As mentioned above, the resource usage table is of immense use in predicting
staffing levels, but it only pertains to where those service activities already exist. A
key point here is where in the process design strategy the staffing levels should be
considered. My preference, where possible, is to design the service portfolio first
and only then decide what staff (and thereto headcount, skills, abilities and
attitudes) are needed to deliver that service. What we are to produce is more
important than how we produce it. It could be argued that we can engage staff with
certain skills and then decide how to put them to use, but this is to put the
technology before the business needs. The business comes first – therefore the
services must precede the staffing.