Gross available hours
FTE × planning weeks × weekly hours per FTE
Use the same planning period for all roles. Leave is the total across the role during the period, not leave per person.
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Check delivery capacity before making a promise. Compare each role’s available billable hours with committed work and the project you are considering.
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For each role, multiply FTE by weeks and weekly hours, subtract total unavailable hours, then apply billable utilization. Subtract committed and proposed hours from that capacity. Assess shortages by role: spare design hours cannot erase a development shortfall.
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The starting values are an example, not industry benchmarks. Use a consistent currency and cost basis.
Nothing hidden in the math
Calculations use unrounded values. Results are rounded for display only.
FTE × planning weeks × weekly hours per FTE
Use the same planning period for all roles. Leave is the total across the role during the period, not leave per person.
(Gross hours − unavailable hours) × utilization ÷ 100
Utilization allows for sales, administration and other non-billable work after leave has been removed.
Before = capacity − commitments; after = before − proposed work
A negative balance identifies a shortfall for that particular role.
Total shortfall = sum of role shortages; total spare = sum of role spare hours
Report these separately. This estimate does not assign people, model dependencies or predict a completion date.
Before you decide
Capacity is role-specific. Forty spare design hours do not cover twenty missing development hours unless you separately establish that the work is interchangeable.
Yes. Use 0.5 FTE for half-time capacity. A zero-capacity role with committed or proposed work is valid and shows a shortage.
No. It is an hours-based planning estimate. Skills, task dependencies, handoffs and availability need review before making commitments.
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Prepared by ClientCee. Details checked . Examples are illustrative.
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