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Sprint capacity planner

Add your team, the sprint length and a realistic focus factor, and this works out how many usable hours — and roughly how many points — the team actually has to spend next sprint. Everything runs in your browser; nothing is sent anywhere.

Sprint settings
How long the sprint is and how much of it is real work.
70%

The share of a working day actually spent on sprint work, once you subtract meetings, support, code review and everything else. ~70% is a common starting point — lower it for teams with heavy support load or lots of meetings.

From your team’s own history, if you track it. Leave blank to see hours only.

Team members
Add each person and any days off during the sprint.
Team members
Usable capacity
This sprint, across the whole team

122

person-hours

With 3 people, a 10-day sprint, and a 70% focus factor, you have ~122 usable hours this sprint.

Per person

  • Alex42h
  • Bailey42h
  • Casey37.8h
How this is calculated

For each person: (sprint length in days − their days off) × hours per day × focus factor. Those figures are added up across the team for the total usable hours.

If you supply an average hours-per-point figure, the total hours are divided by it for an approximate points capacity. That figure is only as good as the hours-per-point number you give it.

Caveats worth knowing
  • Focus factor is a planning heuristic, not a measured constant — adjust it from your own team’s history rather than trusting the default.
  • Capacity is a ceiling, not a target. Committing to exactly the number shown leaves no room for anything unplanned.
  • This doesn’t know about public holidays, on-call rotations, onboarding ramp-up, or anything else specific to your team — days off only covers what you enter per person.
  • The points conversion assumes a stable, team-wide hours-per-point average, which rarely holds exactly — treat it as a rough guide, not a commitment.

Questions

What is a focus factor in sprint planning?
It's the share of a working day a person actually spends on sprint work, after meetings, support tickets, code review, interruptions and everything else that isn't the sprint backlog. A team rarely gets more than 70-80% of the calendar even with no distractions — treating every hour on the calendar as sprint capacity is the most common capacity-planning mistake.
How do I find my team's real focus factor?
Compare hours actually logged against sprint work to the raw hours available (people × days × hours/day) over a few recent sprints. That ratio is your team's real focus factor — it's usually lower than people expect, and it's specific to your team, not a universal constant.
Should capacity equal what the team commits to?
No. Capacity is the ceiling of what's realistically available; commitment should sit a bit under it to leave room for the unplanned. Treating capacity as a target to fill exactly is how sprints consistently run over.
Why convert hours to story points?
Some teams plan in points, not hours, so seeing 'capacity ≈ 34 points' next to '280 hours' makes the number usable at planning time. The conversion is only as good as your team's own average hours-per-point figure — skip it if you don't track that.

A free tool by Guenov Labs.