The Tradeoff.
Six projects. Shared people. Competing commitments. First look for a way to deliver everything. When that's not possible, make the consequences visible before deciding.
INDEPENDENT EXPERIMENT · FICTIONAL PROJECTS · ILLUSTRATIVE STAFFING, BUDGET AND DELIVERY ASSUMPTIONSAdjust what matters.
All three goals matter. Change their relative weights at any time. Rankings update immediately; staffing, budgets and deadlines never change without your approval.
Weights are normalized to 100%. These are strategic preferences, not measured business value.
Every commitment counts.
Select any project to inspect its budget, staffing and dependencies. Previewed changes appear on the affected cards.
Moving hours reallocates existing capacity; external support adds usable hours after onboarding. Hours are illustrative.
What would change, and why.
My first instinct is to find a way to deliver every commitment. I'd validate goals with stakeholders, distinguish fixed constraints from preferences, and check external capacity and cost before asking the business to compromise. This simulation models consequences, not a universal right answer.