Resource Planning Software
Resource planning, here, means knowing who is actually free before you commit to new work: a capacity number built from real leave and a real board, not a chart you drag bars across.
Resource planning without the resource-leveling chart
Say "resource planning software" to most PM buyers and a specific picture comes to mind: a Gantt-style histogram, bars you drag across a timeline, a percentage field where you type "Priya, 60% on Project A, 40% on Project B." ShipSprint doesn't have that screen, and we'd rather say so on this page than have you discover it three weeks into a trial.
What it has instead is a plainer question, answered honestly: is this person actually free next sprint, once you subtract the leave they've already booked and the work already sitting in their column? That number is pulled from the board and the leave calendar every time you look at it, not typed in once by a lead and left to go stale.
If your definition of resource planning is a cross-project percentage-allocation spreadsheet, this page will disappoint you. If it's knowing, before you promise a client a start date, whether the two engineers the work needs are actually available that week, keep reading.
What "capacity" is built from
Four inputs, none of them a guess someone made in a planning meeting.
Approved leave and out-of-office time come off a person's available days before anyone plans against them. A four-day trip means four fewer days of capacity, not a footnote a lead has to remember at planning time.
Every board column can carry a cap. Once a column is full, the next card waits rather than landing as a tenth commitment on someone already holding nine. The limit does the saying-no that used to fall on a manager.
New requests land in a shared inbox instead of a person's task list or their messages. Someone weighs it against current load before it becomes a commitment, planning happens before the work lands, not after.
Delivery dates are recalculated from the team's measured velocity as sprints close, not from the original estimate. A plan that's drifting shows up weeks before the deadline, while there's still time to move scope or people.
Engineering, HR, marketing and operations each plan against their own boards and their own vocabulary, on one underlying capacity model, so planning isn't a habit only the engineering team happens to have.
A built-in wiki holds the reasoning behind a plan next to the plan itself, why a project got resequenced, why someone was pulled off something, with page history, so the "why" survives past the meeting it was decided in.
Three moments this replaces
A delivery lead is about to tell a client "we can start the migration on the 12th." Before that sentence goes out, the question is whether the two people it needs are actually clear on the 12th, not generally available, but clear once their approved leave and current column load are counted. That check used to mean pinging both of them and waiting for replies.
An HR manager is staffing an onboarding cohort three weeks out and needs to know which trainers aren't already stacked with interviews that week. The same leave-adjusted capacity view that engineering uses for sprint planning answers it, on HR's own board and in HR's own vocabulary.
A marketing lead is scoping a launch and needs to know if the design and content columns are already at their WIP limit before adding a campaign on top. The inbox holds the request until there's room, instead of it landing as a surprise on someone's list the week of the launch.
What happens when the plan turns out wrong
Every capacity plan is a bet made with incomplete information, and some of those bets don't pay off, someone falls sick, a dependency slips, an estimate was optimistic. The question worth asking about any planning tool isn't whether it prevents that, because nothing does. It's how fast the plan gets updated once reality disagrees with it.
Here, that update is mostly automatic. Velocity is remeasured as each sprint closes, so a forecast built on last month's pace corrects itself rather than staying anchored to a number from the original plan. If someone is stuck, one tap says so and pulls in whoever can unblock them, with the task's context attached rather than a fresh explanation typed from scratch.
What the plan doesn't do is silently re-run itself and reassign work without anyone deciding to. A WIP limit that's full stays full until a person moves something, the tool surfaces the pressure; a human still makes the call about whose plan absorbs it.
Why not build the percentage-allocation screen
It's not that the drag-and-drop resource chart is hard to build. It's that the number it produces is usually fiction within a month. "Priya: 60% Project A, 40% Project B" looks precise on a slide and stops matching reality the first time Project A has a bad week and eats into Project B's 40%. Nobody goes back and edits the chart; everyone just learns to ignore it, and a plan nobody trusts is worse than no plan.
ShipSprint's bet is that a coarser, honest number beats a precise, stale one. Free or not free this sprint, adjusted for leave already approved, that's a number worth planning against, because it's rebuilt from the board every time someone looks rather than typed in once at the start of a quarter. Teams who make the switch usually say the same thing: the plan stopped being something they had to double-check.
The trade-off is real, and worth stating plainly: if what you need is a formal cross-project time-allocation report for client billing, ask before you buy, that's not what this does. What it does is stop the more common failure, which is committing a person's next sprint before anyone checked whether their last one already filled it.
What it costs
- Free runs up to 5 users and 2 projects, permanently. Team is ₹299 per user monthly or ₹2,899 yearly, for up to 40 users, WIP limits, the triage inbox and leave-adjusted capacity are all included.
- Business adds velocity-based forecasts, scorecards and the owner command center, at ₹599 per user monthly or ₹6,499 yearly, with unlimited projects and SSO.
- Every paid plan opens with a 14-day trial on full Business access, a sample project already loaded, no card required. See pricing for the rest.
Common questions
No. There's no drag-and-drop histogram and no "60% here, 40% there" field. Capacity is a leave-adjusted, board-derived number, free or not free, checked against WIP limits, which is plainer and, we'd argue, more honest than a percentage that quietly stops being true.
Approved leave and out-of-office days come off a person's available capacity before planning happens, so a plan drawn up during someone's week off doesn't quietly assume they were sitting at their desk.
A person's capacity is one shared number, checked against the WIP limits on whichever boards they work from, rather than a percentage split entered per project. It's a simpler model than a formal split, see the note above before assuming it's the same thing.
The main change is who updates the number. A spreadsheet is accurate the day someone edits it and drifts after that. Here, capacity is recalculated from the board and the leave calendar each time it's viewed, so the plan you're looking at reflects this morning rather than whenever someone last remembered to touch the file.
WIP limits, the triage inbox and leave-adjusted capacity are on every paid plan starting at Team. Velocity-based forecasts and the owner command center are on Business, which every trial runs on by default, see pricing.
Related pages
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