Everhour Resource Planning adds visual timelines, weekly capacity, and availability gaps while Basecamp remains the project workspace.
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Assign Basecamp work by comparing each person's weekly availability with the hours already committed across projects. The practical question is simple: which person has enough capacity for the next assignment, and which project already claims that time? Basecamp keeps projects, to-do lists, to-dos, assignees, and due dates visible while the workload plan turns those commitments into hours.
A balanced view starts with each person's weekly capacity, then compares it with planned assignments by project. Full-time, part-time, and custom weekly schedules need separate limits because 30 planned hours mean different things for different people. Scheduled time off also belongs in the plan, since vacation, sick days, and holidays reduce available time before new work is assigned.
Basecamp to-dos give the work a title, notes, assignee, subtasks, and due date or date range. Workload planning adds the operating detail needed for balancing: the expected effort. A task assigned for 12 total hours across 3 assigned days creates 4 planned hours per day, which the planner compares against that person's weekly capacity.
Project managers get a clearer distribution when they group assignments by member, project, or client. Member view answers who is overloaded. Project view answers which projects consume the week. Client grouping helps when assignments are planned at the client level. The useful plan ties hours to the same project and to-do context the team already uses for delivery.
A workload can look fair when every person owns the same number of to-dos, then fail because the effort behind those to-dos is uneven. One developer may hold three small follow-ups while another owns one large implementation. Balancing by count rewards tidy lists, not realistic commitments. Balance by planned hours against availability.
Due dates also need discipline. A due date tells the team when work should finish, while planned hours tell the team how much capacity the work consumes before that date. Treating a date as effort hides overload until the week is already full. The cleaner review separates deadline pressure from assigned load, then moves work, changes scope, or adjusts staffing before the red week appears.
A one-off workload snapshot is enough for a small weekly reset, especially when the team only needs to see who appears busy before assigning a few Basecamp to-dos. It breaks down when several projects compete for the same people, time off changes availability, or last week's actual hours prove the original plan was too light.
Everhour Resource Planning turns that review into a managed workflow: visual timelines show member and project views, weekly capacity, availability gaps, scheduled time off, and planned-vs-actual time. The stronger handoff is project by project: Basecamp keeps delivery work organized, Everhour compares planned load with tracked reality, and managers adjust future assignments before overload repeats.
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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Summer 2026
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List each person's weekly capacity, subtract scheduled time off, then assign planned hours to Basecamp project work instead of counting to-dos. Review the workload by member first, then by project. A balanced week keeps assigned hours within each person's available capacity and shows which project would absorb any new assignment.
Use planned hours. To-do count treats a 30-minute review and a 2-day build as equal work, which creates false balance. Planned hours give each Basecamp to-do or assignment an effort value, then compare that value with the assignee's weekly availability. The count can still help spot fragmentation, but it should not drive capacity decisions.
Time off reduces available capacity before project work is assigned. A person with 40 weekly hours and 8 hours of vacation has 32 hours available for planned work that week. Place absences on the timeline first, then assign project or task hours around the remaining capacity so the schedule does not depend on unavailable time.
Identify the project or assignment causing the overload, then choose one action: move work to someone with available capacity, reduce the planned scope, change the timing, or split the assignment. A useful workload review shows the overload by person and by project, so the manager can fix the specific commitment rather than asking everyone to work faster.
Tracked hours correct the planning model. If a recurring Basecamp task is planned for 5 hours and usually takes 8 hours, the next plan should use the stronger number. Planned-vs-actual review also exposes hidden support work, under-scoped client tasks, and people whose assigned load looks reasonable until real time proves otherwise.
Everhour Resource Planning uses visual timelines with member and project views, weekly capacity, availability gaps, and scheduled time off. Managers can compare planned capacity with tracked time, then adjust assignments before a person or project moves beyond a realistic weekly load.
Everhour's Basecamp reports can include project names, to-do names, section or list names, task number, and task status. That keeps workload review tied to the Basecamp project structure while tracked time flows into Everhour reports for project, member, and task-level analysis.
Assign Basecamp work against real availability, then let Everhour compare planned load with tracked hours on visual timelines, giving managers a clearer path to balanced delivery.
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