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Whatever this number is, it is the one to plan against — not headcount multiplied by 260.
260 working days is the standard year before anything is taken off it. The gap between that and this figure is the one most plans quietly assume away.
It works out how many hours a team genuinely has available in a period, after working patterns, holidays, leave and the internal time that is not project work.
Most teams find the answer is fifteen to twenty-five per cent below the figure they had been planning against.
Enter headcount by working pattern, the period, public holidays, expected leave and your estimate of non-project time — meetings, training, admin, internal work.
The last one is the figure people underestimate. If you have never measured it, start at twenty per cent and be prepared to find it is higher.
It will not tell you how productive those hours are. Available is not the same as effective, and the gap varies by team and by task.
It also cannot account for the surprise that will consume a fortnight. Plan below capacity for that reason.
The output is available project hours for the period. Compare it against what you have committed to deliver.
If commitments exceed capacity, the question is which commitment moves — the arithmetic has already told you that something must.
Often twenty to thirty per cent. Measure it rather than assuming.
Yes, by pattern.
No. The calculation runs in your browser.
Half an hour on your own figures, and an honest answer about the parts Treepie does not improve.