Overbooked project weeks hide in scattered assignments. Everhour keeps Basecamp to-dos connected to tracked time and reviewable timesheets.
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Use this page to review planned load across Basecamp projects before the next assignment lands on the wrong person. The practical output is a person-by-person view of available weekly hours, committed project work, and overload risk. Basecamp remains the place where to-dos, assignees, due dates, lists, and project context live; the capacity layer turns those work items into planned effort.
An over-capacity signal means planned hours exceed the person's available capacity for that week. A designer with 32 available hours and 38 assigned hours needs a change before work starts: move 6 hours, reduce scope, change the due date, or name the tradeoff. The signal is useful only when assignments use real effort estimates, not date labels alone.
A Basecamp to-do gives the work a name, owner, notes, subtasks, and timing. Capacity planning adds the missing operational decision: expected hours. A useful assignment says who owns the work, which project it belongs to, which week it consumes, and how much effort it should take. Without that hour estimate, every person looks available until deadlines collide.
Keep the estimate close to the work unit. A 4-hour QA pass, 10-hour design revision, and 2-hour client update create a clearer weekly load than one 16-hour project placeholder. Shared work needs separate assignments by person, because one task split between two people creates two capacity commitments. The schedule date shows timing; planned hours show load.
The first mistake is treating every red week as the same problem. Some overload comes from too much planned work, some comes from time off, and some comes from a stale estimate that no longer matches the task. Review the person, project, week, and assignment before moving work. A 3-hour overload on one project needs a different fix than 18 hours spread across four clients.
The second mistake is solving overload by pushing due dates without moving planned effort. If 12 hours of work moves from Friday to Monday, the current week improves and the next week becomes crowded. Capacity work needs both sides updated: the Basecamp to-do timing and the planned effort in the workload view. The plan stays useful when assignments, dates, and hours move together.
A one-time workload check is enough when you need a quick answer before assigning the next to-do. It works for a small team, a short week, or a single project handoff. The result should show each person's available hours, assigned hours, overload amount, and the project creating the pressure. After that, the manager still needs to update the source assignments.
A managed workflow matters when over-capacity decisions affect billing, payroll review, or recurring client work. Everhour connects Basecamp project work to weekly timesheets, approval status, locked entries, and reports, so planned load can be checked against actual tracked hours project by project. That review loop turns last week's overload into better estimates for the next assignment cycle.
This content is for general information only, may not be fully up to date, and is provided without any warranty or liability.
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Compare the person's planned hours for the week with that person's available weekly capacity. A 40-hour capacity with 46 planned hours is 6 hours over capacity. Review the projects behind the excess before changing anything, because one large task, several small tasks, or scheduled time off can create the same overload total.
Include assigned to-dos that require work during the reviewed week and have a realistic hour estimate. Exclude reference items, notes, completed work, and placeholders with no clear owner. A capacity plan gets noisy when every visible to-do becomes scheduled effort, because not every project artifact consumes someone's week.
Remove planned hours from the overloaded person's week. That means reassigning work, reducing scope, moving effort to another week, or accepting a named delay. Updating only the due date leaves the capacity problem hidden if the hours still sit in the same week. The clean fix changes both timing and planned effort.
Tracked time shows whether planned effort matched reality. A task estimated at 5 hours that repeatedly takes 9 hours should change future plans, especially when the same person, project type, or client repeats. Capacity planning improves when actual hours correct optimistic estimates instead of staying in a separate billing or payroll review.
Utilization needs a defined ratio before it guides decisions. Billable-to-available utilization measures billable use of capacity. Busy-to-available utilization measures all planned work against available hours. An over-capacity review should start with total planned load against availability, then separate billable and non-billable time when billing or margin decisions are involved.
Everhour Timesheets collect weekly project hours and working hours by person, then managers can approve, reject, partially approve, or lock submitted entries before payroll, billing, or reporting uses them. That approval step gives capacity reviews a cleaner actual-hours record after the work is done.
Everhour Resource Planning shows workload on a visual timeline with member and project views, weekly capacity per person, scheduled time off, and planned-versus-actual comparisons. Managers can see who is overallocated, who has availability, and which project assignments need to move.
Use Everhour timesheet approvals to turn tracked Basecamp project hours into reviewed records, then compare actual work with planned capacity for cleaner staffing, billing, and payroll review.
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