Everhour shows workload, weekly capacity, availability gaps, and planned-vs-actual hours for teams managing Basecamp project work.
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Basecamp projects hold the working structure: projects, lists, to-dos, assignees, due dates, and completion status. Resource capacity planning turns that structure into a weekly workload view. The practical job is to see who has available time, who is already committed, and which project will absorb the next assignment before you add it to the wrong person.
A usable capacity view needs three inputs: each person's weekly capacity, the planned hours assigned to that person, and known time off. Full-time, part-time, and custom weekly capacity settings keep the comparison fair. A person with 24 available hours should not be judged against the same weekly load as a person with 40 available hours.
Capacity planning starts with effort, not calendar placement alone. Assign planned hours to a Basecamp project or to-do, choose the person responsible, and set the period those hours cover. The planner can divide a total estimate across assigned days, then compare each person's daily and weekly planned time against that person's capacity.
Project view helps answer whether one Basecamp project is overloaded. Member view helps answer whether one person is carrying too much across several projects. A realistic plan shows both. A designer assigned 18 hours to one client and 16 hours to another in the same week has 34 committed hours before meetings, review, and time off enter the schedule.
The overload signal matters because busy people often look available when work is split across several Basecamp projects. A weekly summary that flags planned time above capacity gives the manager a clear decision point: move the task, reduce the estimate, extend the period, or change the person assigned to the work.
Utilization needs a clear definition before you use it. Billable-to-available utilization measures billable hours against available capacity. Busy-to-available utilization measures all assigned or tracked work against capacity. Those ratios answer different questions. A person can be highly busy and still have low billable utilization when internal or non-billable project work fills the week.
A one-off capacity check works when you need a quick read on this week: who has room, who is over capacity, and where assignments collide. It is enough for a small team making a single scheduling decision, especially when the next step is simply moving a to-do or changing its planned hours.
A managed workflow is better when Basecamp projects stay active across weeks. Everhour Resource Planning compares planned capacity with tracked time, shows availability gaps and scheduled time off on visual timelines, and lets managers switch between member and project views. That turns a snapshot of who looks busy into a project-by-project workload record corrected by actual hours.
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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Planned hours should attach to the person and the Basecamp project or to-do responsible for the work. The due date shows timing, while the planned hours show effort. Keep those separate so a two-day date range does not automatically become 16 hours of work.
Use the weekly hours the person is actually available to work. Full-time, part-time, and custom weekly capacity settings let the plan reflect real schedules. Time off also belongs in the capacity view, because vacations, sick days, and holidays reduce the hours available for project assignments.
The manager should change the plan before work starts. Move the assignment to someone with availability, reduce the planned scope, split the work across a longer period, or delay the due date. Leaving the overload in place makes the weekly plan inaccurate from the start.
Utilization should match the question you are answering. Use billable hours divided by available capacity when you need billable utilization. Use total assigned or tracked hours divided by available capacity when you need workload pressure. Mixing those definitions makes one number look precise while answering the wrong question.
Actual tracked hours show whether the plan matched the work. If similar Basecamp to-dos repeatedly take longer than planned, future assignments need higher estimates or more available capacity. If actual hours consistently come in lower, the team can reduce planned time without guessing.
Everhour Resource Planning uses visual timelines with member and project views, weekly capacity, availability gaps, scheduled time off, and planned-vs-actual comparisons. Managers can see where Basecamp project work exceeds a person's available hours and adjust assignments before the week fills up.
Everhour syncs Basecamp project, list, to-do, task ID, and task status fields into reporting. That lets managers review capacity and tracked time by the same project and to-do context the team uses for day-to-day work.
Track planned load, time off, and actual hours across Basecamp projects with Everhour Resource Planning, so managers assign work against weekly capacity instead of guesswork.
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