Manage projects and capacity planning

I need to send the project capacity plan to Hannah in delivery and to Raj, the resource director, for approval, signers in that order, with a Monday deadline. Before routing, ensure actuals through last month roll into the capacity sheet, confirm the critical-path tasks are flagged, and that contingency headcount is visible by team.

Before I send the capacity plan to delivery leadership, make it easy to approve: put the resource shortfall per quarter at the top, make staffing assumptions and hire lead times findable, and flag any tasks without owners that would make Hannah hesitate to green-light the schedule.

Project managers insist hiring will fill gaps; HR says hires take four months. I used current ramp assumptions and now see a two-month shortfall that would delay launch. I cannot tell whether to compress scope, reassign internal bench, or push timeline. What is the probable best move and how should I present trade-offs to Hannah and Raj in one slide?

Over the past year our capacity plans are repeatedly rebaselined when hires are delayed and task owners change, costing credibility. Where is the pattern that wastes our time and what single habit—how we set hiring lead times or lock task ownership—should I change to stop quarterly surprises?