Everhour keeps resource planning tied to Basecamp projects, so weekly capacity and tracked hours guide assigned work.
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Resource allocation for Basecamp starts with the work already assigned: projects, to-do lists, to-dos, assignees, and due dates. Your job is to turn that structure into a week-by-week view of effort. A person scheduled beyond weekly capacity needs relief before the week starts. A person under capacity can take the next assignment if the work fits their project role.
Basecamp due dates give timing signals; planned hours carry capacity. A Friday due date can represent one short review or several days of production work. Resource allocation needs planned hours, the assigned person, scheduled absences, and the project or client consuming the effort. That distinction keeps urgent work from automatically looking large and quiet long-running work from disappearing until it is already late.
Start with each Basecamp to-do that creates real effort. Keep the title, notes, assignee, subtasks, due date or date range, and completion status close to the plan because those fields explain why hours were assigned. Group work by project and to-do list so a manager can see whether one client, phase, or list is consuming a person's week.
Then assign planned hours to the person who owns the work and place those hours in the week they are expected to happen. The useful planning unit is commitment against availability: assigned hours, scheduled time off, and capacity for that week. A finished allocation view shows who is overloaded, who has room, and which project would slip if work moves.
An over-capacity signal means planned work exceeds the person's weekly capacity; the fix still needs a Basecamp to-do review. Move the work, reduce scope, split the assignment, or shift the date after checking project context. A deadline move addresses timing pressure. A reassignment addresses capacity pressure. A scope change addresses effort that no longer fits the project.
Workload balancing also needs a clear utilization definition. Busy time, billable time, and available capacity are different measures. Billable-to-available utilization answers revenue planning; assigned-to-available load answers staffing; tracked-to-planned variance answers estimation quality. A team that mixes those ratios will make confident allocation decisions from mismatched numbers. Choose one ratio for the decision in front of you and label it in the report.
A one-off allocation snapshot is enough when you need a quick staffing check before assigning the next Basecamp to-do. It works for a small set of projects, a short planning window, and a manager who can manually update the plan after assignments change. The snapshot breaks down when multiple projects compete for the same people and the plan needs tracked reality.
Everhour turns that snapshot into a managed workflow by keeping Basecamp projects and to-dos connected to planned assignments, weekly capacity, time off, and actual tracked hours through the browser extension. The resource planner can show member and project views, highlight overallocated people, and compare planned capacity with tracked time, so future allocation decisions use project-by-project evidence.
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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Use the Basecamp project, to-do list, to-do title, assignee, subtasks, due date or date range, and completion status as context. Add planned effort separately, then place that effort into the week the work will happen. The plan becomes useful when it compares each person's assigned hours with their available capacity for the same week.
Use assigned load against available weekly capacity. A person can have many due dates and still fit capacity if the effort is light; another can have one large to-do and be full. Review planned hours, scheduled absences, and existing commitments before adding the next assignment.
Split the planned effort between the people who will do the work instead of assigning the full load to both names. If one person owns delivery and another reviews, separate production hours from review hours. Shared ownership becomes misleading when the same planned time appears twice in capacity totals.
The common mistake is treating due dates as workload. A week with five small reviews can look busier than a week with one large build task, even though the effort goes the other way. Planned hours must sit beside dates, assignees, and project context so the allocation view separates work volume from calendar timing.
Use the ratio that matches the decision. Billable-to-available utilization helps price and revenue review; total assigned-to-available load helps staffing. A non-billable internal project still consumes capacity, so excluding it from workload planning can leave a person overcommitted while the billable utilization number looks healthy.
Everhour Resource Planning gives managers a visual timeline with member and project views for Basecamp-connected work. Weekly capacity, planned assignments, time off, and tracked actuals can be compared so overallocated people and future availability gaps are visible before new to-dos are assigned.
Everhour Expenses records project costs with receipt attachments, unit-based categories, and expense reports by project, client, member, category, date range, and billable status. That gives allocation reviews a cost trail when staffing decisions also affect reimbursement, budget impact, or project profitability.
Connect Basecamp projects to Everhour Resource Planning, compare weekly capacity with planned assignments, and keep allocation decisions tied to tracked hours instead of stale staffing snapshots for cleaner project planning.
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