Everhour keeps Linear project hours reportable, so assigned workload can be compared with weekly team availability.
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Capacity tracking for Linear work helps you answer a practical staffing question: who has room for the next issue this week? The useful view starts with each person's weekly availability, then compares planned assignments against that limit. A full-time developer with 40 available hours and 46 planned hours is over capacity, even if the visible issue list looks balanced.
Linear issues carry the work context: project, assignee, status, priority, labels, cycle, and estimate values when the team uses them. Everhour connects tracked time to that structure through synced Linear workspace, project, issue, status, and tag data. The capacity review then uses hours from the time layer, not point values, as the unit for workload decisions.
Linear estimate values represent effort or size, not clock time. Teams can use Exponential, Fibonacci, Linear, or T-Shirt scales, and those values help with scope conversations. They do not become hours unless the team creates its own planning convention outside the estimate scale.
Capacity work needs hour-based planning because availability is measured in working time. A manager should list the assigned person, Linear project, issue, planned hours, date range, and remaining weekly availability. That format keeps the project context intact while avoiding the mistake of treating point values as a direct time or cost input.
A workload view should combine every active assignment for one person before you assign more work. One engineer can look available inside a single Linear project while already carrying planned work from two other projects. The weekly view should show total available hours, assigned hours, tracked hours, and the remaining gap.
Utilization needs a defined numerator before anyone acts on it. Billable-to-available utilization measures billable time against weekly capacity. Busy utilization measures all tracked work against weekly capacity. Mixing those two ratios leads to poor staffing choices because client work, internal work, meetings, and time off answer different planning questions.
A one-time capacity check works for a small planning meeting. It answers the immediate question: who looks available this week, and which planned assignments exceed that person's capacity? That snapshot is enough when the team needs a quick rebalance before the next batch of Linear issues moves forward.
A managed workflow becomes necessary when assignments shift daily. Everhour Resource Planning compares planned capacity with tracked time, while Everhour Reporting lets managers group, filter, export, and schedule reports from the same logged work. That turns capacity review into a project-by-project workflow instead of a manual snapshot.
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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G2
Summer 2026
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Capterra
Summer 2026
Rated in the top time trackers across G2, Capterra, and TrustRadius — with consistent praise for ease of use, integrations, and support.
Start with weekly availability per person, then compare planned hour assignments across every active Linear project. Review the total before assigning new work. Part-time schedules, custom weekly capacity, holidays, and planned time off need separate treatment because each one reduces the hours available for project work.
Over capacity means a person's planned assignments exceed their available hours for the selected week or date range. A 32-hour weekly capacity with 38 planned hours creates a 6-hour overload. The fix is an assignment decision: move work, extend the date range, reduce scope, or choose another person for the next issue.
Use planned hours for workload balancing because availability is measured in time. Issue count belongs in queue review, not capacity review. A useful edge check is cross-project load: one person assigned three small-looking issues across three Linear projects can still exceed weekly capacity when the planned hours are combined.
Treat estimate values on Linear issues as effort or size signals, not hour totals. They help compare relative scope, but capacity planning needs a separate hour-based assignment view. The common mistake is multiplying points into hours without a shared rule, then using that result as if it came from tracked work.
Availability reviews break when absences and non-project commitments stay outside the plan. A person with 40 weekly working hours and one day away does not have 40 assignable hours for project work. The capacity view should account for scheduled time off before new Linear project work is assigned.
Everhour Reporting turns logged time, budgets, costs, and project data into customizable reports with 45+ columns, grouping, filters, date ranges, exports, and scheduled email delivery. Managers can review Linear work by synced project, issue, status, and tag data without rebuilding workload reports by hand.
Everhour Resource Planning shows workload on a visual timeline with member and project views, weekly capacity, availability gaps, scheduled time off, and planned-versus-actual comparisons. Managers can spot overallocated people before assigning more Linear project work.
Connect Linear work to Everhour Reporting so planned workload and tracked hours stay reviewable by project, person, date range, and status for better capacity decisions.
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