Can the team deliver what has been promised?
Knowing what the team can realistically deliver before committing to it. Without a forward view, work is either turned away that could have been won, or accepted at a cost to everything already in progress.
Get a finance reviewWhether the team can carry the work it has taken on, and what it costs when the plan and the reality drift apart.
See all KPIs →Committed hours ÷ Available hours × 100, by week and by role
Committed capacity of around 75% to 85% leaves room for new work and slippage. Sustained levels above 90% usually lead to overruns.
A forward view, typically 8 to 12 weeks, comparing the hours needed for secured and likely work with the hours the team actually has available after leave, training and internal work. It is usually shown by person or by role, as the percentage of available time already committed.
Without a forward view, capacity problems are only found when they happen. Work is either turned down that could have been won, or accepted at the cost of everything already in progress, which shows up later as overruns, weaker margins and tired people. A capacity plan turns hiring and freelancer decisions from reactions into planned choices.
Start with realistic availability. After holidays, sickness, admin and business development, most people have far fewer billable hours than their contract suggests. Plan by role or skill, not just total hours, since spare junior time does not cover a shortage of senior time. Include likely work from the pipeline at its weighted value, and update the plan weekly.
Most owner-managed businesses don't, or they work it out in a way that flatters the result. We'll calculate it from your own numbers and show you what it's telling you.
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