See the actual workspace.
The view uses example data. Enlarge the image to inspect labels and controls.
Choose the right question
Open “Calculators & tools”. Choose “Capacity”, “Pricing” or “Cash flow” to match your question. The tabs examine different assumptions; begin with a specific planning question.
Separate actual inputs and examples
Replace example values with supportable assumptions. Available hours, existing commitments and bid effort must refer to the same period.
Make the buffer visible
Include a deliberate buffer. It represents planning room rather than guaranteed success. Check which input has the greatest effect on the result.
Compare two scenarios
Change effort or payment timing and compare results. A positive model with optimistic inputs does not prove delivery capacity or solvency.
Use the result as a working aid
Record inputs and conclusions in the pursuit. Add unknowns and an owner. The actual decision also needs current company information and the specific contract terms.
Make the method concrete.
160 available hours minus 96 committed hours leaves 64. A 48-hour bid with a 15% buffer needs 55.2 hours. The model leaves 8.8 hours; actual specialist availability is checked separately.
Avoid this common pitfall.
Treating a calculated remainder as automatic approval. The model does not know about absences or omitted mandatory work.
Common questions, clearly answered.
Can I calculate before signing in?
The free capacity calculator on this page works without an account and does not send its inputs to the server.
Is the calculator a pricing recommendation?
No. It explains the effect of your inputs. It does not recommend a market price or estimate a win probability.