Everhour embeds tracking controls in Basecamp, while capacity planning turns assignments into weekly workload decisions.
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Basecamp project capacity planning is for deciding who can take the next to-do, client request, or project phase without pushing another commitment past its limit. The practical view starts with each person's weekly availability, then subtracts assigned work already sitting on Basecamp projects. A full-time person, a part-time person, and a person with time off should never be treated as three equal slots.
The plan should answer three questions before work moves: who owns the assignment, how many planned hours it needs, and which week those hours belong to. Basecamp keeps the project context, including to-do lists, to-dos, assignees, subtasks, and due dates. Everhour adds capacity planning around the work so effort, availability, and workload can be reviewed together.
Start with weekly capacity per person, then place planned hours against projects or tasks. A 30-hour weekly capacity means 24 assigned project hours leaves 6 hours available before meetings, support, or internal work receive planned time. A 40-hour capacity with 44 planned hours creates an overload even if the due dates look spaced out across the week.
Assignments need a defined period and either total hours or per-day hours. Everhour's planner can divide total estimated hours across assigned days and compare the daily plan against each member's weekly capacity. That matters when one large Basecamp to-do spans five days. The due date tells you the target finish date; planned hours tell you the size of the commitment.
Capacity breaks when each project looks reasonable on its own while the same person is loaded on several projects at once. Review the workload by member first, then switch to the project view to see where the pressure comes from. A designer assigned 10 hours on one Basecamp project, 18 on another, and 16 on a client cleanup week has a 44-hour plan before unplanned work appears.
The common mistake is counting assignment count instead of effort. Three small to-dos do not equal three complex to-dos, and a due date does not measure size. Use Basecamp to keep the work items organized, then attach planned hours to the assignments that consume real capacity. Tracked time later corrects the estimate so the next plan reflects actual delivery speed.
A one-time capacity snapshot works when you need a quick check before assigning a few Basecamp to-dos. It shows obvious overloads, available people, and gaps created by time off. That snapshot stops being enough when work changes every week, several projects share the same people, or managers need to compare planned load with actual tracked hours.
A managed workflow keeps Basecamp projects and to-dos connected to Everhour's tracking controls, resource planning, timesheets, budgets, and reports. Planned hours can be reviewed against tracked time project by project, while synced Basecamp project, to-do, list, task ID, and task status fields keep reports tied to the work structure people already use.
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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A project is over capacity when its planned assignments push one or more people beyond their weekly availability. Review planned hours by person, then trace the overload back to the Basecamp projects and to-dos creating it. The fix is specific: move the assignment, reduce scope, change the deadline, or split the work across another available person.
Planned hours should describe effort, while the due date should describe timing. A to-do due Friday can still overload Monday through Thursday if the work is assigned across those days. Keep both fields aligned during review: the due date sets the commitment, and planned hours show whether the commitment fits the person's capacity.
A member-first view helps balance capacity because overload happens to people, not project plans. After the member view shows who is full, use the project view to identify which Basecamp project or to-do owns the pressure. That order prevents a manager from approving a project-level plan that quietly overbooks the same specialist elsewhere.
Actual tracked time should update the estimate pattern for similar Basecamp work. A task planned for 6 hours and tracked at 11 hours signals that future assignments need more room or a smaller scope. A single variance needs review; repeated variances should change the planning template, staffing assumption, or client timeline.
False capacity appears when the plan ignores part-time schedules, time off, internal work, or work already assigned on another Basecamp project. A person can look available because one project has space while the total weekly load is already full. Capacity planning has to compare all commitments against each person's weekly availability.
Everhour embeds time tracking controls into Basecamp through the browser extension and syncs Basecamp project, to-do, list, task ID, and task status fields into Everhour reports. Managers can keep Basecamp as the work context while using Everhour for planned hours, tracked time, and cross-project workload review.
Everhour Resource Planning shows workload on a visual timeline with weekly capacity per person, planned assignments, time off, and overallocated people highlighted. Managers can review availability by member or by project, then adjust Basecamp assignments before tracked work confirms the overload.
Keep Basecamp projects tied to planned hours, tracked time, and workload reports. Everhour connects embedded Basecamp tracking with capacity planning, so managers see commitments before overload becomes missed delivery.
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