filled.
Spot next month's understaffed projects before the client does, and fill them from the bench.
Find the roles that are still open across the quarter, and turn them into a recruitment brief.
Check whether a proposed new engagement can be staffed at all before committing to a start date.
Catch a person booked past full capacity across two projects while there is still time to rebalance.
Switch to the People view to see who has room next month, without keeping a bench list anywhere.
Check on the People view that a part-timer is not booked as though they worked a full week.
Open a project cell reading 50% and find out in one line whether that is two half-staffed roles or one unfilled one.
Open a conflicted week into days to see which days the leave and the booking actually collide on.
Sketch several staffing options as drafts, compare them on the grid, and confirm only the one that works.