@alexandrabuga I don’t think that this is completely accurate. Depending on the company and how it is structured, sometimes employees wear many hats at once, being the critical members for many, many projects at the same time. This often is the case if there is only one or two people who are the subject matter experts on something and their expertise is needed by many. Because they are bogged down by the sheer amount of responsibility and projects they work on, they are only going to work on those projects that are highest priority to the company. Planning can only get you so far, some times there are real road blocks that are not easily moved by just planning more effectively. One might argue, why not get the SME to train others to increase the amount of SME’s. That would be great, except that means the SME now has to take out time that they could be doing work on their many critical projects to train people, which can take weeks; that cascades greatly into delay and sometimes money lost. I speak on this kind of example as there was one coworker I had that fit exactly into this scenario. She knew so much about the systems, manufacturing processes and regulations that she was relied on by so many projects. She was the critical person needed for so many activities and getting her time was a very hard thing to do. Unless you were on a project that was top priority by management, you would have an extremely hard time getting her help.