Recalculate Capacity From Real Availability

A familiar historic point total is tempting the team to ignore a very different sprint context. Use a recent throughput range, subtract known availability changes, and commit only to the goal-coherent slice that fits the adjusted forecast. The common trap is to start with the biggest recent delivery number and call it the plan unless reality proves otherwise. That feels energizing, but it quietly pushes known interruptions into quality risk, rolled work, or mid-sprint disappointment. A sprint forecast should absorb predictable constraints before commitment, not pretend they are motivational opportunities. Range -> reduce -> reserve Range Start from recent completed-point…

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