What is a manpower schedule?

A week-by-week picture of where every crew and every man is committed — this week firm, the next month planned, the rest of the year blocked in. It’s distinct from a project schedule: the project schedule says what the job needs; the manpower schedule says who you’re actually sending.

What is a manpower curve?

A job’s labor demand drawn over time — a small crew for foundations, the peak through the structure, a taper at finishes. Stack every job’s curve and you get your company’s total demand by week; hold that against the crew you employ and the gap is your hiring or overtime plan. The Projection board draws exactly that picture.

What’s the difference between manpower scheduling and crew scheduling?

Crew scheduling assigns people: which crew, which job, which week. Manpower scheduling is the aggregate view of the same decisions: total heads committed against total heads available. One board can do both jobs if crews and weeks are its rows and columns — which is exactly what the 52-week grid is.

How far out should a concrete sub plan manpower?

Hold the next two to three weeks firm and keep the rest of the year visible on a rolling 52-week grid. Beyond a month the plan will change — the point isn’t precision, it’s seeing the collision between demand and headcount early enough that the fix is hiring or sequencing, not overtime.

Manpower Scheduling for Concrete Crews

Most concrete subs plan crews a week or two out — who’s on which job Monday, who covers the pour Thursday. That’s the part you can see, so that’s the part you manage. But the money doesn’t leak in the week you’re looking at. It leaks a month out, in the weeks you’re not: the overtime you’ll pay because two jobs peak together, the finisher you’ll scramble to hire because you didn’t know you’d be short until the week you needed him.

Managing manpower across crews is really about extending your view — from the week in front of you to the full run of the work. Here’s a way to do it that doesn’t require a full-time scheduler.

Why the week grid isn’t enough

A weekly crew board answers “where is everyone today.” It’s the right tool for that. What it can’t tell you is that in week six you’ll need thirty men and you’ve got twenty-two — because week six isn’t on the screen yet. By the time it scrolls into view, the choices are already bad ones: mandatory overtime, a rushed hire, or a phone call to the GC that starts with “we’re going to be tight.”

Start with demand, not bodies

The flip that makes this work: don’t start from the crew you have, start from the work you’ve won. Lay every job out across the weeks and estimate the labor each one needs as it moves through its phases. A job isn’t one flat crew number for its whole life — it ramps up through foundations, peaks through slab-on-grade and finish, tapers on walls. Add those curves across all your jobs and you get your real demand line, week by week, for the year.

The gap is the number that matters

Put demand next to the crew you’ve actually scheduled and the useful number falls out: the gap. Each week is surplus, tight, or short. That single strip is what turns a vague “we’re busy in the fall” into “week 34 is eight men short” — early enough to do something cheap about it. Hiring and onboarding a finisher takes weeks; the whole value of the long view is giving yourself those weeks instead of finding out the Friday before.

Plan by phase, not by name

At the 52-week altitude you’re not assigning José to the footing on the 14th — that’s the week board’s job. You’re planning by phase: foundations, slab-on-grade, finish, walls, and the crew each phase demands. Model the work the way it actually sequences and the labor forecast follows the sequence. Change the schedule and the manpower picture moves with it, instead of going stale the moment a job slips.

Make it a rolling 52 weeks

This isn’t a plan you build in January and file. It’s a horizon you carry: every week that drops off the back, a new one appears on the front, always a full year out. Jobs get won, dates slip, a pour moves — the projection absorbs it and the gap strip re-reads. The discipline is small (keep the jobs and their phases current) and the payoff is that you’re never surprised by your own schedule.

Where Planning Ops does this for you

This is where the two halves meet. You build the phase plan on the Project Schedule, and Manpower reads it against the crew you actually have. Manpower projection lays demand over your scheduled crew and color-codes the gap each week — surplus, tight, or short — so the shortage shows up months out, not the morning of. Model the job by phase and milestone, link multiple buildings into one continuous schedule, and export the crew-gap view to Excel for the staffing meeting. It rides the same board you already schedule crews on — no second tool, no extra cost.

Put your real backlog on it and read your own gap strip for the next quarter. Planning Ops is built for concrete subs, veteran-owned, with a 14-day free trial and your whole crew free as viewers. See Where You’ll Be Short →

Managing manpower across concrete crews: a 52-week approach