Harborfield reference · Pricing & capacity

Theoretical Service Capacity

Theoretical service capacity is the number of complete, same-scope service units that fit within the assumed monthly delivery hours, rounded down to a whole number.

THEORETICAL CAPACITY IS NOT A REVENUE FORECAST.

Definition and formula

What the calculation measures

Counts complete units that fit within your stated delivery time.

C = floor(A ÷ H)

Monthly delivery hours ÷ hours per unit, rounded down

C = whole-unit monthly capacity; A = available delivery hours per month; H = delivery hours per service unit. floor means round down to a whole number.

Unit: whole service units / month.

Required inputs

Delivery time per service unit (hours / unit): Include preparation, delivery, communication, and revisions for that unit. Enter 0.01–744 hours.
Available monthly delivery time (hours / month): Time left for service delivery after administration, marketing, time off, and other commitments. Enter 0.01–744 hours; use your actual month's limits.

Price is not an input to this capacity metric. The calculator requests a price to calculate its other outputs.

Illustrative example

Simple assumptions, visible arithmetic

These invented values demonstrate the formula. They are not client data, benchmarks, average market values, or observed business outcomes.

Illustrative inputs for Theoretical Service Capacity
Input	Assumption
Delivery time per service unit	10 hours / unit
Available monthly delivery time	80 hours / month

floor(80 hours ÷ 10 hours per unit) = 8 whole service units / month

Eight complete units fit the assumed time budget. This calculation does not say that eight units will be sold or completed.

How to interpret it

The result identifies what fits within a stated time budget. It is a workload limit under the assumptions, not a count of customers, bookings, or completed sales. A change in scope or delivery time changes that limit.

What it does not mean

Available capacity does not establish market demand. Customers may purchase fewer units, including none.
The model does not estimate utilization or the probability of selling the available units. It assumes no guaranteed bookings, sales, or profitability.
Multiplying capacity by an assumed price produces the calculator’s separate theoretical gross billing capacity, not expected revenue or collected cash.

Common mistakes

Using all working hours as delivery hours ignores administration, marketing, time off, and other commitments.
Subtracting unit-specific preparation or revisions from the monthly budget and also including them in unit hours counts the same time twice.
Rounding up counts a service unit that does not fit. With 85 available hours and 10 hours per unit, the remaining five hours cannot fit another complete unit.

Assumptions and limitations

Every unit has the same assumed scope and delivery time. Different project sizes, overlapping schedules, and work carried between months are outside this model.
Available monthly hours must already exclude non-delivery work and time off. Include preparation, communication, and revisions in the hours for each unit.
If one unit takes longer than the available monthly time, capacity is zero. This does not mean that a project could never be completed across several months.
Inputs use up to two decimal places. The public calculator divides integer hundredths of an hour before rounding down, avoiding floating-point boundary errors.
The 744-hour input ceiling is a safety bound, not a proposed work schedule or a claim about realistic utilization. Shorter months have fewer hours.

Use the definition in context

All Business Metrics

Illustrative inputs for Theoretical Service Capacity

Input

Assumption

Delivery time per service unit

10 hours / unit

Available monthly delivery time

80 hours / month