Compare a remote worker’s adjusted workload with real weekly capacity after meetings, communication, administration, interruptions, rework, complexity, and concurrent-project pressure. The result identifies overload and required workload reduction.
The main result compares complexity-adjusted workload with real capacity. Ratios above 100% indicate that the current work cannot fit within available productive hours.
Recurring overtime should not be counted as ordinary capacity. Reduce, reassign, delay, or simplify work when overload persists.
Eight tasks averaging four hours create 32 base hours. With 10% rework, workload becomes 35.2 hours. If real capacity after operational time and interruptions is 24.65 hours, the workload ratio exceeds 140%.
Divide adjusted workload by real productive capacity. A ratio above 100% means the work does not fit without overtime, delay, delegation, or scope reduction.
Use contracted hours as a starting point, then subtract meetings and communication and adjust for interruptions. Sustainable productive hours are usually lower than total paid hours.
Subtract sustainable capacity from adjusted workload. The positive difference is the number of work hours that should be reassigned, delayed, automated, or removed.
The limit depends on complexity, but increasing project count raises switching costs. Five or more active projects should trigger a workload and dependency review.
Subtract real weekly capacity from adjusted workload. The result is the minimum overtime required if no work is removed or rescheduled.
| Module | Purpose |
|---|---|
| Adjusted Workload | Task hours including rework and complexity |
| Real Capacity | Productive hours after operational losses |
| Workload Ratio | Demand compared with capacity |
| Overtime Requirement | Hours beyond real capacity |
| Workload Health Score | Utilization, complexity, and project-load score |