Everhour connects Basecamp to-dos with planned hours and approved timesheets, so capacity decisions use current work records.
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Use this workflow when Basecamp projects have competing to-dos and you need to decide who can take another assignment this week. Start with each person's weekly capacity, then compare assigned effort across Basecamp projects, lists, and to-dos. The useful output is a workload view that shows capacity left, over-capacity people, and work that needs reassignment before due dates turn into missed commitments.
Basecamp holds the working context: project, to-do list, to-do, assignee, notes, subtasks, due date, and completion status. Everhour adds the workload layer: Basecamp projects, lists, and to-dos sync into reports, and resource planning assigns hours against projects and people. The browser extension places tracking controls inside Basecamp, keeping assignment decisions tied to the work people already follow.
Start with people first. Set a weekly capacity for each team member, then assign planned hours against the Basecamp project or to-do that needs work. A 30-hour capacity and 34 hours of planned assignments signals overload even if the due dates look spread out. A 30-hour capacity and 22 planned hours signals room only if the remaining 8 hours have no other commitments.
Group the view by member when you need a hiring, reassignment, or scheduling decision. Group it by project when you need to see which client or internal initiative is consuming the week. Basecamp names, list names, to-do names, task IDs, and task status give the plan enough context to trace each planned hour back to the actual work item.
Treat over-capacity as a planning signal. The weekly summary should flag any person whose planned hours exceed weekly capacity, then force a concrete decision: move scope, split the to-do, change dates, or assign the work to someone with available hours. The cleanest decision uses total planned effort because one complex to-do can outweigh five small fixes in the same Basecamp project.
Capacity also needs absences. Vacations, sick days, and holidays belong on the resource timeline before new work gets assigned. A person with 40 weekly capacity and 8 hours of scheduled time off has 32 available hours for planned project work that week. Leave that adjustment out, and the plan turns a normal assignment into an avoidable overload.
A one-off workload snapshot works when one manager is balancing a small set of to-dos for the next few days. Enter people, weekly capacity, planned hours, and due dates, then use the result to move assignments before the week starts. The snapshot loses value when several projects change daily or when billable work needs an approval trail.
Everhour turns that snapshot into a managed workflow by comparing planned assignments with tracked time project by project. Team members track time from Basecamp through the browser extension, submit weekly project or working hours, and managers approve, reject, partially approve, or lock timesheets before billing or payroll review. That gives managers reviewed weekly time records alongside planned workload.
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 each person's available working hours for the week as the ceiling for planned project work. Subtract scheduled time off before assigning project hours. Then compare planned hours across every active Basecamp project, list, and to-do assigned to that person. A 40-hour week with 8 hours of time off leaves 32 available hours, so 36 planned hours is over-capacity.
Use to-dos as the planning unit when a person must spend measurable effort on them. Keep project, list, to-do, assignee, due date, and completion status with the record, because those fields show where the planned hours came from. Project notes can explain the work. They do not replace a clear to-do assignment with planned effort.
Compare total planned hours with that person's adjusted weekly capacity after time off. Then look at the mix of projects behind the total. Five small assignments can fit beside support work, while one large client handoff can consume the week. Move work before the week starts, because tracked time confirms the plan after work begins.
Counting assigned to-dos creates a false workload view when planned effort is missing. A designer with three 6-hour items has 18 planned hours. An engineer with one 22-hour item carries more load even though the task count is lower. Use planned hours by person, then review task status and due dates so the plan matches the work.
Use actual tracked time as planning feedback. A repeated gap between planned and actual hours means future assignments need different estimates, fewer concurrent projects, or more capacity. A one-time spike belongs in the project notes only if the cause explains the variance, such as scope growth or a blocked handoff. The next weekly plan should reflect that evidence.
Everhour Timesheets collect weekly project hours and working hours by person, so managers can review submitted time before the hours feed billing or payroll review. Managers can approve, reject, partially approve, and lock entries, keeping reviewed time protected from routine edits.
Everhour Resource Planning shows weekly capacity and assignments on a visual timeline with member and project views. Managers can set full-time, part-time, or custom capacity, then see overallocated people, future availability gaps, and time off before assigning more Basecamp work.
Track Basecamp work in Everhour, submit weekly project and working hours, and approve, reject, partially approve, or lock timesheets before billing or payroll review.
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