Use capacity objection to make a defensible portfolio decision under resource constraints.
A sponsor says the team can absorb one more high-priority project without changing the portfolio. It is only one more priority, and the team understands how important it is. I agree the outcome matters. The portfolio question is what capacity funds it. If we add this now, we need to name the project, gate, or resource commitment that moves down. Otherwise we are not prioritizing; we are overloading the same constrained system and making every committed date less reliable. The response validates importance while moving the conversation from desire to resource allocation. It makes the tradeoff explicit without making the…
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