About this tool
Compute real sprint capacity in person-days and hours from headcount, leaves, holidays and ceremony or support overhead.
This calculator computes a scrum team's real sprint capacity using the standard formula: (headcount × working days − public holidays − planned leave) × hours per day, minus an overhead percentage for ceremonies, support and interruptions. It is built for scrum masters and engineering managers running sprint planning who need an honest hours figure — not the theoretical maximum — before the team commits to a sprint backlog.
Open Sprint Capacity Calculator on AltFTool — it loads instantly in your browser.
Enter the values you already know.
Fine-tune the options to match your scenario.
Read the result and use it in your planning or reporting.
Holidays, individual leave and ceremony overhead are all deducted explicitly, line by line.
The 15% default reflects the Scrum Guide's event timeboxes (≈12.5% of a two-week sprint) plus support slack.
Shows hours per person and what share of the theoretical maximum survives, so overcommitment is visible.
Multiply team size by sprint working days, subtract public-holiday and leave person-days, multiply by working hours per day, then deduct an overhead percentage for ceremonies and support. Example: 5 people × 10 days = 50 person-days; minus 5 holiday and 4 leave person-days leaves 41; at 8 hours and 15% overhead that is 278.8 net hours.
For a two-week sprint the Scrum Guide's timeboxes total roughly 10 hours per person: sprint planning up to 4 hours, ten 15-minute daily scrums (2.5 hours), sprint review up to 2 hours and retrospective up to 1.5 hours — about 12.5% of an 80-hour fortnight. Teams with support duties typically reserve 15–25% overall.
No. Capacity is an upper bound; planning to it leaves zero room for production incidents, urgent bugs and estimation error, which is why chronically overcommitted sprints fail. A common practice is committing to about 80% of net capacity and pulling more work in if the sprint runs ahead.
Capacity is forward-looking available effort (hours or person-days) computed from the calendar; velocity is backward-looking delivered output measured in story points per sprint. Capacity tells you who is around this sprint; velocity tells you how much a full-strength team historically delivers — good planning uses both.
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