Sprint Capacity Calculator
Calcola la capacità del team per lo sprint: ore disponibili, overhead cerimonie e story point stimati per ogni membro.
Configurazione Sprint
Il Velocity Ratio indica quanti story point rende in media ogni ora di lavoro effettivo. Un valore tipico e tra 0.3 e 0.8 SP/ora.
Membri del Team
| Nome | Ore/giorno | Giorni off | Azioni |
|---|---|---|---|
Risultati Capacità Sprint
Capacità per Membro
Come pianificare la capacità sprint
Ore Disponibili
Calcolate come: (giorni_lavorativi - giorni_off) x ore_al_giorno per ogni membro. I weekend sono esclusi con fattore 5/7.
Overhead Cerimonie
Include Sprint Planning, Daily Standup, Review, Retrospective. Tipicamente 8-12 ore per sprint di 2 settimane per team di 5-8 persone.
Velocity Ratio
Dipende dal team e dalla complessità. Inizia con 0.5 SP/ora e calibra nel tempo basandoti sulla velocità storica.
Best Practice
Pianifica al 70-80% della capacità massima per assorbire imprevisti. Non usare mai il 100% come target di sprint.
Come utilizzare Sprint Capacity Calculator
Add Team Members
For each person indicate the effective working hours per day and the scheduled absence days (vacation, leave, illness) during the sprint.
Configure sprint duration, overhead ceremonies, and velocity ratio.
Set the sprint duration in calendar days, total hours dedicated to Scrum ceremonies (planning, daily, review, retrospective), and the velocity ratio, i.e., how many story points an hour of work typically represents.
Analyze available and effective hours
The tool calculates the total available hours, subtracts ceremony overhead and shows effective productive work hours, split by team member.
Use estimated story points for sprint commitment
Story point estimate value indicates how much work the team can reasonably commit to completing, considering available actual hours.
Suggerimenti
- Update absence days at the start of each sprint: delayed communicated holidays and leave are the most common cause of overestimated capacity.
- Rebalance periodically by comparing estimated story points from the tool with actual completed points at the end of each sprint.
- Don't use capacity as the sole criterion for sprint planning; always cross-reference with your team's historical velocity if available.
Domande frequenti
What is the difference between capacity and velocity in Scrum?
Capacity is a forward-looking estimate based on the actual hours available to the team for the next sprint (people, daily hours, absences). Velocity is instead a retrospective measure calculated from the story points actually completed in past sprints. Capacity is used when historical velocity data is lacking or when the team composition changes.
How are available hours calculated for each team member?
Available hours of a member are calculated as (workdays in the sprint minus absence days) multiplied by daily effective work hours. Workdays are estimated by applying the 5/7 ratio to the sprint duration in calendar days, excluding weekends.
What is the overhead ceremony and how does it affect capacity?
Overhead ceremony time is the total hours dedicated to Sprint Planning, Daily Standup, Sprint Review and Retrospective. For a two-week sprint with a 5-8 person team, typical values are 8-12 hours total. These hours are subtracted from overall available hours and distributed evenly among team members before calculating estimated story points.
How do you choose a velocity ratio (story point for now)?
Velocity ratio translates actual work hours into estimated story points. There is no universal value; it depends on the granularity of how your team estimates user stories. A reasonable starting point is 0.5 SP/hour, to be calibrated by comparing predicted capacity with actual observed velocity from previous sprints.
Do you want to plan at 100% of calculated capacity?
No. The calculated capacity represents the theoretical maximum available work limit, but does not account for unexpected events, urgent bugs, or interruptions. It's common to plan sprint commitments at 70-80% of estimated capacity, leaving room to handle unexpected situations without compromising the Definition of Done.