Everhour compares weekly capacity, planned workload, and tracked time for teams managing assignments across Basecamp projects.
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Capacity tracking for Basecamp projects helps you answer one practical question: can this person take the next to-do this week? Start with the work already assigned across projects, then compare those planned hours with each person's weekly capacity. A 40-hour full-time week, a 20-hour part-time week, and a custom contractor schedule need separate capacity settings because the same assignment has a different effect on each person.
The Basecamp side should stay tied to project work: project name, to-do list, to-do, assignee, and due date. The capacity layer should carry the effort plan: expected hours, assignment dates, person, client, time off, and total load by week. That separation keeps the schedule readable while giving managers the hours view they need before they promise a deadline or move work between people.
Availability is the hours a person can work during a week after full-time, part-time, custom capacity, and scheduled time off are applied. Commitment is the planned work already assigned to that person. Capacity tracking works when those two numbers sit side by side, grouped by week, because a person can look available on one project while already overloaded across other Basecamp projects.
The common mistake is treating due dates as effort. A to-do due Friday can be a 30-minute review or a 12-hour build. Add planned hours to the assignment, then spread the estimate across the days the person owns it. A weekly summary should flag planned time above weekly capacity and leave visible gaps for people who can take the next assignment.
A clean workflow uses the Basecamp structure as identifiers and uses tracked time to correct the plan. Assign the to-do in Basecamp, set the expected effort in the capacity plan, then log time against the same project or to-do as work happens. Reports should keep project, to-do, list, task ID, and task status visible, because those fields identify the work behind each capacity decision.
Actual time changes future capacity. If a developer planned for 6 hours spends 10 hours, the next assignment should reflect both the remaining work and the new estimate pattern. If an assignment finishes in 3 hours, the planner can release capacity for another project. Past accuracy matters because weekly load is a forecast, and forecasts improve when tracked hours correct optimistic estimates.
A one-time capacity check is enough for a small staffing decision: list each person, enter weekly capacity, assign planned hours, and look for overload before moving the next Basecamp to-do. That snapshot works for a single week or a small project when the manager can update changes manually and no billing, approval, or budget review depends on the result.
A managed workflow starts paying off when the plan must survive daily work. Everhour can place tracking controls inside Basecamp through the browser extension, compare planned capacity with actual tracked time, show overallocated people, account for scheduled time off, and feed reports. That turns a snapshot of who looks busy into a project-by-project workload record that managers can review.
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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Start with weekly capacity for each person, then add planned hours for every assignment across Basecamp projects. Keep each assignment tied to a project, to-do list, to-do, assignee, and due date. Review the weekly total by person before assigning more work. The useful signal is assigned load against available hours; open to-do counts do not show effort.
Capacity is a person's working limit for the period, such as a full-time, part-time, or custom weekly schedule. Availability is the unassigned portion after planned work and scheduled time off are applied. A person with 40 hours of weekly capacity and 30 planned hours has 10 hours available before any new assignment.
Due dates should set timing, and planned hours should set effort. A Friday due date tells the team when the work needs attention; it does not say whether the task needs 1 hour or 12 hours. Capacity stays accurate when each assignment has both a date window and an effort estimate.
An overload signal should trigger reassignment, scope reduction, date movement, or a conversation about priorities. Check whether time off, an outdated estimate, or duplicated assignment created the red week. After the manager chooses the fix, update the planned hours so the weekly view matches the new commitment.
The biggest mistake is mixing task count with effort. Ten small review to-dos can consume less capacity than one complex build. Assign hours to the work, keep the Basecamp project and to-do context attached, and review actual tracked time after completion. That habit prevents the next plan from copying the same under-estimate.
Everhour separates internal cost rates from client-facing billable rates, with per-person defaults and per-project overrides for work tied to Basecamp projects. Dated rate history keeps older reports calculated under the rate in force at the time, so capacity choices can be reviewed with labor cost, revenue, and profit context.
Everhour Resource Planning uses a visual timeline with member and project views, weekly capacity per person, scheduled time off, and planned-vs-actual comparisons. Managers can see overallocated people and available gaps, then adjust assignments before the next Basecamp to-do lands on the wrong week.
Connect Basecamp assignments to Everhour rates, dated rate history, and project overrides so workload decisions carry cost and billing context for cleaner capacity and billing decisions.
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