Absence Rates Sprint Capacity Calculator Examples
Worked sprint capacity examples showing how absence allowances and team overhead affect productive person-days and hours.
These examples show how the calculator handles different team sizes, sprint lengths, absence levels, and overhead allowances. They are planning illustrations rather than forecasts of completed work.
Small team with a modest absence allowance
Small team, short sprint, low absence allowance
Input Summary
Team members
4 people
Sprint working days
5 days
Hours per person per day
8 hours
Expected absence rate
5%
Team overhead rate
15%
Calculation Breakdown
- 1Gross capacity4 × 520 person-days
- 2Absence allowance20 × 5%1.0 person-day
- 3Capacity after absences20 − 119 person-days
- 4Productive capacity19 × 85%16.15 person-days
- 5Productive hours16.15 × 8129.2 hours
Result Summary
Productive hours
129.2 hours
Absence Rates Sprint Capacity Calculator
The estimated delivery capacity is 16.2 person-days, or about 129 hours.
Six-person two-week sprint with typical allowances
Medium team, standard two-week sprint
Input Summary
Team members
6 people
Sprint working days
10 days
Hours per person per day
8 hours
Expected absence rate
8%
Team overhead rate
20%
Calculation Breakdown
- 1Gross capacity6 × 1060 person-days
- 2Absence allowance60 × 8%4.8 person-days
- 3Capacity after absences60 − 4.855.2 person-days
- 4Productive capacity55.2 × 80%44.16 person-days
- 5Productive hours44.16 × 8353.28 hours
Result Summary
Productive hours
353.28 hours
Absence Rates Sprint Capacity Calculator
The estimated delivery capacity is 44.2 person-days, or about 353 hours.
Larger team with planned leave and heavier coordination
Larger team, higher absence and overhead
Input Summary
Team members
12 people
Sprint working days
10 days
Hours per person per day
7.5 hours
Expected absence rate
12%
Team overhead rate
25%
Calculation Breakdown
- 1Gross capacity12 × 10120 person-days
- 2Absence allowance120 × 12%14.4 person-days
- 3Capacity after absences120 − 14.4105.6 person-days
- 4Productive capacity105.6 × 75%79.2 person-days
- 5Productive hours79.2 × 7.5594 hours
Result Summary
Productive hours
594 hours
Absence Rates Sprint Capacity Calculator
The estimated delivery capacity is 79.2 person-days, or 594 hours.
Extended sprint with low overhead
Small focused team, longer sprint
Input Summary
Team members
3 people
Sprint working days
15 days
Hours per person per day
8 hours
Expected absence rate
3%
Team overhead rate
10%
Calculation Breakdown
- 1Gross capacity3 × 1545 person-days
- 2Absence allowance45 × 3%1.35 person-days
- 3Capacity after absences45 − 1.3543.65 person-days
- 4Productive capacity43.65 × 90%39.285 person-days
- 5Productive hours39.285 × 8314.28 hours
Result Summary
Productive hours
314.28 hours
Absence Rates Sprint Capacity Calculator
The estimated delivery capacity is 39.3 person-days, or about 314 hours.
How to Read Your Results
Gross person-days show scheduled capacity before any allowance for absences or non-delivery work.
Expected absence person-days are reserved capacity, not necessarily a record of actual absence.
Productive person-days are the primary planning output for delivery-focused sprint work.
Productive hours use the daily-hours setting and represent the same capacity in a different unit.
Usable team availability shows the percentage of gross scheduled time retained after both allowances.
Assumptions & Important Notes
- Each example applies absence time evenly across the team rather than modelling individual calendars.
- Hours per day are consistent for all included team members.
- Overhead includes routine non-delivery work and is applied after absence time is removed.
- Results are rounded for display and may differ slightly from unrounded calculations.
Related Examples
Frequently Asked Questions
Should I use person-days or productive hours for sprint planning?
Use the unit that fits your team's planning process. Person-days are useful for team-level capacity, while hours can help with time-based scheduling.
How can I model known individual leave in these examples?
You can use a higher absence rate as a quick allowance. For a more detailed plan, calculate the unavailable days separately and adjust the team total before estimating overhead.
Why does a larger team not keep all of its gross capacity?
The calculation reserves time for expected absences and non-delivery work. Larger teams can also reasonably use a higher overhead allowance when coordination needs are greater.
Can the calculator show how many story points to commit to?
No direct conversion is reliable. Compare the capacity result with your own historical velocity and current sprint conditions.
Ready to calculate your own result?
Use the live calculator with your own inputs, timing, and preferences.