SolutionsFund & OptimizeWorkforce & Labor

People and AI agents, costed against the work they do.

“Do we have the people for what we just funded?”

Workforce & Labor treats people costs as part of the same numbers, not a separate headcount model. The headcount plan, the hours people actually worked and the payroll figure finance booked sit side by side — compared, never added together. Teams are linked to the capabilities and projects they staff, with skills alongside, and funded open roles are kept separate from unfunded demand, so a gap is priced before the next commitment.

Rooms you open

  • Cost the Labor
  • Place the People
  • Close the Gaps

Methods supported

TBMSAFeBIZBOK

Part of Fund & Optimize · How do we plan, allocate and optimize resources?

The pressure

Headcount lives in HR. Demand lives in the portfolio. The gap shows up in delivery.

The headcount plan, the hours worked and finance’s payroll number are three different figures owned by three different teams. Overcommitment is discovered when the work starts. Contractors get counted as staff, outside services get counted twice, and the skills that matter are invisible to the people assigning the work.

What it looks like today

  • Three people-cost numbers that never match
  • Funded projects with nobody to staff them
  • Outside services mistaken for staff costs
  • Skills invisible to the people assigning work

What changes

What changes.

A separate headcount model

People costs as part of the same numbers as technology spend

Plan versus actual, argued over

Plan, hours worked and payroll side by side, and reconciled

Staffing gaps discovered during delivery

Funded open roles and unfunded demand priced before you commit

Compared, not combined

Three people-cost numbers that should never be added together.

The plan, the hours people actually worked and the payroll figure finance booked — side by side on one total, with each team labeled by how its cost is calculated. A gap reads as a real performance difference, not an accounting quirk, and outside services stay out of staff costs.

Where other tools stop

HR systems know headcount. Delivery tools know hours. Finance knows payroll. Only a shared model can show all three and how they match up.

The rooms

The rooms inside Workforce & Labor.

Each room answers one question a leader actually asks, with the view that answers it and the measures that say whether it is working.

A room is a ready-made view that answers one leadership question, built on the same shared data as every other room.

Room 01

Cost the Labor

“What do our people cost by team, how does plan compare to actual, and where does each number come from?”

Three people-cost measures side by side — plan, hours worked and finance’s payroll figure — on one total, with each team’s cost basis labeled.

How you know it is working

  • Gap between planned and actual headcount, down
  • People costs added on top of the total by mistake, to zero

Room 02

Place the People

“Who staffs which capability, and are people working where the priorities are?”

People, teams and worker types against the capabilities and projects they staff, with skills alongside.

How you know it is working

  • Team costs linked to a named capability or project, up
  • People with an up-to-date skills profile, up

Room 03

Close the Gaps

“Where are the funded open roles, which hiring requests can go ahead, and what is still unknown?”

Planned demand, funded and unfunded roles, and open job requisitions for funded roles only — with unconfirmed funding kept separate.

How you know it is working

  • Open job requisitions without confirmed funding, to zero
  • Time from a funded opening to a filled role, down

Who it is for

Who opens it, and what they ask.

COO

“Which funded projects lack people, and where can we move them from?

CFO

“Which people-cost number is right — and why do they differ?

HR and workforce leads

“Which roles can we not fill, and what are the options?

Program leads

“Is my next phase staffed before it starts?

What it replaces

Retire the workarounds — on your schedule.

  • Headcount spreadsheets matched up by hand
  • Capacity models disconnected from the project portfolio
  • Contractor trackers

How it is licensed

Workforce & Labor is licensed within Fund & Optimize, with Cost Allocation included underneath.

Start in IT, one function or a division. Cost Allocation is included automatically with every module.

See pricing

Methods and frameworks

Runs the methods you already use.

Dotwork does not ask you to adopt a new method. The frameworks your teams run become views over the same model.

TBM

Technology Business Management: a standard way to categorize IT spend and who uses it.

SAFe

Scaled Agile Framework: a widely used way to run agile delivery across many teams.

BIZBOK

The business architecture standard for mapping what a business does and how value flows.

The model underneath

Every module makes the next one smarter.

Steer, Fund & Optimize and Govern & Deliver all read and write the same Enterprise Operating Model. The first module you license builds the model. Every module after it adds context instead of another silo — and Dotwork AI reads all of it, stopping where the decision is yours.

See the Enterprise Operating Model

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