Estimate team availability for projects, sprints, and support. Include shifts, part-time ratios, and planned absences. Decide commitments confidently using hours you truly have today.
Enter your team and period details. Use decimals if needed.
| Resources | Weeks | Hours/day | Workdays/week | Holidays | Leave/person | Meetings | Buffer | Utilization | Available hours |
|---|---|---|---|---|---|---|---|---|---|
| 6 | 4 | 8 | 5 | 1 | 1 | 15% | 10% | 85% | ≈ 619.65 |
| 10 | 2 | 7.5 | 5 | 0 | 0.5 | 20% | 10% | 80% | ≈ 432.00 |
Values are illustrative. Your exact results depend on all inputs, including training hours and part-time factor.
Gross scheduled hours
Gross = Resources × HoursPerDay × WorkdaysPerWeek × Weeks × PartTimeFactor
Time-off deductions
HolidaysDeduction = Resources × HoursPerDay × HolidaysDays × PartTimeFactor
LeaveDeduction = Resources × HoursPerDay × LeaveDaysPerPerson × PartTimeFactor
TrainingDeduction = Resources × TrainingHoursPerPerson × PartTimeFactor
Net available allocation hours
AfterTimeOff = max(0, Gross − HolidaysDeduction − LeaveDeduction − TrainingDeduction)
AfterMeetings = AfterTimeOff × (1 − MeetingOverhead%)
AfterBuffer = AfterMeetings × (1 − Buffer%)
Available = AfterBuffer × Utilization%
Available hours begin with the calendar, not optimism. Multiply resources by hours per day, working days per week, and the number of weeks. Apply an average part‑time factor to represent mixed schedules, reduced shifts, or shared roles. This gross figure is your starting capacity for the period. If you manage multiple locations or time zones, use local working days and standardize the hours.
Next, remove time that will not be worked. Holidays are organization-wide days off across the period, so they reduce every resource equally. Leave is modeled per person and captures PTO, appointments, and planned absences. Training hours reduce capacity without changing headcount and often cluster around onboarding, compliance, or quarterly programs. When leave varies heavily, use an average or run separate scenarios for each team.
Even after time-off, not every hour becomes production. Meetings, check-ins, reviews, handoffs, and coordination consume capacity while still being necessary for progress. Modeling this as a meeting overhead percentage makes the impact scale with the remaining hours. A buffer percentage then reserves time for interruptions, escalations, context switching, and rework that are predictable in aggregate. For support teams, buffer can represent ticket spikes and incident response.
Utilization is the maximum portion you plan to allocate to committed work. Many teams choose 70–90% depending on uncertainty, tooling, and support load. Lower utilization improves resilience, reduces burnout, and leaves space for improvement work. Higher utilization can succeed in stable environments, but it requires strict intake control and clear priorities. Treat utilization as a policy knob, not a performance target for individuals.
Use available hours to set sprint scope, project staffing, or service capacity. Compare scenarios by adjusting weeks, meeting overhead, or leave assumptions to see sensitivity. Track available hours per resource to balance workload across roles and avoid hidden single points of failure. Export results for stakeholders, and revisit inputs monthly as staffing, calendars, and policies change. Pair the numbers with qualitative risks, then commit only what fits. Document assumptions so future reviews compare like with like consistently easily.
It is the time you can safely commit to planned work after subtracting holidays, leave, and training, then applying meeting overhead, buffer, and utilization limits.
Enter the total shared holiday days that apply to everyone during the period. The calculator applies that deduction across all resources automatically.
Estimate recurring coordination time as a percentage of remaining hours. Typical ranges are 10–25% for delivery teams and 20–35% for cross‑functional or heavily reviewed work.
Use 5–15% for stable work and 15–30% for high interruption environments. Buffers protect timelines from unplanned requests, incidents, and rework.
Utilization is the cap for planned commitments, not a personal performance score. It sets how much of the remaining time you want to schedule intentionally.
Divide available hours by the sprint length, then compare with estimated work hours. If demand exceeds availability, reduce scope, add resources, or adjust overhead assumptions.
Important Note: All the Calculators listed in this site are for educational purpose only and we do not guarentee the accuracy of results. Please do consult with other sources as well.