Analyze how work is distributed across your team using available hours, assigned work, complexity, urgent tasks, and meeting load. The calculator estimates utilization, overload risk, and the number of hours that should be redistributed.
Enter the total hours available across the team, the estimated hours assigned, the average task complexity, and time already committed to meetings or administration.
Use the result to identify whether the team is underloaded, balanced, or operating above sustainable capacity.
The main result shows complexity-adjusted workload as a percentage of net working capacity. A result near 75% to 95% generally leaves enough room for interruptions, reviews, and unexpected tasks.
This is a planning estimate. Skill differences, task dependencies, and uneven distribution between members can increase real risk.
A team with 200 available hours, 180 assigned hours, complexity level 3, and 35 meeting/admin hours has 165 net hours. The adjusted workload is about 109%, indicating overload.
Subtract meetings, administration, leave, and other fixed commitments from available work hours, then compare the remaining capacity with complexity-adjusted task hours.
A sustained workload above 100% means assigned work exceeds net capacity. Many teams should target roughly 75% to 95% to preserve operating buffer.
Transfer enough work to bring the overloaded member near the team target utilization while keeping receiving members below their safe capacity.
Measure hours, complexity, urgency, and dependencies by person. Reassign high-effort tasks based on available capacity and relevant skills rather than task count alone.
Meeting and administrative hours reduce usable capacity. Excluding them can make workload plans appear safer than they actually are.
| Below 75% | Underused capacity |
|---|---|
| 75%–95% | Healthy operating range |
| 95%–110% | High workload |
| Above 110% | Critical overload |