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Team size × days − meetings − PTO — honest sprint hours before you commit scope.
Accounts for context-switching and unplanned work.
Results
Gross team hours
360h
Net capacity
235h
Net person-days
39.1
Net hours / person
39.1h
Capacity looks healthy for a typical two-week sprint.
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Teams overcommit when they plan against calendar days instead of net hours. Ceremonies, PTO, and support load eat the same bucket as story delivery.
A focus factor below 100% acknowledges reality — context switches, incidents, and unclear specs happen every sprint.
Use net person-hours as input to forecasting, not as a weapon. The goal is predictable delivery, not squeezing the last hour.
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